There is unprecedented excitement about big data and data analytics. Organisations are striving harder to use data and predictive analytics to make investment decisions on product strategies, expansion into new markets, capital maintenance, predicting consumer preferences, foretelling market tendencies, and the likelihood of fraud. And the impact is broader. The finance, sales, marketing, and supply chain areas have increasingly relied on data and analytics to enhance their effectiveness. Yet HR is the last function to truly use data for robust decision making. How can organisations change this in order to adopt an analytics lifestyle in HR?