Motivated and engaged employees tend to contribute more in terms of organizational productivity and support in maintaining a higher commitment level leading to the higher customer satisfaction. Finally, it can be concluded that the factors like choosing the right purpose and moment of interventions, adopting appropriate methods of analytics, collaborative interventions, scaling up of HR as a point of interventions are properly required to implemented for optimum impact to be caused by HR analytics in the organizations. Still majority of the Fortune 500 companies are restricted to traditional analytics practice and have not shifted to the advanced HR analytics, though a MIT study has shown specific proof of better impact caused by HR analytics in progressive firms. However, the continuum is still not ended and several growth possibilities are yet to be explored as there is a good deal of confusion remains regarding the specific focus areas. and emergence of big-data era have added many twist and turns in the evolution of HR analytics till day.
Different experiments, academic researches such as ‘Money ball’ experimentation by Oakland A, USA ‘Project Oxygen’ by Google etc.
It has passed through the phases of measuring the sub-functions of HR, staffing technique and criteria effectiveness, introducing comparative bench marking on functional parameters of HR at the industry level, predictive and prescriptive analysis etc. Emerged in the old forms of traditional measurement sources of different sub-functions, HR analytics have come a long way today.
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