PurposeHuman resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.Design/methodology/approachThe authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the "HRA-as-practice" frame.FindingsThe authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.Practical implicationsThe authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.Originality/valueThis systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.

Purpose

This study explores the rationale behind the utilisation of human resource (HR) analytics in public sector organisations. The existing HR analytics literature exhibits limited empirical evidence and has predominantly focused on the business context of private firms. In addressing this gap, the study seeks to answer the following research question: What reasons for the adoption of HR analytics can be identified in public sector organisations?

Design/methodology/approach

The study employs a qualitative approach drawing on the empirical data collected from three public administrations in Sweden - national, regional and local. A total of 51 in-depth interviews are conducted with HR and other organisational practitioners engaged in HR analytics practices.

Findings

Drawing on the institutional legitimacy perspective, this paper suggests that public sector organisations adopt HR analytics to secure cognitive, socio-political and technological legitimacy, stemming from explanations rooted in economic rationality. This encompasses organisational and HR-related outcomes achieved through data management and analysis, driven by the personal interests of specific individuals.

Research limitations/implications

This study contributes to ongoing debates about the adoption of HR analytics in diverse contextual settings. Future research is needed in other organisational contexts, including various national and international settings.Practical implicationsThe results of this study offer practical insights for HR practitioners in public sector organisations seeking to adopt HR analytics to enhance organisational and HR legitimacy.

Originality/value

This study contributes to the HR analytics literature by providing empirical evidence from the public sector. Furthermore, it advocates for a synthesis of economic rationality with legitimacy gains and individual interests to elucidate the rationale behind the adoption of HR analytics.

The topic of human resource (HR) analytics has recently attracted increasing interest. Despite its numerous advantages, the adoption of HR analytics remains limited, particularly within the public sector. This study aims to explore the reasons behind this limitation. It applies the Ability, Motivation, and Opportunity (AMO) framework to examine the preconditions for HR analytics among HR professionals in the public sector. The study is based on 30 interviews with HR practitioners from three public administration authorities in Sweden, analysed using thematic template analysis. The findings reveal that although HR practitioners are highly motivated to align with government agendas, enhance decision-making, and ensure transparency, they face significant barriers. These include a lack of analytical skills and technical knowledge, limited data availability, inadequate technical support, scarce resources, and complex organisational structures. This study contributes to the growing HR analytics literature by highlighting the complexity involved in HR analytics adoption in the public sector context.

The study examines the implementation of human resource analytics (HRA) within the context of public sector organisations, drawing upon the organisational translation perspective. We conduct a longitudinal process study of real-time HRA implementation projects in two public sector organisations in Sweden. The findings reveal that the content of the HRA concept undergoes significant transformation during the translation process, with components being copied, omitted, added, and altered. As a result, HRA in practice diverges substantially from its original idea. The study identifies three translation patterns: alignment to the needs of final users, technological determinism, and organisational complexity. We argue that these translation patterns may explain the outcomes from the unique translation processes. The study contributes to the organisational translation literature by integrating principles of heterogeneity and homogeneity of translation results. Additionally, it provides empirical evidence to the field of HRA, enhancing understanding of HRA in public sector organisations.