Yet the clear hypothesis, what decision we would like to take, that’s the interesting part. Because I feel that most HR leaders, HR business partners, they get more airtime on the leadership teams they serve. But then the more airtime is actually not more data or insight driven, the more airtime is used to spend time on longer discussions about talent, but not necessarily better discussions about talent decisions. Because I think this is where, how do we move people? Do we move people? Do we move them in full? Do we actually have them contribute to something which is part of the learning and evolution? How do we recombine team setups? Maybe how do we reorganise, which is very fashionable these days to reorganise? Is it actually yielding the benefits we expected by the reorganisation? Will we clear on the expected benefits of reorganising? So it’s both the people at the more individual side, but also the department, organisation, team setup.
I think this is where these hypotheses are clear and where the insights can be very helpful. And saying we don’t know from an HR people analytics is also very helpful, because then it reduces the discomfort like we want to take “the right decision”, but if it’s something where the evidence is not clear yet, well, that means that as a leader, you can know that you’re comfortable to take the decision without more insights. And there’s sometimes, in most cases, actually, I think, David, there is a lot of insight that can be brought by HR and people analytics teams.
