People Analytics

“One of the things I learned from that experience in particular was really being able to advocate for the right balance with data.”

“I started as a mathematician economist by trade. I was starting in the finance space... Got introduced to HR by a headhunter that said, do you want to come and do data science in HR? And I said, I don't know what data sc...”

“Data analytics came into play big time because we can use salary as a proxy. If you're paying somebody kind of entry-level wages, presumably they're entry-level. If you're paying somebody more mid-level wages, you can ge...”

“So we went from what do we think is important to what can we prove out.”

“I think I like to joke that I did people analytics before it was cool. So I really leverage that data component along with an understanding of people to build a career that has wound up in HR over time.”

“I always say, let's go to the data, right? So there's two types of data. There's the hard data, and then there's like the human side of the data, right? But I do think in HR, sometimes the data is underutilized...”

“The ability to demonstrate HR's impact is key, and that's how you get believers in what you're doing and you get commitment to it.”

“I learned about myself that data became my best friend. It's so very helpful, and I'm a big believer in leveraging and always looking at both quantitative and qualitative data. I think one without the other can be mislea...”

“RUR, R-U-R. The first R stands for relevancy, then comes urgency, and then comes revenue.”

“So, I wouldn't say that every company should look at the same 5 metrics when it comes to HR. First, I would say, well, what problem are you trying to solve? Now, let's think about what metrics you need to have in place i...”

“The best metrics that I've seen often tie back to the business. If you're helping the business either make money or save money, and you can make the causal or correlational relationship With doing those two things, I thi...”

“The language of business is about data and numbers. They get it. But the important thing is you've got to go to the storyline behind it to really have an impact on how the organization thinks about that information.”

“HR is the biggest cost any business has. So you need to understand that when you're bringing people in, what is that doing to the revenue?”

“If you don't do your due diligence and you just go by gut feeling and go by emotion, you can't justify the decisions you're making.”

“what we do here at Flexera is we look at things, we keep score, which is a core value of ours. So what a lot of things that we'll do, we create scorecards.”

“My engineering background has been very helpful in shaping the way I design and implement HR systems. Engineering is not just about understanding machinery or circuits, right? It's about understanding how moving parts of...”

“Metrics in performance management and compensation planning are just, are not just numbers. They are indicators of engagement. They're indicators of growth. They are also indicators of like organizational health.”

“Now, I would go over the normal KPIs in recruiting, like time to fill and some of the others, but I always related it to business outcomes that was for that group.”

“The thing that was the biggest bottleneck for making those kinds of changes was actually, in that kind of environment, was actually data.”

“my passion is really about having data-informed talent practices. So using data with everything that we do, and when we think about some of the decisions we make about hiring or promotion, or do we retain who's leaving,...”

“you need to always show me the money. And so I don't present ideas if I can't somehow tell you what the cost savings would be and what it would cost in in terms of resources, time, and money.”

“I went and found calculators developed by think tanks and well-known research organizations like Gallup, Forbes, where they could show you that, hey, if you reduce turnover or if you improve engagement, here's how you ca...”

“I think of this process like a bridge, and the first section of that bridge is the data. But I think the trap we often fall into is to stop there. And I've seen a lot of examples where there's lots of data being produced...”

“it's not a peanut butter spread approach across the board. You really have to dial into different populations, different segments, and deploy tactics, strategies and tactics that work for that.”

“I have found that using data and knowing who to use data with and knowing who to use my gut with, is very key. So I say emotional intelligence and understanding who your business leaders are, your executive leaders, is e...”

“I pride myself on being able to pitch the P&L as well as the CFO can.”

“How do we get more data to ensure that we're making the right decisions and we truly feel like the list of key talent we put together represents the true population of our employees?”

“So for me, it's using the analytics to help really tell the story, to understand the movement I need to make with the people... And I, I came up with the expression for myself, head and heart as well.”

“Today, so much easier when you can utilize tools like employee engagement and measure engagement from an engagement survey. And then what actions you've taken based on that employee engagement survey and continue to meas...”

“The most important thing is, are we building things that actually make things better for the business? Are we improving metrics? Are we fixing problems?”

“And so we're partnering with our medical carrier to really understand, is it transportation? Is it access to care concerns? Do we believe that based on those zip codes in which our team members live, Is it a financial st...”

“I've identified about 18 different types of experiences that impact our broader experience and was able to actually here within Power recently, we measured our overall employee experience. We measured each of those 18 fa...”

“your survey is only going to be as good as the questions you're asking, right? And so you need to make sure that not only you're understanding what you need to ask, but also ensuring that you've got buy-in from all of th...”

“It never— I learned too late was the value of data in the HR practice. The advice I would give is make sure you understand your business goals very deeply as it relates to the customer's expectations, and then translate...”

“I'm pretty analytical and I'm good with data visualization. And 100 years ago when I came into the workforce, that wasn't really— you didn't see that in HR very often. It wasn't really a data-driven function.”

“Peakon itself is just, it anchors so much. It does a great job of identifying the drivers that you should be focusing on. It doesn't just hone in on the low so these are the lowest scores. It actually looks behind the sc...”

“This is no longer a function where you can talk theory. You have to bring dashboards and analysis, and AI is gonna help this greatly. So you can say, hey, we did these 6 things, got these 10 outcomes, and without these 6...”

“The biggest thing is you don't know what you don't know. And the only way to find that out is to ask.”

“And usually it's around, it's always around people... and it's really around how to drive efficiency and effectiveness within that workforce. As well as how to leverage technology.”

“Back it up with data and back it up with context in terms of why we need to do certain things or how we have had success in certain areas and building on that success.”

“Many people initiatives may seem like a good idea, but it's what impact they will have on the organization.”

“To have that early knowledge and to continue growing it gives you a unique ability to build credibility quickly with your business partners.”

“HR, I think, is often thought of being primarily people-focused, but applying data and metrics truly does help get a lot of initiatives moving forward.”

“I'm a big believer in the power of data, and one of the most straightforward ways that I would recommend to gather it is through surveys.”

“One of the things we track very carefully is our retention of leadership, general managers in stores, service managers in stores, controllers, accounting leadership. Et cetera. So that's very important to us. And we look...”

“your HRIS is where all of your stories are kept. It's just in a very cryptic, data-informed way.”

“HR is becoming less and less soft and more and more about numbers, right? So we really have embraced, I think, as a part of business, letting the data tell the story.”

“We definitely measure and pulse our team members to understand where the perhaps pain points are and where the areas of strength are in terms of our, our culture.”

“We do use, we really use Constant Contact as our, a lot. And we look at both, which allows us to see open rates, but it also allows us to see what folks are tracking on, what folks are clicking on...”

“What's more important, we found by being in these cross-functional meetings as times to productivity and that direct correlation to revenue goals.”

“The insight was our innovation from filling that bathtub, to say it that way, comes from facts and data.”

“But turnover is not inherently good or bad. It's the context behind it.”

“Using data, there's so much data available to us. So you use it as a way to tell a story, whether that's overall people analytics, survey data, what you have available to you when you're doing workforce planning. You hav...”

“I think it really is about using the data to drive your decision-making, determining really what employees need and what the specific challenges are, and then putting your thinking cap on and trying to design what's best...”

“Well, in my mind, I definitely correlate it to engagement.”

“So data is important. I think it's starting with market data around pay, building that framework, building those ranges. But then beyond that, really thinking about the guidelines for how decisions are made, because we c...”

“I think the best way to measure your EVP effectiveness is through ongoing employee surveys and a broader sentiment analysis.”

“This is an area where I think folks need to focus on if you're doing this in terms of what is the true return on investment with some of these AI tools.”

“We said no one owns data, no one owns insights, It is owned by us as an enterprise.”

“If anyone grounds them in the facts, look at what's happening, look at the numbers... I think the other thing you can look at is the sentiment, the sentiment of the employees.”