That's why setting up a people analytics software system to help the department gauge and assess the division's process is an important and effective means to measure the various aspects of KPI metrics through HR.

Below, six Forbes Human Resources Council members discuss the challenging business areas they’re encountering and how applying the latest people analytics technology is helping their teams overcome the odds.

1. Progress In Diversity Hiring

People analytics help keep our company's diversity hiring goals on track. It enables us to establish the metrics to show the progress (or lack of) in areas like diverse hires vs. available applicant pool, representation in leadership, attrition, compensation, and internal mobility. Real change is gradual, so leaders should assess their data continuously. It has positively impacted our company, as we are able to see a measurable growth in diversity hiring. - Sarah Peiker, Orion Talent

2. The Pulse Of Employee Satisfaction

Collecting timely data has been extremely important during the pandemic and the subsequent "Great Resignation." HR changes too frequently to depend on yearly surveys. Regular pulse surveys provide real-time data, making for a much more agile organization regarding employee needs and engagement. - Niki Jorgensen, Insperity

3. The Retaining (And Retraining) Of Top Talent

People analytics helps us understand our current workforce for optimized organizational planning that aligns with business investments. Skills are now the currency, so leaders should be investing in the acquisition and retention of top talent from competitors through succession planning and stronger compensation and benefits programs. Train those with declining industry skills to reskill and remobilize them to relevant roles that align with the company's key business priorities. - Stella H. Kim, HRCap, Inc.

4. Succession Plans And Turnover Rates

Analytics has been most helpful in establishing succession plans and helping us recognize where skills and talent are likely to become enhanced or are already lacking. This has allowed for advanced adequate planning, training, and strategic promotional appointments. This has also helped significantly in regards to turnover by reducing the stress levels of the teams who may have been affected the most. - Tiersa Smith-Hall, The Hartling Group

5. Progress Reporting And Context Sharing With Stakeholders

HR Analytics is added as an optional feature on all of my calendar invites so the key stakeholders can share a one-page view of all essential data points. The one-pager helps tell the story of year-to-date progress and is a springboard to context for challenges, wins, and market insights. It also helps with myth-busting because the optics of an issue can be demystified. - Britton Bloch, Navy Federal

6. HR Initiatives And Goals Tracking

When used correctly, people analytics can help you track and measure all HR initiatives and goals. More often than not, HR implements initiatives but fails to track and measure the success of such efforts. Whether it be tracking KPIs that are tied to turnover rates, retention, or benefits utilization vs. costs, results-driven HR professionals should use people analytics to measure the goals of all aspects of HR. - JacLyn Pagnotta, Allied Partners

Wells Fargo recently found itself in hot water after it was reported that some managers at the company were interviewing non-white candidates for jobs that had already been filled. The company announced that starting Aug. 19 it would re-institute its diverse hiring practice, with some changes.

Wells Fargo is one of the more notable organizations that have such a policy but many corporations have implemented performative practices in an effort to gain “diversity clout.” The NFL has a similar policy currently in a place called the Rooney Rule. The Rooney Rule was created as a way to increase diversity amongst NFL coaches and requires NFL teams to interview ethnic minority candidates for coaching and front office positions.

Despite any good intentions behind the creation of the policy, which was introduced in 2003, some have called the Rooney Rule a failure. Brian Flores is a former NFL coach that has filed a lawsuit against the NFL, citing racial discrimination against Black coaches. Flores claims that the NFL engaged in phony interviews without intentions to hire non-white candidates. There may be validity to these claims given the fact that the majority of NFL head coaches are white. Many organizations and institutions implement policies to increase representation but fail to achieve desired outcomes. Some have suggested a pipeline problem—but the pipeline isn’t often the issue. This article provides five anti-racist hiring practices that every workplace should adopt.

1. Ditch referral hiring programs. Referral hiring programs often recreate the same homogeneity that workplaces are trying to escape. Standard referral hiring programs are likely to be impacted by nepotism, the halo effect, and the affinity bias. Ditch the referral programs and invite employees to help with increasing representation. Put out a call to action encouraging employees to recommend job candidates from underrepresented and historically excluded backgrounds to interview for open roles.

2. Representation among the hiring committee. According to, approximately 62% of recruiters in the U.S. are white. also reports that nearly two-thirds of human resource managers in the U.S. are white. Having more representation among those making hiring decisions is imperative. It should be noted that simply having a marginalized identity does not prevent you from internalizing oppressive views about your own group and other marginalized groups, but it’s helpful to have diverse perspectives involved in hiring decisions. When assessing something like culture fit, for example, having diversity amongst hiring professionals can provide more unique perspectives, which can mitigate bias during the hiring process.

3. Training for hiring professionals. In addition to having more representation among those making hiring decisions, every person involved in the hiring process should receive anti-racist hiring training and education. This is not just a one-time training but should be ongoing. The world is changing rapidly. Practices that were standard and widely accepted years ago become outdated. How are you holding hiring professionals accountable for their employment decisions and what resources can you provide to educate them about anti-racist hiring practices? Ensure that all hiring professionals receive anti-racist training as an obligatory part of their role.

4. Reach out to different communities. Actively seek to partner with organizations, institutions, and non-profits where underrepresented and historically excluded job candidates will be. For example, within a college or university, there are a number of different groups and cultural clubs. Collaborate with an organization like the Black student union for example, if you are trying to increase Black representation. Social media can also provide a plethora of options by looking for platforms specifically dedicated to increasing representation in a specific field or industry. Also, look for diverse databases that contain candidates that specialize in your particular area.

5. Evaluate anti-racism during the interview. Employers should be assessing a job candidate’s commitment to anti-racism during the hiring process. If more efforts were made to analyze a candidate’s commitment to equity and justice before they enter a workplace, issues of discrimination and racism would lessen. In addition to utilizing a rubric or scorecard to ensure objectivity during the hiring process, candidates should be asked a series of questions to better ascertain their interest and commitment to racial equity. What-would-you-do situations should be designed to evaluate how a candidate would react in different workplace scenarios.