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2024 Unlocked: How People Analytics Leaders are Shaping the Future of HR through Innovation and Insight

In the dynamic landscape of 2024, People Analytics leaders are at the forefront of steering organizations toward a more data-driven and insightful future. Members of the Institute for Corporate Productivity’s (i4cp) People Analytics Board are prioritizing strategic response to evolving workforce dynamics, technological advancements, and the increasing demand for agile decision-making processes.

Automating data analytics delivery: A key to efficiency

Innovators in People Analytics (PA), those in the advanced predictive/prescriptive realm, are prioritizing the automation of data analytics delivery across their organizations. This shift is motivated by the need to make data more accessible and actionable for decision-makers at all levels. By automating the delivery of analytics, organizations can reduce the time it takes leaders to think about what information is needed and then request and wait for it. This streamlines operational efficiency, increases comfortability with the data, and empowers managers to make informed decisions quickly.

Upskilling HR in data acumen: Cultivating a data-savvy culture

The emphasis on upskilling HR professionals in data acumen underscores a recognition of the pivotal role that HR plays in driving organizational strategy through data-informed insights. As PA leaders focus on enhancing the data literacy of HR teams, they are effectively building a more robust foundation for strategic HR management. This focus on upskilling is not just about understanding data; it’s also about interpreting and leveraging it to drive initiatives related to productivity, culture, and employee engagement.

Enabling AI to synthesize data from across the enterprise: Connecting the dots

HR data is typically housed in one system and finance in another. Definitions of variables such as FTE vary across functions. That’s a common story in today’s modern organization. But to realize the benefits of AI—the ability to synthesize streams of data to create insights—leaders must find ways to connect the dots. Integrating AI to connect data across business functions is another top priority for PA leaders to break down silos and showcase the impact of talent decisions on the bottom line. In an era in which the pace of change is relentless, the ability to draw on a rich, integrated set of data is a powerful tool for navigating uncertainty and seizing opportunities.

Applying predictive modeling using generative AI: The next frontier

HR technology with AI-enabled features is exploding, but the big show, the next frontier of AI use cases in HR is the capability to predict skills the organization will need, identify skill adjacencies among incumbent employees, customize development plans to upskill, and predict or estimate the cost differential between building or buying these skills. This fourth priority represents a significant leap forward, enabling leaders to anticipate and prepare for future workforce needs more accurately and effectively. By harnessing the predictive power of generative AI, organizations can create more resilient and adaptive strategies, ensuring they are well-prepared for the challenges and opportunities ahead.

As 2024 unfolds, People Analytics leaders are not just responding to the trends of the day; they are actively shaping the future of HR and organizational strategy. These priorities reflect a broader commitment to leveraging data as a strategic asset, one that is critical for navigating the complexities and opportunities of the modern business landscape.

Katheryn Brekken, Ph.D.
Katheryn Brekken, Ph.D., is a senior research analyst with the Institute for Corporate Productivity (i4cp). Prior to joining i4cp, she served as an assistant professor of research with the MGM Resorts Public Policy Institute at the University of Nevada, Las Vegas School of Public Policy and Leadership, where she continues to lecture. She has worked closely with government and corporate leaders to develop and evaluate education and training programs and as a policy advisor. She has over 15 years of experience in public affairs and has testified before legislative bodies on matters of higher education and workforce policy. She is published in various academic journals including Politics & Policy, Community College Journal of Research & Practice, and State and Local Government Review. She received her Ph.D. in Public Affairs from UNLV.