SHRM26 Debrief · Strategic HR, Organizational Design & Change Management · #2241
Maximizing the Power of Assessments in HR
with Alexander Pullen & Matthew Halderman
"Data only matters when it's leveraged to make real decisions that move our companies forward."
What it was about
HR data and assessments only earn credibility and trust when they're translated into a clear story tied to business outcomes and used to drive an actual decision. Collecting data for its own sake, without closing the feedback loop, is what causes both leadership skepticism and employee assessment fatigue.
By the numbers
$25,000
Estimated productivity/overtime cost per entry-level employee lost to attrition, MSI case study
$4 million a year
Total savings reported after MSI's HR transformation initiative targeting attrition and onboarding
40% attrition rate
Attrition rate cited by an attendee, with 80% of it coming from one team
Key notes
- Before rolling out any assessment, define what decision it needs to inform — if it won't change a conversation, redirect development, or shift a priority, don't run it.
- Translate raw data into financial or business-outcome terms (e.g., cost per attrition, cost of turnover) so leaders see why it matters rather than just that it's an issue.
- Use the five-step framework: what are we measuring, what do we need to learn, why does it matter, what decision/choice does it enable, and what action will it call for.
The contrarian takeAssessment fatigue is commonly framed as people being tired of answering questions. The panel argued it's actually caused by leaders never closing the feedback loop: employees aren't tired of being asked, they're tired of nothing happening with what they said.
Take this back Monday
Do this for your team
Before your next engagement survey goes out, tell staff exactly what changed from the last one you ran.
Say this in your next leadership meeting
An assessment only earns trust if it changes a decision — otherwise it's just fatigue with extra steps.
Watch out for
- Rolling out assessments as a recurring administrative exercise (quarterly, biannual) without tying results to a specific decision.
- Presenting data that is too broad or unclear, leaving the 'so what' unanswered for stakeholders.
- Pitching the tool and its features to business leaders instead of leading with the business problem it solves.
Fun fact · Alexander Pullen
His client roster spans the NBA, H&M, Chick-Fil-A, and the Michael J. Fox Parkinson Foundation.
If this landed, see these
↳ Go deeperTalent Intelligence on a Shoestring: Turning HR Data into Board InsightsShows exactly how to turn assessment data into the board-level story this session demands.⇄ The counterpointCulture Redefined: Architecting a Skills-Driven, Continuous Feedback CultureArgues trust comes from real conversation, not from packaging data into a business case.✦ The unexpected oneThe Benefit That Quietly Shapes How Work Gets DoneA routine eye exam is its own underrated assessment, quietly flagging problems no one asked about.