By Fancy Mutangili
The future of HR is data-driven.
This is no longer a buzzword; it’s a shift. Today, every HR professional is expected
to be tech-savvy and data-literate. We can’t afford to lead with gut feeling alone.
Office politics, insider “intel”, or business instinct are no longer enough. We must
evolve.

HR has always worked with people, not machines, not hardware. Just people.
Unpredictable, emotionally rich, and complex. Yet ironically, our decisions have often
lacked evidence. We have hired on good vibes, promoted on tenure, or gone with
what felt right. It’s not unfamiliar; it’s how we often vote in Kenya. Not based on data,
but emotion. We have the records, the policies, the service history, yet we recycle
the same choices. In data terms, that’s called “garbage in, garbage out”. Poor or
shallow input leads to flawed output. In HR, that output affects real lives.

That’s where people analytics comes in. Gardner’s model defines it as “the collection
and application of talent data to improve critical talent and business outcomes.” In
this article, I use people analytics and HR analytics interchangeably; they both help
us make smarter, fairer, and more impactful decisions. Other sectors like finance,
education, and public policy have embraced evidence-based practice for years. HR
can’t afford to lag behind.

Think of the 2024 and 2025 Finance Bills protests in Kenya. For many, the issue
wasn’t abstract; it was personal. People saw the numbers (data), felt the impact, and
reacted. That’s what analytics does. It turns data into meaning. HR must do the
same. The best analytics don’t remove humanity, they sharpen our understanding of
it.

HR is grounded in the social sciences. But today’s HR leader needs more than
intuition; we need data fluency. This means blending empathy with evidence,
aligning values with insight. HR is no longer a support unit. It must act as a strategic
business partner, guiding decisions on hiring, retention, engagement, and growth.
So, what is data in HR?

It’s everywhere. CVs, performance reviews, leave trackers, exit interviews,
engagement surveys, payroll logs, training records. Yet many teams collect and
store data without using it. Few ask: What trends are emerging? Are we hiring and
retaining the right people? Are we paying fairly? Are we compliant and audit-ready?
If you are in HR today and not leveraging technology, you are already a step behind.
Every data-literate HR team should be using or at the very least be familiar with the
key tech tools across different HR functions, as each area generates valuable data
that informs decision-making and can be linked to HR technology.
 HRIS (e.g., BambooHR, Workday): to manage employee data

 Applicant Tracking Systems (ATS) (e.g., Workable, Greenhouse): for
recruitment tracking
 Payroll/Benefits Tools (e.g., QuickBooks, SageHR, even Excel): for
streamlined compensation.
 Employee Engagement Tools (e.g., SeamlessHR): to measure sentiment
and recognition.
 Learning Management Systems (e.g., SAP SuccessFactors): to track skills
and development
 AI Tools (e.g., AI-powered chatbots and automation tools): used to
automate responses and personalise user experiences.
 Data Visualisation (e.g., Power BI, Tableau): to translate raw data into
actionable insights for HR reporting.
These tools don’t replace the human; they amplify our ability to understand and
support people. And they house the data we need. Still, having the data is step one.
The real value comes from transforming data into insight. That means cleaning,
analysing, and applying it.
And this is where many HR professionals get stuck. Most stop at descriptive
analytics, simple reports of what happened. But we need to go further:
 Diagnostic – Why did it happen?
 Predictive – What might happen next?
 Prescriptive – What should we do about it?

This is the shift from reporting to leading.
Start with Metrics That Matter
According to AIHR, organisations that leverage people analytics see up to 25% more
productivity. The journey begins with understanding the right metrics. While time to
hire and turnover are common, here are two often overlooked Strategic HR metrics:
 Cost of HR per Employee
Reflects the organisation’s total investment in HR services and operations per
employee.
Formula: Total HR Costs ÷ Total Employees
 HR to Employee Ratio

This indicates HR’s efficiency and capacity to support business needs.
Formula: Number of HR Staff ÷ Total Employees
Benchmark: Often 1 HR staff per 50 employees, but this varies.
These numbers speak not just to cost, but also to capability and impact.
In conclusion, the best HR leaders today blend heart with hard facts. Empathy
without evidence is guesswork, and data without purpose is just noise. People
analytics is not just a tool; it’s a mindset shift. If HR is to truly earn its place at the
strategic table, we must be data-driven, insight-led, and people-first.

The author is a seasoned Human Resource professional and IHRM Member No.
12563 (Nairobi/Central/North Eastern Chapter), with nearly a decade of experience
across international NGOs, the private sector, national government, and public
institutions. Her work spans development, humanitarian response, conflict
prevention, and peacebuilding, supporting organisations funded by philanthropic
foundations, government agencies, and multilateral institutions. She is passionate
about People Analytics and Talent Acquisition, driving these concepts from strategic
vision to practical execution. Fancy has led People & Culture strategy, HR
governance, and workforce planning across global and regional settings, with deep
expertise in the EMEA region, particularly Africa.