But not all HR departments are created equally. When we stop siloing data and instead weave it into HR leaders' decision-making processes, the entire organization is better for it. Three areas that benefit most come to mind:

Talent acquisition – Data can change how and what we look for in talent recruitment. For instance, data lets us better understand the life cycle of an employee application, role, and function so we can better plan future recruitment. This includes enabling more accurate expectation setting for the business, as well as showing us where best to allocate our time. Through data intelligence, we can better understand that low competition or skills shortages may be the cause of why that job application has sat open for weeks or months.
Total rewards – Through data analytics, HR leaders can monitor behavior during compensation planning and benefits reviews which helps ensure planning is both fully inclusive and without bias.
Performance – It's equally important to understand what your organization is excelling at as it is where the gaps are. However, this is impossible without proper data analytics. Data takes the guessing game out of performance measurement, allowing us to ensure we are making the best use of talent's time.

But data alone isn't enough. AI and gen AI tools can support next gen HR leader efforts. Where some organizations are barring its use entirely – which we do not view as the appropriate approach – HR should have an opinion, grounded in policies and guidelines, around how and where the technology should be implemented. While a "one size fits all" attitude won't suffice, after careful consideration and risk assessment, HR leaders should look for opportunities to involve AI in their day-to-day use.

Instant Insights /

Next generation of HR leaders require human and data intelligence for decision making

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