Sustainable HRM in the age of analytics: capabilities, risks and a path forward

Purpose This paper explores the intersection of sustainable human resource management (HRM) and human resource analytics (HRA), examining how HRA can enable sustainable HRM while identifying potential risks and challenges. Design/methodology/approach Through a conceptual review, this paper synthesizes research from both sustainable HRM and HRA domains, drawing from a wide variety of literature and evidence (e.g. academic articles, practitioner papers, policy reports, news, and business cases) to develop an analytics-enabled sustainable HRM model that balances opportunities with risks. Findings The paper identifies three enabling pathways through which HRA supports sustainable HRM: empowerment, benchmarking, and upscaling. It also highlights four risk categories that require proper management: data-related, algorithm-related, decision-related, and environmental risks. The analytics-enabled sustainable HRM model is illustrated through examining HRA applications in employee development – a key sustainable HRM area. Four critical areas are identified for future research: employee participation, governance and regulation, analytics literacy, and diverse work arrangements. Originality/value This paper makes three key contributions. First, it bridges two emerging research strands that connect HRM with the twin transformation. Second, it addresses the gap of limited attention to technological factors in sustainable HRM literature by showcasing how HRA can be leveraged for innovative sustainability actions. Third, it develops a balanced and pluralistic view of HRA by examining both its potential contributions to broader sustainable outcomes and associated risks that can challenge sustainable HRM in the age of analytics.