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C-Suite

Those in the C-suite face enormous pressures from all directions. To make the best decisions, they first need to trust the nformation presented to them. This is particularly true when it comes to workforce data and the need to not only understand the true current state but also project into the future. And let’s face it, people are messy and organizations composed of people all the more so. Often, their data is too.

We employ a direct engagement process that first identifies the HR analytics and workforce challenges as leaders see them, in conversations and on their balance sheet. From there we can ask the essential questions that determine what problems are worth solving and what it would mean to solve them. Everything analysis step hereafter flows from these discussions and insights. It determines our core and supplementary data sources, how we process that data, how we evaluate data quality, what we do with that, and how we generate accessible analytics products that speak directly to pressing questions and decisions before you.

Many analytics services and consultants are long on promise and jargon but short on delivery and transparency. But their technical skills normally aren’t the issue. Rather, the problem usually comes from using prepackaged solutions that miss the mark when it comes to addressing company-specific concerns.

We offer an alternative: a business-first approach where business questions drive the analytics.

When we start with the problem and not a predetermined solution, you have visibility into the process from the beginning. You know the data we chose and why. You know who we partnered with and how they contributed to the process. You understand the reports because you provided feedback during development. You understand the predictive models because they were built to address your problem and reflect your need for direct interpretability.

The end result is a trusted result that informs your unique perspective.

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