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Purpose This study explores the rationale behind the utilisation of human resource (HR) analytics in public sector organisations. The existing HR analytics literature exhibits limited empirical evidence and has predominantly focused on the business context of private firms. In addressing this gap, the study seeks to answer the following research question: What reasons for the adoption of HR analytics can be identified in public sector organisations? Design/methodology/approach The study employs a qualitative approach drawing on the empirical data collected from three public administrations in Sweden – national, regional and local. A total of 51 in-depth interviews are conducted with HR and other organisational practitioners engaged in HR analytics practices. Findings Drawing on the institutional legitimacy perspective, this paper suggests that public sector organisations adopt HR analytics to secure cognitive, socio-political and technological legitimacy, stemming from explanations rooted in economic rationality. This encompasses organisational and HR-related outcomes achieved through data management and analysis, driven by the personal interests of specific individuals. Research limitations/implications This study contributes to ongoing debates about the adoption of HR analytics in diverse contextual settings. Future research is needed in other organisational contexts, including various national and international settings. Practical implications The results of this study offer practical insights for HR practitioners in public sector organisations seeking to adopt HR analytics to enhance organisational and HR legitimacy. Originality/value This study contributes to the HR analytics literature by providing empirical evidence from the public sector. Furthermore, it advocates for a synthesis of economic rationality with legitimacy gains and individual interests to elucidate the rationale behind the adoption of HR analytics.