“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.

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)