This article is based on my experience as a founding people analytics leader in a financial services company in my first people analytics job and more recent research from my doctoral dissertation. You can start reading the article below and follow the links to Visier’s Clarity magazine to read the rest.

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Many companies have either already established people analytics teams or are seriously considering developing a people analytics capability.      

There is an increasing recognition that intangibles are the primary component of companies’ market value—up to 90%, according to some estimates. Beyond the traditional sources of intangible value—software, intellectual property, “goodwill” from acquisitions, etc.—is the latent value within individuals, teams, and organizations that people analytics can identify and unlock. People analytics helps firms understand the sources and nature of this value, enabling its preservation and growth. 

But do different industries think about people analytics in different ways? And does this variability influence the relative pace of HR’s adoption of people analytics across industries? 

While there is no specific research on this topic, I’d like to share some thoughts based on my experience in people analytics leadership across financial services, healthcare, technology, and retail e-commerce over the last 20 years, as well as some of my academic research on transforming HR into a more data-driven function.

Read the rest here.