Updated as of 5 July 2025

How can businesses use data without forgetting the people behind it? HR analytics are now about impact more than just data in today’s changing workplace. 71% of HR executives say people analytics is crucial to their strategy, and 94% of business leaders think it improves the HR profession, according to SHRM’s People Analytics study. However, when data is applied humanely—that is, with compassion, equity, and openness—it transforms from a tool into a force for good. We asked thought leaders to discuss how they are utilizing humane analytics to make decisions based on people, not just performance. Here’s what they say.

Transform HR Data from Surveillance to Support

To ensure HR metrics serve people first, you must start with a clear intent: data should illuminate—not dictate—human-centered decisions. Metrics like turnover rate, engagement scores, or promotion velocity are only valuable when they’re paired with qualitative insight. We train organizations to not just ask “what’s happening?” but “why is it happening, and how does it feel?”

For example, instead of using pulse surveys just to measure morale, use them to co-create solutions. When employees see their feedback leads to change—such as policy shifts or manager training—it builds trust and engagement. Likewise, instead of using performance data to rank or punish, use it to identify coaching needs and uncover unseen potential.

Likewise, instead of using performance data to rank or punish, use it to identify coaching opportunities and growth trajectories. Data should reveal who might be under-supported, misaligned, or ready for advancement—not who’s “underperforming” by an arbitrary metric. For example, if a team’s productivity dips after a leadership change, that’s a sign to explore culture fit and communication, not just output. When analytics are used to uncover unseen potential—whether it’s hidden leaders, undervalued collaborators, or emerging skill gaps—they become a catalyst for development, not fear.

One global tech client came to us after using attrition metrics reactively. We helped them implement sentiment analysis on exit interviews and internal messaging. It revealed their real issue wasn’t pay—it was unclear career growth. By addressing this through transparent role mapping, they saw a 19% boost in retention in six months. The metric didn’t solve the problem; the human insight behind it did.

Study/Research

According to Deloitte’s 2023 Human Capital Trends, organizations that integrate people-centered analytics into their strategy are 2x more likely to outperform peers in productivity and retention. Similarly, Visier’s research found that companies using people analytics with a human lens saw up to 58% better engagement outcomes.

HR analytics are most effective when they’re in service of people—not just profit. By grounding every metric in empathy, context, and intent, you transform data from surveillance into support. In short: when your HR analytics start with care, performance follows. At Mindful Career, this is the ethos we embed in every organization we support.

Miriam Groom, CEO, Mindful Career inc., Mindful Career Coaching

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Early Conversations Turn Metrics into Retention Tools

We keep a close eye on turnover, but we don’t just look at the numbers. We track why people leave, and more importantly, we talk to those who stay. A while back, we noticed that techs who lasted past their first year often mentioned feeling respected and listened to early on. Instead of just reacting to exit interviews, we started checking in during months one and three with a simple question: “What’s working for you, and what’s not?”

That small change turned the metric into a people-first tool. It helped us resolve issues before they became reasons to quit. Sure, the data tells a story, but it’s only valid if we’re willing to have the conversations behind the numbers.

Joel Miller, President, Miller Pest & Termite

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HR Metrics Should Solve Problems, Not Track Numbers

HR metrics should be a tool for understanding people, not just tracking performance. The goal isn’t to hit targets. It’s to solve real problems that affect how people work, grow, and stay engaged.

Most dashboards are full of lagging indicators like turnover rates, engagement scores, and headcount changes. These can be helpful, but only if they lead to action. A number without a next step is just noise. So metrics should point to behavior.

For example, instead of just measuring attrition, it’s more useful to understand what’s driving it. That could be lack of growth opportunities, unclear roles, or poor manager support.

Leading indicators bring more value. Things like how often managers have one-on-ones, how quickly new hires ramp up, or how often internal transfers happen give early signals. These are levers that can actually be pulled to improve the day-to-day experience.

Quantitative data alone doesn’t cut it. It needs context. So pairing surveys with informal signals helps surface the real issues. That could be feedback from skip-level meetings, exit interviews, or even patterns in Slack conversations.

People are usually more honest in private messages than in pulse surveys. That’s where friction shows up. And that’s where solutions should start.

Metrics aren’t there to justify decisions to leadership. They’re there to help remove barriers for people. Because when HR analytics are used to spot friction, support development, and improve clarity, the business benefits follow.

Josiah Roche, Fractional CMO, JRR Marketing

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Data Points Become Conversations in People-First Analytics

One of our cleaner’s simply stopped showing up, and it was flagged in HR metrics as a “retention risk.” By exploring a bit deeper, I discovered she was struggling to afford her daily 2-hour commute (which appeared in our HR metrics as a single data point) and that led us to reconsider how we quantify–and therefore serve–people.

I position myself to be able to create conversations around metrics and use HR analytics to inform decisions by seeing it as a framework to use every data point as a conversation starter–not a conclusion. We monitor employee satisfaction and productivity, but only in relationship to inputs like commute, emotional well-being, and the sentiment of their feedback. Our technologist added in some nice touches here by having automated inputs using lightweight surveys and the use of geolocation data, but ultimately what we do with the data and the decision-making itself is all inherently human.

What would that mean? Well, after observing trends like this, we ultimately piloted a local housing subsidy for our staff which improved retention (28% YoY) but also their day-to-day engagement too.

People first analytics means creating systems with a why, not just a how much, and then acting on the answers. It is slower and far more personal but can be infinitely more powerful.

Martin Weidemann, Owner, RentMexicoCity.com

About Humane HR Perspectives

Our round-up series “Humane HR Perspectives” examines the fundamentals of humanising human resources (HR) from the perspectives of top authorities within and relevant to the industry. Q&A sessions with founders, CEOs, HR professionals, business leaders, and other significant players who are influencing the direction of HR are included in every edition.

Throughout the employee life cycle, we address a wide range of subjects in this series, including recruitment and selection, onboarding, training and development, performance management, employee engagement, pay and benefits, and more. We also go over important topics like compliance, change management in the workplace, morale and welfare, workplace communications, and diversity and inclusion.

The “Humane HR Perspectives” series offers insightful advice and practical examples to help develop a more encouraging, productive, and successful workplace—whether you’re an HR professional, a business leader, or just someone who is enthusiastic about creating a great work environment. Join us as we explore the approaches, difficulties, and triumphs that characterise HR humanisation and acquire unique access to the knowledge and experiences of individuals spearheading the movement.

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