How People Analytics Can Help Employers Match Worker Skills to Future Needs

BY Katie Chambers | November 05, 2024

As technology continues to evolve and impact our daily work lives, is it an employee’s technical skills that will be the most valued? Not necessarily. “These more enduring human qualities that all of us possess, these are the things that are going to differentiate workers in the future. It’s really that resiliency, the decision making, and the ability to exhibit emotional intelligence,” said Peter Boyle, VP, HR, Dell Technologies, said during an executive panel at From Day One’s Denver conference. “As we blend digital and human labor together,” he said, it’s these skills that will drive future organizational success.

With the universe of workplace skills expanding constantly, employers have to think ahead about what they’ll need as their businesses change and grow. What are the best ways to assess the skills of current workers, predict the skills that will be needed soon, and build the methods to bring employees up to speed? At the same time, how can employers adapt their talent pipelines so they're drawing on a wider and more relevant pool of candidates?

Putting People Analytics to Work

Data collection has been around for a while, but it’s the predictive power of software that’s truly transforming the landscape. “We’ve been studying and counting people and tracking what they do for centuries. What is changing is the technology that we can lay over people analytics that allows us to not just describe where they're at today, but what's possible tomorrow,” said Matthew Gosney, VP, organizational development at UCHealth.

People analytics can, and should, be incorporated holistically into an organization’s overall metrics, noting how one worker’s tenure, background, and employment history might correlate to the quality and quantity of their output. “That is really the future of people analytics: looking not just at the person, but the work they do, and how you can help them to be the best they can be,” said Neil Taylor, VP of product marketing at Visier.

The panelists spoke about "How People Analytics Can Help Employers Match Worker Skills to Future Needs"

Organizations are also using analytics to measure soft skills and decide how to leverage them. “We love how the technology can tell us a story, but we really want to see how we can bring those human-centered skills (better thinkers, problem solvers) to address certain issues and build up more organizational confidence in productivity and teamwork,” said Erin Gabrysh, head of learning and development, Bundle. “It’s more than just [attaining] the numbers, but using that to take action.”

Another area where people analytics is playing a major role is employee listening and engagement. For Jennifer Herrod, senior director of talent, global learning & development at Johnson Controls, her team works with managers to help them understand and utilize the insight gained through employee listening software. “What are their teams telling them through the survey that they’re not telling them face to face? And how can they then leverage that data to get them the right skills that they need? It’s [about] finding the detail in the data and the story behind it, which is how it can help connect to skill-building,” she said.

It also can help improve employee retention, as well as prepare for future hiring needs. “People analytics can actually help you predict who might resign, and along with that, which skills are walking out the door,” Taylor said. “You need to understand the learning development plans that you have in place to develop those skills internally, how you’re hiring, and how you’re retaining skills that might be in demand. And the only way you can do that is through connected data that is pushed out to the edges of the organization.”

Adapting to a Changing Work Environment

The skills needed to succeed in the modern workplace are evolving as rapidly as the workplace itself. Fortunately, the tracking technology is keeping pace. Traditionally, says Boyle, employees would simply check off boxes for skills on an internal database. “But that doesn't necessarily tell you the depth of their knowledge.” Nor does it stay up-to-date for long. Nuanced people analytics software can help leaders infer a greater depth of knowledge among a talent pool, cross-referencing other factors like certifications, tenure, and employment history, and match them accordingly to future roles.

And the ability to adapt to rapid change itself is a quality that is vitally important but hard to measure traditionally. “Human-centered leadership, which I think is the emerging model for leadership in the future, is focused on change management, psychological safety, and key components of leadership that are going to be critical in a very dynamic work environment,” Gosney said. During Covid, his organization’s workforce quickly had to make a transition to virtual care. “We knew who could do it, and we could move them there. The challenge was in understanding, capturing, and quantitatively measuring soft skill. I don’t know if we have a great answer for that yet, but I know that’s the next mountain to climb.”

One way human qualities like psychological safety can be measured, Gabrysh says, is through their impact on other areas. “When organizations embed psychological safety training, when organizations create this safe space, people are more comfortable saying or doing [certain] things. That’s where we start to see change occur, and the rest of the metrics start to improve as a result,” she said.

And the utilization of people analytics itself, Taylor says, should engender psychological safety within an organization, “because [workers know] the entire person is understood, the entire workforce is understood, their impact on the business is understood, as well as the business impact on the person. If it’s just a manager making a decision based on emotion [then] there’s no psychological safety in that.”

People analytics is also making strides in the area of diversity, equity, and inclusion, shedding light on areas where it may be lacking and where, Gosney says, leaders can enact change. “People analytics is changing our HR structures to support solving problems instead of supporting traditional processes,” he said. And for UCHealth, it’s paid off. “We’ve improved our BIPOC internal promotion rate by 40% in two years.”

Making People Analytics Work For You

So how can an organization that has yet to dive into people analytics get started?

“When you’re talking about people analytics, you need to start with desired business outcomes,” Gosney said, noting the need to first define the goals, objectives, and challenges the organization is facing. “Then you translate that into key employee experience components. Is it psychological safety? Is it flexibility? Is it skills development? Is it retention, or is it engagement? That then informs the questions that you ask in an engagement survey, or the data points that you’re looking for.”

The measurement of skills should then impact the action taken by the organization, particularly when it comes to developing talent and filling the gaps. “Developing that continuous learning culture is paramount,” Gabrysh said.

Adding AI to the Equation

“Data is organized and structured and predicts outcomes, whereas psychological safety is constantly moving,” said moderator Noelle Phillips, senior reporter for The Denver Post. So how can it be quantified? That’s where AI comes in. Herrod’s organization introduced an AI conversation coach–after a deep data privacy review–to boost employee engagement. The AI reviews comments gained from employee listening to identify meaningful themes and recommend leadership actions.

The ability to work with AI is also a skill that will need to be accounted for. “We’re all feeling this need, individually and as businesses, to adapt to a dynamically changing market, and AI is compounding that,” Taylor said. Workforce planning will need to happen more often, he says, than once a year. “This is an ongoing thing that needs to happen every day. And it isn’t just an HR job. It’s the manager’s job to make sure that you have the right workforce. And so, having the right data around the skills that you need, the skills that you have, [and] the skills you need to develop internally becomes really important, and you have to continuously shapeshift your workforce in today’s day and age.”

Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.

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Burnout has become a critical issue in healthcare, especially for providers treating chronic pain. The emotional and physical demands of patient care, combined with mounting workplace stressors, are pushing many to the brink of exhaustion. Experts say the solution lies in a holistic approach—one that recognizes the deep connection between physical pain, mental health, and organizational culture.Across industries, employee mental health remains fragile. In a post-pandemic world where wellness is a top priority, companies are grappling with a key question: how can they offer support that’s truly meaningful?At From Day One’s Silicon Valley conference, a panel of experts explored the evolving landscape of employee mental health and wellness. Moderated by Michal Lev-Ram, contributing editor-at-large at Fortune, the discussion covered the role of technology, personalized wellness initiatives, and global strategies for cultivating well-being at work.“Pain is never just physical,” said panelist Claire Morrow, senior manager, PT consultants at Hinge Health. “It’s influenced by psychological and social factors, and that applies to providers just as much as patients.” Healthcare workers who spend their days managing patients’ pain often struggle with their own, leading to a cycle of stress, fatigue, and burnout.Toxic workplace culture only makes it worse. Studies show that negative workplace relationships can delay pain recovery and contribute to emotional exhaustion, Morrow says. A lack of support from leadership or colleagues can push already overburdened providers to their breaking point.“A healthy work environment isn’t just nice to have—it’s essential for both patient care and provider well-being,” she said. “When providers are burned out, it directly impacts the quality of care they can give.”Thankfully, the rise of telehealth and flexible digital platforms is reshaping healthcare delivery, giving providers more control over their schedules. At Hinge Health, physical therapists can work remotely, reducing the stress of long commutes and rigid clinical hours.“Giving providers flexibility in their work helps prevent burnout and ensures they can keep delivering high-quality care,” she said. As healthcare continues to evolve, industry leaders are pushing for solutions that protect both patients and providers. The fight against burnout isn’t just about reducing stress, but about ensuring the future of quality care.Technology’s Role in Mental Health SolutionsTechnology has its place—it should enhance, not replace, human support. AI-driven tools provide employees with a confidential, accessible entry point to mental health care, especially for those hesitant about traditional therapy. Platforms like Unmind’s AI-powered system guide employees toward self-care and offer a seamless transition to professional support when necessary.Despite advancements, burnout remains high, a result of high-performance cultures that overlook well-being. Advanced analytics allow companies to measure burnout’s impact on productivity and healthcare costs, demonstrating mental health as a business priority. “The business case for mental health is clearer than ever,” said panelist Matt Jackson, GM, VP of Americas at Unmind. “When companies invest in prevention, they see reduced absenteeism, increased engagement, and ultimately, better business outcomes.”The U.S. healthcare system prioritizes treatment over prevention, but employers can lead the shift toward proactive mental health strategies. “The future of workplace mental health isn’t about reacting to problems—it’s about using technology to prevent them before they start,” Jackson said. Preventative tools offer real-time support and data-driven insights to address mental health challenges before they escalate.By integrating AI solutions, companies can scale mental health care, reduce costs, and build a resilient workforce. “Digital tools give employees the autonomy to access support on their own terms while ensuring organizations can offer consistent, scalable care,” he said. These tools also help foster a psychologically safe environment, equipping leaders with the resources to prevent burnout and enhance employee well-being.Global Approaches to Wellness As companies adapt post-pandemic, Enphase Energy has focused on helping employees prioritize self-care and family care in a world still adjusting. Panelist Vivian Hung, head of total rewards at Enphase said that “Post-Covid, everyone’s mental head space and self-care prioritization has shifted, and that extends to how they care for their family and how they care for themselves after they leave work.”To accommodate its global workforce, Enphase tailors wellness programs to meet regional and cultural needs. This includes offering fertility health benefits globally while also ensuring inclusivity for employees in different life stages. Executive panelists spoke about "Enhancing Employee Mental Health and Wellness Support" “I don’t have 100% of my workforce thinking about family formation,” Hung said. “So how do I take care of the rest of the population?” The company offers a wide range of benefits to ensure that every employee’s needs are met, irrespective of location.In addition, Enphase maintains a strong focus on work-life balance, particularly through its implementation of blackout meeting periods. They employ a blackout period to be respectful of local time zones. This ensures employees aren’t burdened with after-hours work, promoting true disconnection from work, she says. Financial wellness is another key pillar at Enphase, recognizing that financial stress is a global issue that impacts overall well-being. The company provides educational resources to help employees understand their total compensation, easing financial concerns and strengthening their connection to benefits.Fostering Meaningful ConversationsHuman connection is key to building a supportive work environment. Since each employee’s experience is shaped by their location, culture, and personal circumstances, companies must take a flexible, personalized approach to wellness. In short, panelist JoAnn Taylor, CHRO at Rakuten, says organizations must meet their people where they are. “We try to make sure that we know what’s going on, and we can be agile so we can react quickly to make sure that our employees have the support in place that they can access when they need it in confidentiality,” she said. This adaptability allows companies to offer tailored solutions, ensuring that employees feel understood and supported.While digital wellness tools play a role in wellness programs, the human element is just as crucial. “Having one meaningful conversation a day raises all the good hormones, and that builds your inner strength, so you can be more agile when things start to come at you,” Taylor said. In today’s hybrid work environment, balancing flexibility with meeting business needs is essential. That’s why they introduced Wellness Fridays, where employees get the afternoon off to recharge.As the panelists pointed out, with the right tools and a focus on human connection, companies can create a resilient, engaged workforce capable of thriving in today’s challenging landscape. By embracing flexibility, integrating preventative mental health tools, and fostering personal connections, companies can create a resilient workforce equipped to thrive in today’s dynamic work environment.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by David Coe for From Day One)

Carrie Snider April 16, 2025

The Debate Over RTO and WFH: What the Research Really Shows

Despite headlines over the last year touting the full RTO of major corporations like J.P. Morgan Chase and Amazon, Nicholas Bloom the foremost expert on remote work and professor of economics at Stanford University, says the RTO trend seems to have already passed. Citing a recent study of more than 1,000 companies, he said “we asked them about their return to office plans, looking ahead a year, and 85% of them said they have no plans to change.”“The big data I’ve seen suggests there is not a major return to the office. I don’t think there’s going to be much major change outside of the government sector,” said Bloom. Some companies have been tying bonuses to office attendance to incentivize employees to come in, which Bloom finds ineffective. “There are only so many dollars you can give [an employee] for a bonus,” he said. “If you start to take away some of that from performance and put it onto days in the office, you’re just giving her less bonus for performance. 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Change Is Hard. What HR Leaders Can Do to Make it Easier and More Successful

One of the most significant and foundational opportunities HR leaders have is to empower frontline and middle managers through scalable tools, resources, and information, says Steve Arntz of Campfire. Leaders at this level may not have influenced the decision-making, but they do need to be able to effectively articulate the plans and guide team members through the process. “Middle managers are often the ones delivering the change, but they’re not the ones who have to make the decision,” said Arntz. “So what tools and resources can we give them to help them have honest, consistent conversations?”Change initiatives can leave employees feeling frustrated and overwhelmed. A cross-industry executive panel at From Day One’s Salt Lake City conference discussed how HR leaders can help streamline change in their organizations and improve the employee experience. The conversation was moderated by KSL-TV anchor Lori Prichard.It can also be helpful to reiterate what is not changing, says Amanda Harper, the global head of growth learning experience and performance for Square. “Talking to my team about what’s not changing in those times of great change has been really helpful,” she said. “We can anchor to those [core values] to say, ‘Here’s the stuff that stays the same.’”Panelists agreed with Marcus Cazier, bioMérieux’s senior director of L&D for the Americas, that HR can leverage their C-suite relationships to advocate for frontline employees. “HR is a great advocate for the front line to the C-suite,” he said. “You have access to more senior business leaders so you can help communicate the reality back up the ladder.”With 86% of HR leaders reporting directly to their CEOs, according to The Talent Strategy Group’s 2023 HR Operating Model Report, Harper also emphasized that those in the room should use their seat at the table wisely: “We’re there in most cases, so it’s up to us to use our voice at that table.”Nate Beck, SVP of learning experience and design for Zions Bancorporation, says that HR leaders cannot just tell the C-suite what they want to hear; they need to be confident in communicating hard truths.For leaders without a seat at the C-level table, Cazier recommends boosting visibility and building trust by bringing data and strategic plans to help executives meet their priorities. Clear alignment with their goals will position you as an asset and illustrate your investment in the company. The ability to bring forward an authentic perspective from frontline employees can help build credibility. By proving with data that you have a purpose in that space, and use your strengths to influence and drive success. To advocate for business partners and frontline teams in the C-suite, it is also vital for HR to build trust with those teams, says Beck. Simply spending time with your partners to understand their daily workflow and the impacts of change can help build relationships and demonstrate that you’re there to help them thrive, says Cazier. It’s important for listeners to have hard conversations that support individuals and help align them with the organization’s strategic direction. The panelists also agreed on the importance of building a culture of accountability. Rather than employees first hearing about a change from HR, Harper likes to see leaders champion changes before rollout. Arntz urges people not to let business partners “hide behind HR.” They should communicate expectations to their team members and work through the performance management process before any handoff to HR.Relationships can also be leveraged to encourage bottom-up change. “Don’t wait for the C-suite to come to you,” said Beck. “Advocate for your team from the start—you’re a part of every change that happens in the organization.”Panelists spoke about leading through change at From Day One's SLC conference Cazier emphasized encouraging senior leaders to take an iterative approach to shaping change strategies: “Stress test it with team members. Run it by them. Get their feedback,” he said.Another opportunity lies in reviewing performance management processes, said Arntz. “Your performance management process sits at the center of all of it,” he said. “We take that for granted. We teach some behaviors and reward completely different ones—and that creates a system with no safety.”Change Management vs. Transition ManagementBeck takes a proactive approach to making change better for everyone around him. One key step is reframing “change management” as “transition management.” “Change is about the event—flip a switch, it happens. But people are not the same way,” he said. “Transition management is about navigating the ebb and flow of people’s feelings during a transition.”Change has a collective impact, but senior leaders do not always have the capacity to look at change from an individual perspective, says Arntz. Recognizing and leveraging team member strengths can help orient the rest of the team. In these situations, Arntz identifies and empowers results-oriented, relationship-oriented, and process-oriented people to support their team members during the appropriate phases of change.Harper recommends implementing feedback loops and modeling a solutions-oriented approach. “If you have feedback loops in place, knowing how to correlate that data to what matters to the executive suite is really important,” she said.Navigating Unpopular MandatesHR leaders also have a role to play in return-to-office mandates. “If the decision is based on real estate commitments, don’t pretend it’s for productivity,” said Arntz. “Just be authentic with your message.”Similarly, leaders must communicate clearly about emerging technologies like AI. “AI can’t take judgment from us—it needs us to operate it,” said Arntz. Harper added: “HR is in a unique position to prepare organizations to use AI in a way that enables our workforce, rather than replaces it.”Beck encourages a practical, human-centered approach: “Let AI do the good things, so we can focus on the best things,” he said. Meanwhile, Cazier noted that AI implementation presents an opportunity for HR to support not just tools, but people: “There’s plenty for us to do—not just help write emails or generate e-learnings, but also to help people navigate the changes hitting their world.”Jessica Swenson is a freelance writer based in the Midwest. Learn more about her at jmswensonllc.com.(Photos by Sean Ryan for From Day One)

Jessica Swenson April 10, 2025