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Human Resources Analytics for Public Personnel Management: Concepts, Cases, and Caveats

Wonhyuk Cho (wonhyuk.cho@vuw.ac.nz), Seeyoung Choi and Hemin Choi
Additional contact information
Wonhyuk Cho: Wellington School of Business and Government, Victoria University of Wellington, Wellington 6011, New Zealand
Seeyoung Choi: Ministry of Personnel Management, Sejong-si 30102, Republic of Korea
Hemin Choi: Graduate School of Global Cooperation, Hallym University, Chuncheon-si 24252, Republic of Korea

Administrative Sciences, 2023, vol. 13, issue 2, 1-22

Abstract: The advancement of data technology such as machine learning and artificial intelligence has broadened the scope of human resources (HR) analytics, commonly referred to as “people analytics.” This field has seen significant growth in recent years as organizations increasingly rely on algorithm-based predictive tools for HR-related decision making. However, its application in the public sector is not yet fully understood. This study examined the concepts and practices of HR analytics through a thematic review, and proposed a five-step process (define, collect, analyze, share, and reflect) for implementation in the public sector—the process aims to assist with the integration of HR analytics in public personnel management practices. By analyzing cases in both the public and private sectors, this study identified key lessons for functional areas such as workforce planning, recruitment, HR development, and performance management. This research also identified the necessary conditions for introducing HR analytics in public organizations, including data management, staff capabilities, and acceptance, and discussed the potential challenges of privacy, integrity, algorithmic bias, and publicness.

Keywords: HR analytics; people analytics; data management; algorithm; talent analytics (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2023
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Citations: View citations in EconPapers (3)

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