Outstanding introspection! Personally, I see value in People Anlaytics shifting away from descriptive reporting (headcount/productivity) towards organizational design/architecture. The shift would focus on the interdependence of work across the "souls on board" and the encourage redesigning the organization to optimize for the right incentives without compromising the human element..
Put simply, CHROs should have the same influence on organizational structure as COOs and People Analytics can shift their focus towards enabling CHROs to wield this influence effectively.
Most people in People Analytics are trained in HR, not statistics. Generating monthly reports and handing them to decision-makers who try to draw inferences from them doesn’t work. It is impossible for HRIS dashboards alone to answer the important questions, such as "which of our investments in talent are actually creating value, and how do we know?". Analytics dashboards do not predict business outcomes. Behavioral statisticians trained in programs like SPSS or R are the missing link; not training more HR generalists on the newest trendy SAAS software.
Really strong diagnosis. One thing I kept wondering: if headcount is no longer a meaningful unit of analysis, is capability/competence the more natural replacement? It seems like this is where people analytics could connect much more directly to organisational goals, because capability requirements can be tied to real work, transformation, and execution risk. Historically that may have been too slow or subjective to do well, but AI-assisted framework mapping, evidence capture, and auditability seem to be changing that. Curious whether Part 2 goes in that direction?
“Organizations don’t ask: How many employees do we have, where do they sit in the org, and are they engaged? but rather: Which of our investments in talent are actually creating value, and how do we know?”
The ⬆️ reflection so well captures what HR needs to be answering. This is not just a PA challenge. HRBPs need to be asking the right questions too.
Outstanding introspection! Personally, I see value in People Anlaytics shifting away from descriptive reporting (headcount/productivity) towards organizational design/architecture. The shift would focus on the interdependence of work across the "souls on board" and the encourage redesigning the organization to optimize for the right incentives without compromising the human element..
Put simply, CHROs should have the same influence on organizational structure as COOs and People Analytics can shift their focus towards enabling CHROs to wield this influence effectively.
Most people in People Analytics are trained in HR, not statistics. Generating monthly reports and handing them to decision-makers who try to draw inferences from them doesn’t work. It is impossible for HRIS dashboards alone to answer the important questions, such as "which of our investments in talent are actually creating value, and how do we know?". Analytics dashboards do not predict business outcomes. Behavioral statisticians trained in programs like SPSS or R are the missing link; not training more HR generalists on the newest trendy SAAS software.
Really strong diagnosis. One thing I kept wondering: if headcount is no longer a meaningful unit of analysis, is capability/competence the more natural replacement? It seems like this is where people analytics could connect much more directly to organisational goals, because capability requirements can be tied to real work, transformation, and execution risk. Historically that may have been too slow or subjective to do well, but AI-assisted framework mapping, evidence capture, and auditability seem to be changing that. Curious whether Part 2 goes in that direction?
Great article guys. Company output per worker is steadily climbing.
I also think a lot of this analysis will be done by autonomous agents. 🙂
Great piece!
“Organizations don’t ask: How many employees do we have, where do they sit in the org, and are they engaged? but rather: Which of our investments in talent are actually creating value, and how do we know?”
The ⬆️ reflection so well captures what HR needs to be answering. This is not just a PA challenge. HRBPs need to be asking the right questions too.