Human Resources and the growing use of Metrics and Analytics
Abstract HR professionals have increasingly become involved in organizational strategy (Dessler & Chhinzer, 2016), relying on human resource information systems (HRIS) to provide metrics and analytics in order to make strategic decisions (Hussain, Wallace, & Cornelius, 2007). Using metrics and analytics in HR presents a unique and sometimes controversial scenario, due to the complex type of asset being measured and quantified: human beings. This article aims to show that the use of human resource information systems for strategic decision making remains highly flawed, lacking sufficient evidence to justify its enthusiasm in mainstream business. It argues this point by contrasting articles which claim favourable, unfavourable, and neutral assessments of strategic HRIS solutions, drawing a conclusion based on the most credible evidence. Introduction Since the 1990s, human resource information systems have grown to dominate many facets of the HR profession. A s