Below are 15 HR analytics case studies that do just that. Several are drawn from the book Introduction to People Analytics: A Practical Guide to Data-Driven HR, which features powerful examples of analytics in action. Others come from recent industry reports, vendor case studies, and organizational insights shared publicly. Together, they offer a practical look at how HR teams use data to drive change and deliver results that matter.

Before you dive in, make sure to bookmark our HR Analytics Case Study Collection, a curated library of real-world examples you can reference anytime.

15 HR analytics case studies

1. How a European shipping company used HR analytics to reduce absenteeism through job redesign

In 2020, a European shipping company struggled with persistently high absenteeism rates among its port-based security officers. Despite offering competitive market pay and revising employment contracts, attendance issues persisted. The roles were seen as transactional, with limited teamwork or purpose, leading to disengagement and high contractor reliance to cover absentee shifts.

With limited technology at their disposal, the HR team turned to basic yet effective people analytics methods:

• Job analysis to understand core tasks and pain points
• Focus groups with security officers to capture qualitative insights
• Excel-based tracking of absenteeism trends across multiple locations.

This triangulation revealed a clear pattern: the root cause of absenteeism wasn’t compensation, it was poor job design and lack of role clarity.

The HR team redesigned the affected roles to increase clarity of responsibilities, foster better teamwork among officers, and reinforce their impact and purpose. No new software or complex systems were used, just structured listening, data interpretation, and role reengineering.

Within months of implementation, absenteeism decreased by 6%, contractor costs dropped by €350,000, and team morale and cohesion improved. This case study is covered in this book. 

2. How a UK utilities provider used HR analytics to drive ROI through customer service coaching

In 2021, a leading UK utilities provider struggled with low customer satisfaction scores despite having a well-trained contact center workforce. System performance wasn’t the issue; human behavior was. The organization suspected its customer service challenges stemmed from inconsistent coaching practices and underutilized soft skills among agents.

The Learning & Development (L&D) team deployed a data-driven approach to isolate and address the problem:

• Analyzed call handling behaviors, including tone, empathy, and upselling techniques
• Reviewed coaching intervention data to identify gaps in delivery
• Tracked call resolution rates and post-call sales behaviors.

Based on the insights, the team created a behavior-based coaching program for underperforming agents. The revised coaching intervention focused on empathetic listening and conversational tone, proactive customer engagement, and cross-selling and upselling techniques. 

The program was targeted, measurable, and aligned directly with business goals: 125% return on investment (ROI) and £105,000 invested in the coaching program. The company also increased customer satisfaction scores, achieved higher upsell conversion rates, and improved call resolution times. This case study appeared in this book. 

3. How a multinational tech conglomerate used HR analytics to boost quality of hire

In 2020, a European-headquartered multinational tech conglomerate experienced high turnover among its project and program managers. The company’s internal metric for Quality of Hire (QoH)—which factored in new hire retention, 90-day performance, and hiring manager satisfaction—was just 38%. Poor hires disrupted team performance, increased rehiring costs, and drained productivity.

To address the issue, the HR team implemented a data-backed hiring overhaul:

• Structured behavioral interviews replaced informal manager-led assessments
• Psychometric testing was introduced to assess job-relevant cognitive and behavioral traits
• A Talent Scorecard was rolled out to monitor the hiring effectiveness of recruiters and hiring managers.

These interventions aligned with outcome-based metrics, allowing HR to track performance post-hire and iterate on hiring criteria.

Over 12 months, the revamped hiring process was consistently applied across project and program management roles. Interview panels were trained in structured assessment techniques and benchmarked candidate performance against top performers.

As a result, the quality of hire improved from 38% to 75%, and turnover among project managers declined. Hiring consistency improved across teams and regions, and time spent rehiring and onboarding replacements was significantly reduced. 

While exact financial figures were not disclosed, improving QoH by nearly 2x resulted in substantial cost savings across onboarding, productivity loss, and attrition-related rehiring efforts. This case study is included in this book.

4. How a UK-based global conglomerate used HR analytics to measure leadership development impact

In 2021, the HR team of a UK-based division of a global conglomerate needed to justify continued investment in a new operational leadership development program. Leadership believed in the potential value, but anecdotal support wasn’t enough, and budgets were tightening. The challenge: prove that leadership development delivered measurable business returns.

Rather than relying on subjective feedback, the HR team designed a robust analytics framework to track learning impact. They gathered pre- and post-program performance data, internal mobility metrics, employee promoter scores (eNPS), productivity, cost-saving outcomes, and comparative analysis against a control group. The data was benchmarked using an existing capability framework, ensuring alignment with company-wide performance standards.

Participants’ outcomes were tracked over several months after training. Compared to the control group, program graduates moved into higher roles more quickly. They also led teams with higher engagement and efficiency and contributed to identifiable cost-saving initiatives. 

The results? Participants showed 20–30% higher performance scores than the control group.
Internal mobility increased by 25% among participants. Employee Net Promoter Scores improved by +12 points in participant-led teams. This case study is included in this book.

5. How Evergas used HR analytics to improve employee experience across borders

Evergas, one of the world’s leading seaborne transporters of natural gas liquids and petrochemical gases, faced the challenge of maintaining high employee engagement and retention in a highly competitive labor market.

Leadership recognized that traditional engagement surveys were no longer sufficient. They lacked depth, timeliness, and actionable insights, making it difficult to design effective EX (employee experience) interventions across their international workforce.

Evergas partnered with Livingroom Analytics, an employee experience platform that goes beyond standard engagement metrics. The solution provided frequent and in-depth surveys tailored to key drivers of employee sentiment. Real-time analytics and dashboards were made available for HR and senior leaders, giving insights into belonging, energy, and team dynamics, not just engagement. These capabilities enabled Evergas to monitor employee sentiment continuously and in context. 

Leadership bought into the approach early on, with CEO Steffen Jacobsen emphasizing that “retaining the right people has a massive impact on customer satisfaction and the bottom line.”

The outcome? Improved transparency across countries and departments, faster responses to local engagement issues, and improved team morale. Evergas reported measurable improvements in retention indicators and employee feedback quality, validating the link between EX and performance. The case study appeared here. 

6. How a transport business in Zimbabwe reduced road traffic accidents

A study in Zimbabwe explored the effectiveness of hiring assessments in reducing road traffic accidents (RTAs) among drivers. A local transport company, concerned about the high costs and delays caused by frequent accidents, not only due to material damage but also disrupted operations, sought a solution that could improve safety and efficiency.

Partnering with a local consultancy, the company investigated whether psychometric testing could help predict which individuals were more likely to be involved in RTAs. The goal was to identify personality or behavioral traits that could serve as useful criteria during the hiring process.

The research yielded several valuable findings. Notably, it revealed that the widely used Defensive Driving Certificate (DDC), which all drivers were required to obtain, had no measurable effect on accident rates.

More insightful, however, were the links between accident proneness and certain measurable factors: concentration levels, Reactive Stress Tolerance (RST), and the number of years a driver had held a license. Assessing concentration and RST during recruitment proved to be a practical and data-backed approach. Hiring more experienced (and often older) drivers made sense, as they were statistically less likely to be involved in accidents.

The full details of this HR analytics case study, including the statistical methods used, can be found here.

7. How a large mining company used HR analytics to achieve optimum staffing levels

A large mining company in Zimbabwe was concerned about financial losses resulting from departments being either overstaffed or understaffed.

To address this, consultants adopted a data-driven approach by analyzing staffing levels in relation to business activity. Specifically, they examined the number of employees in each business unit and compared it to that unit’s operational output over 17 consecutive quarters.

The analysis revealed a strong correlation between staffing levels and business activity, with an R-squared value of 70.34%. This indicated that the number of employees could explain 70.34% of the variation in business activity. By plotting these two variables, the team was able to clearly identify which departments were overstaffed and which were understaffed.

Excess employees in overstaffed departments were either retrenched or reassigned to understaffed areas. The financial benefits were immediate—retrenchment costs broke even in just two months, and by the third month, the company was already seeing net savings.

Click this link for the full details of this people analytics case study, including methodology and results.

8. How a large Dutch FMCG used HR analytics to A/B test employee training

An article written by Tony Brugman and Rob van Dijk based on their consulting work presents a brief case study.

The case involved a major Dutch retailer in the fast-moving consumer goods (FMCG) sector that leveraged people analytics to evaluate the impact of employee training. Using A/B testing, the company measured the effect of training shop personnel on store-level financial performance.

The results were striking: training had a clear positive impact, and in the first year alone, the return on investment (ROI) for the training program reached an impressive 400%.

9. How Stockport NHS used HR analytics to improve wellbeing and workforce decision

Before 2020, Stockport NHS Foundation Trust faced a common challenge: key workforce data was stuck in silos. Teams relied on manual reporting to track critical metrics like absenteeism, training compliance, and staffing trends. As a result, it was hard for managers to respond quickly, especially when COVID-19 pushed the system to its limits. 

In response, the Trust piloted the mii People Analytics platform in 2020. Built in partnership with Liaison Workforce and Activ8 Intelligence, the platform gave real-time visibility into data for more than 5,000 employees. Line managers could now drill into sickness absence by cause and role, spot early signs of stress and anxiety, and monitor training compliance across departments, all from a single dashboard.

The results? Actionable insights led to smarter, faster decisions. Stockport NHS reduced its reliance on temporary staff, improved employee wellbeing, and strengthened talent retention. Just as importantly, HR and business leaders finally had a clear, data-driven view of their workforce, and the tools to support them when it mattered most. The case study appeared here. 

10. How Merck KGaA used HR analytics to advance strategic HR and DEI goals

Merck KGaA faced a familiar problem: fragmented HR data. With talent processes decentralized across regions, the company struggled with inconsistent reporting and limited visibility. That changed when they implemented Visier’s people analytics platform.

By combining more than 45 million data points from across the business, Merck KGaA was able to connect the dots between performance, team size, and sales results, helping the organization design smarter structures and workflows.

What set this transformation apart was scale. Around 3,500 users, including 3,000 line managers, gained direct access to data dashboards. This empowered business leaders to make faster, more informed decisions and freed up HR Business Partners to focus on strategic guidance instead of pulling reports. It also helped Merck exceed its 2021 goal of achieving 30% female representation, one of several signs the platform supported stronger DEI outcomes.

Beyond reporting, the company used predictive analytics to flag first-year attrition risks, identify key talent during M&As, and strengthen learning and development strategies. By layering in natural language processing, they mapped employee skills more accurately, fueling future workforce planning.

The result? A more agile, cost-effective HR function that’s not only future-ready but clearly linked to better talent retention and measurable business impact. The case study appeared here. 

HR tip: Invest in skills + systems together

With 34% of large organizations expanding HR analytics roles, upskilling your team is no longer optional. It’s essential to grow your team’s skills, too. When you invest in new tools, train your people to use data to tell a clear story, make smart decisions, and get leadership buy-in.

11. How Montu used HR analytics to scale growth without scaling HR costs

Montu, one of Australia’s fastest-growing medical cannabis companies, faced a challenge most HR teams would envy but still need to manage: hypergrowth. Over 18 months, the company expanded by 1,400%. But its HR team struggled to keep pace using manual processes and siloed data. Workforce planning, onboarding, and performance management became increasingly time-consuming and error-prone.

To solve this, Montu implemented HiBob’s HR platform early in its growth phase. The system offered real-time people analytics, automated onboarding, and performance tracking, giving the team complete visibility into workforce trends and immediate access to critical data.

The results were significant. Montu scaled its workforce without dramatically increasing HR headcount, saving on operational costs while accelerating hiring and onboarding timelines. By streamlining administrative tasks and improving internal alignment, the company reduced inefficiencies and avoided costly delays in hiring and training.

Most importantly, Montu’s investment in HR analytics supported strategic decision-making during a high-growth period, ultimately enabling the company to grow rapidly without overspending on HR operations. Read the entire case study here. 

12. How a large restaurant used HR analytics to drive store performance

Another great people analytics case study took place in a large restaurant chain that was in a downward spiral. The management team didn’t understand why. They had pieces of information but struggled to implement effective policies.

A team of consultants was asked to investigate and provide insight through data.

Because there was a lack of good data, the team decided to measure it themselves using a survey. What was interesting in this case study was that they didn’t use a normal engagement survey. They instead first looked at the relevant business outcomes. The three key outcomes they identified were:

• Customer count
• Customer satisfaction
• Employee retention.

Business performance would increase if these three metrics were to go up.

The company then deployed a business-focused engagement survey where they:

• Linked employee outcomes to their real business outcomes
• Prioritize the factors that had the largest impact on business outcomes
• Show the business impact of the improvements of these factors
• Focus front-line managers on the factors that showed the most significant impact.

By mapping these factors on their own scores and their impact on business outcomes, the team could easily visualize which drivers contributed most to business performance and which drivers front-line managers should focus on.

The blue square shows the six factors that would receive the most attention. By focusing on these six factors, line managers would create the largest return.

Restaurant managers who had an average score of 4 or higher on the six key survey drivers were likely to see

• A 16 % increase in customer satisfaction,
• 18,000 more customers a year
• 10% less staff turnover.

The full report can be found here: How HR made customers happy.

13. How Kemp & Lauritzen used HR analytics to reduce turnover and improve onboarding

Kemp & Lauritzen, Denmark’s leading technical installation company, faced rising employee turnover and a patchwork of manual HR processes. Onboarding was inconsistent, systems were fragmented, and managers lacked visibility into key workforce data, which impacted retention and efficiency.

The company modernized its approach by implementing SAP SuccessFactors and developing a custom fast-hire app to streamline recruitment for field roles. These tools gave HR real-time insights and a centralized view of workforce activity.

The results were compelling. Overall turnover dropped from 35% to under 28%, and voluntary exits decreased by a third. Onboarding satisfaction jumped, with employees and managers rating the new process a 4.0 out of 5. Perhaps most notably, 80% of their mostly deskless workforce now engages with the new HR portal—an indicator of high user adoption and better employee experience.

Kemp & Lauritzen’s digital HR journey shows how analytics and automation can drive measurable improvements in retention, engagement, and workforce efficiency. The whole case study appears here. 

14. How National Bank of Canada used HR analytics to save millions through automation

Managing HR processes across multiple systems had become costly and inefficient for the National Bank of Canada. Time tracking and payroll were especially burdensome—manual, fragmented, and time-consuming for HR and line managers.

The bank implemented SAP SuccessFactors to streamline operations and automate time tracking. The move eliminated manual processes and gave employees access to real-time self-service features, including pay stubs and vacation balances.

The financial impact was immediate. On the first day alone, the new system processed 1,500 time-off requests automatically. The bank now saves $4 million annually in HR staffing and administrative costs. Automation also freed up 5% of management time—time that can now be spent on strategic priorities rather than administrative tasks.

By investing in HR technology and analytics, National Bank transformed its core operations, demonstrating how HR can directly contribute to business efficiency and cost reduction at scale. Read the complete case study here. 

15. How the YMCA of Greater Grand Rapids used HR analytics to streamline HR and refocus on mission

The YMCA of Greater Grand Rapids employs 1,600 staff across multiple branches and school locations. But outdated, manual HR processes were slowing things down. Recruiting, onboarding, and payroll were time-consuming and error-prone, pulling HR away from strategic initiatives and the organization’s core mission: serving the community.

The YMCA partnered with Paylocity to modernize and roll out a full suite of HR solutions. The switch to digital tools automated core HR tasks, simplified employee communication, and centralized workforce data across locations.

The result? Administrative workload dropped significantly, allowing the team to focus on higher-impact work. Meanwhile, employees used mobile self-service tools for real-time access to schedules, onboarding steps, and recognition features. While financial ROI wasn’t disclosed, the shift reduced manual errors, improved workforce engagement, and provided real-time labor costs and turnover trends analytics. This data made HR decisions faster and more precise for a large, distributed workforce. For more information about this case study, read here.

A final thought 

These 15 case studies prove that HR analytics isn’t just about data; it’s about decisions. Whether reducing turnover, improving hiring quality, or saving millions through smarter systems, each example shows how people analytics can drive meaningful, measurable business outcomes.

Successful analytics efforts don’t always involve complex tools or massive data sets. They often begin with a clear question, a structured approach, and a commitment to aligning HR insights with business goals. Whether you’re just getting started or looking to scale your existing analytics capabilities, these stories offer inspiration and a roadmap for turning HR data into strategic impact.

The post 15 HR Analytics Case Studies with Business Impact appeared first on AIHR.

Contents
What is the 9 box grid?
Advantages and disadvantages of the 9 box grid
How to run a 9 box assessment
How to interpret the 9 box grid at a glance
The 9 box grid explained
How to use the 9 box grid in a talent review
Applying the 9 box grid in talent management
9 box grid for succession planning
Free 9 box grid Excel template and guide
Critique of the 9 box grid
What to use instead of a 9 box grid
FAQ

What is the 9 box grid?

The 9 box grid is a well-known talent management tool in which employees are segmented into nine groups based on two dimensions: performance and potential. Also known as the nine box grid, 9 box matrix, or performance-potential matrix, this model helps organizations structure talent decisions consistently. Its purpose is to closely align talent management and development initiatives with where they add the most value.

When making talent management decisions, it’s important to consider two things that will impact the organization’s success: how well the employees perform today—their performance—and how well they are likely to perform in the future—their growth potential—in line with what the organization wants to achieve. 

For example, employees who do well in their roles but have limited growth potential are likely to consistently contribute within their positions. High-performing employees with great potential are expected to take on more complex roles in the future or become potential successors.

However, low-performing employees with low potential will require a lot of management attention and are unlikely to move into succession pipelines. These employee segments require different talent management approaches.

Advantages and disadvantages of the 9 box grid

There are several pros and cons of the 9 box grid. Its advantages include: 

• Being simple and easy to use to make decisions: The 9 box grid model is an established tool with a fairly simple and straightforward structure. During your employee review, all you need to do is match them to the right box based on their performance and potential. The way the grid is visualized makes it easy to catch on, even for those completely new to this tool.  
• Helping identify valuable talent: The 9 box grid allows you to spot high performers in your organization with great potential and identify what they need to improve to develop further. You’ll have the data to back up your decision of where and how to direct resources to engage and develop these employees. Additionally, when internal promotions come up, you’ll know exactly who to offer these opportunities to. 
• A holistic approach to reviewing talent: This tool provides you with a more well-rounded approach to performance management. You won’t get sucked into a single element of an employee’s performance, and you will be able to assess both current performance and future potential. 
• A versatile tool: The 9 box talent grid is useful not only for talent management but also workforce planning. This tool gives you a good overview of the potential of your employees and in which position they might thrive in the future. In other words, it makes succession planning easier. You can also use the 9 box grid to identify employees with leadership potential and move them onto management tracks.

On the other hand, its disadvantages include:

• Oversimplifying employee performance and potential: Reducing employees to just two dimensions, performance and potential, can leave out important factors like specific skills, motivation, role complexity, learning agility, and external circumstances. As a result, the tool may not fully reflect an employee’s actual value or future contribution.
• Relying heavily on subjective judgment: Managers often have to assess potential based on opinion rather than hard data. Unlike performance, which you can measure against clear goals and KPIs, potential is much harder to define and evaluate consistently. This can lead to bias, inconsistent ratings, and unfair employee placement in the grid.
• Risk of labeling employees: Once employees are placed in a certain box, it can be difficult for managers to look beyond that label. Someone marked as “low potential” or “low performance” may be overlooked for future opportunities, even if they improve over time. As a result, the grid can unintentionally limit employee development rather than support it.
• Missing context behind performance: The 9 box grid shows where an employee is now, but doesn’t always explain why they’re there. For example, a lack of support, unclear expectations, or personal circumstances may cause poor performance, rather than a lack of ability. Without deeper discussion, the grid can encourage surface-level decisions instead of more thoughtful talent reviews.

One of the most critical things to get right in talent management is prioritizing talent management efforts to where they will make the biggest impact. Using a tool like the 9 box grid can be immensely helpful to understand the internal talent landscape and make investment decisions.

Dr. Marna van der Merwe, Research & Insights Lead

How to run a 9 box assessment

Creating a 9 box grid involves five steps: evaluating performance, evaluating potential, and bringing the two dimensions together.

Step 1: Evaluating performance

The 9 box consists of three performance categories: low, moderate, and high. During their performance appraisal, employees are usually evaluated on this (or a similar) performance scale.

There are many ways to evaluate performance, and each organization uses different methods. As an example, we propose the following approach, regardless of the scale that you use:

• Low performance: The employee does not match the requirements of their job and fails their individual targets.
• Moderate performance: The employee partially matches the requirements of their job and their individual targets.
• High performance: The employee fully meets the requirements of their job and their individual targets.

The advantage of this approach is that it uses the objective job requirements as defined in the organization’s job structure as performance criteria. Some organizations may have less defined job structures and work more with personal targets. In that case, you can put more emphasis on assessing individual target achievement.

Step 2: Evaluating potential

The other axis of the 9 box grid considers individual potential. Potential should also be evaluated during the talent review process and often falls into the following categories.

• Low potential | Working at full potential: The employee is working at full potential and is not expected to improve, either because they are at maximum capacity or because of a lack of motivation.
• Moderate potential | Develop in the current role: The employee has the potential to further develop within their current role. This can be in terms of performance but also in terms of expertise. 
• High potential | Ready for movement: The employee performs well beyond the expectations of their current position and responsibilities. They are likely ready to take on roles and responsibilities with more complexity.  

Communicating your evaluation of potential has to be based on objective data. Through this process, you want employees to have a growth mindset and associate extra effort with improvements in performance. As such, communicating this requires some tact. For this reason, some companies decide not to communicate this potential score to employees.

Similarly, you should also be careful about telling employees they are eligible for a promotion. There may not be any job openings available at the moment to fulfill this. 

Step 3: Gather evidence before rating

Before placing employees in the 9 box grid, collect objective data to support your evaluation. This reduces subjectivity and leads to more consistent decisions across teams. Use multiple sources of evidence, such as:

• Recent performance reviews and appraisal scores
• Measurable business results (e.g., sales targets, project outcomes, KPIs)
• 360-degree feedback from peers, managers, and stakeholders
• Examples of behavior that demonstrate growth, leadership, or adaptability.

Avoid relying solely on a manager’s perception. For example, an employee they consider “high potential” should have evidence of learning agility, not just strong current performance. Taking the time to gather evidence upfront makes the 9 box talent assessment more credible and easier to defend during calibration discussions.

Step 4: Calibrate ratings across managers

Calibration is a critical step in the 9 box grid process. Without it, different managers may apply inconsistent standards when evaluating performance and potential. During calibration:

• Compare employees across all teams, not just within one team
• Challenge assumptions and require evidence behind each 9 box rating
• Align on what “high performance” and “high potential” look like in practice
• Identify patterns of bias (e.g., overrating or underrating certain groups).

For example, one manager’s “high performer” may be another manager’s “solid contributor”. Calibration helps create a shared standard to ensure fair assessment of employees across the company. This step is especially important in larger organizations, where multiple managers contribute to each 9 block assessment.

Step 5: Assign development and succession actions

Placing employees in the 9 box grid is only useful if it leads to clear follow-up actions. After employees are positioned in the grid:

• Define development plans for each individual
• Identify high potential employees for succession pipelines
• Address performance issues with targeted support or interventions
• Align actions with business priorities (e.g., leadership gaps, critical roles).

For example:

• High performance / high potential employees may be assigned stretch roles or leadership programs
• Medium performance / high potential employees may benefit from mentoring and targeted development
• Low performance / low potential employees may require performance improvement plans (PIPs) or role changes.

The goal is not just to categorize employees, but to make informed decisions about development, retention, and succession planning.

Segmenting and categorizing talent is not about placing people in boxes. Instead, it is about thinking what talent the organization will require in the future and ensuring a ready talent supply through targeted development and other initiatives.

Dr. Marna van der Merwe, Research & Insights Lead

How to interpret the 9 box grid at a glance

Before diving into each of the nine boxes in detail, it helps to understand the structure of the grid. The 9 box grid maps employees across two dimensions using a simple three-level scale (low, moderate, high). Each axis represents a different aspect of talent evaluation:

• Performance (X-axis): Reflects how well an employee is currently performing in their role. This includes factors such as goal achievement, quality of work, consistency, and contribution to business outcomes.
• Potential (Y-axis): Reflects an employee’s ability to grow into more complex or senior roles. This includes learning agility, leadership capability, adaptability, and readiness for broader responsibilities.

By combining these two dimensions, the grid creates nine possible employee profiles. The goal is not just to categorize individuals, but to support consistent decisions around development, succession planning, and talent investment. The table below summarizes what each part of the grid typically means in practice:

While this overview provides a quick reference, each box requires careful interpretation. Context matters, such as tenure, role complexity, and business needs. In the sections below, we break down each box in detail and explain what actions HR and managers should take.

The 9 box grid explained

In this section, we’ll go over the different categories in the 9 box grid and look at how the talent management approaches differ per segment.

Underperformers

In the bottom left corner of the 9 box grid, there are the employees who score low on performance and low on potential. There are different names for them, which include talent risk, bad hire, underperformer, and iceberg. Some companies even go as far as labeling them as ‘useless workers’ who need to be ‘fired immediately’. 

Put simply, your talent management efforts should focus on employees with greater potential for growth and contribution rather than on these underperformers. This strategic approach ensures high work quality across the team and prevents situations where team members compensate for others’ underperformance.

Ideally, the organization should actively seek more suitable roles for these individuals, aligning their skills with the organization’s needs and their career growth.

Action plan

1. Identify personal roadblocks that may cause low performance and a lack of growth. However, be careful not to over-invest and know when to move them out or sever ties. Sit with the individual to see if there is a more appropriate assignment where they (and you) can utilize their skills better.
2. If the first two options don’t bring quick wins, you should create an exit plan together where you help the person find a role that better suits their skills outside of your organization.

If these underperformers are a common phenomenon in your organization, review your talent acquisition and selection processes.

Up or out

The next category in the 9 box grid is the up or out category. It includes the medium performers with low potentials (effective performers) and the medium potentials with low performance (dilemmas).

The effective performers or specialists are medium performers, but they do a good enough job. This makes them a challenging group. Investing time and money in training them will likely not pay off. The best approach is to create a performance improvement plan. With the creation of this plan, you help them understand where their points of improvement are, and you give them the opportunity to work on them.

If this is not paying off and they are not moving into the high-performance group, you will have to make a difficult decision, hence: up or out.

The dilemmas or inconsistent performers have some potential to be great, but they are not performing. Here, the question is why they are not performing. You need to go through the same process as before and try to identify what causes their average performance. Are they new hires, and did they have a poor onboarding experience, or maybe they don’t understand what you expect from them

As an intervention, you can enroll them in peer coaching or other mentorship programs. If this is not working and they are not progressing into a higher performance category, you will have to make a difficult decision.

Action plan

1. Create a performance improvement plan by going over personal roadblocks and skills required for the role that the employee needs to work on. Provide measurable expectations and clearly define what good performance will look like. The employee should clearly know what is expected of them.
2. Check in every month and evaluate progress on the plan. Always document these meetings well, as this will help you make a better decision. The employee will also benefit from a structured plan and feedback. 
3. If performance does not improve within six months to a year, you should create an exit plan together where you help the person find a role that better suits their needs outside of your organization.

Untapped talent and trusted professionals

In the bottom right corner and top left corner, we find people who excel in only one element of the 9 box grid.

The trusted professionals score high in performance but low in growth potential. They are the ones you should take care of in your organization. They perform well and have a good work mentality. 

However, they likely don’t have much potential for growth. This means that you should keep them engaged and reward them for their contribution. However, be careful of over-rewarding these employees to the extent that they have limited ambition and opportunity for movement and growth.

Action plan

1. Ensure that these employees are motivated and engaged to make a meaningful contribution.
2. Analyze how their work will change in the future and help them prepare as far as possible.
3. Raise salaries nominally, but be careful with substantial raises and bonuses. Do not promote beyond their potential.

The untapped talent, also referred to as enigmas or rough diamonds, is on the other end of the spectrum. They score high in potential but low in performance. An example could be a management trainee from a prestigious university. They haven’t learned the ropes yet, but they are eager to learn. Here, it is key to continuously track their performance – they should grow and increase their performance rapidly.

Action plan

1. Give these employees time to develop, but monitor their performance. You are not only looking for improvements but for stable, solid performance. Keep in mind that it is easy to improve if performance is bad; if they are high in potential, they should be able to perform at a medium to high level within six to twelve months.
2. Communicate clear expectations for their current role so they know what is expected of them.
3. Communicate that you believe in their potential, but also that they should improve their current performance.
4. If they still score low in performance a year onward, you should create an exit plan together where you help the person find a role that better suits their skills outside of your organization.

Future stars

We labeled the next three 9 box grid segments as ‘future stars’. They already make up the core of your workforce while also having the potential to grow into more advanced roles.

Your high potentials or emerging contributors show high potential but are average in performance. Oftentimes, this is because they haven’t had time to fully grow in the role yet. The priority here is to move them to the right position in the 9 box grid, so they are in the top-right corner. The approach and action plan are similar to those of your reliable team players.

Your reliable team players are consistent performers who also have the potential to grow further in their current roles. Your main priority is to bring these people to the right of the 9 box grid, where they score high on performance. The steps here are similar to those for your high potentials.

Action steps

1. Ensure that expectations and role requirements are clear.
2. Give employees who are new in their roles the time to develop their performance to the highest level.
3. Consistently praise accomplishments, good performance, and initiatives that help to advance organizational goals. Also, monitor their performance and have regular sit-downs to ensure that they are still happy in their role.
4. Expose them to short-term job rotation schemes to expose them to other experiences that will help them perform better or job enlargement by adding activities that fit the employee.
5. Enable them with peer coaching by a high-performing employee or professional coaching to solve any personal or professional issues that hold the person back. In other words, help them overcome performance barriers.
6. Provide these professionals with classroom training and on-the-job learning opportunities that help them develop the skills that they are good at or bring skills that hold them back to a higher level.

Strong contributors are already contributing to your organization, so the key strategy here is to keep them meaningfully engaged while ensuring that they will be up for the job not just now but also for years to come. If the strong contributor is ambitious and looking to move upward in the organization, you will want to improve their potential with different interventions.

Action steps

1. Keep high performers happy and engaged. Regularly check in with them and appreciate the work they do.
2. Not everyone needs to be a star. If your high performer is happy in their current role and does not want a promotion or extra responsibility, that is also a great outcome. It is not feasible to promote the entire organization every few years, so this may be a preferred option.
3. Give them time to grow. If someone is not yet at full potential, it may mean that they need to grow more into their current role before they can move on to the next.
4. Leverage techniques like job rotation and give them challenging assignments to expose them to different parts of the business. This will build their business acumen and prepare them for a broader leadership role.
5. Find them a mentor who can help them grow and fulfill their ambition and provide training (and upskilling) opportunities.

Exceptional talent

The exceptional talent, also referred to as future leaders, are your high performers who are also capable of taking on new roles. These are your A-players and most valuable employees. They also play a critical role in succession management.

Action plan

1. Give your stars challenging assignments – they are the most likely of all your employees to pull it off. Examples are important internal projects, turnaround projects, or more external opportunities in start-ups or spin-off companies.
2. Check-in with them regularly and assess if they are still happy in their current role. Ensure that you spot early signs of dissatisfaction. Praise them lavishly and ensure that they feel appreciated for the contributions they make to the company.
3. Provide mentorship with more senior members of the organization
4. Create networking opportunities with other stars and with senior members of the organization. These opportunities help to build a network between your top performers and your senior leadership.
5. If they are interested in it, roles in external boards and committees could incentivize them, raise their public profile, and provide an interesting challenge and networking opportunity for them.
6. Reward them and ensure that they receive competitive compensation. These employees contribute the most to your organization, and you should reward them accordingly.

How to use the 9 box grid in a talent review

The 9 box grid is most commonly used as part of a structured talent review or performance review process. Rather than evaluating employees in isolation, it allows leaders to assess talent consistently across teams, and make better decisions about development, succession, and retention.

Who should participate

A 9 box talent review typically involves:

• Direct managers, who provide performance and potential input
• Senior leaders or HR, who help calibrate and align ratings
• HR business partners (HRBPs), who facilitate the discussion and ensure consistency.

In larger organizations, multiple managers come together to review employees across departments. This helps create a shared standard for what “high performance” and “high potential” mean in practice.

How the talent review meeting works

A typical 9 box talent review follows a structured discussion:

1. Each manager presents their team members, including evidence for performance and potential ratings
2. The group discusses and challenges these ratings to ensure consistency
3. They then place employees into the grid based on agreed criteria
4. They resolve differences in scoring through discussion and calibration.

For example, if one manager rates an employee as “high potential”, others may request specific examples of leadership behavior or growth indicators before agreeing on that employee’s placement. This process helps reduce bias and ensures ratings are based on evidence, rather than individual perception.

How the decision-making process works

Once employees are positioned in the grid, the focus shifts from evaluation to decision-making. Organizations typically use the 9 box grid to:

• Translate grid placements into individual development plans
• Assign clear actions (e.g., mentoring, stretch assignments, role changes)
• Track progress over time instead of treating the grid as a one-off exercise
• Revisit the grid regularly (e.g., every six to 12 months).

Applying the 9 box grid in talent management

One of the key advantages of the 9 box grid is that it makes talent investment decisions easier. For example, a company may allocate 60% of its development budget to high potential employees, while limiting investment in consistently low-performing roles. 

Select International, an employee screening company, offers an interesting perspective. They propose that your total talent management and development budget should be allocated based on one’s position in the 9 box talent matrix.

If you had to invest $100, you should divide it among the different talent categories, as shown in the figure above. Underperformers who occupy the bottom left corner should be invested in the least, while the exceptional talent in the top right corner should get the most resources. 

This also makes sense from a resource allocation and strategic perspective – as a business you will want to invest in the (human) resources that provide the largest return and that create the biggest competitive advantage. Investing in underperformers would take away resources from good and top performers.

This does mean that not everyone is equal – a message that not all HR professionals appreciate. It’s important to accept that some people fit an organization’s culture better than others, and not everyone is equally suited for the same role.

9 box grid for succession planning

In a similar vein, organizations use the 9 box grid for succession planning as well. In practice, organizations often combine the 9 box grid with succession planning frameworks to identify ready-now and ready-later candidates. Succession planning should focus on your stars, who score high in performance and high in potential. These are the employees who will build the future of your organization.

The 9 box grid is a tool that helps in the identification of leadership talent. You can then develop these potential leaders for more senior leadership positions through leadership development, (performance) coaching, mentoring, regular 360-degree feedback, and other feedback methods.

The stars are the key employees in the succession matrix, where critical roles are mapped, and different top employees are mapped in terms of their suitability for a role. When these roles become vacant, it means that there is talent ready to fill these newly opened roles.

Free 9 box grid Excel template and guide

A 9 box grid template helps structure your talent review and ensures consistent capture of employee evaluations. AIHR has developed a free template you can download and uses to support your company’s talent management process.

When to use the 9 box grid template

Use a 9 box grid template:

• Before a talent review session to prepare initial ratings
• During the session to visualize and discuss employee placement
• After the session to document decisions and follow-up actions.

For example, managers may complete a draft version of the grid before the meeting, which is then reviewed and adjusted during calibration discussions.

What to include in your template

A practical 9 box grid template should include:

• Employee names and roles
• Performance rating (low, moderate, high)
• Potential rating (low, moderate, high)
• Current placement in the grid
• Notes or evidence supporting the rating
• Agreed development or succession actions.

Adding notes is especially important, as doing so helps explain why someone was placed in a specific box and provides context for future reviews.

How to use the template in a talent review

During a talent review session:

• Display the grid so all participants can see placements clearly
• Move employees across boxes as ratings are discussed and calibrated
• Document key decisions directly in the template.

For example, if an employee is moved from “medium potential” to “high potential” during the discussion, record the reason and any agreed development actions immediately.

How to use the 9 box grid template after the review

After the session, the template becomes a working document for follow-up:

• Translate placements into individual development plans
• Assign ownership for development actions
• Track changes in placement over time.

Critique of the 9 box grid

Although the 9 box grid provides a clear way of managing talent and performance, it’s not undisputed. Its biggest shortcoming is arguably its connection to traditional performance management, characterized by a once-a-year, subjective rating by one’s manager.

Many companies, including Accenture and Deloitte, have moved away from annual performance reviews, opting for continuous feedback instead. This provides more opportunities to improve performance as well as more data points to assess performance accurately.

We highly recommend measuring performance using as many objective data points as possible. Continuous feedback loops, as well as goal-setting systems such as SMART goals or objectives and key results (OKRs), can serve a purpose here.

Additionally, transparency is key. Without clear communication about talent management practices, the system can fail to achieve its goal and may result in a “rank and yank” system, where employees are ranked against each other and the lowest end of the ranking is terminated (the yank). The 9 box grid does not intend this. Instead, it should be leveraged to develop and cultivate talent and, through talent, build a sustainable competitive advantage for the organization.

What to use instead of a 9 box grid

While the 9 box grid is widely used, some organizations adopt alternative approaches depending on their needs. Common 9 box grid alternatives include:

1. Simplified 4 box grid: A stripped-down version of the 9-box that groups employees into four performance-potential categories to make talent discussions faster and easier.
2. Skill Will Matrix: A four-quadrant model that assesses employees by both capability and motivation, so managers can tailor coaching and support.
3. Competency models: Frameworks that define the skills, knowledge, and behaviors needed for success in a role, and measure employees against them.
4. Talent profiles: Employee summaries that capture skills, strengths, achievements, and career goals to support development and succession decisions.
5. AI-driven predictive models for talent management: Analytics-based tools that use data like performance, engagement, and learning activity to predict potential, risk, and development needs.

Next steps

The 9 box grid can be a useful tool to manage employees with different levels of performance and potential in your organization. As such, you can use it for performance management, talent management, and succession planning.

To use the 9 box grid well, you need skills in talent mapping, talent reviews, succession planning, and building strong leadership pipelines. AIHR’s Talent Management & Succession Planning certificate program helps you build these skills, with dedicated learning on skills-based talent mapping, succession planning, and talent reviews.

FAQ

The post 9 Box Grid: A Practitioner’s Guide [FREE Template] appeared first on AIHR.

In this guide, we cover the most important HR skills for today’s workplace, provide a practical list of HR skills by topic and role, and explain how to build them over time.

Contents
What are HR skills?
The essential list of HR skills
Top HR skills by role
Which HR skills should you put on a resume?
How to develop your HR skills
HR skills gap analysis template
Future HR skills
FAQ

What are HR skills?

HR skills are the abilities professionals need to manage people, support employees, and help the organization achieve its goals. They include a mix of interpersonal, strategic, analytical, and technical capabilities, from communication and conflict resolution to workforce planning, HR reporting, and policy knowledge.

These skills matter because HR roles rarely focus on just one area. An HR professional may need to advise managers, address employee concerns, interpret workforce data, support hiring, and maintain compliance, often at the same time. That is why success in HR depends on building a well-rounded skill set rather than relying on a single strength.

The essential list of HR skills

1. Communication skills

Communication is one of the most frequently mentioned skills in HR job postings and one of the most important HR soft skills. Communicating effectively is essential in Human Resource Management because the HR professional is the link between the business and the employee, representing both parties. 

You are a source of information for employees, and being able to efficiently handle their questions and complaints is key to success in most HR jobs. 

Communicating with stakeholders, the CEO, managers, and employees, at different levels of authority and influence, requires different language and tone. This is why the ability to connect well with all kinds of people and leave a professional and positive impression is an essential skill for HR professionals.

Communicating both formally and informally in different ways (such as verbal and written, both in-person and online) is critical.

Another communication skill that is becoming more critical for HR teams is storytelling. As data plays an increasingly important role in all aspects of the business, HR professionals must be able to translate data into clear, compelling, and impactful stories tailored to different stakeholder audiences.

“So much interaction is riddled by poor communication. This is an important competency so that you know that what you are communicating is landing with the other person because you are thoughtful not only about the word selection but also about the context to deliver the information.”

– Susie Tomenchok, Executive Coach and facilitator at Syndeo Institute at the Cable Center

2. Administrative skills

Although the form of administration is changing as technology and HR automation are harnessed, administrative tasks remain a major part of the HR role.

These duties include handling employee leave, absence, absence files, the inflow and outflow of employees, payroll, benefits, and more. Therefore, being an administrative expert can be a huge benefit for any ambitious HR professional.

Traditional HR responsibilities still sought after

Our “State of HR Upskilling” report reveals that despite an increasing number of HR job postings requiring data and digital skills, communication and administrative skills are still overrepresented in these job ads.

However, to enable organizational growth, businesses need HR professionals to excel in leadership, management, and training-related competencies.

3. HR Management knowledge and expertise

Previous work experience or educational background in Human Resource Management or Industrial and Organizational Psychology is very helpful in an HR professional role. HRM knowledge underpins many of the other HR skills and competencies. It helps in understanding recruitment, selection, absence procedures, data reporting, and more. 

An educational background in psychology or HR Management also enables you to develop the soft skills that improve your communication and coaching abilities.

4. HR strategy creation & execution

HR professionals need to adopt a strategic mindset. Even if you are not (yet) at a level where HR strategy creation is among your responsibilities, you still need to be able to understand the strategic intent and translate that into an execution plan. 

The ability to interpret and implement an HR strategy that effectively supports the overarching organizational strategy helps HR professionals make more impact within their organization and strengthen HR’s role as a strategic partner.

“In an ever-evolving business landscape, the ability to think strategically is paramount. This involves envisioning the future, identifying opportunities and risks, making informed decisions, and inspiring others to move towards a shared goal.”

– Tara Furiani, “Not the HR Lady” keynote speaker and consultant.

5. Managing priorities

No matter how valuable or important a project or an HR initiative is, there is a significant chance that your stakeholders will have a wide variety of opinions, priorities, and motives.

Being able to manage conflicting ideas and priorities across stakeholder groups and navigate this complexity will help you avoid potential project pitfalls and get the information and support you need to make your project a success.

6. Proactivity

HR professionals connect the employer and the employee. In such a role, proactivity can help you in spotting potential problems before they happen or escalate. Proactive and strategic HRM helps to plan and align the core HR tasks in a way that offers the most value to the business.

Proactive Human Resource Management is always preferred to reactive HRM.

Furthermore, to be proactive as an HR professional, you must stay informed about current and emerging trends across not only HR but also technology and work culture. Additionally, Human Resources skills training should be a continuous part of your career development.

7. Advising

One of the key HR skills is being a credible and trustworthy advisor to different stakeholders, and strong HR leadership skills help build the influence needed to do this well. You need to be able to effectively advise employees, line managers, and senior managers on personnel issues.

These issues can be operational, for example, creating a reintegration plan for an employee or helping a senior manager with the formulation of an email to the department. More tactical issues are the organization of and advising in restructuring efforts. Strategic advice involves the alignment of HR practices to align more with the business.

But it’s not just what you advise your stakeholders; it’s how you advise them. To establish yourself as a trustworthy advisor, you need to continuously communicate and interact in a way that builds trust and strengthens your reputation as a credible practitioner. This is where excellent communication skills become invaluable.

8. Coaching

Coaching skills enhance the ability to develop employees, guiding them toward reaching their full potential and aligning their skills with the company’s objectives.

These skills also help HR professionals navigate activities and situations like training and development, onboarding new employees, reintegration, conflict resolution, and assisting frontline managers with people issues.

Coaching skills are most often developed on the job or in external coaching training, and they are also among the key leadership competencies.

9. Recruitment and selection

A PWC report found that 58% of HR leaders surveyed believe finding, attracting, and retaining talent is their top challenge. Therefore, finding qualified candidates, selecting the best, and determining if there’s a match between the candidate, the company (culture), and the manager is one of the most important HR tasks.

That’s why developing recruiting skills like relationship building, negotiation, and collaboration is vital for HR professionals.

A substantial part of recruitment and selection is interviewing candidates, so active listening is also indispensable. What’s more, you also need to ensure that the recruitment and selection process is fair and does not discriminate based on age, gender, ethnicity, or anything else.

10. Employee experience expertise

Employee experience is a top priority for 47% of HR leaders. Over 80% of employers believe that positive employee experience drives employee engagement, wellbeing, productivity, and talent attraction and retention.

HR professionals with employee experience expertise are able to use human-centric design thinking to put the employee at the center of the workplace design process. This involves, for example, creating employee surveys and acting on feedback, promoting diversity, equity, inclusion, and belonging, developing a recognition and rewards program, and making employee satisfaction and wellbeing a priority. 

They understand the full employee life cycle: the entire relationship between employees and the organization, from recruitment to becoming alumni. Thanks to this, they are able to create exceptional employee experiences that help attract and retain the talent organizations need to succeed in today’s ever-changing world.

11. HR technology proficiency

Surveys show that 80% of small US businesses already use HR software or are planning to use it in the near future. Moreover, 54% of companies with over 500 employees are increasing HR technology spending by 24% on average.

New technologies, including ChatGPT, Virtual and Augmented Reality, and the rise of the Internet of Things (IoT), are shaping HR models worldwide. For example, the Vehicles for Change program uses augmented reality to train new mechanics, Deloitte offers virtual tours to new hires, and virtual job fairs are growing in popularity.

Therefore, a strong command of technology is essential for Human Resources professionals, as HR technical skills now play a central role in effective HR practice. While you do not need to be an IT or data expert, being aware of and skilled in the use of the array of tools and systems available will help you work more effectively and efficiently. This is particularly relevant in organizations with international or remote/hybrid teams. 

HR professionals also need to familiarize themselves with a specific kind of tech: the Human Resource Information System (HRIS). Most information regarding hiring, performance evaluation, payroll, rewards, employee benefits, and other areas is registered in one or more HRIS systems. It is essential that HR skills training includes guidance on HRIS navigation and how to understand and interpret the data stored there.

Large organizations usually have standard providers like SAP (with SuccessFactors) or Oracle. Smaller companies often work with smaller providers. Knowledge of an HRIS is a prerequisite for most senior HR jobs and one of the top technical skills HR professionals need today.

12. Analytical and data-driven skills

HR and business leaders use people analytics to identify high-potential employees, analyze benefits, achieve fair pay and incentives, and project future talent needs. In fact, it’s unsurprising that data is now viewed as more expensive than oil.

Skills related to data-driven working and analytics have emerged rapidly in the last five years. 92% of HR professionals are planning to use people analytics to drive their HR strategy. HR professionals must learn to leverage the power of data analytics to make better, evidence-based decisions.

The competencies of an HR practitioner include the ability to understand key HR metrics, such as employee turnover, absenteeism, engagement, and retention. This can involve the use of complex predictive analytics on HR data, or the much simpler use of data, for example, by an Excel analysis.

13. HR reporting skills

As people analytics grows in importance, demand for HR reporting skills is increasing, too. These skills include the ability to create, read, and interpret HR reports using data from different HRIS systems. 

HR professionals with strong HR reporting skills are not only able to understand and interpret data, but they are also able to turn it into compelling messages using storytelling and demonstrate business impact. 

When you are able to effectively report on key metrics, you are better able to advise managers and employees, create improved people policies, and make more evidence-based decisions.

14. Commercial awareness

Commercial awareness is the ability to understand how the business makes money. Only when you understand your organization’s commercial priorities can you properly support these with tailored HR strategies and tactics, ensuring that HR adds demonstrable value to the organization.

You can illustrate this added value using the HR Value Chain. This is a three-step process that starts with HRM activities, followed by HRM outcomes and organizational objectives. It reveals how HR activities contribute to organizational goals, such as making a profit.

15. Cultural awareness and sensitivity

This HR skill depends on the specifics of the organization. Especially in larger multinational companies, cultural awareness and sensitivity is a must, because when you’re communicating with managers and employees in different countries, you need to be aware of intercultural differences.

These differences will impact how you try to hire, retain, and promote people and navigate employee relations.

For example, practices for managing and retaining people can vary widely across cultures. In India, it is common to get a promotion every single year, while in the Western world, this happens on average every 3-5 years. Similarly, it is not uncommon for Chinese workers to travel to their birthplace for the Chinese New Year and never return to the factory where they were working because they are now working somewhere else, without letting you know.

There are also communication differences concerning evaluating people. Israelis, Russians, and the Dutch are very direct, whereas Japanese and Southeast Asian countries are much more indirect. Using the wrong communication style may result in your message not being perceived as important, or risk offending people from more indirect cultures.

16. Wellbeing expertise

HR professionals have a crucial role to play in ensuring that employees remain happy, healthy, and productive.

According to McKinsey, workplace stress adversely affects productivity, drives up voluntary turnover, and costs US employers nearly $200 billion every year in healthcare costs. Meanwhile, 95% of HR managers believe that burnout is sabotaging their workforce, and 77% of workers claim they have experienced burnout at their current job.

But of those who work at companies that support wellbeing initiatives, 89% are likely to recommend their organization as a good place to work. As the impact of employee wellbeing becomes clearer, employee wellbeing is growing in importance for organizations.

17. Active listening

HR professionals who are skilled in active listening are able to attentively listen to others without prejudice or judgment and create a safe space for others to share.

Active listening goes hand in hand with empathy. “In a work setting, empathy is the ability to see situations from the perspective of all stakeholders. This includes internal employees, shareholders, the communities in which they operate, and even the geopolitical environment,” says leadership development and career coach Diane Gallo.

Without strong active listening skills, navigating potentially sensitive matters relating to DEI&B will be more challenging, and it will be harder to effectively coach employees and fellow HR professionals.

18. Teamwork

As an HR professional, you’re expected to work alongside your colleagues in the HR department, with managers and leaders, and also employees in the organization.

Internal collaboration that actively aligns HR activities benefits both the organization and HR. Being a team player also fosters greater collaboration, innovation, morale, and satisfaction within the organization and encourages others to work together.

Top HR skills by role

While all HR professionals need a strong foundation in communication, organization, and people management, the most important skills for HR vary by role and level of seniority.

​​HR Manager skills

An HR Manager is a mid-level role that oversees core people processes, supports managers, and helps align HR priorities with business needs.

• Lead employee relations, performance management, and day-to-day people operations with strong communication, coaching, and conflict resolution skills.
• Partner with managers on hiring, team development, and policy implementation, using sound judgment and stakeholder management.
• Balance operational delivery with strategic input by combining HR expertise with decision-making and business acumen.

HR Administrator skills

An HR Administrator is an operational support role focused on keeping HR processes accurate, organized, and compliant.

• Maintain employee records, contracts, and documentation with strong attention to detail, confidentiality, and administrative accuracy.
• Support onboarding, offboarding, and routine HR processes through organization, time management, and process discipline.
• Work effectively with HR systems and internal stakeholders by using clear communication and solid HRIS skills.

HR Director skills

An HR Director is a senior leadership role responsible for setting HR direction and ensuring people strategy supports business goals.

• Shape workforce strategy, organizational priorities, and HR plans through leadership, business acumen, and strategic thinking.
• Advise senior leaders on talent, culture, and change by using influence, judgment, and strong stakeholder management.
• Lead the HR function effectively by combining people leadership with decision-making, planning, and data-informed thinking.

HR Recruiter skills

A Recruiter is a specialist role focused on attracting, assessing, and hiring the right talent for the organization.

• Source, engage, and assess candidates using strong communication, active listening, and interviewing skills.
• Manage hiring processes and candidate pipelines through organization, responsiveness, and ATS proficiency.
• Partner with hiring managers to improve hiring decisions by combining relationship-building with sound candidate evaluation.

HR Coordinator skills

An HR Coordinator is a support role that helps manage and coordinate multiple HR activities across the employee lifecycle.

• Coordinate recruitment, onboarding, scheduling, and employee administration with strong organization and multitasking skills.
• Keep HR activity running smoothly by using attention to detail, follow-through, and process coordination.
• Support employees, managers, and the HR team through teamwork, communication, and a proactive approach.

Which HR skills should you put on a resume?

When adding HR skills to your resume, focus on the capabilities that are most relevant to the specific role you’re applying for. A long generic list is usually less effective than a shorter set of targeted skills that match the job description.

Common Human Resources skills to include on a resume include communication, employee relations, recruitment and selection, onboarding, performance management, HRIS proficiency, compliance knowledge, conflict resolution, stakeholder management, and HR reporting. The right mix will depend on the role. For example, an HR Generalist resume might emphasize employee relations, administration, and compliance, while an HR Manager resume may place more weight on leadership, coaching, strategy, and decision-making.

It’s also important to show these skills through examples in your work experience. Instead of only listing “recruitment” or “HR reporting” in a skills section, show how you applied them by describing outcomes, responsibilities, or improvements you delivered.

How to develop your HR skills

There are many ways in which HR professionals can develop their skills, advance in their careers, and provide more value to their organization. Here’s what you can do to develop your HR skills:

1. Getting professional certifications: Online HR certification programs can help you expand your knowledge and skill set so that you can stay ahead of your peers and stand out when applying for jobs. You won’t just learn new skills, but you’ll also gain valuable credentials. Many of these HR courses can be completed at your own pace and fit in around existing study or a job. 
2. Networking and professional groups: Regularly attending industry HR events and joining online and social media HR groups (like the AIHR community) can help you connect with peers, ask questions, share knowledge, and learn from collective experiences.
3. Mentoring and coaching: A seasoned HR professional can serve as a great mentor or coach, offering guidance, advice, and wisdom to help you navigate your career, make difficult decisions, and develop the most important HR skills. You could find a mentor within your organization or through a professional network. Many people are happy to share their knowledge and experience with younger professionals in the industry.
4. Continuous learning: Staying updated on best practices and policy changes, emerging trends, and building future HR skills are great examples of continuous learning that you should take note of. You can incorporate learning into your day-to-day work and regularly read blogs, industry publications, research papers, and HR newsletters. You can also join professional HR associations to expand on your knowledge of the HR domain.
5. On-the-job training: Look for opportunities to work on HR projects and assignments that stretch your skills and get you out of your comfort zone. Collaborate with experienced HR professionals within your organization, learn from their expertise, and actively participate in new and existing HR initiatives.

You can use the HR skills gap analysis template to identify your strongest skills, spot priority gaps, and decide where to invest your time and energy next.

Future HR skills

The changing world of work is pushing HR into a more strategic, data-driven, and future-focused role. While core HR capabilities remain essential, professionals also need to build skills that help them respond to change, guide the business, and support long-term workforce success.

Future HR skills that are becoming increasingly important include:

• Change management and consulting
• Risk management
• Management of strategic deals & alliances
• Stakeholder analysis & management
• Organizational design
• Scenario planning
• People analytics
• Project management
• Ethics and data privacy
• AI fluency
• Stakeholder management
• Cross-cultural collaboration
• Negotiation skills
• Critical and systems thinking
• Interdepartmental collaboration
• Resilience and psychological safety

Wrapping up

Developing key HR skills is essential for anyone who wants to grow their impact, advance their career, and add more value to both employees and the business.

Because HR roles demand such a broad skill set, from communication and stakeholder management to HR operations, policy design, and strategic thinking, structured learning can help accelerate that growth. AIHR’s HR Generalist Certificate Program is designed to build exactly these capabilities, helping professionals strengthen core HR processes, improve communication, navigate scaling challenges, and become more confident strategic partners.

FAQ

The post 18 HR Skills Every HR Professional Needs [2026 Guide] appeared first on AIHR.

Because the ADDIE model of instructional design breaks learning design into clear phases, it is useful for workplace learning, onboarding, compliance, leadership development, and reskilling initiatives. In this guide, we explain what the ADDIE model is, how each phase works, when to use it, and how to apply it in practice.

Contents
What is the ADDIE model?
Purpose of the ADDIE model
Advantages and disadvantages of the ADDIE model
The 5 phases of the ADDIE model
ADDIE model examples
ADDIE vs other instructional design models
Free ADDIE model templates
FAQ

What is the ADDIE model?

The ADDIE model is a leading learning development model used for instructional design, which is the complete process of designing, developing, and serving learning content. Companies often use the model to design training and learning and development (L&D) programs in organizations.

It was developed by the Center for Educational Technology at Florida State University in 1975 to provide a structured framework for instructional systems development (ISD) for the U.S. Army. However, the model later saw wider adoption as an instructional design and workplace training standard.

The ADDIE acronym stands for:

• Analyze
• Design
• Develop
• Implement
• Evaluate.

These are the five stages of the learning development process. ADDIE training model provides a streamlined, structured framework that helps you create an effective learning product, whether that’s delivered through an online or offline training program, a coaching session, a presentation, or an information booklet.

ADDIE helps identify the learning need in a structured way and ensures all learning activities serve that goal, which offers an integrated approach to learning. It also guides measuring learning effectiveness because job behaviors, knowledge, and skills are clearly defined within the framework.

In the ADDIE model, each stage must be carried out in order and carefully considered before moving on. Reflection and feedback at each stage ensure continuous improvement.

Purpose of the ADDIE model

The ADDIE model serves as a foundational framework for instructional design, offering a systematic process for creating effective and efficient training programs. There are multiple reasons why companies use the ADDIE model for instructional design:

• Creating a structured process for instructional design: The ADDIE model provides a clear, step-by-step framework that guides instructional designers through the creation of educational programs, ensuring they consider and address all critical aspects of instructional design.
• Aligning instructional activities with learning objectives: By starting with a thorough analysis phase of the ADDIE model, you can fully align all instructional materials and activities with the learning objectives, increasing the likelihood that the objectives will be met.
• Facilitating data-driven decision-making: By systematically collecting and analyzing data at each stage, the ADDIE model supports data-driven decision-making, allowing instructional designers to make informed adjustments that enhance the learning experience.
• Facilitating effective communication among stakeholders: By providing a common framework, the ADDIE model enables clear, effective communication among all stakeholders involved in the instructional design process, including educators, designers, and learners.
• Promoting continuous improvement: The evaluation phase of the ADDIE model enables the collection of feedback and data on the training program’s effectiveness, providing opportunities for continuous improvement and keeping the training program relevant and impactful over time.
• Enhancing instructional design expertise: The process of continuous evaluation and improvement helps instructional designers and educators to refine their skills and expertise over time, leading to higher-quality educational content and more effective teaching strategies.

Advantages and disadvantages of the ADDIE model

Although it is considered a leading learning development model, the ADDIE model has both advantages and disadvantages, as with all models.

Advantages of the ADDIE Model

• Adaptability: The ADDIE design model is highly adaptable and can be used across industries, disciplines, and learning environments. It can be tailored for projects of different scales as well as for individual or group learning.
• Consistency: The ADDIE model of training provides a structured and consistent approach to instructional design, which can boost efficiency and consistency in the quality of course development.
• Iteration opportunities: ADDIE is an iterative model, allowing feedback and changes at each stage of development to ensure the final product meets the desired learning objectives.
• Evaluation component: There is an evaluation component to the ADDIE model that allows businesses to measure the effectiveness of the instructional content. That is useful in identifying key areas of improvement for future iterations. 

Disadvantages of the ADDIE Model

• Linear process: The ADDIE method can feel too linear when applied rigidly, and may not be flexible enough to address complex learning needs. In fast-moving environments, teams may need to iterate more quickly than a strict step-by-step approach allows.
• Being resource-intensive: Using the ADDIE model for instructional design can be a lengthy process that also requires significant resources. It may be challenging for smaller organizations with fewer resources to implement.
• Lack of emphasis on user experience: While organizations have been increasingly focusing on digital employee experience, including in training, the ADDIE model doesn’t have a strong focus on user experience. That can lead to unengaging instruction and poor learning outcomes for employees.

The 5 phases of the ADDIE model

Let’s take a closer look at the five phases of the ADDIE model for instructional design (Analyze, Design, Develop, Implement, and Evaluate), and how you can follow the key ADDIE model steps to implement it.

Phase 1: Analyze

In the Analyze phase of the ADDIE framework, the first task is to identify the problem you’re trying to solve. It could be poor sales, a non-inclusive culture, or a lack of skills needed to move to a more digitized organization. From here, you can identify the core business problem and decide whether you can solve it through ADDIE model training, or if other organizational development interventions will be more effective. Instructional designers also need to determine and manage stakeholders’ needs.

Some helpful questions to ask are:

• What is the purpose of the training?
• Why should we do it?
• What is the desired change?
• Will the training be effective in creating this change?

For HR and L&D teams, the analysis phase often includes a training needs analysis (TNA), stakeholder interviews, learner research, and a review of existing performance data. The TNA process helps identify the gap between the actual and desired skills, knowledge, and abilities, and a strong analysis phase reduces the risk of building training that looks good but does not solve the right problem.

During this phase, it’s crucial to determine a target audience. You can create one or more trainee “personas” who display the general characteristics, knowledge, and experience of your target audience. Recognizing their needs and expectations will enable you to actively manage these, tailor your training to your audience and make it more relatable.

To ensure a successful ADDIE training model, you need a clear understanding of your target audience, and should focus on setting clear and measurable learning objectives. This will guide the content development process and help learners achieve their desired learning outcomes. Based on all the information gathered in the Analyze phase, you can also map out the resources required for the training. This includes the number of training hours, duration, required budget, facilities, and additional information.

Once you’ve collated all of this information, you can create a full ADDIE training process, which will include the who, what, when, where, why, and how of the training.

Phase 2: Design 

In the design phase, the team translates analysis findings into a structured learning solution with clear learning objectives, activities, assessments, and delivery options. This phase creates the blueprint for development and helps keep the learning experience aligned with the original business need. In this phase, you also select an appropriate evaluation method from a learning design standpoint. Based on Kirkpatrick’s model, you can measure effectiveness on different levels.

Not every training program justifies measurements on all levels. Measuring reactions to the training may suffice for simpler training. As a rule of thumb, a full impact analysis, or training Return-on-Investment (ROI) calculation, is only justified in 5% of all training, specifically for training with a high investment that tackles a critical business issue.

The next step is to create a storyboard and/or prototype, so you can easily communicate the value of the training, particularly to stakeholders. It’s important to brief stakeholders and update them on the learning goals and learning design choices made in this phase. Make sure to align with them before you move on to the next phase.

Phase 3: Develop

The development phase of the ADDIE learning model is where you build the learning solution, including e-learning modules, facilitator guides, job aids, assessments, videos, and practice activities. At this point, the focus shifts from planning to production while staying aligned with the objectives set during the design phase. You can use your storyboards and/or prototypes as a guide to creating your courses.

Consider how you’ll deliver the ADDIE model training: in-person, online, or a mix of the two (a blended approach)? What will be the instructional strategies, media, and methods? Learning interventions often use multiple methods to deliver the content. Once you’ve decided, you can then think about whether you want to build this in-house or with an external provider. It’s equally important to decide where you’ll host it and what software and tools you’ll need (e.g., video conferencing software like Zoom, vendor’s platform, or an LMS).

Building the learning product in line with the design represents the bulk of the work in this phase. You may outsource this part to a trainer who’s a subject matter expert, or a training organization with relevant knowledge. It’s the role of the instructional designer to align the learning product with the design specifications and findings in the TNA.

Once you’ve created your course, test for errors like grammar and spelling, and ease of navigation. This isn’t a simple case of clicking through the course, but more about content accuracy and the utility of navigation. Is your learner able to progress through the course in the way you designed? Is it engaging? What is the duration like?

Conduct pilots and product reviews where different people (including you) test the learning product and training materials. You may want to use web-based tools like Survey Monkey or Qualtrics for users to evaluate the training.

The final step of the ADDIE model design phase is to develop a communication strategy to reinforce the importance of learning to your audience. How can you encourage them to devote time and attention to learning? How can you help them prioritize this at work while managing their main job responsibilities? Creating a clear communication strategy will keep learning top-of-mind and increase impact. Once you’ve completed the development stage, it’s time to implement, which means the training can commence.

Phase 4: Implement

The implementation stage of the ADDIE model focuses on training delivery and project management. This includes communicating with learners, handling logistics, collecting data, and training trainers for global rollouts of the learning program. The training delivery is the key element in this phase. Do learners need any extra guides or manuals? How about FAQs that may come up along the way? What’s the protocol if users experience technical difficulties during the training? It’s sensible to have additional IT support on hand, and let learners know whom to contact.

It’s important to remember that a strong implementation phase extends beyond delivery. It also includes stakeholder communication, facilitator readiness, learner support, technical setup, and manager involvement. Many training programs underperform not because the content is poor, but because their rollout plans are weak.

When it comes to sharing your training with learners, you’d typically upload the content to an LMS, with pre-set delivery options (who’s enrolled, pass rates, feedback collection, delivery, tracking, and reporting). But this depends on what you decided in the design phase. Think about how you can create a buzz around the new learning program and shine a spotlight on desired behaviors. Give learners ample notice of the program’s start and completion dates.

While evaluation is the final stage of ADDIE, you can already start gathering data in the implementation phase. Depending on the choices made in the analysis phase, you can use different training evaluation methods (e.g., training evaluation forms and pre-and post-training assessments, potentially with a control group). Questionnaires, interviews, observations, knowledge assessments, work assessments, 360-degree feedback, and work output data are common methods, though some fall under the next phase (evaluation).

Phase 5: Evaluation

Evaluation should not happen only at the end of the ADDIE process. It should also inform decisions throughout the design and delivery of the training program. A complete evaluation approach looks beyond satisfaction and considers what learners have retained, if behavior has changed, and if the program has improved business outcomes.

It’s important to evaluate at the design, development, and delivery stages of the ADDIE model, and continuously evaluate all elements of the program. As soon as you deliver the first course or workshop, you want immediate (and continuous) feedback to inform improvements. You can formally evaluate the learning program using post-assessments, observations, or productivity data to highlight what people have learned, how they’ve applied it, and the results achieved.

The instructional design team should evaluate what went well and what they can improve. Make a list of improvements the training program needs, and implement these before the next training. If the program is going to be shelved, you can still record these improvements, so when the same (or a similar) program is used in the future, you have these learnings to refer to. 

Using your formal evaluation of the ADDIE framework, decide to what degree your initial training met the objectives and goals from the analysis phase. Feed these results back to your stakeholders, and ask about their satisfaction with the training program, as this will provide valuable input for future programs.

Below is a summary of the five stages of the ADDIE methodology:

ADDIE model examples

Below are some examples of practical applications of the ADDIE model in different types of professional training:

Training for sales representatives

This ADDIE model training plan example for sales representatives focuses on improving sales skills like rapport-building, prospecting, presenting, and negotiating. Training methods such as role-playing reinforce these skills, while visual aids like infographics keep trainees engaged.

Training for public speaking and presentations

This sample employee training plan will focus on improving public speaking skills including, communication, clarity, connecting with the audience, projecting the voice, tone of voice, creating note cards, designing an engaging slideshow presentation, and body language. Trainees will build these skills through training methods such as in-person practice sessions, and will also receive theory instruction to gain knowledge of what makes a great presentation. 

Is the ADDIE model still relevant today?

Yes, the ADDIE model is still relevant, especially for learning programs that need clear planning, stakeholder input, and measurable outcomes. What’s changed is how teams use it.

Many L&D teams now apply ADDIE more flexibly by testing ideas earlier, gathering feedback throughout the process, and iterating before full rollout. Rather than seeing ADDIE as outdated, it’s more useful to see it as a strong foundation you can adapt to modern workplace learning.

ADDIE vs other instructional design models

The ADDIE model is one of the best-known instructional design frameworks, but it’s not the only one. Some teams compare ADDIE with models such as SAM when they need faster prototyping and shorter feedback loops. The biggest drawback of the ADDIE model is its lack of speed. The output of the previous step serves as the input for the next step, similar to the traditional ‘waterfall’ method.

This approach takes a long time, during which the learning and content needs may change. This can lead to a misfit between the end product and the reason why the process was started in the first place. Rapid instructional design offers a potential solution, as it’s a more agile approach. It’s based on rapid development techniques that originate in software development and apply to instructional design. It’s a continuing process, with new aspects being added and evaluated until the program is completed. 

The aim is to create a proof of concept (POC), have learners and/or stakeholders interact with it continuously, and receive feedback that then incorporates into the next POC until the product is finished. Rapid instructional design comprises five steps: 

1. Definition: Initial definition of learning goals and requirements.
2. Prototyping: Rapidly prototyping a proof of concept.
3. Evaluation: Evaluating the prototype with stakeholders, followed by iterative improvements and adjustments of goals and requirements based on the POC.
4. Implementation: Implementing the adjusted goals and requirements in an upgraded version of the POC.
5. Repeat: Repeat steps 2 to 4 until learners achieve the learning goals.

This is an iterative approach built on the principles of build–measure–learn, which is commonly practiced in the lean methodology. The figure below shows this iterative process. Prototypes are developed rapidly and continuously aligned with the project planning and project goals. It’s not uncommon to have multiple iterations within a specific phase. For example, if the outline doesn’t fit user needs, you must iterate the outline before moving to the design prototype.

An example of this is one of AIHR’s HR upskilling projects. The training has a blended approach: mostly online learning combined with monthly sessions based on learners’ needs. These sessions aim to motivate learners to complete the e-learning while also providing them with assignments and challenges to solve. They’re always related to organizational issues and change over time based on current needs.

This creates a program in which employees upskill while also contributing to solving organizational issues in these offline workshops, which helps them apply what they’ve learned and, ultimately, create business impact.

Remember, however, that the best model depends on the learning need, the business’s pace, and the required level of stakeholder alignment. ADDIE remains a strong choice when a program needs clear planning, structure, and evaluation.

Free ADDIE model templates

A template can help teams apply the ADDIE framework more consistently by capturing the business problem, learner audience, objectives, content structure, rollout plan, and evaluation measures in one place. It can also facilitate communication and collaboration within the team, providing a shared reference point for the project’s status and next steps. Download AIHR’s ADDIE model template collection for free to help you streamline task allocation and monitor progress across the ADDIE phases.

ADDIE model template: Excel

With this Excel template, you can easily break down the different phases of the ADDIE model process into tasks and track your progress across the project.

ADDIE model template: Powerpoint

This free Powerpoint ADDIE model template allows you to share your project progress with the wider organization in an easy to understand way.

Before you go

When applied correctly, the ADDIE model can be used in learning and development initiatives across industries and disciplines to improve individual and group learning and meet learning objectives. Its iterative approach allows for vital feedback at each stage of development, which ensures the final product meets your original instructional goals while helping you identify key areas for improvement in the future.

FAQ

The post ADDIE Model Explained: What It Is, The 5 Phases, & How To Use It appeared first on AIHR.

Let’s take a closer look at People Advocacy in HR: what it is, why it matters, what behaviors it encompasses, and how to develop it.

Contents
What is People Advocacy in HR?
People Advocacy within AIHR’s T-Shaped HR Competency Model
What does People Advocacy look like in practice for HR professionals?
Why you need to develop People Advocacy 
How you can develop People Advocacy
How HR leaders can upskill their teams in People Advocacy

What is People Advocacy in HR?

People Advocacy in HR is about championing a human-centered culture that balances people, performance, ethics, and sustainability. It includes navigating change with integrity, advocating for ethics, and building a culture that prioritizes wellbeing and performance. 

The People Advocacy competency comprises four different dimensions that are key parts of every HR professional’s people skill set. These are: 

1. Culture Shaping
2. Change Enablement & Resilience
3. Ethical & Risk Ownership 
4. Sustainability & Social Impact

Let’s unpack this.

Culture Shaping

This dimension of the People Advocacy competency focuses on shaping a performance culture that prioritizes wellbeing and inclusion. 

Driving commitment to the organizational vision and goals, championing the organizational values, and fostering inclusion and belonging are important elements here.

Change Enablement & Resilience 

People Advocacy also involves planning and implementing sustainable change (strategies). This includes building stakeholder alignment and fostering the organizational resilience needed for people and systems to adapt to and recover from challenges. 

Ethical & Risk Ownership 

This dimension centers on ethical judgment and proactive risk management. It highlights the ability to model ethical leadership, anticipate and address risks related to people, culture, and reputation, and uphold strong regulatory accountability.

Sustainability & Social Impact 

People Advocacy in HR (and the impact it creates) goes beyond the organization and its employees. It also includes building programs and partnerships that benefit broader communities, and leveraging HR for good, as well as integrating ESG principles into HR practices.

People Advocacy within AIHR’s T-Shaped HR Competency Model

People Advocacy is one of the six core HR competencies in AIHR’s T-Shaped HR Competency Model. The other five are: 

• Business Acumen
• Data Literacy 
• Digital Agility 
• AI Fluency
• Execution Excellence  

AIHR’s T-Shaped HR Competency Model defines what effective HR performance looks like today and in the years ahead. It brings together six core HR competencies with deeper expertise in one or more specialist domains, enabling HR professionals to deliver consistent business impact.

What does People Advocacy look like in practice for HR professionals?

How do you know if you and your team are true people advocates? Here are some of the behaviors that indicate strong People Advocacy: 

Building cultures where performance and wellbeing reinforce each other

People Advocacy for HR professionals means first and foremost thoroughly understanding the organization’s mission, vision, and purpose and translating them into everyday expectations. These HR professionals align performance goals with behaviors that support collaboration, respect, and accountability, for example, by linking leadership bonuses to engagement and retention outcomes. They consistently role-model the company’s core values and norms in their work and everyday interactions.

This competency is also about cultivating psychological safety across the organization, encouraging inclusion and diverse perspectives in team settings, and designing processes and practices that foster belonging and equity. 

Turning change into sustainable progress

HR professionals with well-developed People Advocacy know how to plan and implement change strategies that last and align with broader goals of the business. They communicate change effectively and from different perspectives to build understanding among various stakeholder groups. For example, they don’t just design a new performance management system; they train managers, track adoption, gather feedback, and adjust the approach based on real-world impact.

People advocates also demonstrate adaptability in the face of challenges, support others in managing change and uncertainty, and build team resilience through proactive planning and learning from setbacks. 

Benchmark your HR strengths and spot growth opportunities

Want to know how your business acumen fits into your wider HR skill set?

AIHR’s T-shaped assessment helps you assess yourself across six core HR competencies, see how you compare with HR professionals globally, and pinpoint the areas where you can deepen your expertise. It’s a useful first step toward more targeted development and career progression.

TAKE THE ASSESSMENT

Protecting people and organizational trust

These HR practitioners show integrity in all their interactions and make fair and consistent decisions that reflect the organization’s values. As such, they role-model ethical leadership and decision-making, especially in complex situations such as restructures, promotions, or policy enforcement.

They recognize potential people and compliance risks, such as rising grievances, inconsistent manager behavior, or data privacy concerns, and address them proactively. HR professionals with this competency understand and follow established governance and compliance procedures to protect both employees and the organization.       

Extending HR’s impact beyond the organization

An HR professional who excels as a people advocate builds impact beyond the business. For example, they design inclusive hiring programs that expand access to underrepresented talent pools or partner with community organizations to build future skills pipelines.

They integrate ESG principles into HR practices by aligning learning, diversity, wellbeing, and workforce planning initiatives with long-term sustainability goals. In doing so, they position HR as a driver of both business performance and societal value.

People Advocacy in action: A real-life example

One company that takes the role it plays beyond its own four walls very seriously is Walmart. In a podcast interview, the company’s former SVP of Global Talent, Workforce Strategy and OD, Amy Goldfinger, explained: 

“90% of people in the US live within 10 miles of a Walmart or Sam’s Club, so we have a responsibility. And there are a few aspects of that. One is sustainability. There’s also community involvement, and there’s also disaster relief, and we play roles in all of those.”

Here are a few examples of what this translates into in practice: 

• As for sustainability, Walmart is, among other things, working with its suppliers to avoid one gigaton of emissions by 2030 (which is the equivalent of taking 200 million cars off the road for a year).    
• The company serves its communities with local grant programs and access to healthier food and products.  
• The company is very committed to the veteran community, helping them gain entrepreneurial experience or education as they come out of the military. 
• In times of (natural) disasters, they do a lot of relief work. For example, Walmart stores are often a triage point for emergencies given their footprint, assets, and scope.

Why you need to develop People Advocacy 

Work is transforming, and so is the responsibility of HR to represent and protect people. Strengthening People Advocacy equips HR professionals and teams to influence culture, guide leaders, and uphold values in an increasingly complex work environment.

Here’s why you should focus on developing People Advocacy:

• Continue advocating for people as AI, automation, and new work models reshape the workplace
• Shape culture so performance, wellbeing, and ethics reinforce one another
• Guide leaders in balancing business goals with employee impact
• Navigate conflict, uncertainty, and transformation with integrity
• Apply values-driven HR practices in increasingly complex environments
• Represent employee perspectives in strategic and technology-related decisions
• Align employee experience with long-term organizational sustainability.

How you can develop People Advocacy

While natural talent or affinity with this area likely led you to (consider) a career in HR, there are many things you can do to grow even more as a people advocate. Here are eight practical ways to develop the People Advocacy competency:

1. Develop your communication skills  

HR needs to communicate with all stakeholders, from CEOs and investors to entry-level employees. If your organization operates across the world, your job just became more complicated. How do cultures differ internally within the company and externally with your customers? Strategies that work well with the headquarters employees may fall flat with frontline workers.

Practice active listening and focus on other people’s communication preferences to improve how you communicate at work. 

Also, in today’s world of work, where a lot of communication happens remotely, we cannot rely on body language (as much) when we communicate. So, make sure your ‘electronic communication skills’ are polished.

2. Learn how to give and receive feedback 

To embody the company culture and values and to model ethical leadership even better, you need to know how people perceive you, work on yourself, and make changes where necessary. An important part of this is knowing how to receive and recognize feedback, but make sure you practice giving constructive feedback as well. 

3. Understand different roles within your organization 

Do you know what it’s like to stand on a factory floor for eight hours? Have you ever been on a sales call? It’s hard to be a people advocate if you don’t know your people’s reality. By getting to know what people at your organization do, you can amplify their impact. Talk with team leads, but also shadow individual contributors; they’re the ones doing the actual work. 

4. Create opportunities to speak with employees

In the same vein as the previous point, create opportunities to learn from the employees in the organization. If everyone works remotely, schedule a time on Slack (or a similar tool) and respond as soon as possible – like your open-door time.

If you’re in the office, walk the floor from time to time and speak with people. Use Q&A sessions, suggestion boxes, and engagement surveys (but only if you’re conducting a thorough survey analysis and will act on what you learn). 

5. Take time to learn about organizational culture and inclusion 

In your role, actively look for ways to align the organization’s culture with its goals and enable employees to feel heard, respected, and productive, using, for example:

• The above-mentioned engagement surveys
• Employee focus groups 
• Stay interviews 
• Exit interviews.

For instance, let’s say you find out that employees often fail to give two weeks’ notice when they resign, something that would make your life as an HR professional just that much easier. 

Instead of making assumptions, try to find out why this happens. Maybe people don’t feel appreciated, or they have seen managers retaliate against employees during their notice period. Once you identify the cause(s), you can start remedying them one step at a time. Here’s what you could do:

• Create a policy that explains why you want people to give notice when they resign
• Ensure managers respect employees during their last two weeks of work (or for the duration of their notice period)
• Provide support and ensure positive communication with employees during their notice period
• Create a garden leave policy in case an employee is leaving for a competitor, and you or their manager doesn’t want them to continue working. 

What you want to avoid: 

• Asking employees to turn over their company equipment (laptops, phones, etc.) as soon as they give notice
• Angry managers who give the worst assignments to employees during their last weeks or days
• A no-rehire policy, because why should employees care if they burn a bridge with your company if you’ve already made it clear you’ll never rehire a former employee? 

6. Continuously educate yourself 

To be a true HR advocate for employees, HR practitioners need to stay up to date, something that takes time and effort. The good news is, though, that there are countless (free) ways to educate yourself in the format of your choice: 

• Listen to HR podcasts 
• Read HR blogs and newsletters
• Attend (virtual) HR conferences 
• Join webinars.

Additionally, identify areas you would like to develop your skills in further to better represent and serve the company’s employees, and consider enrolling in a dedicated HR certificate program. 

7. Consider finding a mentor

People advocacy is a competency that grows steadily with experience, especially from the 5-year mark onward, according to AIHR’s Future-Ready HR Skills Report. But while real-world exposure helps shape depth, it’s something that can’t be bought or taught in a course. 

It’s the type of experience that can, however, be transmitted from one person to another, in the form of a mentor-mentee relationship, for example. This is why seeking a mentor you resonate with can be highly beneficial for your development as a people advocate.      

8. Work on your change management skills

Change enablement is an important pillar of the People Advocacy competency. Planning, implementing, communicating, and leading change initiatives are all part of the proverbial job. 

To navigate the changes your organization will undoubtedly go through in the best way possible, you want to make sure your change management skills are fully up to date. If this is not (yet) the case, consider upskilling yourself in this area.

How HR leaders can upskill their teams in People Advocacy

As mentioned earlier, People Advocacy is one of the six core HR competencies for future-ready HR professionals. As such, it’s an important ability for every HR professional to have, regardless of their role or level of experience.

HR leaders should support their teams in building People Advocacy. Here are a few ways to get started today:

• Lead discussions about AI decision-making in HR: AI is transforming how HR works, including its role as a people advocate. Have open discussions with your team about how AI decision-making is changing the way you operate and deliver value, and be sure to address all questions or concerns.   
• Educate your team in technology, AI ethics, and fairness: These topics directly impact your workforce and you as their advocates. Consider educating your team (and yourself) in technology, AI ethics, and fairness. You can, for example, enrol your team in AI for HR Boot Camp to build the AI mindset and ensure AI usage that is in your employees’ best interest.
• Upskill your team in ESG: As we’ve discussed earlier, People Advocacy has a sustainability and social impact dimension that’s growing in importance. Part of this is knowing how to integrate ESG principles into your HR practices and advancing human, social, and environmental wellbeing. To get there, start by bringing ESG thinking into your discussions on HR priorities.
• All of the methods mentioned in the previous section: Strong communication skills, speaking with employees, knowing how to receive feedback, learning about the organizational culture, every aspect we discussed in the previous section about how to develop People Advocacy is also relevant when you’re training your team. Encourage them to work on these things either individually or together with (part of) the team. If you’re looking for structured support, AIHR’s Soft Skills Hub offers focused training on communication, influencing, feedback, coaching, and conflict resolution. It can serve as a practical resource to help your team build the interpersonal capabilities that underpin effective People Advocacy.  

To sum up 

While we often hear that HR needs to be more business-oriented, data-driven, and digitally agile, we shouldn’t forget that being a people advocate is an essential part of being a competent, future-ready HR professional. 

People Advocacy is, in fact, key in creating a human-centric organizational culture that balances people, performance, ethics, and sustainability. Strengthening this competency is especially critical as technology reshapes roles, expectations shift, and leaders face complex trade-offs, requiring HR to guide decisions with integrity, fairness, and a long-term perspective.

The post People Advocacy for HR Professionals: All You Need To Know appeared first on AIHR.

Even when HR teams have the right systems in place, many still struggle to get full value from their HR technology and data. Gartner found that only 24% of HR functions believe they derive the maximum value from their HR technology. Only 35% of HR leaders feel confident their current approach to HR technology helps them achieve business objectives, and two out of three believe HR’s effectiveness will decline if they do not improve how they use technology.

That gap often comes down to capability. HR teams need more hands-on practice turning raw workforce data into analyses they can trust. This article shares HR datasets you can use to build those skills safely, so you can explore patterns, build dashboards, and test analysis approaches without using real employee data.

Contents
What is an HR dataset?
How to choose the right HR dataset
9 HR datasets to practice your people analytics skills
How to generate a sample HR dataset with AI

What is an HR dataset?

An HR dataset is a structured collection of workforce information, organized in rows and columns so HR teams can analyze it and spot patterns across the workforce. You will often find it in spreadsheets like Excel or CSV files, but it can also live in HR information systems, analytics platforms, or business intelligence tools.

In most HR datasets, each row corresponds to an employee or employment record, and each column corresponds to a specific variable. Common variables include job role, tenure, salary band, location, department, and performance rating.

When HR teams structure data this way, they can build dashboards, track trends, and back decisions with evidence instead of assumptions. For example, a dataset might combine tenure, engagement scores, salary bands, and an attrition indicator. With that structure in place, HR professionals can explore questions around retention, engagement, and workforce distribution.

How to choose the right HR dataset

Choosing the right HR dataset can be the difference between basic reporting and real workforce insight. When your data is clean, structured, and aligned with the question you want to answer, your analysis becomes faster, clearer, and much more useful.

The goal is not to find the largest dataset available, but rather to find one that is organized and built to support the analysis you want to run. Here’s how to select the best dataset for your needs.

Match the dataset to your goal

Start with the question you want to answer. That question should guide what you include, and just as importantly, what you leave out.

If you are analyzing turnover, look for variables like tenure, role, department, and an attrition indicator. For engagement analysis, pair survey scores with context such as manager, job level, or location so you can compare results across groups.

Choose the right dataset structure

Most HR analyses work best when each row represents one employee (or employment record), and each column represents a variable. This tabular format makes it easier to filter, group, and visualize workforce data.

Use the simplest format that works well with your tools. For example, Excel- and CSV-friendly datasets tend to perform better when they follow a consistent table structure rather than mixing layouts across multiple sheets.

Look for clearly defined variables

A useful dataset uses consistent field names and clear definitions. Variables like tenure, salary band, performance rating, and promotion history should be easy to interpret so dashboards and analyses stay accurate.

Ensure the dataset is large enough

Very small datasets rarely reveal reliable trends. A dataset that covers multiple departments, roles, and tenure levels allows HR teams to compare groups and spot patterns that hold up beyond one-off changes.

Confirm the dataset is safe to use

Public training datasets are usually anonymized or synthetic, which lets HR professionals practice analytics without exposing real employee information. Even then, it is worth checking that the dataset does not include direct identifiers or combinations of details that could make individuals easy to recognize.

9 HR datasets to practice your people analytics skills

The datasets below provide a safe way to practice common people analytics tasks, such as identifying attrition patterns, exploring engagement trends, and building simple dashboards. They include realistic variables like tenure, compensation, performance ratings, and satisfaction scores, which makes them useful for building analysis skills you can apply to day-to-day workforce questions.

1. Human resources dataset

This dataset comes as a bundle of linked CSV files, not a single table. You can practice the kind of HR analysis that combines HRIS data with pay ranges, recruiting spend, and (for production roles) operational performance.

Examples of what’s inside

• Core HR employee data (core_dataset / HRDataset_v9 / HRDataset_v13): Includes employee demographics, department and position, pay rate, manager, hire and termination details, and performance score.
• Engagement and satisfaction fields (HRDataset_v13): Adds engagement survey results, employee satisfaction, special projects count, last performance review date, and days late in the last 30 days.
• Salary ranges by position (salary_grid): Lists positions with salary and hourly ranges (min, mid, max), so you can compare employee pay against a defined range for the role.
• Recruiting spend by source (recruiting_costs): Shows spend per recruitment source across months (plus totals), which you can link to employee source-of-hire fields in the HR dataset.
• Production staff performance metrics (production_staff): Includes production-focused outcomes like abutments/hour (week 1 and week 2), daily error rate, and 90-day complaints, alongside department/position, pay, manager, and performance score.

Try this analysis

• Compare termination patterns across departments and positions using employment status, termination date, and termination reason
• Compare pay rate by position and check whether employee pay sits below/within/above the salary grid ranges for the same position
• Evaluate recruitment channel efficiency by combining employee source (from the HR dataset) with recruiting spend (from recruiting_costs), then calculating hires per source and spend per hire
• Use the production staff file to explore predictors of suboptimal performance, using outcomes such as daily error rate or 90-day complaints, and testing how factors like role, pay, manager, and performance score relate to those outcomes
• In HRDataset_v13, explore whether engagement or satisfaction patterns differ for employees who stayed vs those who left (using termination fields).

Get started

Download the dataset from the Kaggle page or use the mirror download (no sign-in). Use the codebook to review the data dictionary, variable definitions, and dataset structure.

2. HR analytics dataset

This dataset supports attrition analysis with a structure that works especially well for dashboard practice. It includes 1,480 employee records and combines attrition with job context, salary banding, and employee experience measures, so you can build clear segment comparisons in BI tools.

Examples of what’s inside

• Attrition outcome: Shows whether an employee left the organization.
• Job and role context: Captures department, job role, and job level so you can compare groups across the organization.
• Compensation: Includes monthly income and salary banding so you can analyze pay patterns alongside attrition.
• Work patterns: Includes overtime status and business travel information.
• Employee experience: Includes satisfaction measures and work-life balance ratings.
• Tenure and progression: Tracks time in the organization and internal movement, including time in role, time since last promotion, and time with current manager.

Try this analysis

• Compare attrition rates across departments, job roles, and job levels
• Compare attrition patterns across salary bands and income ranges
• Compare attrition between overtime and non-overtime employees, and across business travel categories
• Compare satisfaction and work-life balance ratings for employees who stayed versus those who left
• Analyze whether time in role and time since last promotion show different patterns for stayers versus leavers
• Combine job level, salary band, overtime, and progression timing to explore which segments show higher attrition.

Get started

Download from the dataset page on Kaggle or use the mirror download (no sign-in).

3. IBM HR analytics employee attrition and performance dataset

This dataset is widely used in people analytics practice because it is detailed enough to support meaningful analysis while remaining manageable. IBM originally released it for analytics practice, and it supports workforce pattern analysis as well as attrition exploration and modeling. It includes 1,470 employee records and 35 variables, which makes it suitable for dashboarding, statistical analysis, and introductory predictive modeling.

Examples of what’s inside

• Attrition: Shows whether an employee left the organization (Yes/No).
• Department and job role: Shows where employees work and what roles they perform.
• Monthly income and salary increase: Captures pay level and recent pay growth using monthly income and percent salary hike.
• Overtime: Indicates whether employees work overtime (Yes/No).
• Satisfaction and work-life balance: Includes job satisfaction, environment satisfaction, relationship satisfaction, and work-life balance ratings on numeric scales.
• Tenure and progression: Tracks time in the organization and recent progression using years at company, years in current role, years since last promotion, and training times last year.

Try this analysis

• Compare attrition rates across departments and job roles to see where exits concentrate
• Compare attrition between overtime and non-overtime employees, then review whether satisfaction scores differ across those groups
• Compare job satisfaction, environment satisfaction, relationship satisfaction, and work-life balance for employees who stayed versus those who left
• Examine whether monthly income and percent salary hike differ between employees who stayed and those who left within the same department or job role
• Analyze whether years at the company, years in the current role, years since the last promotion, and training times last year show different patterns for employees who stayed versus those who left.

Get started

The original dataset was once hosted by IBM but is now commonly accessed through a mirror on Kaggle (mirror). 

4. Employee attrition dataset

If you want to focus on employee turnover, this dataset supports retention analysis, dashboard practice, and exploration of factors that often relate to attrition. It gives you enough context to compare groups and test patterns without adding unnecessary complexity.

This dataset includes several of the same core attrition fields as the IBM HR dataset above. To avoid repeating the same examples, the sections below highlight additional variables you can use to explore attrition from different angles.

Examples of what’s inside

• Business travel: Shows how often employees travel for work, which allows comparison of attrition patterns across travel categories
• Distance from home: Captures commuting distance so you can explore whether longer commutes align with higher exit rates
• Career history: Includes total working years and number of companies worked, which supports analysis of attrition across different career profiles
• Manager relationship and stability: Tracks years with current manager so you can explore whether manager stability aligns with retention
• Education field: Captures the education field to compare attrition patterns across backgrounds.

Try this analysis

• Compare attrition rates across business travel categories
• Group employees into distance-from-home bands and compare attrition across those bands
• Compare attrition patterns across different career history groups (for example, by total working years or number of companies worked)
• Analyze whether attrition differs by years with current manager
• Compare attrition rates across education fields
• Combine business travel and distance from home to explore whether certain combinations align with higher attrition.

Get started

Download this dataset from GitHub.

5. Absenteeism at work dataset

If you want to explore patterns in employee absence, this absenteeism dataset focuses on absence behavior across a workforce. It contains 8,336 employee records and 13 variables. Because the dataset uses one row per employee, you can quickly analyze absence trends across roles, locations, and demographic groups.

Examples of what’s inside

• Annual absent hours: Captures total absence hours per employee for the year.
• Department, division, and business unit: Shows where employees sit in the organization so you can compare absence across teams.
• Job title: Identifies the role employees perform, which helps you compare absence patterns across roles.
• City and store location: Provides location context so you can examine whether absence differs by site.
• Length of service: Captures tenure so you can explore whether absence patterns differ for newer vs longer-tenured employees.

Try this analysis

• Compare annual absent hours across departments, divisions, and business units
• Compare annual absent hours across job titles to identify roles with higher absence
• Compare annual absent hours across city and store locations to spot location-level differences
• Analyze whether annual absent hours differ by length of service
• Combine department and store location to identify specific segments with higher absence hours.

Get started

Lyndon Sundmark created this dataset for learning purposes, with a focus on predicting absence as an outcome. The dataset can be downloaded here (mirror).

6. Engagement survey dataset

Engagement survey datasets are difficult to access because they often contain confidential, company-sensitive information.

AIHR uses an engagement survey dataset in the HR Statistics in Excel course. The dataset includes responses from 85 individuals who completed an engagement survey. It covers variables such as performance rating and function group, along with measures including innovation behavior, multidimensional engagement scores, personal initiative, career management behavior, mobility behavior (likelihood of leaving the company), and organizational and professional commitment.

The course analyzes the same dataset in both SPSS and R. Students receive a dataset briefing and codebook, plus a set of six questions to answer. Each question connects to a lesson that explains how to run analyses such as t-tests, ANOVA, and multiple linear regression.

Get started

This dataset is not available as a free download. You can access it through AIHR’s HR Statistics in Excel course, which is available as part of the People Analytics Certificate Program or Full Academy Access.

A screenshot from the course with the dataset on the left. Data is analyzed in SPSS.

The same data is also analyzed in R. In this fragment, the data is checked for homoscedasticity.

7. Pay equity dataset

Pay equity analysis examines whether employees who perform work of equal value receive fair and consistent pay. HR teams typically run this analysis by comparing compensation across employees in comparable roles, then testing whether any pay differences remain after they account for factors that legitimately influence pay.

Examples of what’s inside

• Job title and department: Use these to define comparable groups before you compare pay.
• Salary: This is the main compensation field in the dataset.
• Gender: Use this to compare pay patterns across groups within comparable roles.
• Tenure and age: These fields help you account for experience-related differences when you interpret pay gaps.
• Performance rating: Use this to check whether performance aligns with pay differences inside the same role group.
• Education and contract percentage: These fields add context that can influence salary comparisons.

Try this analysis

• Compare average salary by gender within the same job title and department
• Compare salary distributions by gender within the same job title, then check whether gaps shrink when you split results by tenure bands
• Run a regression with salary as the outcome and gender as a predictor, while controlling for tenure, age, performance, education, department, and contract percentage
• Identify outliers by flagging employees whose salary sits far above or below peers in the same job title and department
• Compare pay patterns across contract percentages within the same job title to see whether contract type aligns with salary differences.

Get started

You can download this dataset here.

Did you know?

In real organizations, pay equity analysis uses highly sensitive payroll and demographic data. For training purposes, most publicly available pay equity datasets are anonymized or synthetic so HR professionals can practice compensation analysis safely.

8. Campus recruitment dataset

This campus recruitment dataset focuses on factors that influence whether students receive job placements after graduating. It captures educational performance, specialization, work experience, placement outcomes, and salary data for placed students. That combination makes it useful for practicing recruitment analytics and exploring how candidate attributes relate to hiring outcomes.

Examples of what’s inside

• Placement status: Shows whether a student received a job offer (Placed/Not Placed).
• Salary: Captures the salary outcome for students who were placed.
• Academic performance scores (ssc_p, hsc_p, degree_p, mba_p): Includes percentage scores for secondary education (SSC), higher secondary education (HSC), undergraduate degree, and MBA.
• Education background (ssc_b, hsc_b, hsc_s, degree_t, specialisation): Captures SSC and HSC education boards, HSC stream, degree type, and MBA specialisation.
• Work experience (workex): Indicates whether the student had prior work experience (Yes/No).
• Employability test score (etest_p): Includes the employability test percentage score.

Try this analysis

• Compare placement outcomes across students with and without work experience
• Examine whether higher academic scores (SSC, HSC, degree, MBA) align with placement outcomes
• Analyze whether employability test scores differ between placed and not placed students
• Compare placement outcomes across education background groups (stream, degree type, specialisation, education boards)
• For placed students, examine how salary varies by MBA score, specialisation, and work experience.

Get started

Download from the Kaggle page or use the mirror download (no sign-in).

9. Remote work and mental health dataset

This dataset explores how remote, on-site, and hybrid work arrangements relate to wellbeing indicators. It supports analysis of stress and burnout patterns, workload factors, and access to support resources, which makes it useful for practicing wellbeing and workforce experience analytics.

Examples of what’s inside

• Work location: Shows whether employees work remotely, onsite, or in a hybrid setup.
• Hours worked per week: Captures weekly working hours so you can explore workload differences.
• Work-life balance rating: Records self-reported work-life balance on a rating scale.
• Stress level: Captures stress as a category (e.g., low/medium/high).
• Mental health condition: Indicates whether employees report a mental health condition (and which one, where provided).
• Productivity change: Shows how productivity changed (category-based) so you can compare patterns across groups.

Try this analysis

• Compare stress levels across remote, hybrid, and onsite employees
• Compare work-life balance ratings across work locations
• Analyze whether higher weekly hours align with higher stress levels
• Compare mental health condition patterns across stress levels and work locations
• Explore whether productivity change differs by work location and stress level
• Check whether work-life balance ratings align with productivity change.

Get started

Download the dataset from the Kaggle page or use the mirror download (no sign-in).

How to generate a sample HR dataset with AI

AI can help you generate sample HR data, structure a dataset, and prepare it for practice analysis. But you should always review the output before using it, because AI can produce unrealistic values or inconsistent patterns.

This is especially important in HR, where workforce data is highly sensitive. Instead of using real employee information, you can create a synthetic dataset with fictional records that reflect the structure of real HR data. That allows you to practice analysis, build dashboards, and test ideas while reducing privacy and data governance risks.

One rule always applies: never input real employee data into AI tools or public environments. To generate a useful sample dataset, start with these steps:

Step 1: Pick a practice topic

Start by deciding what workforce question you want to explore. This gives the dataset a clear purpose and helps the AI generate information you can actually use. A defined topic also makes it easier to avoid unnecessary columns and keep the dataset relevant to the type of analysis you want to practice.

For example, if you want to practice attrition analysis, you will need variables that support segmentation and comparison, such as department, role, tenure, and an attrition indicator.

Step 2: Start with a basic employee list

Once your topic is clear, ask the AI tool to generate a simple employee table with fictional employees and core organizational information. This gives you a base dataset you can build on.

Typical starting columns include employee ID, job role, department, location, start date, and salary. Aim for 100 to 300 employees. That range usually gives you enough data to spot patterns while keeping the dataset easy to review and manage in Excel or BI tools.

Step 3: Add two to four analysis columns tied to your topic

After you have the base employee list, add variables that connect directly to your practice topic. These columns are what make the dataset useful for analysis because they let you test ideas, compare groups, and look for patterns. Common examples include engagement score, performance rating, absence hours, and an attrition flag.

Keep the scope focused. A small set of well-chosen variables often gives you clearer results than a wide dataset with dozens of fields you do not plan to analyze. It also makes it easier to check whether the AI has generated values that make sense.

Step 4: Ask for a CSV output you can paste into Excel

Request the dataset in CSV format so you can paste it into Excel, Power BI, Tableau, or another analytics tool without manual cleanup. This makes it easier to move from AI-generated output into actual analysis and helps keep the dataset structure aligned with how HR teams typically store and work with data.

Include instructions like: use commas as separators, include column headers, and output one row per employee.

Step 5: Add light realism (optional but recommended)

Synthetic datasets become more useful when they include simple patterns that resemble workplace data.

You can ask AI to apply a small set of realistic rules, like:

• Senior roles tend to have higher salaries
• Employees with low engagement are slightly more likely to leave
• Longer tenure employees tend to earn higher salaries.

These kinds of instructions make the dataset more realistic, but they still need to stay simple. If you add too many rules, the output can become harder to review and easier to distort.

Step 6: Do a quick sense check before analyzing

Before you start analyzing, scan the dataset to make sure it behaves like realistic workforce data. This step is important because AI can generate outputs that look convincing at first glance but contain errors, odd distributions, or values that do not fit together logically.

Start with two checks: scan for blanks or extreme outliers, and confirm that salary ranges and dates look plausible. A quick review now can save time later when results look odd for reasons that come down to data quality rather than the analysis itself.

Example AI prompts you can copy and paste

Prompt 1: Starter dataset

“Generate a fictional dataset of 150 employees for a made-up company. Output it as a CSV I can paste into Excel and include headers. Use these columns: Employee ID, department, role, location, start date, employment type (full-time/part-time), and salary.”

Prompt 2: Level-up dataset

“Generate a fictional dataset of 250 employees as a CSV and include headers. Use these columns: Employee ID, department, role level (1–5), manager ID, start date, salary, engagement score (0–100), performance rating (1–5), and attrition (Yes/No). Add light realism: higher role levels usually have higher salaries, and attrition is slightly more common among employees with lower engagement and shorter tenure.”

Prompt 3: Topic-focused dataset

“Generate a fictional dataset of 200 employees as a CSV and include headers. Use these columns: Employee ID, department, role, start date, location, salary, absence hours last year, engagement score (0–100), and performance rating (1–5). Make absence slightly higher for employees with lower engagement.”

To sum up

People analytics is becoming a core HR capability. If you want to make better decisions about hiring, retention, engagement, and performance, you need to feel comfortable working with data. That confidence comes from practice.

Public HR data sets can help you build that practice in a low-risk way. You can explore workforce questions, test your thinking, and get better at turning data into useful insights. As AI becomes more common in HR, it also helps to understand where it can support your work and where you still need to apply judgment.

That’s where focused upskilling can help. If you want to learn how to use AI in HR more confidently and responsibly, AIHR’s Artificial Intelligence for HR Certificate Program is a strong next step. If you want to build your ability to analyze workforce data and turn it into action, the People Analytics Certificate Program can help you develop those practical skills.

The post 9 HR Datasets to Practice Your People Analytics Skills appeared first on AIHR.

To achieve the above, you need to understand the tools behind HR analytics. In practice, most organizations rely on a stack of tools, each serving a different purpose. Below, we outline the 10 most widely used HR analytics tools today and where each one fits in your HR function.

Contents
10 best HR analytics tools to consider
– BI dashboards
– People analytics platforms
– HR suite analytics
– Engagement and listening analytics
– Workforce planning and organizational design
– DIY analytics stack
How to choose the right HR analytics tool

10 best HR analytics tools to consider

Here’s a list of 10 HR analytics tools that could help make your HR operations smoother and more efficient:

BI dashboards

These tools help you turn workforce data into clear visual HR dashboards that leaders can easily understand. They make it easier to monitor metrics such as headcount, hiring activity, employee turnover, and workforce diversity. When these are displayed visually, patterns become easier to spot, and you can quickly see whether a trend is improving, stabilizing, or becoming a risk.

Dashboards also reduce the amount of time spent compiling manual reports. Instead of preparing static monthly presentations, you can view workforce data in real time and interpret what those numbers mean for the organization.

1. Power BI

Microsoft’s Power BI simplifies the aggregation, analysis, and visualization of data. It allows you to connect to and combine multiple data sources in one large database suited for reporting or analysis. You can then use Power BI’s dashboarding capacity to transform your data into a dashboard.

It’s best for building HR dashboards and visualizing workforce metrics across multiple systems.

What it does for HR teams:

HR teams use Power BI to turn workforce data into visual dashboards that combine data from multiple systems and present it in a single central view.

For example, you can track headcount growth across regions, recruitment pipeline activity, turnover trends, and diversity across leadership levels. Because dashboards update automatically, you no longer need to compile reports manually each month.

Power BI also allows users to drill down into workforce data. If turnover rises, for instance, you can quickly see the affected departments, job levels, or locations. This helps shift the conversation from reporting numbers to understanding workforce dynamics.

Many organizations also combine HR data with financial or operational data in Power BI. This helps leaders see how workforce changes affect productivity metrics, labor costs, and organizational performance.

Typical HR data sources include HRIS systems, ATS, payroll, engagement survey platforms, Excel files, or CSV exports.

2. Tableau

Tableau is similar to Power BI in that it enables aggregating and visualizing data from various sources. Founded in 2003 as a commercial outlet for research produced at Stanford University, the software has become well-renowned for its visualization capabilities.

It’s best for interactive workforce data visualization.

What it does for HR teams:

HR and business analytics teams use Tableau to explore workforce data visually and identify patterns that may not be obvious in spreadsheets.

Tableau dashboards allow you to filter workforce data by department, location, job level, or tenure, making it easier to see how trends vary across the organization. You can analyze promotion patterns, identify recruitment bottlenecks, or track diversity across leadership levels.

Tableau is particularly useful when analyzing large datasets from multiple systems. You can combine and visualize data from HRIS platforms, recruitment systems, and survey tools in a single environment. This is handy in HR leadership meetings, as it helps leaders understand workforce trends quickly.

Typical HR data sources include HRIS platforms, ATS, payroll, enterprise data warehouses, and survey platforms.

What to watch out for:

You must structured your data well, and require strong analytical skills to build reliable dashboards. Additionally, licencing costs may be higher than those of some alternatives.

People analytics platforms

People analytics platforms are designed specifically for workforce analytics. Unlike general dashboard tools, they include HR-focused metrics and models that help organizations analyse workforce behaviour and outcomes.

These platforms typically combine data from multiple HR systems and apply analytics models to answer key workforce questions. For example, you can analyze why employees leave, whether promotion pathways are equitable, or where skills gaps are emerging.

Because they’re made for HR analytics, these platforms often include pre-built workforce metrics and dashboards. This allows you to start analyzing workforce trends more quickly than if you were building dashboards from scratch.

3. Visier

Visier is a data aggregation service built to answer questions about the workforce. It connects to different HR systems and combines them into one HR BI tool. Unlike Tableau, Visier brands itself more as an actionable people analytics insights platform that shows trends in workforce data, and enables you to answer questions about different HR outcomes.

It’s best for deep workforce analytics.

What it does for HR teams:

Visier is one of the best-known people analytics platforms used by large organizations. It aggregates workforce data from multiple HR systems and applies analytics models designed specifically for HR questions.

For example, it can analyze employee attrition patterns by looking at employee tenure, compensation and benefits changes, job progression, and engagement levels. This helps HR teams identify employee groups at risk of leaving.

The platform also provides analytics on workforce diversity, internal mobility, and talent pipelines. With these insights, you can examine workforce patterns across the organization and identify where intervention may be needed.

If you want to move beyond basic HR reporting and gain a deeper understanding of workforce dynamics, Visier supports both operational HR analysis and strategic workforce planning.

Typical HR data sources include HRIS platforms, payroll, L&D, talent management systems, and engagement survey tools.

What to watch out for:

This tool requires well-structured HR data and clear data governance policies. You also need strong analytical capability to accurately interpret results.

4. Crunchr

Crunchr is a people analytics and workforce planning platform that helps HR teams turn workforce data into clear reports, dashboards, and insights for better decision-making. It can help you track people metrics, spot trends, and link workforce planning to business goals.

It’s best for operational workforce analytics.

What it does for HR teams:

Crunchr is designed to help you explore workforce data without needing advanced technical skills. It provides pre-built dashboards covering common HR metrics examples, such as headcount trends, workforce composition, internal mobility, and turnover patterns.

Because the dashboards are structured around typical HR questions, you can begin analyzing workforce data quickly. For example, you can examine whether turnover differs across departments, whether leadership pipelines are developing evenly, or whether hiring activity is keeping pace with organizational growth.

Crunchr is especially useful for companies looking for accessible analytics tools that HR can use directly, rather than relying on data specialists. The platform also allows organizations to combine workforce data from several HR systems. This creates a unified view of the workforce and helps HR analyze patterns across the employee life cycle.

Typical HR data sources include HRIS systems, payroll, recruitment platforms, and performance management systems.

What to watch out for:

Be sure to consistently define workforce metrics, and note that any data quality issues in your HR systems will appear quickly in analytics.

HR suite analytics

Many HR systems now include built-in analytics capabilities. These tools allow you to analyze workforce data without exporting it into external systems. For organizations already using enterprise HR platforms, this can be an efficient way to begin exploring workforce trends, as the data already resides in the HR system.

5. Workday People Analytics

Workday People Analytics is a people analytics tool that helps HR turn workforce data into clear, prioritized insights, so they can make better people decisions faster. It uses automated analysis and plain-language narratives to surface trends, risks, and opportunities across areas like recruitment and retention, diversity, skills, and performance.

What it does for HR teams:

Workday People Analytics provides dashboards and analytics tools directly within the Workday HR platform, allowing you to analyze workforce data without exporting it to external reporting systems.

You can also use it to track metrics like headcount growth, employee turnover, compensation patterns, and workforce diversity within the system. Because the analytics tools are integrated with the HR platform, dashboards update automatically as employee data changes.

Managers can also access selected dashboards to view information about their teams. This helps them monitor trends such as team turnover, absence patterns, or performance outcomes. For companies already using Workday as their core HR system, this can reduce the need for separate reporting tools while still offering useful workforce insight.

Typical HR data sources include Workday HRIS, compensation and performance data, and learning systems.

What to watch out for:

Analytics quality depends on consistent HR data entry. You must also accurately maintain job structures and employee records.

6. SAP SuccessFactors Workforce Analytics

SAP SuccessFactors Workforce Analytics is a workforce analytics tool that helps HR understand how workforce trends, risks, and talent investments affect business outcomes. It offers clearer visibility into workforce composition and dynamics, so you can answer key people questions and make better planning decisions.

It’s best for large organizations using SAP HR systems.

What it does for HR teams:

SAP SuccessFactors Workforce Analytics is designed to help businesses analyze workforce trends across large, complex workforces. The platform integrates with SAP HR systems and allows you to analyze workforce composition, retention patterns, and leadership pipelines.

For example, HR leaders can track workforce demographics across regions, examine promotion patterns across job levels, or analyze workforce costs across business units.

Because the platform integrates with other SAP HR tools, it can combine data from recruitment, learning, and performance systems into a single analytical environment. This makes it easier for HR leaders to understand workforce patterns across the entire employee life cycle.

Typical data sources include SAP HRIS, payroll systems, and talent and performance management platforms.

What to watch out for:

Implementation can be complex, so your HR team would have to collaborate closely with IT on data integration.

Engagement and listening analytics

These tools focus on employee sentiment and feedback data. Many companies now run engagement surveys, employee pulse surveys, and life cycle feedback programmes to understand how employees experience the workplace. Listening platforms help you analyze this feedback and identify patterns in employee sentiment across teams or departments.

7. Culture Amp

Culture Amp is an employee experience platform that helps HR measure engagement, performance, and development, so they can improve how people work and grow. It also offers people analytics capabilities that combine workforce data and insights to support better decisions on culture, retention, and team effectiveness.

It’s best for employee engagement analysis.

What it does for HR teams:

Culture Amp helps organizations collect employee feedback through engagement surveys, pulse surveys. and life cycle surveys. The platform analyzes survey responses and highlights patterns in employee sentiment.

For example, you can identify which teams report lower engagement scores or which aspects of the employee experience require improvement.

Culture Amp also provides benchmarking data that allows companies to compare their engagement scores with industry benchmarks. This helps you understand how staff experience the organization and where improvements are needed.

Typical data sources include Engagement surveys, pulse surveys, and life cycle feedback tools.

What to watch out for:

Prevent survey fatigue by scheduling your surveys sensibly (e.g., monthly or quarterly), so employees don’t feel overwhelmed. Also, remember that insights must translate into action, or employees will feel they’re wasting their time on surveys and not being heard.

8. Qualtrics Employee Experience

Qualtrics Employee Experience is an employee experience platform that helps HR capture and analyze employee feedback. It supports better people decisions by turning listening data into insights on engagement, retention, productivity metrics, and manager effectiveness.

It’s best for advanced employee listening programmes.

What it does for HR teams:

Organizations use Qualtrics Employee Experience to analyze employee feedback across the entire employee life cycle. The platform collects feedback from employee onboarding surveys, engagement surveys, exit interviews, and other listening programmes.

One of its key features is the ability to analyze open-text responses. Natural language processing (NLP) tools identify recurring themes in employee comments, helping you understand employee concerns more clearly.

For example, you might discover that employees repeatedly mention workload, leadership communication, or career development in open comments. These insights help you understand not only what employees think, but why they feel that way.

Typical data sources include surveys, life cycle feedback tools, and open-text feedback.

What to watch out for:

Protect employee anonymity when collecting survey feedback, and develop a clear survey strategy that supports efficient survey completion, honest answers, employee privacy, and accurate survey analysis.

Workforce planning and organizational design

Such tools help HR move from looking at past workforce data to planning future workforce needs and structure. They let teams test scenarios, spot gaps in skills or capacity, model reporting lines and team setups, and see how changes in headcount or structure may affect cost, performance, and business goals.

9. Orgvue

Orgvue is an organizational design and workforce planning platform that helps HR teams understand workforce structure, roles, skills, and costs in one place. It lets HR model future organizational setups, test workforce scenarios, and make better decisions before changes are rolled out.

It’s best for workforce planning and organizational design.

What it does for HR teams:

Orgvue helps organizations model workforce changes before they happen. HR leaders can simulate organizational restructuring, workforce growth, or cost reduction scenarios. For instance, it can analyze how a restructuring could affect reporting structures, workforce costs, or leadership pipelines.

By modelling these changes before implementing them, leadership teams can understand the potential impact of workforce decisions. This type of workforce planning is particularly important for organizations undergoing transformation or rapid growth.

Typical data sources include HRIS organizational data, payroll cost data, and workforce hierarchy data.

What to watch out for:

You must ensure your organizational data is accurate before using Orgvue, and collaborate closely with your company’s finance and strategy teams on workforce planning.

DIY analytics stack

A DIY analytics stack like Excel gives HR a flexible, low-cost way to collect, clean, organize, and analyze workforce data without needing a dedicated platform. You can use it to track key metrics, build simple dashboards, spot trends, and answer basic people questions, but it often becomes harder to manage as data volume, complexity, and reporting needs grow.

10. Excel

When we talk about HR analytics tools, we shouldn’t forget the basics. Excel is where most of us started. Whenever you manually extract data from any of your HR systems, it most likely comes out as a comma-separated values (CSV) file. You can easily open and edit these files using Excel.

It’s best for quick analysis and early-stage HR analytics.

What it does for HR teams:

Excel remains one of the most widely used analytics tools in HR. Many HR teams export workforce data from HR systems and analyze it using pivot tables, formulas, and charts. For instance, you can calculate turnover rates, analyze absence patterns, or examine recruitment pipeline data using Excel.

For smaller organizations or teams beginning their analytics journey, HR data analysis in Excel can be a practical way to explore workforce trends before investing in more advanced analytics platforms. However, as datasets grow larger and analytics become more complex, organizations often supplement Excel with more advanced analytics tools.

Typical data sources include HRIS exports, payroll files, recruitment data, and survey datasets.

What to watch out for:

There’s always a higher risk of errors when handling manual processes, and large datasets are often difficult to manage using Excel alone.

How to choose the right HR analytics tool

Now that you know about the different HR analytics tools at your disposal, you still need to choose the right one for your analytics project. Sometimes, you may benefit from using multiple tools. For example, combining and analyzing vast amounts of data requires different tools from those you’d use to display your analytics output on a dashboard.

Here are some things to bear in mind when selecting the right HR analytics tool:

Analytics capabilities

What level of analysis does your organization need? Some tools focus mainly on data visualization and dashboards, while others offer more advanced capabilities, such as predictive analytics, workforce modelling, or AI-driven insights.

Predictive analytics tools can help forecast turnover or hiring demand, while simpler tools may only display historical trends. The right choice depends on whether you need reporting, deeper workforce analysis, or forward-looking insights.

Data integration requirements

Most HR analytics tools rely on data drawn from multiple systems. Which data sources do you need to connect? These may include HRIS systems, payroll platforms, recruitment systems, learning platforms, and employee engagement surveys. A tool that integrates easily with your existing HR technology stack will reduce manual work and improve data reliability.

User-friendliness and skills required

The tool’s complexity should match your HR team’s analytical skills. Some platforms require programming or data science expertise, while others are designed for HR professionals with limited technical backgrounds. If your team is new to analytics, tools with intuitive dashboards and pre-built reports may be easier to adopt.

Security and compliance

HR data often contains highly sensitive personal information. Any analytics tool should therefore include strong data security controls, role-based access controls, and compliance with relevant data protection regulations. Organizations also need clear policies governing who can access workforce data and how it is used.

Scalability and vendor support

Consider whether the tool will remain suitable as your organization grows. A platform that works well for a small HR team may struggle to manage large HR datasets for people analytics or complex workforce structures. Vendor support, training resources, and system scalability are all important factors to consider when selecting a long-term analytics solution.

To sum up

HR analytics tools are an essential part of modern HR practice. As organizations collect more workforce data, the ability to analyse and interpret that information is increasingly important for understanding hiring patterns, employee engagement, retention risks, and workforce planning needs.

The right tools let you move beyond reporting basic metrics and start identifying patterns that support better decisions. As HR analytics software continues to evolve, professionals who can combine data insight with human understanding will play an important role in shaping organizational strategy.

The post Top 10 HR Analytics Tools You Should Consider appeared first on AIHR.

Formal training, such as an HR analytics course, can help you build analytical skills that you need to play a more significant and strategic role within HR.

There are numerous Human Resources analytics courses available that range from basic statistical knowledge to HR data and metrics and more. To help narrow down the choices, we’ve listed 13 HR analytics courses to consider. Our list includes a selection of beginning and intermediate-level training opportunities. We hope you’ll find one that’s just right for you.

Contents
1. People Analytics Certificate Program by AIHR
2. People Analytics by University of Pennsylvania
3. People Data & Business Insights Certificate Program by AIHR
4. Essentials of HR Analytics by Cornell University 
5. Data Analysis for Improving Organizational Performance by HRCI
6. People Analytics Specialty Credential by SHRM
7. People Analytics Accredited Programme by CIPD
8. HR Analytics by Management Concepts
9. R Programming Fundamentals by PluralSight
10. R Programming by Johns Hopkins University
11. HR Data Science in R by AIHR
12. Data Mining with Weka by University of Waikato
13. Basic Statistics by University of Amsterdam

Please note that this list is compiled based on publicly available information. We have not tried the courses ourselves, with the exception of AIHR’s courses.

1. People Analytics Certificate Program – AIHR

Designed as an “all-in-one” course for (future) HR analytics professionals, this is the most comprehensive course on HR analytics out there. Its focus and approach are for practitioners who will participate in or manage HR analytics projects.

This HR analytics certification will teach you how to start using data to make fact-based people decisions that drive business value. The 15-module course will equip you with a full HR data analytics skill set to bring back to your organization. For example, you’ll learn how to:

• Transform, organize, clean, and analyze large HR data sets
• Create powerful HR dashboards in Power BI
• Apply statistical concepts to HR data and conduct statistical analysis in Excel.

The course offerings include video lessons, interactive case studies, hands-on projects, and much more – all of which you can find in the course’s syllabus.

Upon completion of the course, you’ll receive a certificate from AIHR, the largest and most specialized institution in the field of online HR analytics courses in the world. You can add the people analytics certificate to your performance review, include it on your resume, and share it on Linkedin.

Strengthen your HR impact with a people analytics certification

As HR becomes more data-driven, professionals who can confidently work with people data are increasingly valuable. Developing analytics expertise allows you to support better decisions, demonstrate impact, and contribute more strategically to the business.

With AIHR’s People Analytics Certificate Program, you will learn to:

✅ Use Excel and Power BI to collect, analyze, and interpret HR data
✅ Create compelling dashboards and reports that communicate insights clearly
✅ Apply core statistical methods to test hypotheses and validate findings
✅ Turn workforce data into practical recommendations that influence leaders

🎓 Build the analytics expertise that positions you as a trusted, data-driven HR professional.

Download syllabus

2. People Analytics – University of Pennsylvania

This online Human Resource analytics resource is available through The Wharton School of the University of Pennsylvania. The Wharton People Analytics course is taught by three top professors and introduces you to the major areas of people analytics, including performance evaluation, staffing, compensation, collaboration, and talent management. All subjects are illustrated by real-life examples of how various organizations tap into HR analytics techniques to help them flourish.

While this course does present an overview of people analytics theory and some of its basics, it does not teach complex data analysis. What you will get is a good understanding of how HR can leverage data to take on a more strategic role and make better business decisions.

You can complete the course’s four modules in about eight hours of study time. You’ll be awarded a certificate once you complete the course.

You can access the course here.

3. People Data & Business Insights Certificate Program – AIHR Academy

This is the most hands-on of the HR analytics courses listed here. It’s aimed at HR professionals who want to get into working with data.

AIHR’s People Data & Business Insights Certificate Program helps you turn HR data into measurable business impact. Designed for HR professionals who want to become confident, data-driven partners, this program builds the analytical mindset and technical skills needed to translate people metrics into clear strategic recommendations.

Throughout the program, you’ll learn to work with HR data through a business-first lens using Excel and Power BI, supported by proven HR metrics and analytics frameworks. The online program helps you:

• Build strong data literacy to confidently analyze and interpret HR data
• Identify, implement, and communicate impactful HR metrics, KPIs, and OKRs
• Use Excel (formulas, VLOOKUP, pivot tables, dashboards) to prepare, analyze, and visualize workforce data
• Build interactive HR dashboards and reports in Power BI, including absence reporting and stakeholder-ready visualizations
• Apply the HR Value Chain to connect people data to business outcomes
• Validate and interpret HR data to ensure credibility and accuracy
• Foster a data-driven HR culture within your organization.

All of this is offered in 30 hours of learning from 14 modules. You’ll also have the opportunity to apply your new knowledge with four hands-on projects.

Want to know more? Check the course’s syllabus.

At the end of the course, you will have learned how to create an interactive dashboard that combines multiple separate datasets. Below is a dashboard example.

4. Essentials of HR Analytics – Cornell University

The Essentials of HR Analytics course is taught by a Professor of HR Studies at Cornell’s ILR School and prepares learners to begin their HR analytics journey. 

This HR analytics training uses Excel and the datasets provided to teach the concepts, language, and tools needed to understand and leverage data to solve business problems.

At the end of the course, you will have the skills to:

• Pose questions and choose relevant data sources
• Exercise essential HR data analyses
• Interpret HR data
• Discover insights and recommend actions
• Use data visualization to present findings.

The format is instructor-led online over two weeks and requires 3-5 hours of effort per week.

5. Data Analysis for Improving Organizational Performance – HRCI

Drawing on data to improve employee and organizational performance is the whole point of people analytics. The Data Analysis for Improving Organizational Performance will show you how to bring HR data to life and make it work for you. This is an intermediate-level course that explains how to measure data.

It covers some necessary frameworks and tools for summarizing and delivering data, describes certain measurements, and clarifies the role of assessments in developing strategies. 

This training will help you understand:

• The use and validity of performance measures in different settings
• The distinctions among a variety of performance measurements
• The advantages and disadvantages of KPIs, Balanced Scorecard, and Net Promoter Score
• The correlation between performance assessment and organizational strategies.

Once purchased, you’ll have on-demand access to this course for 180 days.

6. People Analytics Specialty Credential – SHRM

If you’re an HR professional who would like to acquire a recognized credential in people analytics, you can consider the Society for Human Resources Management (SHRM) program. Obtaining this credential will give you the know-how to make the most of your organization’s HR data, including articulating your findings and recommending solutions for addressing business issues. 

According to Nick Schacht, SHRM’s Chief Commercial Officer, this program “is designed to give HR practitioners a firm foundation in the principles and applications of metrics and technology that support HR practices and organizational objectives.”

You’ll need to purchase an instruction package that includes an online 50-question knowledge assessment, which you must pass to earn the credential. 

The People Analytics Specialty Credential package includes the following learning:

• Foundations of Data Literacy (eLearning module)
• Taking Data-Driven Action (in-person or virtual seminar)
• The Metrics Behind People Analytics (eLearning course)
• Understanding Your People Data (eLearning course).

7. People Analytics Accredited Programme – CIPD

This people analytics curriculum offered by the Chartered Institute of Personnel and Development (CIPD) is for HR professionals with a foundational grasp of analytics who want to develop their skills in this area further.

The People Analytics Accredited Programme will give you practical skills and knowledge you can apply within the scope of your work to add value to the organization. 

The course’s potential outcomes include:

• Gaining a deeper understanding of people analytics to make a meaningful impact on your organization
• Having the ability to oversee a productive people analytics project and successfully present it to stakeholders
• Using people analytics for planning and improved decision-making and HR practices
• Incorporating people analytics into organizational and HR strategies
• Differentiating between metrics, measures, and KPIs
• Making effective use of statistical models. 

This online self-directed program takes 50-70 hours and must be completed within 12 months of registration. It requires the use of either Excel or Google Sheets. Other tools, such as R, SQL, Python, and machine learning, are discussed but not necessary to access for participating in the course.

8. HR Analytics – Management Concepts

This HR Analytics training instructs you on how to apply the Analytics Process Model (APM) and use Excel to organize, analyze, and present your organization’s people data. It is geared toward HR professionals who want to leverage data to make informed decisions. Learners should have experience working in HR and a functional understanding of Excel.

The following topics are covered in this course:

• HR Analytics and the Analytics Process Model (APM)
• Excel quantitative techniques
• HR regulations and reporting requirements
• Effective presentation of HR data.

Once you completed this training, you should be able to:

• Identify the phases of the APM and their purposes
• Follow HR analytics best practices for data-driven decision-making
• Identify relevant HR metrics and benchmarks for organizational goals
• Use Excel to analyze people data to identify trends and other insights to take action on
• Conduct a brief presentation on data analysis results.

This two-day course is offered both in-person and virtually. It includes facilitated discussions, case studies, group and individual activities, and self-assessments.

9. R Programming Fundamentals

This is the first of three on our Human Resources analytics courses list that covers R.

You can do HR analytics in Excel; however, it has some major limitations. R is an open-source tool for statistics, visualization, and data modeling. The programming language for R is specially designed to work with data and to do statistical computing. It provides statistical techniques and visualization capabilities for large data sets, as commonly used in HR analytics.

R goes further than the traditional tools used for HR data benchmarking and analysis, such as Microsoft Excel, Access, and SPSS. It combines all of them into a programming language that can quickly import, edit, and visualize data. This does mean that R requires you to do some coding, making the learning curve steeper.

R is thus also harder to master compared to Excel. However, R does offer endless computational possibilities and enables you to do more advanced analytics compared to Excel.

We recommend the Programming with R course by Pluralsight to get started with R. This course teaches you the basic syntax for R coding and available data types and structures. It provides hands-on practice to get a feel for R and its functions.

10. R Programming – Johns Hopkins University

Johns Hopkins University offers a more advanced course in R called R Programming. This intermediate-level program requires some basic experience with R and will take you roughly 57 hours to complete.

The course starts off by teaching you the nuts and bolts of R before diving into the more technical aspects. It’s taught in four modules that include practical skills such as programming in R, reading data into R, and writing R functions. 

At the end of the course, you’ll be able to understand programming concepts and run more advanced statistical techniques in R for productive data analysis. 

11. HR Data Science in R – AIHR Academy

Predictive modeling is one of the most transformative tools available within People Analytics and a highly coveted skill set to have. The HR Data Science in R course is your path to gaining these skills. The course starts with the basics, so no prior R or programming experience is required.

You will learn how to use R to create predictive HR analytics models to solve HR challenges. The course covers data management in R, data exploration and visualization in R, and three dynamic case studies focused on different aspects of data analysis. Its six self-paced modules take about 16 hours to complete. 

12. Data Mining with Weka – University of Waikato

Weka is data mining software. Its interface is visual and clickable, which means you can ‘drag and drop’ using your mouse instead of programming as you would in R. 

This open-source software was developed at the University of Waikato in New Zealand.  It offers both a wide array of data mining algorithms and ways to visualize data. Examples of machine learning algorithms include decision trees, Bayes, simple rules, clustering, and meta-classifiers. 

The Data Mining with Weka course explains these algorithms and their statistical backgrounds. This will help you understand the workings of data mining in general and how it can be applied to different sets of (people) data.

The format of this free course is a series of practical videos that feature Professor Ian Witten explaining how Weka works. Within half an hour into this course, you will run your first data mining algorithms and create your first decision tree. 

This online Human Resources analytics course requires no prior programming knowledge. It is especially suitable for people who will not be analyzing data in their daily jobs but who wish to get a grasp of the fundamental techniques. Because of its user-friendly interface, Weka enables you to do various analyses in a short time.

13. Basic Statistics – University of Amsterdam

In R, you learn how to use statistics to run algorithms. However, doing statistics without really understanding it poses a risk. It is difficult to fully grasp the possibilities and pitfalls of HR analytics without a solid understanding of statistics. Therefore, whenever we talk about HR analytics training, a statistics course needs to be included. In the end, data science is all about statistics. 

The Basic Statistics course from the University of Amsterdam covers how to calculate and evaluate statistics. It explores methods of descriptive statistics, the basics of probability, and how to evaluate patterns in data. It also includes training on using statistical software to calculate and generate these statistics. All these concepts apply to data science and form a necessary foundation for anyone looking to start with any form of analytics.

The course requires about 26 self-paced hours to complete. Basic Statistics is part of a five-module specialization called Methods and Statistics in Social Sciences, which dives even deeper into quantitative research methods. The other courses in this specialization are relevant to people analytics as well.

A final word

Committing to a learning mindset can future-proof your HR career path as you gain new and expanded skills. HR analytics is an in-demand area of expertise that’s well worth the training investment. We hope this list of relevant courses will be a helpful resource as you delve into HR analytics. 

As informed and equipped HR professionals continue to drive the growth and value of HR’s role in the world of work, AIHR is here to support the effort. Our online HR courses and 13 HR certifications will help you diversify your range of abilities and take an active role in moving HR forward.

FAQ

The post 13 HR Analytics Courses Online To Check Out in 2026 appeared first on AIHR.

Let’s dive into the details of the current HR challenges and how T-shaped HR professionals can address them and create an impact within the organization, the HR field, and for themselves.

Current HR challenges

A changing labor market. Economic uncertainty. Layoffs. Employee engagement concerns. Generative AI. Talent and skills shortages.

The list of complex problems HR teams face today goes on and on. Individual stars can’t solve these problems. Instead, businesses need multi-disciplinary teams that approach organizations as complex, holistic systems and recognize the value of collaboration.

Yet, not everyone in HR is on the same page. In large organizations:

• HR is characterized by specialized centers of expertise that create isolated solutions for internal clients they rarely meet. 
• The client-facing HR business partners are often working on operational activities that require them to reinvent the wheel.
• HR specialists are single-point topic owners who rarely communicate with one another. As a result, they fail to create integrated HR practices and solutions that create true value. 

Smaller organizations face problems as well:

• HR is seen as a transactional activity, mainly responsible for payroll and training. 
• HR practitioners are often left out of the budgeting cycle because many lack financial acumen.
• HR practitioners don’t fully understand their own strategy or even how it can impact the organization’s bottom line. 

As a result, and despite decades of rapid evolution of HR management as a discipline and science, HR often fails to become strategic or make a business impact.

How T-shaped HR professionals can solve these challenges 

To successfully address these challenges, how HR operates needs to change, and HR practitioners need to develop the right competencies to adapt and navigate the complex reality. They need to become T-shaped.

What is a T-shaped HR professional?

In many cases, HR is too isolated from the business – and often from itself. There is an increasing demand for HR professionals who have expert knowledge in their respective HR disciplines and can collaborate across disciplines with different internal clients to manage a wider variety of projects.

We refer to this next generation of HR talent as the T-shaped HR professional.

The T-Shaped HR Competency Model is AIHR’s perspective on the competencies we believe all HR professionals need to have, regardless of their role or context, to be successful in the future world of work.

Put simply, a T-shaped HR professional masters six Core HR Competencies that empower them to enable both the business and employees (the horizontal part of the “T”). These are:

• Business Acumen
• Data Literacy
• Digital Agility
• AI Fluency
• People Advocacy
• Execution Excellence.

The Core Competencies are complemented by Specialist Competencies that depend on their specific role or organizational requirements (the vertical part of the “T”).

For HR leaders who manage people teams, being a T-shaped HR professional also entails mastering Leadership Competencies.

This combination allows them to:

• Be more agile
• Communicate effectively using data and;
• Align closely with business stakeholders to develop solutions that serve the business well. 

T-shaped HR professionals are more adaptable and able to tailor HR solutions to the needs and context of the business. To put it differently, they have a broader arsenal of possible solutions to offer. The core competencies also allow them to be more impactful, relevant, and effective.

The value of T-shaped HR professionals 

T-shaped HR professionals are not only highly sought after with excellent career prospects, but they are also immensely important for HR teams, businesses, and the HR field as a whole. Here’s how:

1. Solving complex problems

HR practitioners can leverage their deep HR expertise (the vertical part of the “T”) while drawing on a broad range of knowledge and skills across different disciplines (the horizontal part of the “T”). This unique combination enables them to approach issues holistically, integrate diverse perspectives, and collaborate effectively with various stakeholders.

A practical example

At TechGenius, HR Lead Marco integrates his HR expertise with insights from the IT and customer service teams to revamp the remote work policy. This cross-departmental initiative addresses productivity concerns, enhances work-life balance, and results in a 30% uptick in employee satisfaction scores.

2. Agility and adaptability

The business world is constantly evolving, and HR professionals with a T-shaped profile are better equipped to adapt to these changes. They can understand and anticipate the impact of external factors on the workforce and the organization and adapt HR strategies accordingly.

Agility and adaptability enable HR to bring the right expertise together at the right moment. By forming multidisciplinary project teams that include business partners, specialists, and data experts, HR can respond faster and design solutions that remain relevant as circumstances change.

This capability is especially important when translating organizational strategy into impactful, integrated HR practices. Encouraging people to become more entrepreneurial through training will fail if it is not supported through performance management, compensation, and selection practices that aim to achieve the same. An agile, T-shaped approach allows HR to adjust and align these practices as the organizational strategy evolves.

A practical example

Chloe, an HR Generalist at Innovate.io, quickly responded to the generative AI boom by developing a generative AI training program for employees. She acted early and adjusted learning priorities, helping employees build relevant skills and apply them directly in their roles. This initiative equipped the staff with cutting-edge skills to leverage AI in their roles, leading to a 50% increase in project innovation and a significant competitive edge in the tech market.

3. Customer-oriented approach

T-shaped HR professionals and teams view employees as customers, use design thinking to develop effective solutions, and involve employees in developing these solutions, ensuring that they are practical and meet the workforce’s needs.

In other words, by adopting a customer-oriented mindset, HR practitioners focus on understanding the diverse needs and preferences of their ‘internal customers’ – the employees. This approach is integral to creating a more engaging and satisfying employee experience.

Ultimately, a customer-oriented approach in Human Resources transforms the traditional top-down decision-making process into a more inclusive and dynamic one, aligning HR strategies more closely with employee satisfaction and organizational goals.

A practical example

After noticing a pattern of employee feedback regarding the lack of flexible work options, Liam, an HRBP at RetailWorld, acts to redesign the scheduling system. He introduces a flexible hours program that allows employees to tailor their work schedules to better fit personal commitments, resulting in a 25% decrease in turnover and a marked improvement in employee engagement.

4. All-round professionalism

At large organizations, some HR professionals can afford to be hyper-specialized. These companies have more resources to deepen the vertical part of the “T”, making more room for specializations. Even in these environments, HR professionals still need strong core HR competencies to collaborate effectively, connect their expertise to the broader business, and contribute beyond their area of specialization.

Smaller organizations operate in a different space. With fewer specialists and resources available, HR practitioners are expected to cover a broader range of responsibilities. To create impact in this context, they need depth across multiple domains, which calls for a T-shaped profile as well. They must develop a new set of skills:

• Financial and business acumen to design budgets and better understand the business
• Data-savviness to track how the business is doing, assist where the business is struggling, and set up strategic HR KPIs (key performance indicators) that add value
• Technology savviness to ensure that the right questions are being asked, the right HR systems are then purchased and implemented, and the right data is being solicited and analyzed.

A practical example

Sarah, an HR specialist at EcoSolutions, leverages her financial acumen to align the HR budget with sustainability goals. Her strategy to invest in green-skills training leads to a 15% increase in operational efficiency and positions the company as a leader in sustainable practices.

5. Creating impact

Organizations can leverage HR as a source of competitive advantage by developing HR staff into T-shaped professionals, enhancing HR operating models, understanding business stakeholders better, and improving internal alignment and collaboration.

By doing so, HR can transition from a support function to a strategic partner, driving business outcomes through people-focused initiatives. T-shaped HR professionals are able to align HR strategies with business objectives, foster a culture of continuous improvement, and leverage data-driven insights.

That way, HR can significantly influence key organizational metrics such as employee productivity, innovation, and customer satisfaction, creating a substantial and measurable impact on the organization’s bottom line.

A practical example

At HealthCare Inc., Jay, the HR Director, uses his T-shaped competencies to link employee wellbeing programs with patient satisfaction metrics. This strategic alignment leads to a 20% improvement in patient care scores, demonstrating the profound impact of HR initiatives on core business outcomes.

6. Balancing strategic priorities and immediate needs

In a fast-moving world, HR needs to balance short- and longer-term priorities to guide the business while being cognizant of the current challenges and reality and being able to address those.

This balance requires HR to be agile and able to pivot quickly to address immediate concerns, such as changes in workforce dynamics or urgent talent needs. At the same time, they can’t lose sight of long-term strategic goals like building a robust talent pipeline and fostering an inclusive culture.

Effective HR professionals are those who can navigate this dual focus, ensuring that the immediate actions contribute to and align with the broader strategic vision. This balance is key to maintaining organizational stability and growth. It enables the company to be responsive to immediate market and internal changes while steadily moving toward its strategic objectives.

A practical example

Jean-Pierre, an HR Generalist at FastDelivery.com, has analyzed the results of the company’s latest employee pulse survey. It turns out that a lot of people report an intense workload and a lack of training and development opportunities. Jean-Pierre decides to immediately organize a brainstorm with the affected teams and their managers to find and implement impactful actions to decrease people’s workload.

He also shares a set of upcoming L&D initiatives with a time frame for completion to demonstrate that the organization takes the concerns of its people seriously and is working on improving its L&D offering long-term. 

7. A wealth of work opportunities

HR professionals with T-shaped competencies are particularly well-positioned in the job market. Organizations are increasingly recognizing the value of such versatile professionals who can navigate complex challenges, drive organizational change, and contribute to strategic decision-making. Their deep expertise in HR functions, combined with a broad understanding of various business areas, makes them irreplaceable.

As a result, T-shaped HR professionals are likely to find a wealth of opportunities, both within their current organizations and in the broader job market, as they embody the ideal mix of specialization and versatility that modern businesses require.

At LuxeResorts, HR specialist Emma employs her T-shaped competencies to elevate the employee experience, focusing on exceptional service and a vibrant workplace culture. Her initiative revitalizes the resort’s reputation as an employer, attracting skilled professionals passionate about hospitality.

This strategy not only improves staff morale but also enhances guest satisfaction, reinforcing LuxeResorts’ standing in the hospitality industry. Emma’s blend of business acumen and sector-specific insights raises her profile in hospitality HR, opening up advanced career opportunities for her.

Key takeaway

There are plenty of opportunities for HR professionals to add value to the organization and create business impact in today’s rapidly changing world of work. To achieve this, you need to embrace becoming a T-shaped HR professional, as this will benefit not only you but also the organization and the HR function as a whole.

If you’re a leader of an HR team, it’s time to unlock the door. Assess how T-shaped your HR professionals are. Upskill them in future skills and encourage them to step out of their traditional HR roles. You may be surprised at how effective they will be at solving today’s complex problems and driving business results.

The post Why T-Shaped HR Professionals Are the Future of HR appeared first on AIHR.

We’ve broken down this list of the best books on Human Resources into four categories: HR management, popular HR literature, HR books for beginners, and HR analytics. In addition to these great reads, our Ultimate HR Cheat Sheet is a helpful desk-side guide, perfect for quick answers, formulas, and reminders while you handle real HR challenges.

Now let’s dive into the book list!

Contents
HR management books
Popular literature on HR
HR books for beginners
HR analytics books

HR management books

The following HR management books provide overviews of the HR field and key HR theories and concepts. They explain and discuss HR’s main responsibilities and how to handle them effectively.

1. Work for Humans: Building Sustainable Employee Experience Strategies

Dr. Dieter Veldsman and Dr. Marna van der Merwe

Co-authored by AIHR’s Dr. Dieter Veldsman and Dr. Marna van der Merwe, Work for Humans: Building Sustainable Employee Experience Strategies provides an innovative look into employee experience (EX), a crucial aspect of HRM. It’s a must-read for researchers, academics, and professionals in industrial and organizational psychology, HRM and HR development, organizational leadership, and behavioral and social science-related disciplines.

2. Human Resource Management

Gary Dessler

Human Resource Management, written by Gary Dessler, is a 700-page HR bible and is arguably one of the most-read HR study books. Over the course of its 18 chapters, the book examines the key aspects of HR and provides a practical and step-by-step explanation of its cornerstones. These are defined in five parts: recruitment, placement and talent management, training and development, compensation, and employee relations.

3. HR from the Outside In: Six Competencies for the Future of Human Resources

Dave Ulrich, Jon Younger, Wayne Brockbank, and Mike Ulrich

This well-researched book by Dave Ulrich and his esteemed colleagues is all about the competencies an HR professional should have, such as capability-building, being a technology proponent, being a change champion, and driving innovation and integration. In addition, since these roles sometimes conflict, they’re all placed within a larger strategic context that forms the final competency: the strategic positioner.

4. Victory Through Organization

Dave Ulrich, David Kryscynski, Wayne Brockbank, and Mike Ulrich

This book analyzes the HR function, using a competency study of over 30,000 HR professionals, business leaders, and associates. This research provides insight into how HR can add the most value, and how it’s created not only for HR and staff but also for the business, investors, owners, communities, and line managers. The book also covers themes like employee performance, integrated HR practices, and HR analytics.

5. The HR Scorecard: Linking People, Strategy, and Performance

Brian Becker, Mark Huselid, and Dave Ulrich

Based on authors Brian E. Becker, Mark A. Huselid, and Dave Ulrich’s ongoing study of almost 3,000 companies, The HR Scorecard lays out a seven-step approach to align Human Resources systems with overall business strategy (i.e., what they refer to as an HR Scorecard) and to measure HR effectiveness in ways that resonate with line managers and CEOs. The book also explains how to link and quantify people, strategy, and performance.

6. Strategic Human Resource Management: An HR Professional’s Toolkit

Karen Beaven

This functional guide is a comprehensive HR resource that explains how knowing yourself, your business, your industry, and your profession can help you add strategic value to an organization. Written by Karen Beaven, founder of London-based HR consulting agency PXI, the book redefines HR’s mindset from managing human capital to directing the people experience. It even covers how self-care and mental wellbeing can affect performance.

7. The New HR Leader’s First 100 Days: How To Start Strong, Hit The Ground Running & Achieve Success Faster As A New Human Resources Manager, Director or VP

Alan Collins

This book offers easy-to-follow steps and insights to guide new leaders to a productive first 100 days. It reveals how to confidently take charge in a new role, hit the ground running, earn respect, and make an immediate impact. Author Alan Collins, a former VP of HR at PepsiCo, covers 17 proven rules gathered from best practices he learned in his extensive experience coaching and working with people from every level of HR leadership.

8. HR Tech Strategy: Revolutionizing Employee Experience Through HR-Tech Synergy 

Marlene de Koning 

HR Tech Strategy explains how HR and technology can integrate to improve EX and achieve organizational success. Drawing from her experience as PwC’s Director of HR Tech & Data, author Marlene de Koning provides a practical guide on aligning tech-driven HR initiatives with business goals. The book includes real-world examples of HR-IT collaboration and offers strategies to combine advanced tech with people-focused HR practices.

9. Weathering the Storm: A Guide to Building Resilient Teams 

Julian Roberts 

Weathering the Storm by Julian Roberts is a practical guide to building resilience in teams. An executive coach and leadership expert, Roberts uses his psychology background and corporate experience to provide actionable strategies to create a shared purpose, ensuring psychological safety, and encouraging authentic leadership. He also highlights the value of diversity, connections in remote work, and turning challenges into opportunities.

10. Immortal HR: The Death and Resurrection of Ms. H. (Harriet) R. (Rose) Job

Marc S. Miller

Immortal HR tells the story of Ms. Harriet Rose Job (representing the HR function), who tackles the challenges of COVID-19. It shows how HR professionals became crucial in helping organizations through crises by working with colleagues like Mr. Arturo Intelligenti (Artificial Intelligence) and Ms. Anna Lytics (Analytics). Drawing from lessons learned during the pandemic, the book helps HR professionals increase their impact and stay relevant in the field.

11. Learn Solve Thrive: Making a Difference That Matters in a Fast and Complex World

Kathryn Lee Hume

Learn Solve Thrive looks at the vital role of effective learning in “a fast and complex world”. Using insights from neuroscience, psychology, and real-world experiences, author Kathryn Hume shares strategies to boost learning abilities, improve mental and physical performance, and maintain motivation. The book highlights the importance of lifelong learning and is a useful resource for anyone working in a complex field like HRM.

Popular literature on HR

The Human Resources books in this section have wide appeal and real-world impact, because they are written by HR practitioners for HR practitioners.

12. The Talent Delusion: Why Data, Not Intuition, Is the Key to Unlocking Human Potential

Tomas Chamorro-Premuzic

The Talent Delusion is an easy-to-read book stuffed full of scientific facts about talent management. It covers what talent is, how to measure, engage, and develop it, and the future of talent. One notable insight is the difference between ‘normal’ and top performance. For some, there’s a big gap between the two, while for others, they’re similar. The book teaches you how to select the latter group of people for maximum business benefit.

13. Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

Laszlo Bock

In his book Work Rules!, Laszlo Bock, Google’s former VP of People Operations, describes the company’s best HR practices. He stresses the importance of company culture, Google’s ability to consistently select high performers, the role of data in HR, why you should compensate “unfairly”, and how to handle HR mistakes. This book also outlines best practices you can replicate immediately in your own organization to improve people management.

14. HR Disrupted: It’s Time for Something Different

Lucy Adams

This book examines the future role of HR and how HR teams can lead, manage, engage, and support employees in a radically different way. Author Lucy Adams discusses how disruptive HR is when it regards employees as adults, consumers, and, most importantly, humans. She also uses a series of interesting, recognizable examples from her role as the BBC’s HR Director to illustrate how to manage people better in a disruptive digital business environment.

15. Nine Lies About Work: A Freethinking Leader’s Guide to the Real World

Marcus Buckingham and Ashley Goodall

Nine Lies About Work uses a science-based approach to debunk nine common myths, such as “the best plan wins” and “the best people are well-rounded”. Through engaging stories and insightful analysis, the authors posit the idea that team strength and cohesiveness, not company culture, matter most. The book also encourages focusing less on top-down planning and more on giving the workforce reliable, real-time intelligence.

16. HR Rising!!: From Ownership to Leadership

Steve Browne

In this book, bestselling author Steve Browne inspires HR professionals to move beyond a support function mindset and embrace intentional leadership. Browne explains and positions his formula of People + Processes = Results as an alternative to the model of working backward from results to processes, with people as an afterthought. The book’s storytelling and fresh insights will help you start leading from where you are right now. 

17. Belonging at Work: Everyday Actions You Can Take to Cultivate an Inclusive Organization 

Rhodes Perry, MPA

This book clarifies how, despite being separate concepts, diversity, equity, inclusion, and belonging must work together. The author also argues that a sense of belonging is essential to the future of work, and explains how to create this atmosphere for employees. Using personal stories and actionable strategies, the book outlines tactics that anyone in any role can use to create an equitable organization that reflects its communities and customers.

18. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth 

Amy C. Edmondson

This book defines psychological safety as a “climate in which people are comfortable expressing and being themselves”. Drawing from 20 years of research, author Amy C. Edmondson delves into the connection between psychological safety and strong performance, using real-life public and private sector case studies. She also provides practical steps leaders must take to build psychological safety to nurture a fearless organization.

19. The Way of the HR Warrior: Leading the Charge to Transform Your Career and Organization

Monica Frede and Keri Ohlrich, PhD

Authors Monica Frede and Keri Ohlrich intend this book to inspire a revolution within the HR profession and demonstrate its true power in an organization. They use a witty, tough-love approach to walk readers through their CHARGE™ model, which explains the essential qualities of Courage, Humility, Accuracy, Resilience, Goal-Orientedness, and Exemplary, which all HR pros must have and can apply to their own organizations.

20. Putting The Human Back Into HR: Success as an HR Professional Begins With You

Su Patel

This book provides practical advice for maintaining the balance between meeting employee needs and creating business value. It covers the five areas (partnership, process, productivity, performance, and progress) that HR professionals must become proficient in to be their most effective. Based on nearly three decades in HR, author Su Patel offers insights on how to be a valued, respected partner who helps create a desirable work environment.

HR books for beginners

If you’re just starting out in the HR field, the following books will bring you up to speed on facts and strategies to help you perform your job well. Although these are among the best HR books for beginners, established HR professionals can also find them useful. 

21. The Big Book of HR

Barbara Mitchell and Cornelia Gamlem

The 10th anniversary edition of The Big Book of HR is an updated, comprehensive guide to HR issues, processes, and best practices. Written by two experienced HR professionals, the book reflects on changes in HR and explores current and emerging trends. It also covers both the strategic and functional aspects of managing talent, including information on topics like DEIB, managing remote workers, and the impact of changing technologies.

22. The Essential HR Handbook

Sharon Armstrong and Barbara Mitchell

This bestseller offers ideas and resources for all critical HR functions. The updated 10^th anniversary edition contains current tips, checklists, tools, and sample forms to help you navigate different HR challenges. Each chapter covers a core HR element and concludes with a “Main Message for Managers” section. These summaries provide quick access to the key points to refer to when real-life situations relevant to the subject matter arise.

23. Armstrong’s Handbook of Human Resource Management Practice

Michael Armstrong with Stephen Taylor

This book is a classic resource for HR students and practitioners seeking to understand and implement HR. It offers thorough explanations of all key HR areas, including employee relations, performance management, and organizational behavior. This updated version of the book includes expanded information on recent HRM developments, new employment law information, and an exploration of international concerns within HRM.

HR analytics books

Data-driven decision-making has become crucial in HR. The HR analytics books in this section focus on helping HR professionals make decisions based on factual information using data.

24. Predictive HR Analytics: Mastering the HR Metric

Kirsten Edwards and Martin Edwards

HR analytics classes often use this book as reading material. Using case studies, the authors explore metrics and analytics related to DEIB, employee turnover (including predictive turnover analytics), attitudes, performance, and recruitment. Using detailed examples, the text provides a comprehensible framework to help HR practitioners measure progress and effectively apply people analytics and statistical techniques.

25. Investing in people: Financial Impact of Human Resource Initiatives

Wayne Cascio and John Boudreau

In this book, the authors take a highly structured, data-driven approach to solving common HR problems and dive deep into strategic HR measurement. While it’s fairly technical, the book is still understandable to the layperson. It explores case studies on absenteeism, employee turnover, employee wellbeing, engagement, and more. It also offers tools and a structured approach to measure the cost and impact of interventions.

26. The Practical Guide to HR Analytics: Using Data to Inform, Transform, and Empower HR Decisions

Shonna D. Waters, Valerie N. Streets, Lindsay McFarlane, and Rachael Johnson-Murray 

This book describes how to use data to find solutions for HR challenges. Through examples of common business obstacles, the authors explain how to identify areas where analytics are useful, and how to understand, implement, and maximize the impact of different metrics and analytics. The book outlines four levels of data analytics complexity and uses an easy-to-follow format to teach you how to use data analytics as a problem-solving tool.

The benefit of books

Challenging yourself with continual learning is essential to professional growth. For HR professionals, reading books on HR is an excellent way to do this. By drawing from in-depth information and fresh perspectives from experts in the field, you’ll gain insight that will help you thrive in your HR role Building your knowledge, generating new ideas, and keeping up with the constantly changing world of HR puts you in a better position to advance your career.

Happy reading!

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