Giamene Odom

As organisations continue to search for ways to increase efficiency, there has been a tendency to rely on Human Resource Analytics (HR Analytics). HR Analytics has revamped the decision-making processes of Human Resource Management (HRM). It provides valuable insights that can help optimise HRM practices. By leveraging analytical tools, HR practitioners now have the ability to assess retention strategies and identify potential attrition issues based on empirical data. Such data-driven approaches also enable the recruitment of skilled job candidates that align with organisational needs. However, there is a scarcity of research on HR Analytics in developing nations, specifically in Nigeria. Most organisations in Nigeria have yet to embrace this practice, particularly in the oil and gas sector, which possesses the necessary resources for investment. This research examines the adoption of HR Analytics as a strategic approach to improve business outcomes and solve workplace needs.
The study employed mixed methods research to answer the research questions. The qualitative insight was obtained from HR practitioners in the sector regarding their perceptions of the application of HR Analytics in their organisations. The qualitative data generated from twelve semi-structured interviews was analysed thematically. In the quantitative phase, the study employed 80 HR practitioners within the oil and gas sector as participants. Using a survey, insights about HR Analytics adoption were analysed with the help of IBM SPSS v21.0.
The result suggests that there is a limited level of HR Analytics application in the sector. It emphasises crucial fundamentals about the challenges and potentials arising from the use of HR Analytics in the sector. The study established the importance of the relationship between HR Analytics and performance indicators, for example, productivity and organisational efficiency. The strategic role of the application of HR Analytics in the decision-making process in the sector was also identified.

Workforce is a tangible and talent-driven asset for high-performing organisations in today's global economy. Arguably, if workforce is not adequately planned, it impacts the effective execution of future business strategies. This research uses Standard Chartered and HSBC Holdings as a case study. A sample size of 60 participants is selected and descriptive data analysis employed to examine the online survey questionnaire. The findings indicate that HRA helps organisations to develop and sustain high-quality planning and eliminates the conventional obstacles HRA provides. It aligns strategic planning by head counting and establishing a clear view of talent demand and supply problems. It is a useful tool used to evaluate the impact of their decision and prioritise future investments in the workforce. Key identifiers include: Control, employee production efficiency, and structure. The study recommends organisations combine demand planning and internal supply analysis to identify workforce gaps and plan accordingly.