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Human resource management


Bollinger, M. (2016, November 21). The Art Science and Impact ofImplementing Data-Driven HR in 2017. Human Resource Executive,p. 30.

The article, by Bollinger, discusses theessentiality of utilizing data to assist in human resource managementtoday. According to the author, data has been a key component to thesuccess of other functions of the organization such as marketing,finance, and sales. As such, it is imperative that human resourcemanagers commence using data to ensure smooth, effective, andefficient operations in the human resource department. In spite ofthe importance of data, Bollinger (2016) is of the opinion thatbusinesses need to determine a strategy they can use to implement asuccessful data-driven HR program. Among the strategies proposed inthe article is the acquisition of a specific set of skills, whichwould enable the HR managers to understand crucial drivers that leadto employee productivity, retention and the total return on humaninvestment. In addition, the author proposes that the HR team shouldhave access to a multi-disciplinary team who can support theday-to-day activities and understand the analytics needed to ensurethe HR team can evaluate, analyze, and synthesize any hypothesis theycome up with Bollinger, 2016. The encouraging news about the adoptionof a data-driven HR is that organizations do not have to undergo fullrestructuring. Instead, they can outsource or buy the technologyneeded to achieve a data-driven HR.


This article is important to me, especially intoday’s technology-rich business environment, as it highlights oneof the most basic needs of the human resource functions. The conceptof data-driven HR is similar to the notion of human resourceknowledge management, which encourages HR managers to aggregate,store, and utilize information to ensure maximum performance of theHR department. According to Smith (2016), it is important that allmanagers understand that knowledge and data are core components inthe management disciplines. The author suggests that, human resourcemanagers ought to understand the importance of knowledge in a bid tomaintain the competitive advantage of the organizations. Smith (2016)stated that proper utilization of data by the human resource managercould be useful in ensuring that an organization attains competitiverecruitment, training, and retention of talented employees in themarket.

As a human resource manager, I find the idea ofutilizing data to improve the HR function as enlightening.Bollinger’s (2016) article not only highlights how important it isfor today’s managers to understand the importance of data, but italso provides me with the necessary guidance on how I can use thedata to ensure success for in my workplace. Bollinger’s focus onstrategies and team assembly portrays the key components that I, as amanager, should adopt to ensure that a data-driven HR achieves itsinternal and external targets. Bollinger indicated that a data-drivenwould be able to gain important information on aspects such as jobhoppers and candidates with poor performances in their previous jobs.This information would be essential to me as an HR manager because itwould allow me to recruit the talent that suits the organizationwhile eliminating employees who could hop from one job to the next aswell as eliminating poor performers from the recruitment process.


In the article, Bollinger discusses theimportance of a data-driven HR function in an organization. Accordingto the author, data-driven HR system enhances the competitiveadvantage of an organization. This article provides crucial andnecessary information to HR managers, like me, because it shows theimportance of the data management and provides me with the necessarystrategies to use data in accomplishing HR related tasks.


Bollinger, M. (2016, November 21). The Art Science and Impact of Implementing Data-Driven HR in 2017. Human Resource Executive, p. 30.

Smith, R. (2016). Organisational Learning: An Integrated HR and Knowledge Management Perspective. New York: Routledge.