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Use when designing people analytics programs — covers data hygiene, the 6–8 reports that matter, and pitfalls in measurement.
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Baseado na classificação ocupacional SOC
| name | people-analytics |
| description | Use when designing people analytics programs — covers data hygiene, the 6–8 reports that matter, and pitfalls in measurement. |
A people analytics program built on bad data produces confidently wrong answers. Before investing in dashboards or specialized tools, audit:
A clean HRIS beats sophisticated analytics on a messy one.
For a CEO and Head of People, monthly:
Each report:
For larger / more sophisticated programs:
Optimizing for what's measurable instead of what matters.
Easy to measure: time-to-fill, eNPS, training completion rates. Hard but matters: quality-of-hire, behavior change, fairness perception.
Don't replace the meaningful with the measurable.
Cell-size minimums (n ≥ 5–8) at every cut. Intersectional cuts often run into limits — surface in aggregate or qualitatively.
With dozens of metrics × dozens of cohorts, correlations appear by chance. Distinguish:
Don't tie comp to engagement scores. Gaming destroys signal.
Without context, manager scores become a popularity contest. Use as input to coaching and development; not as the sole performance metric.
Boundaries:
| Stage | Pattern |
|---|---|
| < 100 | Spreadsheets + HRIS reports |
| 100–500 | HRIS reports + light BI tool (Looker / Tableau / Mode) |
| 500–2000 | Dedicated tools (Visier, ChartHop) or BI on data warehouse |
| 2000+ | Data warehouse + dedicated people analytics function |
Manager-level reporting at scale enables manager-specific accountability. Norms:
Watch for managers pressuring teams to score them well — destroys signal.
Pay equity analyses run under attorney-client privilege when remediation will follow. See pay-equity-analysis skill.
hr-operations-architect agentpay-equity-analysis skillengagement-survey-design skilldei-strategist agentUse when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.
Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.