From Data Collection to Strategic Transformation, How People Analytics is Evolving

BY Lisa Jaffe | May 07, 2025

“People analytics has always been about combining a passion for change with a deep understanding of data,” said Miles Overholt, founder and CEO of Strategia Analytics. The HR profession has matured significantly, moving from fighting for a “seat at the table” to being core strategic partners, he says. “People analytics is key to earning and using that seat effectively.”

Once seen as a peripheral function, people analytics has become a strategic cornerstone for navigating complex organizational challenges, from workforce transitions to AI adoption. At From Day One’s Seattle conference, a panel of executives reflected on this transformation and on how data is shaping HR in real-time.

“During the Great Resignation, we didn’t just rely on instinct. We used data to guide leadership decisions,” said Becky Thielen, general manager of people analytics, at Microsoft.

As companies navigate uncertain economic conditions, she says, there’s increasing pressure to deliver holistic, high-quality insights with speed and precision.

Paige McGlauflin, reporter at HR Brew, moderated the discussion about "How People Analytics Can Give HR Leaders Insight Into Employee Experience and the Future of Work"

For Shanthi Nataraj, director of economic research at Amazon, it’s not just about tracking data–-it’s about understanding the employee journey. “We look at all the inputs an employee receives, from their manager and peers to external pressures like the job market,” she said. “These shape behaviors and ultimately impact business outcomes. We don’t view data points in isolation.”

Amazon’s internal feedback tool, Connections, allows for real-time sentiment tracking. But collecting data isn’t enough. “The key is closing the loop,” Nataraj said. “When employees see their feedback drives change, it builds trust and supports engagement.”

Data is increasingly democratized. “We’re empowering HR to tell their own stories,” said Shannon Peterson, head of people analytics at Verizon. When she joined two years ago, the challenge wasn’t a lack of data, it was too much of it and with no unified view. “Our goal was to centralize, certify, and connect insights across the employee lifecycle, from recruitment to exit.”

Verizon has also embraced AI. “We’re training systems to identify sentiment trends, draft communications, and provide tailored insights to leaders,” she said. These efforts are channeled through what she calls a “digital front door” for insights—streamlining access and decision-making.

AI Is Great, When Used With Care

At Microsoft, AI tools like Copilot are transforming how managers engage with data. “Instead of mass communications, we’re shifting to targeted nudges,” Thielen said. “We’re enabling users to ask questions and get contextual answers instantly.”

Still, AI adoption must be intentional, says Laura Luther, VP, health solutions account executive at Aon. Many mid-sized organizations don’t have in-house analytics teams or advanced infrastructure, she says. “Inventory how your vendor partners use AI. Focus on consolidating and aligning data practices to reduce risk,” she said. “Prioritize high-value, low-risk applications like customer service, and tread carefully with high-risk areas like healthcare data.”

Verizon has responded to those concerns with a centralized AI certification process. “Every AI initiative is reviewed for legal and security risks,” said Peterson. “Transparency is critical. Two years ago, what we do with AI now would have seemed invasive -- but today it’s essential, and we’re doing it responsibly.”

With massive amounts of data, prioritization and storytelling become essential. “Even with great analysts, storytelling is a separate skill,” Thielen said. “You need to communicate insights that resonate with the CHRO or a frontline leader. Otherwise, it doesn’t drive action.”

Overholt agreed, underscoring the importance of context. “Data without context, both micro and strategic, isn’t useful,” he said. His work studying CEO successions revealed that when transitions are handled well, they preserve the organizational ‘core,’ or its culture and values. “Failures happen when that core doesn’t get passed on.”

Dig Deep

Too often, HR teams lean on simple metrics like participation rates or satisfaction scores. That’s not enough, says Nataraj. “Those are starting points. We need to ask: Did the program reduce attrition? Improve knowledge transfer?” Her team often applies economic models to assess impact, especially when controlled trials aren’t possible.

Measurement should start early, says Thielen. “Don’t bring analytics in after the fact. Involve us during program design. It’s much harder to measure outcomes retroactively.”

As organizations face continued volatility, real-time listening is becoming more vital. Microsoft, Verizon, and Amazon are all investing in always-on feedback systems, shifting away from static quarterly surveys. “A single snapshot isn’t enough,” said Peterson. “We’re building systems that evolve with the employee experience.”

Whether it’s guiding CEO transitions, refining total rewards strategies, or addressing workforce segmentation, people analytics is no longer just about numbers. It’s about interpreting data in ways that inspire trust, empower action, and ultimately drive business outcomes.

“At its best, people analytics helps organizations not only see themselves clearly, but navigate where they need to go next,” said Overholt.

Lisa Jaffe is a freelance writer who lives in Seattle with her son and a very needy rescue dog named Ellie Bee. She enjoys reading, long walks on the beach, and trying to get better at ceramics.

(Photos by Josh Larson for From Day One)

Related Stories

Balancing Cost Efficiency and Positive Outcomes in Employee Benefits

As the employee benefits landscape continues changing, it’s important for employers to identify what benefits their workers find most meaningful today. During the pandemic there was a big push for mental health support—and that’s still important given all the cultural and political uncertainty impacting workers in a variety of ways.But now, the physical, financial, and personalized offerings are returning to the forefront. At From Day One’s Boston benefits conference, leaders discussed the benefits that make the biggest impact for their employees. Here are the key takeaways.A Focus on Physical Health“With the advent of GLP-1s and medically assisted weight loss, one of the hottest topics we’re seeing in the industry is around weight management,” said Cody Fair, chief commercial officer at Noom. With GLP-1s, he says, “Think about the member experience first,” in terms of minimizing hurdles and prior authorizations. Consider alternative funding methods to access medications at a reduced cost to the patient through rebates, and add behavior change support in addition to the medication options for long-term success. “We’re [also] seeing a lot of talk around women’s health, specifically around menopause,” Fair said. Generally, he says, people are not just interested in living longer–they want to live healthy longer. Therefore, employers are best served by taking a holistic approach.“As an organization, we focus on the overall happiness of our employees. That’s something that we practice very intentionally as part of our cultural framework. And because of that, we have programs which not only focus on physical health [and] mental wellness, but holistic well-being, which includes even things like financial literacy [and] how we plan for retirement,” said Shahina Islam, VP, HR at Zensar. To increase DEI initiatives for an increasingly diverse workforce, employers can also consider adding benefits for fertility and resources for parents and those involved in elder care, she says.Serving a Large Workforce While Staying on BudgetModerator Rebecca Knight, independent journalist and contributor at Harvard Business Review, notes the challenges of providing adequate benefits to a large, diverse workforce with varying needs while also “staying on budget.” Part of the answer, says Amy Claffey Widell, global benefits director at Akamai Technologies, is identifying point solutions that can cover several areas at once, such as musculoskeletal, fertility, cardiovascular, and cancer, and then being able to prove the cost effectiveness.Leaders shared insight on the subject of "In Employee Benefits, Balancing Cost Efficiency With Good Employee Outcomes"“I’m creating that business case to our senior leaders: if we implement a mental health benefit, we’re going to see a decrease in claims from our medical spend,” Widell said. “[For example], we implemented a point solution three years ago, and we’ve seen a 10% decrease in the claims in our medical plan.”To determine ROI, claims analysis paired with employee feedback is key. Employee surveys can help you understand which benefits employees are using, which they aren’t, what they want and, importantly, what they may not realize is already being offered. HR leaders should remember that the vendors themselves are constantly changing, so it’s important to stay flexible. “Every couple years, revisit the market, see who’s out there, [and] see if you can consolidate vendors,” Widell said. “I don’t necessarily want to have 500 vendors,” as that causes confusion for workers and a headache for HR managers. ROI can’t be pegged to one particular benefit, since wellness itself is holistic. “Look at the cumulative effect of everything you do. Are you managing cost and trend from everything you do, and are you reaching the maximum efficiency on those things you do?” said Scott Kirschner, senior director, global benefits at Greystar.Implementing Digital Solutions“Employees are increasingly looking for a more seamless experience,” Knight said. That’s where technological advances can help, especially when it comes to healthcare and wellness benefits. “With digital care, I’m noticing that we’re really able to take an ordeal that could take three hours and turn it into a 30-minute access thing,” said Dr. Bijal Toprani, senior clinical solutions lead and doctor of physical therapy, Hinge Health. Healthcare apps allow for easy provider follow-up and opportunities for patients to access care outside of traditional in-person office hours, she says.“How are we going to get people to use [a benefit] if they don’t know about it?” Kirschner posited. Digital solutions also offer centralized access to benefits for a workforce that is becoming increasingly dispersed as hybrid and remote setups become the norm. Additionally, Kirschner says, employers should take advantage of the fact that everyone is always on their phones. Place QR codes around the office for employees to scan for benefits, offer webinars to train employees on the benefits portal, send regular text updates with an option to opt-out, and embrace internal email marketing. To meet employees where they are, you might need to get even more creative with your communications. For example, Toprani was able to successfully reach her truck-driving workforce by leaving cards about benefits on their windshields, since they might not regularly check their email. Focusing on Positive Employee OutcomesThe best employee benefits programs take into account the entirety of the population they are meant to serve. For example, even if most of your employees are men, Toprani shares, sending them information about women’s healthcare is important since they may be married or have daughters.For workforces spread across multiple countries, it may be necessary for HR to seek out local vendors for certain benefits. Menopause care in particular, Widell notes, is more accessible in the U.S. but does not yet have prominent global solutions available in other countries. Ultimately, benefits programs are meant to do just that: provide benefits. “Everything that we are doing we need to ensure that we have a very happy and engaged workforce,” Islam said. “Our annual survey has a big section on how employees are feeling valued, and benefits are a big component of that.”Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.(Photos by Rick Friedman for From Day One)

Katie Chambers May 14, 2025

Employee Mental Health and Wellness: How Managers Can Be Empowered

More than 90% of American workers say it’s important to them that the organization they work for values emotional and psychological well-being, according to a 2023 survey by the American Psychological Association. Continuing the growing conversation around mental health and wellness, more companies are putting programs in place to support the holistic well-being of employees. During a From Day One panel discussion at From Day One’s Boston benefits conference, executives joined in on a conversation moderated by Boston Globe reporter Katie Johnston about how managers can be empowered to respond to employee needs. For Robert DiFabio, senior director of global benefits and mobility at Waters Corporation, being able to address the mental health concerns of his employees feels mutually beneficial. To be able to provide opportunities that help people which at the same time help the company is a “win-win,” he said.“The happier or healthier employee is someone who also would be more attentive, less absent, more productive at work, more motivated, just simply, even more grateful for their employer for giving them tools and resources,” DiFabio said.Managers who are engaging with their employees to support their well-being are driven by the passion to help others and deliver support with resources that are customized and personal. Although some leaders feel satisfied by being able to help their employees, others might struggle with some aspects of being prepared to engage in conversations about wellness and checking in with their staff. While managers may know when to engage in check-ins, they might not be comfortable with the support that needs to follow these conversations.Panelists spoke about holistic employee health and well-being“My concern is that managers are maybe ill equipped to deal with what then comes from those conversations. So I think it's important that we be prepared as companies to provide them the appropriate training if we're going to expect them to engage in those conversations,” said Anne Marie La Bue, vice president of compensation and benefits counsel at Assurant.CEO and Co-founder of LearnLux Rebecca Liebman added that discussions about mental health are also considered taboo for many communities and cultures. She emphasized that it’s important to start “breaking down barriers to let people at least start a conversation around these traditionally more taboo topics in the workplace.”The Main Drivers for Stress, Anxiety and DepressionMore than 80% of Americans are living with debt and 46% of people making six figure incomes are still living paycheck to paycheck, says Liebman. Financial hardships are an aspect of life that company executives recognize needs more attention within the corporate world. When it comes to supporting employees that are impacted by financial struggles, Holly Duvernay, director of benefits at Crane NXT, says it’s important for managers to leave the bias at the door and create a space that offers open conversations with the employee. Without any judgement, asking employees what they need and how they would like support can build strong relationships with workers. “The difference between a toxic work environment and loving your job is a razor thin margin,” said Ryan Kellogg, vice president of partnerships and sales effectiveness at Talkspace. He adds that communication is key in the workplace. Training for Managers Annual manager training is often seen as a hassle to many, but Duvernay says this requirement is a great investment. “You’re equipping your managers again with those resources that they need to understand, but you're also sending a message from the top down that it’s a business imperative, and it’s very important to the business success that everybody is able to develop their own well being,” she said. Waters Corporation makes discussions about important topics a part of meeting agendas, allowing the team to set aside 20 minutes to talk about things such as mental health and emotional well-being. “It’s a way to be helping them, giving them tips, educating them without making it feel like it’s this strong, stern requirement,” DiFabio said.The company also has an online resource that is available only to managers which include tips, suggestions, guides and employee assistance programs. It also partners with a EAP vendor which is open for managers to call for one-on-one private coaching sessions with a trained professional that can provide advice on any situation that a manager might find difficulties with.Talkspace, an online and mobile therapy company, makes sure that its organization’s leaders see that mental health is part of the workplace culture. Kellogg said the company has “mental health minutes,” which are one to two minute Youtube clips that give managers the mindset about mental health going into the day.Kellogg says that Talkspace also has mental health first aid training sessions where the company has a highly intensive one day block of instruction for either frontline managers, middle managers or senior leaders. “Following that training, those individuals are now force multipliers in your own workforce, and it's a resume builder, it’s something that they accomplish. They get a certificate and by doing that, you’re creating a culture that’s generating energy around mental health,” Kellogg said.In order to build a culture where mental health is prioritized, managers might be expected to be accountable for boosting wellness. Duvernay adds that the accountability piece is in the managers ability to have regular check-ins, collecting feedback and being able to act on what they are hearing from employees. As a form of accountability managers have to engage, be proactive and anticipate needs, she says. “If you create that environment as a manager, to have that open door policy and to anticipate challenges and how you’ll react to them, I think you create that environment where employees are accountable for their own well being, which I think is really the end goal,” Duvernay said. Measuring Wellness TrendsTechnological advances have allowed people to gain insights on trends and anticipated outcomes. Data driven tools can especially be useful for measuring mental health and wellness trends within a workplace. Talkspace analyzes data on who is leveraging mental health services as well as clinical assessments. These assessments can give a deeper look into whether the company is rating high on anxiety, depression, work-life balance and allows the company to understand where its employees stand and evaluate how the workplace is impacting them, says Kellogg.While data can be helpful, Liebman acknowledges that usually this type of information is not known to companies until they bring in a third party vendor. It’s insightful for human resource teams to understand what’s going on in their workforce at different levels to identify stressors within the company, she says. “Having those insights allows you to add better programs that are specific to what your company needs and what will improve their overall well-being,” said Liebman.Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.(Photos by Rick Friedman for From Day One)

Jennifer Yoshikoshi May 14, 2025

Agents of Their Own Growth: Encouraging Employees to Advocate for Their Career Development

Non-linear career moves that may be deemed risky, like a lateral transfer with no increase in pay or title, can also offer unexpected benefits. Sumeeta Maxwell, chief people officer for Experian’s Global Functions and Centers division, took control of her growth early in her career by making a lateral move that diversified her experience and broadened skill sets that later proved invaluable. “Very quickly, I was able to demonstrate success and [show] that I can grow and have potential,” Maxwell said during a fireside chat at From Day One’s Dallas conference. She encourages team members and peers to value a breadth of experience over a traditional strictly upward progression, favoring opportunities to illustrate their capacity for change and learning. This is just one example of how employees can take charge of their career development at Experian. The company offers a variety of resources to attract, engage, and retain talent, but Maxwell says that one thing you cannot replace is the employee owning their development process. “Only the individual can actually seize the opportunity and then deliver on it,” she said. “You have to take charge of your development—constantly evaluate your strengths and find ways to leverage them through your development plan.”Given the current status of the US job market, is an emphasis on career self-advocacy a good idea right now? Regardless of the market, you can never go wrong by continuously finding ways to learn, gather expertise, and expand your skills, says Maxwell. One way to do this is to embrace stretch assignments or other opportunities for growth that are offered. In the midst of a transformation, Maxwell says, one Experian organization decided to further embed the tenets of its high-performance culture through an internal initiative focused on enhancing business goal performance. Senior technology leaders participated in a curriculum that combined learning activities with structured progress checkpoints to sharpen their skills in leadership, goal-setting, and communication. This program not only drove short-term impact to the business but prepared participants for high-level interactions through improved presentation skills.As a global organization serving around 150,000 clients and millions of consumers, Experian’s commitment to a flexible work culture is also crucial to the success of its 23,000 employees. Hybrid schedules have delivered high engagement and productivity, Maxwell says, allowing the company to “foster flexibility without sacrificing the value of in-person engagement.” Sumeeta Maxwell of Experian was interviewed by Steve Koepp, editor in chief and co-founder of From Day One However, with multiple generations, working styles, and sets of expectations in the workplace, Maxwell and team understand that there is not a one-size-fits-all solution. It is important for companies to consider the nuances of a diverse workforce, but employees can also advocate for what they need to advance their career. While universally appreciated, she says, flexibility can mean different things to different people, ranging from flexible work schedules to self-expression and inclusion. “Diversity, equity, and inclusion (DEI) is a foundational value for us,” says Maxwell. It’s a critical element of the company’s culture as it strives to reflect its global customer base and encourage employees to bring their whole selves to work. DEI at Experian is supported by employee resource groups (ERGs) which are open to all employees regardless of identity. Maxwell says that Experian’s ERGs provide not only a sense of belonging and community-building, but they are a resource that helps employees develop leadership capabilities, communication skills, and career mobility. Oftentimes, she said, “people will find out about internal opportunities through their friends in the ERGs.”Another resource available to Experian employees is artificial intelligence. The company’s philosophy on AI is that if you don’t adopt it, you’ll be left behind. So they prepare their employees to use AI appropriately, says Maxwell. “We’ve put a lot of effort into ensuring our people are equipped and trained to know how, when, and why to use it,” she said. Their system includes an internal AI coach named Nadia, which Maxwell herself even uses to prepare for meetings or specific conversations. Nadia is trained on the company’s strategy and leadership principles, so leaders can interact with her as if she were an executive coach. To really put employees in control of their career and internal mobility, Experian will soon launch a talent marketplace tool, Maxwell says. The platform is educated with internal career frameworks and role criteria. Employees will be able to create personal profiles and be proactively matched to open internal roles based on that criteria, helping them find ways to grow within the company. “The idea is, we really want our people to be able to find their journey and find their development inside [Experian], and not have to leave to find it,” said Maxwell.When it comes to advocating for your own career development, Maxwell says, consistent effort, strategic action, and hard work are essential regardless of your work environment. “Good communication skills and the ability to present never go out of style.”Jessica Swenson is a freelance writer based in the Midwest. Learn more about her at https://www.jmswensonllc.com.(Photos by Steve Bither for From Day One)

Jessica Swenson May 13, 2025