Build a People Analytics Practice
The effectiveness, output, and value of individual employee job behaviors and workforce productivity relative to goals and cost. (Analytics as a strategic capital lever.)
Ordered tasks (45) — this is what a project auto-creates
- #1Data Quality, Integration and InfrastructureHighTo Do
This section covers the data foundation — accuracy, completeness, integration, and a single trusted repository — that determines whether any analysis is even feasible. It tells you what to fix first.
Assignee: Unassigned · due 0 days after project start · takes 14 days
- #2Analytic Tools, Technology and ArchitectureMediumTo Do
This section addresses the technology stack — visualization, statistical, ML, and automation tooling — and how its fit and adoption affect what you can analyze. It helps you buy the right capability rather than the most impressive.
Assignee: Unassigned · due 14 days after project start · takes 7 days
- #3Metric Selection and Measurement DesignMediumTo Do
This section covers deriving metrics that are simple, relevant, and predictive, and translating raw data into rates, ratios, and indices segmented by workforce dimensions. It governs whether leaders can actually use what you measure.
Assignee: Unassigned · due 21 days after project start · takes 7 days
- #4Compensation and Pay PracticesMediumTo Do
This section covers how pay design and equity, viewed through analytics, drive retention. It gives you the levers—market positioning, incentive structure, internal equity—that most predict who stays.
Assignee: Unassigned · due 28 days after project start · takes 7 days
- #5Personality Traits and Individual DifferencesHighTo Do
This section explains how stable psychometric dispositions—Big Five, grit, resilience, cognitive ability—predict performance, and how to use them without overreaching. It gives you the validity boundaries that make these measures useful or dangerous.
Assignee: Unassigned · due 35 days after project start · takes 14 days
- #6Employee Demographics and Contextual ConditionsHighTo Do
This section covers how background and situational attributes—tenure, commute, department, structural context—predict and moderate turnover, and how to use them lawfully. It shows where contextual data is a legitimate signal and where it becomes discrimination.
Assignee: Unassigned · due 49 days after project start · takes 14 days
- #7Employee Turnover and RetentionHighTo Do
This section is about measuring who leaves and who stays—especially the regrettable, voluntary loss of valued talent that most turnover dashboards obscure. You get the segmentation and causal logic that turns a headline rate into a decision.
Assignee: Unassigned · due 63 days after project start · takes 14 days
- #8Workplace Safety IncidentsMediumTo Do
This section covers accident, injury, and incident data as a workforce outcome, and how to use leading rather than lagging indicators despite its statistical rarity.
Assignee: Unassigned · due 77 days after project start · takes 7 days
- #9People Analytics CapabilityHighTo Do
This section defines what your organization must actually be able to do, and how those abilities compound along a maturity continuum. It positions capability as the outcome that the other constructs jointly produce.
Assignee: Unassigned · due 84 days after project start · takes 14 days
- #10Analytics Team Skills and Operating ModelMediumTo Do
This section describes the mix of competencies — business, HR, data science, IT, and storytelling — and the operating model that makes a people analytics team effective. It clarifies which gaps to hire for versus develop.
Assignee: Unassigned · due 98 days after project start · takes 7 days
- #11Executive Sponsorship and Stakeholder EngagementMediumTo Do
This section covers the executive championing and stakeholder relationships that give analytics work resources and reach. It shows how to earn and maintain sponsorship rather than assume it.
Assignee: Unassigned · due 105 days after project start · takes 7 days
- #12Data Governance, Ethics and TrustMediumTo Do
This section addresses privacy, consent, ethics, transparency, and security for employee data, and how they generate — or destroy — the trust that makes analytics acceptable. It frames governance as a moderator of whether your evidence gets used.
Assignee: Unassigned · due 112 days after project start · takes 7 days
- #13Analytical Process Rigor and Method SelectionMediumTo Do
This section covers disciplined execution of the analytics cycle — matching technique to outcome type and data structure, specifying models correctly, and safeguarding against confounding. It is where analysis becomes trustworthy.
Assignee: Unassigned · due 119 days after project start · takes 7 days
- #14Assumption Testing and Model ValidationMediumTo Do
This section covers checking a model's underlying assumptions, interpreting its coefficients honestly, favoring parsimony, and confirming fit before trusting results. It is the gate between a fitted model and a reported conclusion.
Assignee: Unassigned · due 126 days after project start · takes 7 days
- #15Statistical Power and Sample AdequacyLowTo Do
This section covers whether your sample is large enough and your design powerful enough to detect real effects. It helps you know before analysis whether the question is answerable with the data you have.
Assignee: Unassigned · due 133 days after project start · takes 3 days
- #16Valid Statistical InferenceMediumTo Do
This section defines the payoff of the analytic chain: a conclusion about input-outcome relationships that actually generalizes beyond your sample. It ties rigor, validation, and power together into what makes an inference trustworthy.
Assignee: Unassigned · due 136 days after project start · takes 7 days
- #17Recruitment, Sourcing and SelectionMediumTo Do
This section explains how a data-informed sourcing and selection process produces better hires than intuition-driven interviewing. It gives you the design choices that raise predictive validity from source through offer.
Assignee: Unassigned · due 143 days after project start · takes 7 days
- #18Person-Job / Person-Organization FitMediumTo Do
This section covers how congruence between a person and their job and organization predicts whether they intend to stay. It distinguishes the two kinds of fit and shows why each drives different retention outcomes.
Assignee: Unassigned · due 150 days after project start · takes 7 days
- #19Employee EngagementHighTo Do
This section shows you how to treat engagement as a measurable causal lever, not a morale poll — connecting what drives it (HR practices, leadership) to what it drives (performance, retention).
Assignee: Unassigned · due 157 days after project start · takes 14 days
- #20Job Attitudes and SatisfactionHighTo Do
This section explains how job satisfaction and organizational commitment—shaped by HR practices—predict turnover intent and behavior. It gives you the mechanism linking what you measure in surveys to who actually leaves.
Assignee: Unassigned · due 171 days after project start · takes 14 days
- #21Work Environment Perceptions and Psychological StatesMediumTo Do
This section shows you how to treat employee perceptions—of fairness, support, autonomy, and clarity—as the measurable mechanism that links how you design work to how people actually behave. You get the instrumentation logic for the mediating layer of your model.
Assignee: Unassigned · due 185 days after project start · takes 7 days
- #22Employee Behaviors and Discretionary EffortMediumTo Do
This section clarifies the observable behavioral layer—task performance, discretionary effort, attendance, withdrawal—that sits between internal states and hard business outcomes. You learn to instrument behaviors as the proximate evidence that psychological states are actually converting to results.
Assignee: Unassigned · due 192 days after project start · takes 7 days
- #23Employee Performance and ProductivityHighTo Do
This section defines the central outcome the whole practice serves and shows how to measure task, contextual, and counterproductive behavior without collapsing them into one score fed by everything upstream.
Assignee: Unassigned · due 199 days after project start · takes 14 days
- #24Turnover Intent / Flight RiskMediumTo Do
This section covers how to model the probability of departure before it happens—the psychological and behavioral state that precedes actual exit. You get the logic of flight-risk scoring and its inputs from fit and attitudes.
Assignee: Unassigned · due 213 days after project start · takes 7 days
- #25Actionable Insight Communication and StorytellingHighTo Do
This section shows you how to convert a validated model or regression output into a narrative that a line executive acts on within a week. It gives you the framing, sequencing, and visualization choices that separate a report nobody reads from a recommendation that changes hiring or retention policy.
Assignee: Unassigned · due 220 days after project start · takes 14 days
- #26Evidence-Based Decision-MakingHighTo Do
This section defines the behavioral end-state your practice exists to produce—managers reaching for data before instinct on hiring, promotion, and retention calls. It clarifies what actually shifts a decision from opinion-led to evidence-led and why that shift is fragile.
Assignee: Unassigned · due 234 days after project start · takes 14 days
- #27Reduction of Human BiasMediumTo Do
This section explains how structured, data-driven methods reduce—but never eliminate—unconscious bias in people decisions, and how to claim that reduction honestly. It gives you the mechanism by which evidence-based practice narrows subjectivity.
Assignee: Unassigned · due 248 days after project start · takes 7 days
- #28HR Credibility and Strategic InfluenceMediumTo Do
This section addresses how a people analytics practice earns HR a seat at strategic decisions rather than a service role. It links analytical capability and demonstrated ROI to the perception that HR speaks the business's language.
Assignee: Unassigned · due 255 days after project start · takes 7 days
- #29HR Practices and InterventionsHighTo Do
This section treats HR programs as a designed, evidence-driven portfolio of levers rather than a collection of inherited initiatives. It shows how analytics should shape what you deploy and drop.
Assignee: Unassigned · due 262 days after project start · takes 14 days
- #30Training, Learning and DevelopmentHighTo Do
This section examines how learning and development translates into measurable performance and productivity gains, and why most L&D investment fails to show that link. It gives you the conditions under which development actually moves output.
Assignee: Unassigned · due 276 days after project start · takes 14 days
- #31Diversity and InclusionMediumTo Do
This section separates diversity (composition) from inclusion (experience) and shows how to measure both in ways that link to business performance without reducing people to headcount quotas.
Assignee: Unassigned · due 290 days after project start · takes 7 days
- #32Leadership and Management QualityMediumTo Do
This section covers measuring and improving manager effectiveness as the proximate driver of team engagement and commitment. It focuses on the observable behaviors that separate good managers from good individual contributors.
Assignee: Unassigned · due 297 days after project start · takes 7 days
- #33Quality of HireHighTo Do
This section defines quality of hire as the outcome that validates your entire selection and matching effort, and shows how to measure the value a new hire actually delivers. It links selection decisions and evidence-based practice to downstream performance.
Assignee: Unassigned · due 304 days after project start · takes 14 days
- #34Employee Health, Wellbeing and SafetyHighTo Do
This section gives you the data architecture for treating physical, mental, and emotional health as a leading operational input rather than a compliance afterthought. You learn which wellbeing signals actually move productivity and how to instrument them without surveillance overreach.
Assignee: Unassigned · due 318 days after project start · takes 14 days
- #35Organizational Network Position and StructureMediumTo Do
This section explains how to read the informal collaboration graph—who is central, who bridges silos, where communities cluster—and how structural position predicts performance beyond formal role. You get the practical logic of organizational network analysis for a people analytics team.
Assignee: Unassigned · due 332 days after project start · takes 7 days
- #36Performance Measurement and Management SystemMediumTo Do
This section covers the design of the performance management system itself—goal setting, measure quality, tracking, and feedback—and its dual role as both a driver of output and a shaper of how people perceive their environment. You get the design principles for a system that measures without distorting.
Assignee: Unassigned · due 339 days after project start · takes 7 days
- #37Customer Satisfaction and OutcomesMediumTo Do
This section links workforce states — especially engagement — to customer satisfaction and loyalty, the mechanism behind the service-profit chain.
Assignee: Unassigned · due 346 days after project start · takes 7 days
- #38Employer Brand StrengthLowTo Do
This section shows you how to measure employer brand as an analytics object rather than a marketing slogan—turning reputation into signals you can track in your candidate funnel and labor market.
Assignee: Unassigned · due 353 days after project start · takes 3 days
- #39Business/Strategy Alignment of AnalyticsHighTo Do
This section shows you how to anchor your analytics agenda to a live strategic priority rather than to whatever data happens to be available. It gives you the discipline for choosing which questions earn analytic effort.
Assignee: Unassigned · due 356 days after project start · takes 14 days
- #40Strategic Workforce Capability PlanningMediumTo Do
This section covers planning the capabilities your strategy will need before the gap becomes a crisis—segmenting mission-critical roles and aligning talent supply with demand. You get the forward-looking discipline that distinguishes workforce planning from headcount budgeting.
Assignee: Unassigned · due 370 days after project start · takes 7 days
- #41Organizational Culture and NormsLowTo Do
This section addresses how to make the collective norms and values of 'how work actually gets done' observable and measurable—an admittedly candidate construct in your model. You get the pragmatic stance for analyzing culture without pretending it is a clean variable.
Assignee: Unassigned · due 377 days after project start · takes 3 days
- #42ROI and Impact MeasurementLowTo Do
This section gives you the method for isolating a program's effect, converting benefits to money, and computing return against fully loaded costs—the discipline that lets HR speak the language of the CFO. It is a candidate construct, so treat it as a capability to build deliberately.
Assignee: Unassigned · due 380 days after project start · takes 3 days
- #43Human Capital ROI and Employee Lifetime ValueMediumTo Do
This section covers the return on total workforce investment and the lifetime value of employees—the aggregate financial lens that connects people spend to business performance. You learn to frame the workforce as an optimizable investment portfolio rather than a cost line.
Assignee: Unassigned · due 383 days after project start · takes 7 days
- #44Human Capital Risk MitigationLowTo Do
This section covers analytics-driven identification and mitigation of talent, operational, and reputational risks—a candidate construct with no confirmed links, so approached as an emerging discipline. You get the framework for making human-capital risk visible before it materializes.
Assignee: Unassigned · due 390 days after project start · takes 3 days
- #45Business and Financial PerformanceHighTo Do
This section explains how to connect people metrics to the financial results executives actually govern by, and how to establish credible—not fabricated—lines of sight from workforce data to the P&L.
Assignee: Unassigned · due 393 days after project start · takes 14 days