Human Resource Analytics and Talent Management Effectiveness in China: Evidence from Multinational Corporations and Local Enterprises

This study examines whether Human Resource Analytics (HRA) strengthens Talent Management Strategies (TMS) in China's corporate sector and whether organization type changes the strength of this relationship. Drawing on Human Capital Theory, the Resource-Based View, and Contingency Theory, the study used a quantitative cross-sectional survey of 150 HR professionals from information technology, financial services, manufacturing, healthcare, and retail organizations. The sample included 80 respondents from multinational corporations (MNCs) and 70 from local enterprises. Descriptive results showed moderately high HRA adoption (M = 3.73), with recruitment analytics as the most developed application (M = 4.02) and workforce planning analytics as the least developed (M = 3.18). Talent acquisition was the strongest talent-management dimension (M = 4.00), followed by employee retention (M = 3.91), employee development (M = 3.87), succession planning (M = 3.81), and performance management (M = 3.78). HRA was positively correlated with TMS (r = 0.61, p < 0.01) and significantly predicted TMS (beta = 0.61, p < 0.001), explaining 37% of its variance. Organization type significantly moderated this relationship (interaction beta = 0.18, p = 0.010), and the association was stronger among MNCs. The results indicate that HRA functions as a strategic capability, but its value depends on complementary resources, digital maturity, analytical skills, leadership support, and data governance. The study provides evidence for phased, context-sensitive HRA implementation in China.