Data about people at work has become more important than ever, but the focus of people analytics has changed. Formerly a technical discipline owned by data specialists, people analytics is now a business discipline, supporting everything from operations and management to talent acquisition and financial performance.

Over the next few years, the number of data sources will continue to rise, leading to a fusion of external and internal data in predicting employee behavior. At leading companies, analytics will become even more interdisciplinary. Eventually, people analytics will be fully integrated into systems and always in the background, rather than a separate source of information.

However, readiness to capitalise on people analytics remains a challenge. Only 26% of Luxembourgish companies believe they are ready to act upon it.


Where to start?

 • Invest at a senior level in people analytics – it requires CHRO and senior executive support, technical ressources from IT, and a strong business-focused leader

 • Establish clear leadership

 • Prioritise clean and reliable data across HR and the organisation – take concrete steps to ensure that data quality is a part of every analytics discussion

 • Understand that analytics is multidisciplinary – bring together a multidisciplinary group from across the organisation, not just PhDs and statisticians

 • Increase analytics fluency throughout the organisation – traning for both HR and other business functions will be critical to operating at scale

 • Develop a two to three-year roadmap for investment in analytics programs – build a new business function for the company, not just a technical team within HR

 • Focus on actions, not just findings – translate information into solutions, and stakeholders must take action

 • Integrate HR, organisational, and external data – advanced people analytics programs increasingly rely on the intersection of data from HR, operations and external sources

Going forward, analytics technology will have the capability to deliver increasingly personalised recommendations. Due to the sensitive nature of some people analytics programs, organisations will likely need to become far more serious about data confidentiality, local regulation regarding the use of employee data, and the risk of public disclosure of private information on the organisation and its employees.

Look for our next article on Diversity and inclusion trends to understand the reasons why this topic has become increasingly important in companies around the world.

Should you wish to have more information on People analytics, do not hesitate to contact Karine Pontet, Director Operations Excellence and Human Capital Advisory (


By Deloitte Luxembourg

Publié le 31 mai 2017