As the economic climate continues to shift and technological advancements reshape industries, people analytics has become an essential tool for businesses to stay competitive and make informed decisions.

Our Insight222 People Analytics Trends 2023 research: “Investing to Deliver Value: A New Model for People Analytics” is a testament to this, revealing that from 2020 - 2023, people analytics has grown by 43%, with 51% of the organisations surveyed admitting to increasing their team size in the next 18-24 months. 

So, what does this mean for individuals looking to build a career in people analytics? And with artificial intelligence (AI) automating much of the traditional analytics work, how can you position yourself and your team for success?

Building a Successful Career in People Analytics

Without stating the obvious, to build a career in people analytics, it's crucial to have a solid understanding of data analysis and statistical methods. 

People who enter the world of people analytics often come from backgrounds in human resources, data science, psychology or business. They could be a business data analyst, a customer data analyst, or a HR professional who has found a new love for data.

Though, to build a successful career in people analytics today, beyond a strong foundation in data, business acumen is growing in importance - especially with recent Insight222 research having found 'influencing' as one of the top 8 characteristics of leading companies in people analytics. 

The finding suggest that leading companies in people analytics communicate data insights in a clear and compelling way, as well as collaborate cross-functionally with various departments. These are core components that aspiring people analytics leaders must hold to be successful in today and tomorrows future.

However, despite having these skills, in her conversation with David Green on the Digital HR Leaders Podcast, Serena Huang, Founder of Data with Serena, highlights an important and yet alarming fact: once people analytics professionals meet the leadership level, there appears to be a stagnation in vertical progression.

She shares her observation on: 

"a lot of people moving around from one company to another, especially after they get to the level reporting to the people analytics leader or the leader themselves, because there's not a place to go vertically. 

I've also started to see that, you know what, not everyone wants to grow vertically every two or three or five years. They might want to expand their skillset, they might want to expand their industry, and that's something I have personally done, is do similar but different type of work across different industries...." 

Organisational Support for People Analytics Professionals

As with any profession, while the onus of professional development should be the professionals' responsibility, organisations aiming to thrive in today's competitive environment must also recognise the value of nurturing their people's analytical talent and take proactive and intentional steps to support their growth.

According to our Insight222 People Analytics Trends 2023 research, leading organisations in people analytics invest more time and resources to develop their team's capabilities and create a culture where data is valued. This can include providing opportunities for training and development in areas such as data visualisation, business acumen, storytelling with data, and cross-functional collaboration.  

Having an internal talent marketplace that promotes internal mobility could be another avenue to consider, as this not only opens up new career opportunities for employees but also helps the organisation retain valuable talent and foster a culture of continuous learning and growth. 

In essence, by broadening the scope of people analytics professionals' roles within the company, organisations can capitalise on their unique skill sets while simultaneously satisfying their employees' desires for varied and impactful work. 

The Impact of AI on People Analytics

Considering all the above points to help people analytics professionals excel in their careers within the organisation gives rise to the ever-important role of having an effective skills strategy in place - something Artificial Intelligence (AI) has proven itself to be a real beneficiary. 

The use of AI in people analytics has been a game-changer, automating traditional analytics work and freeing up time for professionals to focus on more strategic initiatives. However, with this increase in use of AI in people analytics, it also gives rise to importance to continually adapt and develop new skills to remain relevant.  

As Serena Huang points out:

"If I know that I want to be an AI expert in three years from now, focusing on ethics, for example, how do I get there from where I am now if I'm an HR business partner who loves data? And slowly building that path using AI, I think can solve a lot of headaches of people saying, "Well, I don't have career paths, or I don't know where to go next"… figuring out what role you want to be in, it's really figuring out maybe the next learning that you want to get, maybe the next opportunity that can grow you in certain ways, as opposed to being too focused on the title because that job may not exist."

Let’s take a moment to focus on "that job may not exist". This is such an eye-opening statement – one that as people analytics professionals, we know is the power of skills-based workforce planning. It's the ability to foresee the future and develop skills at a much faster pace to meet the changing needs, not just for an individual but an organisation as a whole. 

Therefore, as we use this to help other functions understand future skills, we should also use it to understand ourselves better and develop skill sets that will make us valuable assets within our organisation and the industry as a whole. 

If we start looking within our people analytics teams, take a skills based approach, look at predictive modelling to foresee future skills needs, and then map our career paths towards those, we will be better equipped to take on any challenges that may come our way. 

Securing Future Career Trajectories in People Analytics

In conclusion, while we may see stagnation at the top of the people analytics career ladder, it is important to remember that there are various avenues for growth and development within and outside of HR. 

As such, organisations must prioritise investing in their people analytics talent and creating a culture that values data-driven decision-making. They must put in place effective skills strategies to keep their professionals relevant and prepared for the future. 

As for individuals, it is crucial to take ownership of our professional development and continuously adapt and learn new skills to excel in this ever-evolving field, and embracing AI and its potential in enhancing our skills and career trajectories will be key to success in the future of people analytics.

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