Editorial
| Published date | 08 October 2018 |
| DOI | https://doi.org/10.1108/SHR-10-2018-143 |
| Pages | 225-225 |
| Date | 08 October 2018 |
| Author | Javier Bajer |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Editorial
Javier Bajer
HR analytics: have we arrived at the promised land?
Going “digital” is a lot more than just mining data. Today, most organisations are quickly
dumping new information in the hopethat it somehow will translate into a new type of insight,
driving decision-makingpositively.
In most cases, thisdoes not work as we have hoped for. The fundamental reasonis that going
“digital” is not only abouthaving access to data but also about having a digital mindset. Ifan
organisation cannot think digitally,investing in analytics can become one more thing that we
have to do, that doesn’treally generate new value.
In this issue of Strategic HR Review, we are sharing some examples where value was
created, in the hope thatwe can inspire you to do the same.
Specifically, when talkingabout HR Analytics, don’t be fooled by the idea that knowing more
about your people will be sufficient for them to engagewith the purpose of the organisation,
putting customersfirst or even becoming more collaborative.
Of course, Analyticsare great when we know how to use them wisely, connecting them witha
true change of mindset. Attracting and managing talent needs both technology and a very
strong sense of purpose, togetherwith a culture where everything else is coherent witheach
other. Otherwise, we’ll (again)manage to get the “right people” but then loose the sparkle in
their eyes, soon after theyjoin our organisations.
I think we now have a true opportunity to put things right, even when we are talking about
technology.
Enjoy the reading andlet’s continue this conversation.
Dr Javier Bajer
Editor-in-Chief
Strategic HR Review
Javier@javierbajer.com
DOI 10.1108/SHR-10-2018-143 VOL. 17 NO. 5 2018, p. 225, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 225
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