Harnessing People Analytics:
A Strategic Guide for HR Leaders to Drive Impact

What is people analytics?

People analytics is understood as “collecting, cleaning, and interpreting data about employees” to boost crucial business outcomes. It uses innovative software, offering real-time data collection and machine learning, to provide deep business analysis and insights.

People analytics vs. HR analytics

The terms HR analytics and people analytics are sometimes used interchangeably. However, HR analytics tracks granular data to improve HR processes like employee turnover or time-to-hire rates. People analytics tracks and integrates a broader range of HR and non-HR metrics to provide a holistic view of the entire organization. People analytics helps HR leaders discover past employee behavioral trends and predict future trends, influencing better business outcomes.

How has people analytics evolved?

In the early 1900s, Frederick Taylor published The Principles of Scientific Management to help businesses improve employee productivity. Fast-forward to the 1980s and 1990s, when the rise of Human Resources Information Systems (HRIS) made storing and interpreting large, sophisticated employee data volumes possible. In the early 21st century, businesses like Google publicly used “people analytics” strategies to measure and enhance employee experiences and performance using HRIS and various other data-driven decision-making technologies.

New advances in data science, machine learning, and generative AI are adding even higher dimensions to people analytics. Businesses can go from scanning a simple HR data dashboard to gaining deep, predictive, and prescriptive insights to improve people management in the future.

Why organizations use people analytics

Businesses use people analytics to:

Client success story:

Nestlé Purina USA decreased its days-to-fill new roles by 136% using LinkedIn’s AI-powered people analytics tools.

How HR teams approach talent acquisition

Talent acquisition requires a structured approach that aligns with the business's goals and adapts to changing business conditions.

Here's how HR teams implement talent acquisition strategies:

Three components of people analytics

1. Gathering the right employee data

Employee information and data should be fresh, accurate, and easily accessible. Use APIs and software integrations to automate data flows between different systems and ensure data collection works seamlessly with other software in your people analytics tech stack.

Popular people data collection and analysis tools include:

2. Effectively analyzing the data

When processing and organizing data from the above data collection tools, seek out specialized analytics software, like:

3. Providing actionable insights

To maximize the value of people analytics, businesses must apply different types of data-driven insights that guide decision-making and strategic planning. These insights help HR teams transition from reactive problem-solving to proactive workforce management. The four key types of analytics in people analytics include:

Best practices for implementing people analytics

Define people analytics goals

Use an IMPACT framework as a starting point for defining HR business goals for people analytics strategies. Answer the following IMPACT questions:

  • Identify: What employee challenges or problems do you want to solve, and what employee data do you need to collect?

  • Measure: What’s the strategic priority of these issues or challenges, and what KPIs or ROI measurement strategies should be used to ensure the people analytics program is a good long-term investment?

  • Plan: What’s your plan for collecting people data internally and providing actionable insights?

  • Analyze: How will insights from the data findings improve employee and business outcomes?

  • Communicate: How will you communicate people analytics insights and recommendations to business leaders?

  • Track: How will teams continuously monitor and use people analytics and insights in the future?

Get leadership buy-in

Gaining leadership buy-in is essential to the success of the people analytics program and avoiding future complications or conflicts. HR leaders must clearly articulate how people analytics will drive business growth, improve workforce planning, and enhance employee experience.

To secure executive support, align people analytics initiatives with key organizational objectives such as increasing productivity, reducing turnover, and improving diversity, equity, and inclusion (DEI) efforts. Demonstrating a direct link between people analytics and business performance metrics will resonate with leadership and ensure their commitment.

When presenting a business case to C-suite executives, use real-world data and industry benchmarks to illustrate the value of data-driven decision-making. Providing compelling case studies such as how leading companies have leveraged people analytics to optimize hiring, reduce attrition, or improve engagement can reinforce credibility.

Additionally, incorporating data visualizations and predictive modeling can make insights more accessible and impactful. Dashboards showcasing workforce trends, retention risks, and performance analytics can help executives see the potential benefits of investing in a robust people analytics strategy.

Finally, securing leadership support also involves fostering a culture of data-driven decision-making at all levels. This means offering training and resources that help leaders understand and effectively use people analytics tools. Encouraging leadership to participate in pilot programs and iterative testing can also build confidence in analytics-driven approaches before full implementation.

Design processes to be consistent, transparent, and ethical

After the strategy is approved, standardize all people analytics processes to collect, analyze, and share data internally. Clean and validate the data regularly to ensure its quality and accuracy, as some data sources are more reliable than others.

All stakeholders should understand, share, and adhere to the same people analytics definitions and standards. That includes being transparent with candidates and employees about what data is collected about them and how it will be used. Data collection processes must also be ethical and comply with privacy laws like the General Data Protection Regulations (GDPR) and the California Consumer Privacy Act (CCPA).

Audit existing tools before investing in new solutions

Before investing in any new people analytics solutions, conduct a thorough audit of the existing HR systems and data analysis tools. This audit should provide a comprehensive understanding of the current capabilities, identify any gaps in functionality or data, and determine what additional tools or features are required to support your people analytics program goals and align with your organization's broader strategic objectives.

By evaluating your existing technology stack, HR leaders can avoid unnecessary expenditures on redundant or incompatible systems and ensure that any new investments are targeted and effective. This process may involve cataloging current HR systems, assessing their data collection and analysis capabilities, and identifying any limitations or areas where integration with other systems is required.

Once there is a clear picture of the existing resources and needs, proceed to invest in the right people analytics software. The ideal solution will be able to capture and integrate data from all relevant sources, providing a unified view of your workforce and enabling you to generate actionable insights that can drive informed decision-making and support your talent management strategies.

When the time is right, invest in the right people analytics software to capture and integrate data from all sources.

Success metrics:

Save up to 130 hours for each hire using LinkedIn Recruiter, Career Pages, and Talent Insights to streamline HR project pipelines.

Assign team leads to track and report on the data

After setting up the people analytics program, teach HR teams and business leaders to use the appropriate tools and interpret the data effectively. Provide regular training opportunities to keep their skills up to date. When necessary, hire dedicated data analysts with HR and people analytics expertise.

Allow for experimentation and iteration

A good people analytics program quickly evolves with business and industry trends. Regularly track and implement best practices and software for new people analytics programs when necessary. Also, encourage leaders to experiment with processes and properly document shared definitions, standards, and findings.

Leaders should continuously evaluate the effectiveness of people analytics programs. Also, solicit feedback from employees and stakeholders to make necessary adjustments.

People analytics trends and predictions

People analytics will transform how HR operates and is evaluated

As people analytics software and real-time data analysis improve, so will the ability to track and evaluate HR’s role and value in boosting employee satisfaction, engagement, and retention. For example, IBM artificial intelligence (AI) “can predict which employees will leave a job with 95 percent accuracy.” AIs can also directly “help employees identify new skills training, education, job promotions, and raises.” HR teams must learn to work with and use AI tools to remain relevant and enhance employee development programs, loyalty, and workforce planning.

People analytics will help improve training and internal mobility

As an HR team’s people analytics data, operations, and technologies evolve, they’ll better understand each employee’s:

1. Relationship with each other, their teams, and the organization.

2. Opportunities to be more productive, thrive, and advance in their careers.

3. Ideal training opportunities, tools, and team communication systems to maximize business impact.

HR teams will also have access to better internal and industry benchmarks regarding employee productivity and job satisfaction, reducing turnover and boosting individual and business success.

Data integrity and security will receive greater scrutiny

People analytics results are only as good as an organization’s employee data and processes. To improve people analytics workflows, businesses must optimize data collection and usage methodologies and scrutinize all collected information.

Business leaders must also adopt better strategies for balancing employee data usage, privacy, and transparency. Employees should feel comfortable asking how their private information is used and evaluated rather than being in the dark.

People analytics will help erode silos

As people analytics becomes an essential business process, leaders will mandate that all teams and departments use and agree on data collection standards and success metrics. It will allow for better team and cross-departmental conversations and goal-setting best practices.

How LinkedIn can contribute to your people analytics program

People analytics ensures HR leaders attract, hire, and nurture top talent for long-term career success.

LinkedIn offers real-time talent insights and analytics to help business leaders manage their workforce and drive their company forward.

LinkedIn Recruiter enables HR teams to identify and engage top talent efficiently, while LinkedIn Jobs helps businesses attract the right candidates through targeted postings. LinkedIn Career Pages provide an opportunity to showcase company culture and attract passive candidates, and LinkedIn Talent Insights delivers data-driven workforce planning and benchmarking insights to inform strategic decision-making.

Visit LinkedIn Talent Solutions to learn more about LinkedIn Recruiter, Jobs, and Career Pages.