Rapid developments in technology, such as the ever-increasing speed of computer processing, the availability of vast amounts of data, and improved methods of data analysis, have had a profound impact on organisations and their operations, including human resource management (HRM). Human resource (HR) analytics, an HR practice that involves technology-driven statistical analysis of various data to make more objective employee-related decisions, has generated significant interest from organisations and has been a topic of discussion among HR practitioners and academics for over a decade.
However, empirical evidence on HR analytics remains limited, with existing literature predominantly focusing on private firms, suggesting potential business-related benefits, and reporting multiple implementation challenges. Business-related benefits are less relevant for public sector organisations that are not driven solely by profit maximisation and market competition but are instead faced with pressures from values such as democracy and societal welfare. Moreover, the contemporary shift from New Public Management to a more trust-based approach may also raise questions about the superiority and relevance of private sector solutions. Therefore, it remains unclear what motivates public sector organisations to embrace HR analytics. Addressing this gap, this study examines the rationale behind the utilisation of HR analytics in public sector organisations and attempts to answer the following research question: What reasons for the adoption of HR analytics could be identified in public sector organisations?
Drawing upon a general consensus in the broader HRM literature that organisations adopt HR practices due to either competitive factors or institutional forces, we conducted a qualitative study in three organisations representing distinct levels within the Swedish public sector: the state (authorities), regional (regions), and local (municipalities). These organisations are governed by democratic elections and, unlike private firms, are driven by goals that prioritise citizens' service and safety over profit, as they do not have the same requirements for return on capital. All three organisations feature complex organisational structures with diversified units, employ a large number of employees, and collect substantial amounts of personnel data, which is an important prerequisite for HR analytics.
All three participating organisations confirmed their general interest in utilising HR analytics. However, at the time of data collection, none of them had fully implemented it in their HR operations beyond some basic practices and an ambition to further develop them. The level of HR analytics maturity in the studied organisations is at the initial stage, representing descriptive HR analytics. This stage is primarily based on HR administrative data, focusing on what happened in the past. The studied organisations utilise HR data for reporting personnel records and various descriptive HR measurements. They benchmark these metrics with those of other similar organisations and visualise them through various data visualisation tools, such as Power BI, to facilitate data understanding for organisational decision-makers.
A total of 51 in-depth interviews were conducted with different HR practitioners and other professionals involved in HR analytics practices, including representatives from IT, finance, and organisational line managers. The exploratory interviews broadly focused on the current state of organisational strategic and operational work with HR-related data and their analysis, encompassing the reasons for HR analytics adoption, as well as organisational expectations and aspirations for the future. Thematic analysis of the data was inspired by the Gioia methodology, the primary characteristic of which is the development of a data structure combining 1st-order and 2nd-order themes, along with aggregate dimensions, to construct a theoretical model to make sense of the findings.
The study reveals three types of reasons for the adoption of HR analytics in public sector organisations: economic rationality, legitimacy, and individual interests. HR analytics is utilised to gain cognitive, socio-political, and technological legitimacy through the improvement of several organisational outcomes linked to economic rationality, including HR-related outcomes and better data management and analysis. Personal interests of certain individuals are also found to drive the adoption. The study findings indicate that the reasons for HR analytics adoption reported in the existing literature can, to some extent, also be applied to the public sector but need to be adjusted to fit the distinctive context of public organisations striving for legitimacy.
The study contributes to the HR analytics literature by providing empirical evidence from the public sector. Moreover, it argues for the combination of economic rationality with legitimacy gains and individual interests in explaining the rationale behind the adoption of HR analytics.