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dc.contributor.authorLipkin, John
dc.date.accessioned2020-11-12T17:11:27Z
dc.date.available2020-11-12T17:11:27Z
dc.date.issued2015-09-04
dc.identifier.other8070195
dc.identifier.urihttps://hdl.handle.net/1813/73027
dc.description.abstract[Excerpt] With “big data” and “analytics” atop human resources (HR) professionals’ dictionaries, it is no wonder that some are calling it time to think of employees as data points and to scientifically make people decisions. These beget horrific images of what many employees already believe HR promotes: incessant change and downsizing solely for profit maximization. Yet, for HR to genuinely transition into the world of data-driven people solutions, it must leverage its roots in employee advocacy, understanding, and development. To best do this, HR must undertake three actions. First, HR can ease into people analytics, using the necessary time and effort to gain employee buy-in. Second, HR should stress the objectivity of data-driven decision making. Third, HR practitioners must exhibit empathy for those affected by such decisions.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell HR Review. This article is reproduced here by special permission from the publisher.
dc.subjectHR Review
dc.subjecthuman resources
dc.subjectanalytics
dc.subjectevidence-based management
dc.titleSieving Through the Data to Find the Person: HR’s Imperative for Balancing Big Data with People Centricity
dc.typearticle
dc.description.legacydownloadsLipkin_CHRR_2015_Sieving_through_the_Data_to_Find_the_Person.pdf: 246 downloads, before Oct. 1, 2020.
local.authorAffiliationLipkin, John: jal492@cornell.edu Cornell University


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