We live in what could be termed the Age of Analytics. Information itself is so cheap and abundant. What we need now is not more data but better ways to make sense of it. This puts a premium on business analysis and interpretation, especially in the area of human resources. Talent represents the true competitive advantage for today's organizations, yet HR is an area that has traditionally lagged behind other business functions in terms of analytics. This Research Paper focuses its understanding

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... o know the adoption of HR analytics in Indian corporations. There is an attempt made in the study to bring about the evolution of HR analytics and also the challenges faced by most of the organizations in the adoption of analytics in the area of HR. The study also will make an attempt to describe how organizations can make all that important connection between employee and decision making. The study will be conducted in six organizations of IT sector, through the research tool as questionnaire and later the data collected will be analysed and interpreted with the help of required statistical tools. INTRODUCTION The term "HR analytics" means different things to different people. To some, the term only means a process for systematically reporting on different aspects of HR metrics-time to hire, turnover, compensation, employee engagement.HR analytics is an approach for making better decisions on the people side of the business, it consists of an array of tools and technologies, ranging from simple reporting of HR metrics all the way up to predictive modeling. Davenport, Harris and Shapiro help to provide clarity in this area by laying out the range of applications that constitute "talent analytics," their phrase for HR analytics, from simplest "human-capital facts" to most sophisticated analytics that help optimize the "talent supply chain" (Davenport, et al., 2010).Some well-known and highly regarded HR practitioners argue that they have no need for HR analytics because their senior executives don't require or expect it of them. This misguided point of view is the result of a fundamentally incorrect understanding of the purpose of HR analytics. Using HR analytics as a means of proving the value of the HR function is misguided. It is a misuse of analytics that fails to create any lasting value for an organization. "From a practical perspective, it immediately calls into question the credibility of any findings, insights, and recommendations that emerge. In short, if executives believe the HR function is embarking on an analytics project to justify itself, the outcomes from the project will be viewed with suspicion even if the analysis is done well. More substantively, such a perspective fails to capitalize on the tremendous value that can be created for an organization as a whole from the effective application of HR analytics" (Bassi, et al., 2010).The purpose of HR analytics is to improve individual and organizational performance. So it needs to be done, even if the CEO doesn't require it. Although it is not its purpose to prove the worth of HR, analytics can certainly enhance the credibility of the function and the profession by improving the effectiveness of HR policies and practices and contributing to the competitive advantage of organizations that develop it as a core competency. HR analytics can help where effort, resource and budgets are not producing their intended impacts, and in so doing reduce the workload while improving the effectiveness of HR. HR functions and professionals develop new skills and capabilities so that they can effectively partner with and lead IT and finance on HR analytics initiatives. Mastering the art and science of HR analytics takes effort. But it can result in an elevation of the status of the profession and its practitioners by helping them to guide their organizations