People analytics.

The situation

Most companies are sitting on more people data than they realise: an HRIS, payroll exports, engagement surveys, a hiring tracker. And yet the questions that matter still get answered with gut feel. Why are we losing people? Where? Are we hiring well? What does the next year of growth require?

The gap is rarely tooling. It is knowing which questions to ask and building the habit of answering them with data.

What it looks like in practice

• Attrition that surprises leadership every quarter because nobody is looking at the leading indicators
• A board asking for people metrics and getting a different number from every system
• Hiring funnels where nobody knows which stage loses the best candidates
• Span, level, and cost questions that take a week of spreadsheet archaeology to answer

How I help

My foundation in this work was built at Deloitte, and I have applied it throughout my career since. I start with the decisions you need to make, then build the minimum analytics to support them: a clean data foundation, a small set of metrics that matter, and a monthly rhythm where leadership actually looks at them.

No vanity dashboards. The test of people analytics is simple: does a decision change because of it?