Introduction
People-related decisions have a major impact on organizational performance, culture, and retention. HR Analytics for People Managers helps leaders and managers understand how workforce data can be used to improve hiring, engagement, performance, and retention decisions. The course focuses on practical applications of HR analytics, enabling participants to use people data responsibly and effectively to support stronger outcomes across teams and organizations.
Course Objectives
- Understand how HR analytics supports people management
- Use workforce data to improve team and talent decisions
- Interpret common HR metrics and trends accurately
- Recognize ethical and privacy issues in people analytics
- Strengthen workforce planning and retention strategies
- Promote better people decisions through evidence
Target Audience
- People managers responsible for team performance
- HR professionals supporting workforce decisions
- Department heads involved in hiring and retention
- Business leaders seeking stronger people insight
- Talent and learning professionals
- Executives overseeing workforce strategy and culture
Course Outline
- 5 Sections
- 0 Lessons
- 5 Days
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- Day 1: Foundations of HR Analytics• What HR analytics means in practice
• Key workforce data sources and measures
• The role of analytics in people decisions
• Common uses in hiring, retention, and performance
• Examples of HR analytics creating business value0 - Day 2: Understanding Workforce Metrics• Turnover, absenteeism, engagement, and productivity metrics
• Hiring pipeline and time-to-fill measures
• Learning and development indicators
• Diversity and inclusion data considerations
• Workshop: Reviewing a workforce dashboard0 - Day 3: Analytics for Better People Decisions• Using data in hiring and talent planning
• Identifying patterns in retention and attrition
• Supporting performance management with evidence
• Recognizing early warning signs in workforce trends
• Practical activity: Diagnosing a retention challenge0 - Day 4: Ethics, Privacy, and Responsible Use• Handling workforce data with care and accountability
• Privacy and sensitivity in people analytics
• Avoiding misuse, bias, and unfair conclusions
• Building trust in people-related analysis
• Case study: Responsible and irresponsible HR analytics0 - Day 5: Building HR Analytics Capability• Embedding people insight into management practices
• Improving collaboration between HR and business leaders
• Creating stronger reporting and workforce planning routines
• Supporting a data-informed people strategy
• Final group project: Presenting an HR analytics improvement plan0
Instructor
Lessons:
