A structured organizational model defining which skills are required at each role and level, how proficiency is measured, and what learning pathways exist to develop those skills — used to guide performance and development planning.
Workforce analytics generates value when it answers questions that change decisions. A workforce analytics capability that produces reports on headcount and attrition that no one acts on is an expense, not an investment. The measure of analytics maturity is not the sophistication of the analysis but the frequency with which analytical insights change HR and business leader decisions about talent programs, hiring strategies, or management interventions. Building analytics capability should therefore start with identifying the 3 to 5 decisions that would benefit most from better data, then building the data collection and analysis infrastructure specifically to support those decisions rather than building a comprehensive analytics platform and hoping the business finds uses for it.
What the research says about employee engagement.
Other ways this term appears across industries and languages.
Common questions about employee engagement.