style="font-size:15px;"> To do this, this book mobilizes several types of sources and examples. Some of the information used comes from academic work. Another part is based on empirical surveys carried out within companies. These empirical materials are of several kinds: interviews with HR, employees, trade union representatives; participant observation as part of a professional experience as a Big Data HR project manager; company documents on the use of HR quantification; quantitative analyses conducted on personnel data.
Thus, this book aims to provide both theoretical and empirical knowledge on HR quantification. Finally, a few semantic clarifications must be added. The concepts of quantification, statistics and measurement are frequently used throughout this book. Quantification corresponds to a very broad set: all the tools and uses producing figures (or quantified data), and the figures thus produced. It therefore includes the concepts of statistics and measurement. The term “statistics” is employed when referring to the scientific and epistemological dimension of quantification, as Desrosières does, for example. Finally, the term “measurement” will be used when discussing the specific activity of quantifying a phenomenon, an object or a reality.
I.5. Structure of the book
The book is divided into five chapters of equal importance.
Chapter 1 seeks to delineate the subject by providing definitions and examples of the three major uses of HR quantification: personal and labor statisticalization, reporting and analysis, Big Data/algorithms. The next three chapters take up elements of this introductory chapter by analyzing them each from a different angle and can therefore be read independently of each other, and in the order desired by the reader.
Chapter 2 deals with the issue of decision-making. Indeed, as we have seen, the “EBM” approach sees the benefits of quantification as coming mainly from improving decision-making. Therefore, Chapter 2 examines the paradigms and beliefs that drive this link between quantification and decision-making.
Chapter 3 focuses on the appropriation of the different uses of quantification by the multiple actors involved in HR – managers, employees and trade unions, in particular.
Chapter 4 is based on the potential changes introduced by the increasing use of HR quantification, and questions the consequences of these changes for the HR function.
Finally, Chapter 5 deals with the ethical issues of quantification, particularly with regard to the protection of personal data and questions of discrimination.
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