Designing a Competency Model of a Human Resource Analyst in the Health Insurance System
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Abstract
Introduction: A human resources analyst has a key role in organizations and is responsible for analyzing and evaluating data related to human resources. This study aimed to design a competency model for human resource (HR) analysts in the health insurance system.
Methods: A qualitative research method was used, with thematic analysis as the strategy. Participants were 12 decision-making managers in the field of the health insurance system, selected using purposive and snowball sampling. Data were analyzed through open and axial coding using MAXQDA 22.
Results: Our findings indicated that the competencies of a HR analyst include 5 overarching themes: technical competencies, professional competencies, analytical and strategic thinking competencies, communication competencies, and cultural competencies. they also contained 14 organizing themes: research methodology and statistical skills, data storytelling skills, technology skills, recruitment analysis, HR retention analysis, HR evaluation analysis, turnover analysis, critical thinking, problemsolving skills, strategic thinking skills, interpersonal skills, team-building skills, cultural awareness, and cultural sensitivity.
Conclusion: The HR analyst is one of the key roles in organizations, which is of great importance due to its direct impact on the
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doi:10.3233/ATDE240421
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doi:10.1177/2158244021100612420. Barani Kumari P, Hemalatha A. Perception towards artificial intelligence in human resources management practices–with reference to IT companies in Chennai. International Journal of
Recent Technology and Engineering (IJRTE) 2019;8(4S3):61-5. doi:10.35940/ijrte.D1045.1284S319
21. McCartney S, Murphy C, McCarthy J. 21st century HR: a competency model for the emerging role of HR analysts. Pers Rev 2020;50(6):1495-513. doi:10.1108/PR-12-2019-0670
22. Kudret S, Erdogan B, Bauer TN. Self-monitoring personality trait at work: An integrative narrative review and future
research directions. J Organ Behav 2019;40(2):193–208. doi:10.1002/job.2346
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2019-0004
24. Saunders MNK, Tosey P. The layers of research design. Rapport 2012;30:58-9
25. Newmann FM. Higher order thinking in the teaching of social studies: connections between theory and practice. In: Informal Reasoning and Education. Routledge; 2012. p. 381-400.
26. Clarke V, Braun V. Thematic analysis. J Posit Psychol 2017;12(3):297-8. doi:10.1080/17439760.2016.1262613
27. Attride-Stirling J. Thematic networks: an analytic tool for qualitative research. Qual Res 2001;1(3):385-405.
doi:10.1177/146879410100100307
28. Nelson A, Christiani G, Sembiring T, Lie W, Saputra EG, Hamdatudin RA. Transforming HR management: exploring
the benefits of tools for HR analytics in the pharmaceutical industry. J Dev Res 2024;8(2):91-7. doi:10.28926/jdr.v8i2.380
2. Ragimol, Sudha AG, Peterkumar FJ. Effective workforce management using HR analytics. Int Res J Adv Sci Hub
2021;3(6S):82-6. doi:10.47392/irjash.2021.171
3. Lee KJ. Adaptive expertise, career adaptability, and career success of R&D personnel. Technol Anal Strateg Manag
2024;36(4):733-45. doi:10.1080/09537325.2022.2053517
4. Angrave D, Charlwood A, Kirkpatrick I, Lawrence M, Stuart M. HR and analytics: why HR is set to fail the big data challenge. Human Resource Management Journal 2016;26(1):1-11. doi:10.1111/1748-8583.12090
5. Murphy C, McCarthy J. Human resource analytics. In: Carbery R, Cross C, eds. Human Resource Development: A Concise Introduction. London, UK: Red Globe Press; 2016
6. Vargas R, Yurova YV, Ruppel CP, Tworoger LC, Greenwood R. Individual adoption of HR analytics: a fine-grained view of
the early stages leading to adoption. Int J Hum Resourc Manag 2018;29(22):3046-67. doi:10.1080/09585192.2018.1446181
7. Dulebohn JH, Johnson RD. Human resource metrics and decision support: a classification framework. Hum
Resour Manag Rev 2013;23(1):71-83. doi:10.1016/j.hrmr.2012.06.005
8. Fernandez V, Gallardo-Gallardo E. Tackling the HR digitalization challenge: key factors and barriers to HR
analytics adoption. Compet Rev 2020;31(1):162-87. doi:10.1108/cr-12-2019-0163
9. Rehan A, Thorpe D, Heravi A. An empirical study on project managers’ leadership behavioral practices impacting project success–the Australian construction sector. Int J Constr Educ Res 2025;21(2):164-88. doi:10.1080/15578771.2024.2359378
10. Mahon E. More Than a Caring Personality: Factors Affecting Staff Retention in Non-Profit Organisations In Ireland. Irish Association of Social Workers; 2016.
11. Bhati P. Unleashing the power of HR analytics: enhancing people management strategies. In: HR Analytics: Fundamentals and Applications. Bentham Science Publishers; 2024. p. 72-99. doi:10.2174/9789815274196124010008
12. Borst RT, Blom R. HRM and well-being in the public sector. In: Research Handbook on HRM in the Public Sector. Edward Elgar Publishing; 2021. p. 172-88. doi:10.4337/9781789906622.00021
13. Dahlbom P, Siikanen N, Sajasalo P, Jarvenpää M. Big data and HR analytics in the digital era. Balt J Manag 2020;15(1):120-38. doi:10.1108/bjm-11-2018-0393
14. Marler JH, Boudreau JW. An evidence-based review of HR analytics. Int J Hum Resour Manag 2017;28(1):3-26. doi:10.1080/09585192.2016.1244699
15. van der Togt J, Rasmussen TH. Toward evidence-based HR. Journal of Organizational Effectiveness: People
and Performance 2017;4(2):127-32. doi:10.1108/joepp-02-2017-0013
16. McIver D, Lengnick-Hall ML, Lengnick-Hall CA. A strategic approach to workforce analytics: Integrating science and
agility. Bus Horiz 2018;61(3):397-407. doi:10.1016/j. bushor.2018.01.005
17. Srivastava A, Abraham A, Aboobacker F, Singh G, Geevar T, Kulkarni U, et al. Lentiviral gene therapy with
CD34+hematopoietic cells for hemophilia A. N Engl J Med 2025;392(5):450-7. doi:10.1056/NEJMoa2410597
18. Zhang M, Zhang N, Yang J, Feng D, Li J. Application of competency model in enterprise human resource recruitment
management. In: Patnaik S, ed. Disruptive Human Resource Management. SAGE Publications; 2024. p. 118-127.
doi:10.3233/ATDE240421
19. Midhat Ali M, Qureshi SM, Memon MS, Mari SI, Ramzan MB. Competency framework development
for effective human resource management. Sage Open 2021;11(2):21582440211006124.
doi:10.1177/2158244021100612420. Barani Kumari P, Hemalatha A. Perception towards artificial intelligence in human resources management practices–with reference to IT companies in Chennai. International Journal of
Recent Technology and Engineering (IJRTE) 2019;8(4S3):61-5. doi:10.35940/ijrte.D1045.1284S319
21. McCartney S, Murphy C, McCarthy J. 21st century HR: a competency model for the emerging role of HR analysts. Pers Rev 2020;50(6):1495-513. doi:10.1108/PR-12-2019-0670
22. Kudret S, Erdogan B, Bauer TN. Self-monitoring personality trait at work: An integrative narrative review and future
research directions. J Organ Behav 2019;40(2):193–208. doi:10.1002/job.2346
23. Korenková R, Gavurová B, KováčV. Linking competencies with performance management in an engineering context. Journal of Business Engineering 2019;34(1):25-39. doi:10.2478/emj-
2019-0004
24. Saunders MNK, Tosey P. The layers of research design. Rapport 2012;30:58-9
25. Newmann FM. Higher order thinking in the teaching of social studies: connections between theory and practice. In: Informal Reasoning and Education. Routledge; 2012. p. 381-400.
26. Clarke V, Braun V. Thematic analysis. J Posit Psychol 2017;12(3):297-8. doi:10.1080/17439760.2016.1262613
27. Attride-Stirling J. Thematic networks: an analytic tool for qualitative research. Qual Res 2001;1(3):385-405.
doi:10.1177/146879410100100307
28. Nelson A, Christiani G, Sembiring T, Lie W, Saputra EG, Hamdatudin RA. Transforming HR management: exploring
the benefits of tools for HR analytics in the pharmaceutical industry. J Dev Res 2024;8(2):91-7. doi:10.28926/jdr.v8i2.380
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How to Cite
1.
Mahmoodi MH, Rezaeifar H, Mohammadi M, Mahmoodzadeh M. Designing a Competency Model of a Human Resource Analyst in the Health Insurance System. Health Tech Ass Act. 2026;10(2).
