• at redegøre for og anvende forskellige kvantitative HR analyseredskaber
• at kunne evaluere egnetheden af forskellige statiske modeller og deres relevans for at kunne informere de konkrete HR problemstillinger
• at kunne forholde sig refleksivt og kritisk til data, statistiske analyseresultater og de konklusioner der kan drages herfra
• at kunne udforme og teste relevante hypoteser gennem statistisk analyse på basis af analyser, at komme med løsningsorienteret forslag til de HR problemstillinger, der stilles gennem faget og dets cases
• at kunne kommunikere analyseresultater på en informativ og intuitiv måde, gennem sprog såvel som visualisering

I en øget kompleks og global organisation er det kritisk, at virksomheder anvender sofistikerede og grundige metoder til at informere beslutninger. I mange virksomheder bliver HR-relaterede beslutninger stadig taget på baggrund af erfaring eller mavefornemmelser frem for et reelt empirisk grundlag. Dette fag berører HRM teoretiske aspekter, som er gennemgående for hele studiet, men fokuserer på, hvordan disse emner kan belyses ved en evidensbaseret tilgang. Dermed vil virksomhedsdata skabe grundlag for statistiske analyser, der har til formål at danne input i virksomhedens beslutningstagen. Eksempler på HRM teoretiske problemstillinger, der søges belyst gennem Human Capital Analytics (HCA) kan være:

• Hvorfor skal vi bekymre os om vores medarbejderengagement?

• Hvad karakteriserer vores bedst præsterende teams?

• Hvad er de grundlæggende årsager til at vores medarbejdere forlader os?

• Hvilken effekt har træning og udvikling på vores lederes evner til at lede medarbejdere?

• Hvordan påvirker internationale opgaver og udstationeringer medarbejdernes karriere?

Bøger og bogkapitler:

Agresti, A., Franklin Christine A, & Klingenberg Bernhard. (2017). Statistics: The art and science of learning from data (4.th ed.). Boston: Pearson. Kapitel 13.

Coleman, J. (1994). Foundations of Social Theory. Harvard University Press. Kapitel 1, 1-23

Edwards, M. (2016). Predictive HR analytics: Mastering the HR metric. London: Kogan Page.

Jaccard, J. & Jacoby, J. (2010). Theory Construction and Model-Building Skills, Causal Models, 137-176.

Kozlowski, S. W. J., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research and methods in organizations: Foundations,extensions, and new directions (pp. 3-90). San Francisco, CA: Jossey-Bass.

Rasmussen, T. (2013). Målbar HR: En praktisk guide til datadrevet HR-ledelse. Kbh.: Dansk Psykologisk Forlag A/S. (Anbefalet - ikke pensum)

Artikler og rapporter:

Andersen, M. (2017) "Human capital analytics: the winding road", Journal of Organizational Effectiveness: People and Performance, Vol. 4 Issue: 2, pp.133-136

Andersen, M., Svegaard, S. & Ankerstjerne, P. (2015) Linking Customer Experience with Service Employee Engagement. ISS White Paper.

Bazerman, M., Chugh, D. (2006) Decisions without blinders, Harvard Business Review, 84: 88-97

Boudreau, John & Cascio, Wayne (2017) "Human capital analytics: why are we not there?", Journal of Organizational Effectiveness: People and Performance, Vol. 4 Issue: 2, pp.119-126

Bowen, D. E. & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2): 203-221

Boyd, B., Gove, S., & Hitt, M. (2005). Construct Measurement in Strategic Management Research: Illusion or Reality? Strategic Management Journal, 26(3), 239-257.

Davenport, T. (2013): Keep up with Your Quants, Harvard Business Review, July-August; 120-123.

Felin, T. & Foss, N. J. (2005). Strategic organization: A field in search of micro-foundations. Strategic Organization, 3: 441-455.

Garvin, D. A. (2013) How Google Sold Its Engineers on Management. Harvard Business Review, 91(12):74-82

Harter, K. J., Scmidt, L. F., & Hayes L. T. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2):268-279.

Hausknecht, J. & Trevor, C. (2011). Collective turnover at the group, unit, and organizational levels: Evidence, issues, and implications. Journal of Management, 37(1): 352-388

Heavey, A. L., Holwerda, J. A., & Hausknecht, J. P. (2013). Causes and consequences of collective turnover: A meta-analytic review. Journal of Applied Psychology, 98(3), 412-453.

Huselid, M. A. & Becker, B. E. (2011). Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management. Journal of Management, 37(2):421-428.

Jiang, K., Lepak, D., Hu, J., & Baer, J. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6): 1264-1294

Minbaeva, D. (2017) "Human capital analytics: why aren't we there? Introduction to the special issue", Journal of Organizational Effectiveness: People and Performance, 4(2), pp.110-118

Minbaeva, D. and De Cieri, H. (2014) Strategy and International HRM. In D. G. Collings, G. Wood & P. Caligiuri (Eds.) The Routledge Companion to International Human Resource Management.

Park, T. Y., & Shaw, J. D. (2013). Turnover rates and organizational performance: A meta-analysis. Journal of Applied Psychology, 98(2), 268-309.

Pfeffer, J., Sutton, R., (2006): Evidence-based management, Harvard Business Review, 84:63-74 

Rasmussen, T. & Ulrich, D. (2015). Learning from practice: How HR analytics avoids being a management fad. Organizational Dynamics, 44(3), 236-242.

Rich, B., Lepine, J. & Crawford, E. (2010). Job Engagement: Antecedents and Effects on Job Performance. Academy of Management Journal, 53(3):617-635.

van der Togt, Jorrit & Rasmussen, Thomas Hedegaard (2017) "Toward evidence-based HR", Journal of Organizational Effectiveness: People and Performance, Vol. 4 Issue: 2, pp.127-132