We used to do very few analytical decisions in Human resources. There were a few tests, a few hurdles to overcome, very loose impressions gained by short interactions with management. Choices made by reputations of attended schools. Now things have changed and the precision of the decisions needed have become acute. Universities are coming back to practitioners of analytics to find out what the curriculum's should be, and how to match them more closely and analytically to the needs of industry.
Very much on the topic: In the Atlantic: What happens when Big Data meets human resources? The emerging practice of "people analytics" is already transforming how employers hire, fire, and promote Good general, non technical piece on the topic. Have sent it to several people who are working in this field to get their further specific impressions and will write about their views here.
First response: Too little is said of the power of descriptive analytics, in particular data visualization, to get a grip on these problems. It should always be a first step in understanding the problem. And given to the decision makers in the field to work with their data, Big or otherwise.
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