The purpose of this paper is to focus on how the HR function takes advantage of human resource analytics (HRA), including big data (BD), and discuss factors hindering HRA and data utilization. Moreover, the authors discuss the implications of the HRA-induced role transformation of the human resource (HR) function.,This is an explorative case study based on qualitative interviews in nine leading Finnish companies.,The results indicate that both technical and human obstacles, operating with very basic HR processes and traditional information systems and poor data quality, hinder adoption of advanced HRA. This, combined with lacking skills in analytics and business understanding, inability to go beyond reporting, misconceptions related to BD and traditional compliance-oriented HR culture pose further challenges for the data analytics capacity and business partner role of the HR function. Senior executives expect no significant advancements of HRA, while HR professionals saw potential value in BD, although skepticism was not uncommon. The results point toward a need for increased cooperation with data analysts and HR professionals in provision and understanding the HR-related data for business-related decision making. Furthermore, cultural change and organizational redesign may be called for, in addition to overcoming technological obstacles related to BD, for it to have an impact on HR practices. HRA utilization and role transition of the HR function seem closely related and this transformation can be mutually reinforcing.,This study provides and theorizes explorative data on HRA within a group of some of the largest Finnish companies, pointing toward an immature state of the art in BD and HRA utilization and there being a relationship between HRA and the role transition of the HR function in organizations.

中文翻译：

---

数字时代的大数据和人力资源分析

本文的目的是关注于人力资源职能如何利用包括大数据（BD）在内的人力资源分析（HRA），并讨论阻碍HRA和数据利用的因素。此外，作者还讨论了HRA导致的人力资源（HR）职能角色转变的意义。这是基于定性访谈的九个芬兰领先公司的探索性案例研究。结果表明，技术和人为障碍，使用非常基本的HR流程和传统的信息系统以及不良的数据质量来运作，这阻碍了高级HRA的采用。再加上缺乏分析和业务理解能力，无法超越报表，与BD相关的误解和传统的以合规性为导向的HR文化对HR功能的数据分析能力和业务合作伙伴角色提出了进一步的挑战。高级管理人员期望HRA不会有重大进步，而HR专业人员则认为BD具有潜在的价值，尽管人们对此持怀疑态度并不罕见。结果表明需要与数据分析师和人力资源专业人员加强合作，以提供和理解与人力资源相关的数据，以进行业务相关的决策。此外，除了克服与BD相关的技术障碍外，还可能需要文化变革和组织重新设计，以使其对人力资源实践产生影响。人力资源管理局的利用与人力资源职能的角色转变似乎密切相关，这种转变可以相互促进。