Presentation
People analytics leaders and teams upset the balance of power in Human Resources and the broader organization in multiple ways. People analytics leaders on the HR leadership team bring evidence-based points of view, threatening the status quo. The people analytics team's omniscience with respect to people data ("Knowledge is power” ) unsettles traditional HR leaders who prefer things not to change. “Getting by" is no longer an option as people analytics shines a light on hitherto murky people data, ineffective HR processes, and talent outcomes.
Data-driven strategic talent and technology decisions create winners and losers in terms of roles and resources. A potentially rivalrous relationship develops with Finance on strategic workforce planning, with IT on HR technology, and potentially other corporate functions. People Analytics leaders, especially those who are their organization’s first people analytics leader, and the HR leaders that hire them need to be aware of all the ways in which the balance of power is disturbed. Without this appreciation, people analytics leaders may be perceived negatively, severely inhibiting their ability to drive change and progress. They need to resist the typical temptation of quantitatively oriented people to shy away from “organizational politics” and lean into the emergent power structure in which they are a key player. Similarly, CHROs need to be smart about harnessing the power of people analytics and managing the new dynamics within the HR organization.