A Practical Approach to People Analytics: Turning HR Data into Strategic Insights

Mike Maggio, People Analytics Manager, AutoNation

Mike Maggio, People Analytics Manager, AutoNation

With data serving as the backbone of nearly every significant business discussion and decision, the value of People Analytics extends far beyond core HR operations. Its impact reaches every business unit, regardless of company size. Each segment of the organization—whether operations, finance, sales, or service—has ongoing needs to understand workforce planning, employee engagement, turnover patterns, talent acquisition and learning program effectiveness. While these areas originate in HR, leaders in all departments rely on these recurring insights as essential building blocks before making informed decisions for their own teams.

When transforming data into actionable strategic insights, it is critical to begin with focused, strategic conversations that clarify the specific challenges these leaders are trying to address. Confirming the appropriate employee population, validating the reliability of the data source establishes a strong foundation and ensures a shared understanding of the target before conducting analysis. From here, the insightgathering process begins—taking a comprehensive look at historical data, seasonal patterns and any periods marked by major organizational policy or leadership changes. These broader contextual elements act as macro-level considerations, which must be acknowledged before diving deeper and segmenting the data into more refined views.

People Analytics across Units

High-quality people analytics is built on benchmarking, root-cause exploration, trend identification, clear visual storytelling and precise recommendations that highlight where measurable, value-added opportunities exist. Delivering insights in this structured manner answers meaningful business questions, strengthens credibility and builds trust with leadership by presenting a complete and cohesive narrative.

“A powerful way to ensure that people analytics remains a consistent and influential component of the HR organization is by embedding it into department-wide HR operating reviews.”

A powerful way to elevate the analysis even further is by connecting it to other operational drivers within the business. Many HR metrics—such as turnover, engagement, or time-to-fill—do not inherently translate into clear financial impact. However, taking the initiative to create metrics or models that assign a clear dollar impact to your findings significantly enhances the strength of the business case. Doing so not only helps HR leaders justify actions but also enables them to prioritize initiatives effectively.

Strategic Insight Foundation

A powerful way to ensure that people analytics remains a consistent and influential component of the HR organization is by embedding it into department-wide HR operating reviews. Analytics should not be reserved exclusively for executive audiences. Instead, field-level HR leaders and HR Business Partners should play an active role in these reviews so insights are shared broadly across the organization. When data-driven discussions cascade beyond the corporate level and reach the field, every location—and every employee group—benefits from a more informed and aligned approach. This wider distribution of insights helps create a truly data-focused culture and accelerates meaningful change across the company and ultimately advancing HR operational excellence.

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