Research
Prospectus
Big Data & HR
Fama, Amna-ECO595
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Table of Contents
Background………………………………………………………………………………………2
Problem statement………………………………………………………………………………..3
Purpose of the
study………………………………………………………………………………5
Study Hypothesis………………………………………………………………………………..6
Methodology………………………………………………………………………………………7
Literature Review………………………………………………………………………………….9
Conclusion………………………………………………………………………………………11
Bibliography…………………………………………………………………………………….12
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Background:
Organization in this era are looking at new ways to use analytics related to Human
resources these days. They are spending a good amount of budget by allocating it to
HR technology so that they can make better hiring decisions, can retain their employees
and eventually use HR analytics for formulating business strategies. While all this will
give companies an edge, many organizations face hindrances and obstacles with
obtaining the right data. Thus, those who are directly involved with hiring decision
struggle as they don’t know to best use the data that was obtained.
Josh Bersin, president and CEO of Oakland, Calif.-based consultancy Bersin and
Associates stated. “HR teams are not very analytical in their thinking yet, that is holding
them back from doing more data-driven decision making.”
On another note, New York City-based Buck Consultants, has a similar opinion. Thomas
said it can be difficult for HR managers to get away from “gut-feeling” decision making.
As Stacey Harris, vice president of research for Sierra-Cedar, told SHRM Online, “You
can’t do ‘big data’ with Excel. It’s just not going to work.” She added that most
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organizations don’t have the newest tools and technologies to take a deeper dive into
HR analytics. Thus, there is a trend of not using HR analytics effectively.
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Problem statement
It is said that just 37 percent use data to solve people human resource management
problems, although 83 percent of HR leaders agree that all people decisions should be
based on data according to Becoming a People Company, a survey report from
software company Sage People.
“HR is playing catch-up when it comes to data,” said Sage People Executive Vice
President Adam Hale in an interview with SHRM Online, and that’s hampering its ability
to create informed strategies for its businesses.
The problem is the fact that they know how data is powerful enough and data driven
decision can surely create a good impact, however many people decision they make is
not data driven.
SHRM journal also mentioned that: Among the other findings:
92 percent of companies are struggling to get the strategic insight they need to
solve retention problems and other issues.
59 percent don’t currently have a system in place to monitor employee
