Time and again, research highlights that human capital is the primary driver of organizational viability and success (Barney & Wright, 1998; Lepak & Snell, 1999; Nyberg, Moliterno, Hale, & Lepak, 2014). As such, leading and managing human resources (HR) is a very central and complex mandate that involves recruiting and retaining top talent, continuously engaging and developing employees, and lifting levels of innovation and productivity. Amidst these efforts, companies must navigate global labor markets that feature transient and diverse workforces, skills shortages, and accelerating rates of organizational change and competition (Stone & Deadrick, 2015). As the concept of work itself evolves and complicates these matters, there is an increasing need for more collaboration, reduced supervision, and dispersed locality, not to mention highly diffused and cognitively demanding responsibilities (Burke & Ng, 2006; Frese, 2008; Grant & Parker, 2009; Stone & Deadrick, 2015). For these reasons, HR requires more strategic, evidence-based decision-making – and at the same time, more efficient and automated approaches that make such a goal possible under the strain of finite resources.