HR Analytics and the Decision-Making Process: An Evidence-Based Management Approach

Abstract

HR Analytics (HRA) has gained attention of practitioners and scholars under the promise of providing basis for better decision-making. However, the question about how HRA can be effectively used to support decisions in organizations remains unanswered. Although some scholars suggest Evidence-Based Management (EBM) as a theoretical approach through which HRA would effectively contribute to decisions, the idea has not been empirically tested. Therefore, this study’s objective is to analyze how HRA leads to talent decision-making through the EBM approach. The analysis of how HRA leads to decisions was grounded in the interaction between HR Analytics and EBM along the decision-making process (DMP). A qualitative research approach was employed to assess HR Analytics decision processes performed in organizations located in Brazil. The study relied on 8 semi-structured interviews with professionals who have led or played an important role in a HR Analytics decision process. Content and template analyses were employed as data analysis methods. It was found the Evidence-Based Management approach seemed relevant to (a) provide evidence needed to the conduction of a quantitative analysis and (b) to intermediate HRA’s inputs to decisions. The results also shed light on the nature and different roles of these inputs.