Why aren't HR / people tech leaders taking a more data-driven approach to their people strategy and decision making?

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Partner in Software, 1,001 - 5,000 employees
The data side of things has been really problematic. We've definitely seen a movement where enterprises have adopted technology and adopted a more data-driven approach to different functions. If you think about the rapid demand for data science teams in go-to-market functions, for either marketing or on the revenue side of things. If you think about tools that are basic and solutions that are being put out there, which are helping for forecasting, predictability, those are using data science approach. And then if you look on the HR tech stack, I think that actually there's a lot more that could be done there, but that hasn't really been applied. And I feel like that has not been well serviced by a team. If you're a data science function in an enterprise, you're not going to say, "Well, how do I basically help the HR function to be able to have a much better people strategy?" Without actually realizing that's a core part in a strategic initiative that people need to have. And so I think that that gulf exists.
Former VP People Tech & Analytics in Software, 5,001 - 10,000 employees
People analytics as a function has emerged over the last 3-5 years. I would say roughly 15%-20% of enterprises have such a function. But it's a long, long, long journey ahead. You might have a great set of data and insights within one sub function. So you look at learning and you can understand what an employee might need based on their skills, based on where they're coming from, figure out what needs to be delivered. Serve it up to them and then tie it back to an outcome and say, "Hey, pre and post assessment, what was the improvement?" So that's a step in the right direction.
Former VP People Tech & Analytics in Software, 5,001 - 10,000 employees
I think, in general the conversation around data leads to a much richer conversation and that has started to happen thankfully. The next leg of that stool is, “what's the role of learning as we think about not just assessment but a true business outcome or a sales outcome?” And to be able to connect those dots is where I think there's going to be a lot of work in the coming years and coming decades. HR is a very valuable function and the employee is who we are all here to serve, but we've got to serve that employee with a slightly broader lens. 

We've got to first get elements right. And so if we think about recruiting, our go-to today is, "Hey, what's my time to hire, what's my cost to hire, what's my quality of hire?" But the moment I begin to tie that to an outcome and put a dollar value to it or associate a business outcome with it and say, if I were to spend a bunch of dollars on recruiting, what business needle would that move? I think that's the next journey. So I would say we are very early in our earnings, but a number of companies are doing some exciting work there.

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