Upskilling the

HR Profession
Building Data Literacy
at Scale
Contents

Executive Summary 4

01
The Importance of Data Literacy for HR 6

02
Role-modelling 9

03
Responsibility 12

04
Five Core Skills 17

05
Investment 21

06
Recommendations 26

Methodology and Demographics 29

Endnotes 31

Authors, Acknowledgements and About Insight222 32

Executive Summary
People analytics is growing. Indicators such as Our study revealed four key insights:
technology spend, mergers and acquisitions activity, 1. Role-modelling by the CHRO and HRLT is
number of practitioners, size of function and the essential. When the CHRO and their direct
reporting hierarchy of people analytics leaders reports role-model the use of people data and
show that, as a profession and function within analytics, HR practitioners use people data and
organisations, people analytics is growing and analytics insights in their day-to-day jobs at a
becoming more influential. And this growth is set to much higher level than if neither the CHRO nor
continue for many years. the HR leadership team (HRLT) do not personally
role-model the use of people data and analytics.
Coupled with this growth, in today’s fast-changing
business landscape and with rapidly evolving 2. Responsibility for upskilling should be with
the people analytics leader. Specifically, when
technological advances, the importance of being
the people analytics leader is responsible for
proficient in data literacy – in general, and in human
upskilling HR, HR practitioners actively develop
resources in particular – has become more critical than
their data literacy skills at a far higher level than if
ever. Across the business world, data literacy is set to be
any other person is responsible for upskilling.
the most in-demand skill by 2030, with 85% of C-suite
executives believing that being data-literate will be as 3. Five skills form the core of data literacy for HR.
vital in the future as the ability to use a computer is today.1 These are (a) consulting, (b) influencing
stakeholders, (c) data interpretation, (d) building
All of this points to one thing. The human resources recommendations from insights, and (e) storytelling.
(HR) profession must improve its data literacy over
the coming years.
4. Invest appropriately for a multi-year upskilling
programme. A data literacy programme to upskill
the HR profession requires an investment that
At Insight222, we find that many global organisations
totals the equivalent of between $600 and $800
are approaching this topic with vigour. In companies,
per HR full-time equivalent (FTE). This allows
the conversation with the chief HR officer (CHRO)
for training, coaching, change management and
pivots around the dual desire to improve the value
project management for current and prospective
from people analytics, and the need to upskill the HR
HR practitioners over a two-to three-year period.
function itself in data literacy.
These insights are clear. While there are many aspects
The research outlined in this report focuses on
of building a data-driven culture in HR, upskilling HR
the latter. The insights revealed in this report are
professionals themselves is a major component.
taken primarily from a survey of 73, mainly global,
And to do that, focusing on each of the elements
organisations during April 2023. These organisations
above is really important to raise the level of
collectively employ more than 96,000 HR
evidence-based people practices.
professionals and 5.6 million employees.
Naomi Verghese and Jonathan Ferrar
July 2023

4
Executive summary

The key findings of our research are:

1. Role-modelling by the CHRO and HRLT 3. Five skills form the core of data
is essential. literacy for HR.
Our research shows that when both the CHRO and While many skills are needed to be trained, what
their direct reports role-model the use of people HR practitioners really need are the skills in data-
data and analytics, HR practitioners use people data led consulting, such as managing stakeholders,
and analytics insights in their day-to-day jobs in 79% interpreting data, storytelling and making
of companies. However, when neither the CHRO recommendations. These are more useful for the
nor the HRLT are perceived to role-model people generalist HR practitioner than “harder” skills,
data and analytics, HR practitioner usage drops such as mathematics, statistics, extracting data
to 22% of companies. This clearly shows a strong from platforms and other scientific skills.
relationship between leadership role-modelling and Key message: Focus on consulting skills, not
HR practitioner usage of people data and analytics. scientific skills.
Key message: CHRO and HRLT role-modelling
of people data and analytics is paramount for
the improvement of data literacy across the HR 4. Invest appropriately for a multi-year
function overall. upskilling programme.
Our research indicates that when companies take
a serious approach to building data literacy skills
2. Responsibility for upskilling should be in HR practitioners, they invest on average $600–
with the people analytics leader. $800 per person for their upskilling programme.
When the people analytics leader takes responsibility This investment should be budgeted across a
for a data literacy upskilling programme, 60% multi-year period and should include appropriate
of companies in our survey indicated that HR change and project management to ensure that a
practitioners actively develop their data literacy language of data literacy is adopted throughout
skills to become more data-driven. Whereas, if the HR function.
anyone else assumes the responsibility, whether this Key message: Invest approximately $600–$800
person is an HRLT executive, or any other leader, this per HR practitioner, in discrete cohorts, to ensure
number is only 31% of companies. It is clear that the success of a multi-year data literacy upskilling
people analytics leader creates more momentum programme.
with HR when they take responsibility.
Key message: Make the people analytics
leader responsible for implementing a data
literacy programme.

5
01 | The Importance of Data Literacy for HR

01
The Importance of Data
Literacy for HR
Human resources, as a function, must adapt rapidly to stay relevant as
a strategic partner to the business.

For forward-thinking leaders like RJ Milnor, Founder

88% of CHROs
and CEO, People Analytics Partners and former Global
Head of People Analytics at Uber, this is front of mind,
as he explains: “HR professionals will undoubtedly
become more analytical. The future of the whole HR have emphasised people data and
function is rooted in data. Considering the exponential analytics as an essential component
growth in the availability of data, computing power and
of the HR strategy
accessibility to more advanced statistical analysis, HR
must embrace data to stay relevant.”2

A strategic priority for CHROs

What is data literacy? Our research confirms that scaling data literacy is a
Data literacy for HR professionals is defined strategic priority for CHROs, with 88% of companies
as the ability to interpret insights from data who responded to our survey confirming that the
and use them to inform decisions that create CHRO has emphasised people data and analytics as
value in their everyday roles. an essential component of the HR strategy.

The commitment from global organisations to invest in

HR professionals and grow their data-driven capability
is increasing. Our research reveals that 55% of the
companies surveyed increased their investment in
upskilling their HR team to be data-driven in the last
12 months (see Figure 1).

6
 01 | The Importance of Data Literacy for HR

FIGURE 1 Looking ahead to the next 18–24 months, our research indicates that this
Investment in the upskilling of HR investment will increase. Of the 73 companies surveyed, 70% intend to
to be data-driven is increasing increase their investment in upskilling HR professionals to become more
data-driven. This shows that companies are realising the importance in
investing in the development of these skills for HR to truly have impact
In the last 12 months
and deliver value to the business.
your company's investment
in upskilling HR to be
data-driven has…

Decreased
Upskilling in data literacy is essential to building
3% a data-driven culture
Our research also confirms that, while there is still progress to be made,
the percentage of companies with a data-driven culture in HR has been
increasing over the last three years (see Figure 2). 3,4

Stayed
the same
42% FIGURE 2
Increased
55% The percentage of companies that report they
have a data-driven culture for people data and analytics, 2021–2023

In the next 18–24 months 55%

your company's investment
in upskilling HR to be 49%
data-driven is likely to… 42%
Decrease
1%

Stay
the same
29%

Increase 2021 2022 2023

70%

7
01 | The Importance of Data Literacy for HR

A data-driven culture is essential for the people analytics function to

deliver value at scale for their organisation. Only through a partnership
with data-driven HR colleagues can the people analytics team ensure it is
working on the most important business challenges and scale solutions
across the enterprise.

This is evidenced by people analytics leaders themselves. One such

leader is Madhura Chakrabarti. As the Global Head of People Insights and
Analytics at Syngenta, she has spoken of this fundamental belief: “The
success of the people insights and analytics team lies or depends on data
literacy of the entire function.”5

Having led the people analytics team at Syngenta for over four years,
Madhura has experienced first-hand that when HR practitioners are data-
driven, they make the connection between business problems and how
to engage the people analytics team. She explains: “It’s really critical that
HR business partners (HRBPs) especially, [and] all HR functions ideally,
are data-literate to form those important connections and raise the right
questions in the strategic discussions happening in the businesses.”

8
02 | Role-modelling

02
Role-modelling
Leaders “motivate us to go places that we would
never otherwise go”.

In corporations, leaders both create change and produce results.6 It follows People analytics leaders
then that in any organisation, data literacy also starts with leaders. Leaders should focus on getting
need to trust and understand data well enough to make good decisions, alignment and
and they must also drive data literacy efforts throughout the organisation.7 commitment across all
of the HRLT, including
If HR professionals experience the CHRO and the HRLT repeatedly working the CHRO – build
with data and endorsing its importance, they are more likely to recognise collective belief in the
that this is an important investment of their time, and embrace the change business value of
needed to overcome any resistance they may have. It is important for the HRLT creating a data-driven
to give them “permission” to prioritise this and allocate time to training and approach for HR.
upskilling. Our research confirms that when both the CHRO and the HRLT Tim Haynes, VP
model the use of people data and analytics, this impacts the likelihood of HR Organisational Development
practitioners actively developing their skills, and the likelihood of them using and People Analytics at
people data and analytics insights in their day-to-day jobs. Jazz Pharmaceuticals

By analysing survey respondents in two groups – those where both the

CHRO and the HRLT role-model the use of people data and analytics
versus those where neither role-model – a clear difference is evident
(see Figure 3).

9
02 | Role-modelling

FIGURE 3
There are notable differences between companies where the CHRO and the HRLT role-model the use of people
data and analytics to HR and those where they do not

% favourable responses 70%

for the statement:
HR practitioners in my company
are actively developing their 39%
data literacy skills to become
more data-driven
CHRO and Neither
HRLT role-model role-model

79%
% favourable responses
for the statement:
HR practitioners in my company
regularly use people data and
analytics insights in their 22%
day-to-day jobs
CHRO and Neither
HRLT role-model role-model

While nearly all CHROs have made it clear that data commonplace. With many competing demands on
and analytics are an essential part of the HR strategy their time, HR practitioners need to consistently
(see Section 01), this commitment alone is not enough witness – from the top of the organisation down – that
to effect change at scale. Our research provides understanding and working with data is a priority for
evidence that in companies where the CHRO and them to have business impact in their everyday roles.
their leadership team are active in role-modelling the
use of people data and analytics, the development
and application of these skills across HR are more

10
02 | Role-modelling

Case Insight from Standard Chartered Bank

The CHRO, HRLT and people analytics “triumvirate”

Standard Chartered has over 83,000 employees across Upskilling HR colleagues to be data-literate is a core
59 countries. Its network serves customers with banking component of building a data-driven culture for HR at
needs in more than 120 markets worldwide.8 Standard Chartered. The Bank invested in a learning
platform for HR professionals focused on insight and
Supporting these operations is a team of 1,800 HR analytics to help them upskill themselves, in addition to a
professionals, led by Tanuj Kapilashrami, who, as the broader programme of immersive learning that has been
CHRO, has led the HR function since 2019. Throughout put in place.
her leadership career, Tanuj has asserted the importance
of HR professionals developing business acumen and Developing data-driven skills is not just about the
data literacy, and role-modelled the use of data and skillsets of HR colleagues, but also the role of people
analytics. “One of the earliest things I did when I took analytics. “It is about the technology that we are using.
on a big HR leadership role many years ago was get It is about the availability of data,” Steve explains, “and
everyone in my team trained on reading a balance that is why it is critical for analytics leaders to really
sheet.”9 Tanuj has gone on to do this in each function she understand what are the blockers that HR professionals
has led, enabling her HR teams to have the commercial have in accessing, understanding, interpreting, and using
knowledge, professional confidence and respect needed data effectively in their roles.”
to be a strategic partner to the business.
He also recognises that to create change at scale in
Another leader who understands this importance is the HR function, it is broader than just the CHRO and
Steve Scott, Managing Director, Global Head, People the people analytics leader – the HR leadership team
Insight and Analytics. Steve joined Standard Chartered has a key role to play. In Standard Chartered, the HRLT
in 2019 and has been transforming the function ever challenges the people insight and analytics team to
since. Steve is very clear: “If you have the best people ensure that they are providing access to people data
analytics team in the world, but you don’t have a data- and tools that their teams need.
driven HR function, you are not going to deliver the
value at scale that you are seeking.”10 They also encourage their teams to do the same,
bringing business problems and hypotheses to reveal
what options are available to improve the overall
organisation. In Steve’s words, it is the “triumvirate”
between the CHRO, the HRLT and the people analytics
function that needs to be in place to reach throughout
the whole HR team. “If you get that breadth and that
depth, you are firing on all cylinders.”

11
03 | Responsibility

03
Responsibility
There is no question that people analytics has an important role to play in
building data literacy at scale across HR. Of the companies surveyed, 78% state
that the people analytics function owns the mission to upskill HR to be more
data-driven as one of its primary responsibilities.

The people analytics leader is the best

person to be responsible
78% of companies Exactly “who” is responsible for the delivery of a
programme of building data literacy in HR is a factor in
have the people analytics function
its success. Our research found that when the people
owning upskilling HR to be data- analytics leader takes (or is given) responsibility, success
driven as one of its primary is more likely, compared with when the people analytics
responsibilities leader does not take responsibility (see Figure 4).

If the people analytics leader has upskilling HR to be

data-driven as one of their primary responsibilities, it is
almost twice as likely that HR practitioners are actively
developing their data literacy skills (60% versus 31%).
Responsibility is important. It provides clarity on
who is accountable, and ensures quality, focus and
achievement of the outcome. These factors can all
contribute to the success of a project or initiative.
We cannot expect HRBPs to learn by
themselves; we as people analytics
need to drive this!
Brandon Roberts, VP People
Insights at ServiceNow

12
03 | Responsibility

FIGURE 4 FIGURE 5
HR practitioners are more likely to actively develop Securing investment for an upskilling programme is
skills when the people analytics leader has the more likely when the people analytics leader has the
upskilling programme as a primary responsibility upskilling programme as a primary responsibility

% favourable responses for the statement: % favourable responses for the statement:
HR practitioners in my company are In the last 12 months, my company’s
actively developing their data literacy investment in upskilling HR to be
skills to become more data-driven data-driven has increased

60% 63%

31% 25%

A primary Not a primary A primary Not a primary

responsibility of responsibility of responsibility of responsibility of
people analytics people analytics people analytics people analytics

% favourable responses for the statement:

Additionally, as shown in Figure 5, if the people In the next 18–24 months, my company’s
analytics leader is responsible for building data investment in upskilling HR to be
data-driven is likely to increase
literacy in HR, they are more than twice as likely to
secure increased investment (63% versus 25%). Also,
they are more than twice as likely to secure future
79%
investment (79% versus 38%). As we discover later
in this research (see Section 06), securing the right
amount of investment for an upskilling programme is
extremely important. 38%
So, making sure the right person – the people
analytics leader – is responsible will deliver the best A primary Not a primary
outcomes for HR practitioners. It will also secure the responsibility of responsibility of
right amount of investment, which in turn will ensure people analytics people analytics
the upskilling programme achieves long-term success
for the HR function overall.

13
03 | Responsibility

Specific skills that the people The evidence is clear. The expectation on a people
analytics leader needs for upskilling analytics leader is to have executive impact and deliver
HR in data literacy change through a sustained cultural programme of
upskilling in data literacy.
We have established that the people analytics leader
has an essential role in building and delivering an Specialist skills in data science, work psychology or HR
upskilling programme for HR to be data-literate. So, typically comprise a people analytics leader’s career
what special skills does the people analytics leader or educational experience, and are deployed regularly
need to make such a programme successful? in their day-to-day work. However, these are not the
specific capabilities that will create the executive
Our survey asked which skills (see Figure 7) they felt impact needed to build data literacy at scale across HR.
the people analytics leader needed, in order to have the
desired credibility in leading the upskilling of HR.

FIGURE 7
The top skills that the people analytics leader requires to have credibility and build and deliver a programme of
upskilling HR to be data-literate

Storytelling 99%

Consulting 96%

Executive-level influence 96%

Organisational political acumen 89%

Change management 88%

BUSINESS IMPACT

Mathematics and statistics 62%

HR background 60%

Industrial-organisational psychology 27%

Data science 26%

Learning background 12%

DOMAIN SPECIALISMS

14
03 | Responsibility

The people analytics team needs key

skills to support their leader in a data
literacy upskilling programme
The people analytics leader will need a team
supporting them to deliver an initiative in upskilling
HR to be data-literate. When asked which particular
skills would be beneficial (see Figure 8), the
following emerged: consulting, storytelling, change
management and programme management.

FIGURE 8
Skills needed across a team delivering a programme of upskilling for HR

96%
Consulting
78%

96%
Storytelling
67%

Change 88%
management 42%

Programme 62%
management 51%

60%
Training delivery
26%

48%
Learning design
8%

Training 18%
administration 5%

Skills considered to be beneficial

Skills currently in the people analytics team

15
03 | Responsibility

The importance of change management

To be successful in delivering a organisation in a systematic and
data literacy upskilling programme, structured way to achieve a goal
there needs to be effective change – is essential for an upskilling Don’t underestimate
management. As shown in Figure programme to create systemic the change
8, while 88% of the companies behavioural change. Building management
surveyed believe having change data literacy at scale will not be a required!
management capability in the “one-off” effort and will need to Nick Hudgell, Global
people analytics team would be be approached and managed as a Head of People
beneficial, only 42% have this today. multi-year change journey. Finding Analytics at Sanofi
effective change management
Change management – the process
skills will be important for the
of planning, implementing, and
people analytics leader.
managing changes across an

The role of learning design, training delivery

and training administration
We will need specialist
As Figure 8 shows, the people or outsourced to an expert data
roles in the people
analytics team does not possess literacy training provider – or a
analytics team
the skills of learning design, training combination of both.
for upskilling HR.
delivery or training administration.
Ensure there is expert If outsourced to an external provider,
This is not a surprise, and it is not
learning design it is optimum to follow the rule of
to be expected.
provided from either the 80–20 design model, consisting
external or internal However, for an upskilling of 80% off-the-shelf content and
partners. programme in data literacy to be learning activities created and
Brydie Lear, VP, People successful, these skills will need curated by external experts, and
Analytics and Insights to be sourced for a multi-year 20% contextualisation to align
at Expedia Group period. This could be performed with company branding, internal
through an insourcing arrangement standards and in-house content.
with the in-house learning team

16
04 | Five Core Skills

04
Five Core Skills
Data literacy for HR professionals has been defined as the capability to
interpret data insights and use them to inform decisions that create value in
their everyday roles. This surpasses the technical abilities needed to extract
data from dashboards or generate worksheets for reporting purposes.

Our research identifies five skill areas that HR However, before we address how HR professionals
practitioners need to develop as a priority to build can learn these skills at pace and scale, another
data-driven capability across HR (see Figure 9). potential challenge must be addressed: the fear of
analytics being mathematical.
These skills are considered complex as they relate
to people’s behaviour and are not merely functional While upskilling hundreds of HR teams over the last
expertise. Progressing skills in all five areas couple of years, Insight222 experts have observed
simultaneously and at scale is critical for people analytics that many HR professionals feel anxious and
to have real business impact in the organisation. sometimes even confused about the “data topic”.
They perceive themselves as “people people”, and
most have unpleasant memories of their education at
school in subjects such as statistics and mathematics.

FIGURE 9 Rank Skill %

The top five skills that HR
practitioners need to develop 1 Make actionable recommendations from insights 100%
to build data-driven capability, 2 Manage stakeholder relationships with business leaders 99%
and the percentage of people
Consult with business leaders to frame business questions
analytics leaders that 3 99%
and build hypotheses
endorsed these
4 Interpret insights from data, reports and dashboards 99%

5 Tell stories using data 92%

17
04 | Five Core Skills

Therefore, generating intrinsic motivation for To enable effective upskilling for HR professionals,
HR professionals to learn new skills in this area there needs to be a shift from a content-heavy
necessitates strong “psychological safety”. This approach to a more contextualised learning
starts by recognising that the goal is not to transform experience. Although online learning can help
HR professionals into data scientists but to create transfer some knowledge about useful models and
a safe space for them to “learn the steps”. Another frameworks in analytical thinking and storytelling, it
key aspect of that successful choreography is the may not be sufficient to bring about a real change in
need to have a “lingua franca” – a common way to mindset and behaviour.
describe (and, if needed, to demystify) the different
components in managing people analytics projects. To truly transform the way HR professionals think of
and use data, immersive learning experiences that
To establish the confidence and credibility to partner allow for peer-to-peer exchanges, role-modelling,
with the business on one side and people analytics coaching, and simulation are necessary. The creation
teams on the other, HR professionals must focus on: of a “safe sandbox” where participants can practise
applying the concepts and frameworks they learn is
• Building knowledge of using data-led consulting essential for success.
skills to support the business proactively: this
means learning and practising skills in framing
business questions and problems into hypotheses
It will then be possible to monitor the success of
that can be tested with data.
the upskilling programme on three different levels:
• Recognising best practices and pitfalls in analytics 1 Efficiency can be evaluated by analysing
and data-driven problem-solving: this means
how people engage with a specific blended
focusing efforts on revealing key insights rather
learning programme, including login
than producing volumes of reporting dashboards.
frequency, engagement levels, and “digital
• Enhancing practical skills in interpreting data body language”.
and presenting insights that lead to action: this
means crafting, simplifying and sharing compelling 2 Effectiveness can be assessed through self-
stories using data and influencing narrative by assessment tools, the observations from a
turning insights into recommendations. line manager, or with more outcome-based
measures, i.e., the types of requests received
by the people analytics team, from basic
reporting requests to more strategic enquiries.

3 Alignment with the organisation’s overall

skills strategy: to ensure strategic alignment,
new HR capability frameworks need to shift
towards a skills-based approach rather than
job-based only.

18
04 | Five Core Skills

Case Insight from Brambles

Building data literacy at scale globally

Brambles is the world-leader in supply-chain For cohorts of mid-level to senior HRBPs, talent
logistics and is a company operating in more than specialists and other HR generalists, Brambles also
60 countries, primarily through the CHEP brand, partnered with an external provider to deliver learning
with 13,000 employees and $5.5bn annual revenue for these individuals combining digital learning with
in 2022. To deliver against its strategy, one of the interactive workshops. Feedback shows that learners
core areas that Brambles is focused on is digital value the opportunity to practise skills, learn from
transformation. Brambles is investing to transform their peers and receive immediate expert feedback.
information and digital insights into new sources of These workshops provided participants with a
value for itself and for its customers. Brambles sees practical simulation to explore and experiment with
data and technology as core strengths and sources of data in a safe environment that empowered them
future competitive advantage.11 to turn theory into practice and apply their learning
immediately on the job.
To support this group-wide agenda, in 2021 Brambles
decided to deploy an online skills academy for Brambles HR worked closely with the external
all colleagues in HR. This was led by Alexandre provider to take the best external expertise and
Piotrowski, Global Head, People Analytics and dovetail with Brambles’ internal data and analytics
Insights, who worked in partnership with a specialist requirements. An effective communication plan
external HR provider. Alex is clear that “the data was also developed with Brambles’ internal
literacy learning programme has been instrumental as communications team to ensure consistency with the
we continue the path towards becoming a more data- company’s internal narrative.
driven organisation.”
To position the learning programme as strategically
This investment in building data literacy across HR important, change management was an important
is part of a series of strategic steps being taken to part of the learning journey. Communication “kick-
build a data-driven culture in HR that also include off sessions” were held to set the scene, define the
investment in the people analytics team and analytics desired outcomes and start building the psychological
dashboards. The first phase was successfully adopted safety that participants needed on this learning
across 290 HR professionals. journey. Brambles’ Chief People Officer, Patrick
Bradley, participated in these sessions to reinforce key
messages and position the initiative as fully integrated
in Brambles’ business and people strategy.

19
04 | Five Core Skills

The outcome of this programme, Alex explains, is that Brambles has recently been awarded one of the 15
“our HR community is able to leverage data in order to Global Top Employer accreditations for 2023 by the
make informed people decisions amid today’s dynamic Top Employers Institute.12 In the overall assessment
environment.” After the workshops, participants were for this accreditation, Brambles scored particularly
able to quickly integrate their knowledge, experience, well for their practices, behaviours and capabilities
and skills to demonstrate they can: in people analytics. This included above-benchmark
people analytics maturity and capabilities, data
democratisation with analytics dashboards, and an
accessible people metrics taxonomy.13 These results
• apply analytical techniques and recognise are a testament to the increased data literacy in
best practices (and pitfalls) in people
HR, the shift to a more evidence-based culture and
analytics and data-driven problem-solving
increasing people analytics impact.
• frame abstract business problems and create Reflecting on this journey, Alex explains, “[the HR
clear hypotheses that can be tested
community] is empowered to better engage with
• interpret analytics to reveal insights and build our business stakeholders, winning not only their
effective conversations with business leaders, minds, with meaningful workforce-related trends,
using evidence to support discussions but also their hearts, with a story reflecting their
situation and context.”
• show better confidence in dealing with various
stakeholders at different seniority levels

• make convincing recommendations and use

storytelling with stakeholders.

20
05 | Investment

05
Investment
Building data literacy at scale requires substantial investment.

A recent study by Qlik showed that the rewards for So, what is the right investment?
leaders who do implement data literacy upskilling
When it comes to securing the right investment,
and training are compelling, especially when it comes
there is no one size fits all. When looking across
to talent retention. Some 45% of global employees
HR teams, based on our research, an investment of
would change jobs if they felt they could get better
$600–$800 per person for an upskilling programme is
preparation for the future workplace elsewhere.14
recommended.
Securing investment for a programme of data literacy
Investment will depend on the data literacy needs of
upskilling requires influence. This report already
different cohorts of HR professionals and the types of
outlines that the people analytics leader should be
training interventions undertaken. The segmentation
made responsible for the upskilling programme (see
of learning needs across the different roles within HR
Section 03). If that person is responsible, securing the
will also differ across companies.
right investment will deliver superior outcomes.

21
05 | Investment

In organisations highly committed to building data literacy at scale, the HR function typically considers
distinct cohorts, for example:

1 HRLT including the CHRO: 3 HR specialists in less

To enable the use of a common language, client-facing roles:
provide strong role models and help embed To develop core skills for a “fundamental”
frameworks, techniques and toolkits across level of data literacy, to build confidence and
the HR community. competency in support of decision-making.
Recommended format of training: In-person,
Recommended format of training: A
instructor-led workshops
combination of webinars and digital learning
Invest: $3,000–$3,500 per person for a data
modules through an online training platform
literacy upskilling programme
Invest: $250–$400 per person for a data
literacy upskilling programme

2 HRBPs and senior HR specialists:

To develop the five skills outlined earlier
(see Section 04) at an immersive level, to 4 Individuals in administrative
enable better evidence-based people decisions and operational roles:
to be delivered across the executive and To develop a basic overview of data literacy,
management teams in the business. for organisation alignment and support.

Recommended format of training: An intensive Recommended format of training: Digital self-

learning pathway consisting of instructor-led in- directed learning
person and virtual workshops, and digital learning Invest: $150–$250 per person for a data
modules through an online training platform literacy upskilling programme
Invest: $2,000–$2,250 per person for a
data literacy upskilling programme Note: these guide amounts include built-in costs
for change management, project management,
and training new recruits and promotees.

For an example of how much a cohort-driven programme could cost, and the breakdown of these costs,
see Section 05, Figure 10.

22
05 | Investment

Blended learning approach Why invest at this level

A UK-headquartered global services organisation
The key is that underfunding will be a fruitless
with a market capitalisation of more than
task. Allocating the correct investment will provide
$25 billion took a blended approach to upskilling its
important benefits, aside from the individuals that are
HR team in data literacy and consulting skills:
upskilled having better skills.
• The senior HR leadership team received an
in-person workshop. Allocating sufficient investment will allow the
following to be achieved, in addition to upskilling
• 300 HRBPs received a combination of in-person individual HR practitioners:
and virtual immersive learning workshops
delivered in cohorts.
• Training senior HR leaders: often these are
• 900 HR professionals across centres of excellence and excluded when the budget is inadequate on the
HR shared services teams received virtual learning basis of “we don’t need it”. However, the opposite
through a combination of webinars, digital learning is generally seen, that when the HR leadership
through an online platform, and virtual clinics. team is also part of the upskilling programme,
Overall investment: $750 per person for a data the role-model behaviours will be accelerated.
literacy upskilling programme across 18 months This report shows the benefits of this approach
($500 per person per annum equivalent). (see Section 03).

• Toolkits can be designed, productised and

Digital learning approach embedded in people analytics tools and systems.
A multinational energy company with a market This will allow the skills that are developed to be
capitalisation of more than $60 billion opted practised more frequently and embedded in the
for an entirely digital approach to train fabric of the HR function. Effective toolkits will
1,200 HR professionals: support the skills, frameworks and techniques
that are developed in the training interventions
• All 1,200 HR practitioners received access to an (see Section 04).
online training platform for two years, provided
by an external provider. • A language of data literacy will pervade throughout
the organisation. This is because an adequate
• This was integrated with the company’s existing budget allows for reinforcement, clinics and ongoing
learning experience platform for a seamless
learning journey. training for new recruits and HR promotees.

• Onboarding, persona-based learning HR data literacy upskilling is not a “one-time event”.

recommendations and customer support were
It requires ongoing training and change management.
also included within the services provided to meet
the needs of each cohort described above.
Overall investment: $600 per person for a data
literacy upskilling programme across 36 months
($200 per person, per annum equivalent).

23
05 | Investment

How to allocate the investment effectively

It is important to invest wisely across a number of activities:

1 supporting, and if necessary, training, the senior HR

leadership team

2 training the cohort of HR practitioners that need

upskilling, through a combination of digital, in-person
and virtual interventions

3 building toolkits to embed practices into the fabric

of the HR organisation

4 training new recruits to the HR team

5 training HR people who are promoted to roles that require

a higher level of data literacy

6 communications and change management

for the data literacy programme

7 project management of the data literacy programme.

To demonstrate this, see Figure 10 for an example. This is adapted from a

60,000-person global pharmaceuticals and consumer medical company.

In summary, don’t put “good money after bad”. Allocate the correct
budget in the first instance, for a multi-year programme of activities, and
ensure there is the expertise and priority given to the delivery of
the programme.

24
05 | Investment

FIGURE 10
A typical programme for upskilling in data literacy in HR (adapted from a 60,000-employee global
pharmaceutical and consumer medical company)

No. HR Year 1 Year 2 Year 3 Total

Topic
professionals ($000s) ($000s) ($000s) ($000s)

Training cohort 1 – HR senior leadership team 11 30 30

Training cohort 2 – HR business partners

110 100 40 140
[high level of data literacy needed]

Training cohort 3 – HR professionals

175 10 60 70
[medium level of data literacy needed]

Training cohort 4 – all other HR professionals

254 25 25 50
[lowest level of data literacy needed]

Development and integration of data

12 4 16
literacy toolkits

New recruits and people with role changes/

40 40 80
promotions into cohort 2 and cohort 3

Communications and change management 15 5 20

Project management 12 12 24

Total 550 204 186 40 430

The global HR organisation consists of 550 HR Total investment allocated was approximately
professionals. Of these, 11 people make up the HR $1,200 per person in cohorts 1, 2 and 3, plus
leadership team, including the CHRO (cohort 1), 110 $200 per person in cohort 4.
were determined to be needing a high level of data Total investment = $430,000
literacy (cohort 2), and a further 175 were determined
All amounts are in US dollars.
to be in a secondary cohort needing a lower depth
of skills (cohort 3). The remaining approximately 250 Average investment across three years = $780 per
HR professionals (cohort 4) were provided online HR practitioner.
training only.

25
06 | Recommendations

06
Recommendations
This final section of the report presents a simple framework to remind
HR executives of the four key elements that are important to bring an
upskilling in data literacy programme alive.

This framework is an extrapolation of an earlier model FIGURE 11

that was developed by Insight222 and outlined in our The model of a data-driven culture for HR
People Analytics Trends 2021 report.15

In that report we recommended a simple approach

to building a data-driven culture (see Figure 11).
This model outlines nine recommendations (three each
for the three components shown to the right). One of
the recommendations (from the “Embed data-driven
decision-making” component) states: Upskill HRBPs in
data literacy skills, as well as other supporting skills Invest in Embed
such as consulting and influencing. the people data-driven
analytics DATA- decision-
The rest of Section 06 now focuses on a framework function DRIVEN making
with recommendations for helping get started in
CULTURE
FOR HR
designing and delivering a programme of data literacy
across the HR function (see Figure 12).

Focus on
delivering value
to the business

26
06 | Recommendations

FIGURE 12
A model for building data literacy in HR

1 2
ROLE-MODEL RESPONSIBILITY
Four Elements
for Building Data
3 4
Literacy in HRTM
FIVE SKILLS INVESTMENT

Role-model Five skills

Create the right environment for senior HR leaders to Focus on the five core skills (see Section 04). Ensure
role-model people data and analytics. If necessary, that sufficient time is allocated to practising desired
train the HRLT as well as the CHRO themselves. skills, reinforcing required behaviours, and designing
Support this group of senior executives by helping toolkits to embed these five skills across the HR
them adopt effective data literacy techniques, function. Using the same techniques and toolkits will
behaviours, and toolkits. The people analytics leader’s enable the language of data literacy to be understood
relationship with these people is key to helping them across the HR team.
role-model people data and analytics.
Investment
Responsibility Ensure an investment of approximately $600–$800
Make the people analytics leader responsible for the is allocated for every HR practitioner that is included
entire data literacy programme. They will want to be in the data literacy upskilling programme, and focus
successful. And, as long as they have the required learning outcomes based on distinct cohorts.
skills and the right team to scale their upskilling
efforts (see Section 03), they will be far more
successful in their endeavours than others.

27
06 | Recommendations

The following four sets of recommendations provide a framework for

the four elements of the model for building data literacy in HR.

FIGURE 13
Recommendations for building data literacy in HR

1 2 3 4
ROLE-MODEL RESPONSIBILITY FIVE SKILLS INVEST

Build people data Give responsibility to Focus on behaviours Spend wisely: and
literacy skills for one person only: the and skills, not mostly for those HR
the HRLT people analytics leader technology and science practitioners that need
Create a common Ensure the people Develop five core skills: the skills the most
language for data analytics leader has consulting, influencing Allocate enough
literacy from the the right consulting, stakeholders, data investment to include
top–down storytelling and interpretation, building change management,
Enable the CHRO and influencing skills recommendations project management,
HRLT to showcase themselves from insights, and and training new recruits
effective people data Help the people storytelling and promotees
and analytics analytics leader by Don’t try to do too Ensure the programme
giving them the team, much: focus, focus, has repeatable
time and budget to focus elements, such as
deliver effectively toolkits, that can be
deployed and scaled
for the long term

In summary, this report concludes that the people

analytics leader plays a key role in upskilling HR
practitioners in data literacy. If they focus on With these recommendations,
developing five core skills, the leader is supported an improvement in data literacy will
with the right investment, and senior HR leadership
role-models, they can design and deliver an occur. And the HR profession, as a
effective and long-lasting upskilling programme. result, will deliver more value at scale.

28
Methodology and Demographics

Methodology and Demographics

Our research was split into two phases. The first phase was a qualitative data-gathering exercise consisting of
discussions with people analytics leaders in 59 global organisations during January to March 2023. These conversations
allowed us to create a detailed survey focused on key hypotheses, which emerged from the qualitative discussions.

Phase two was the completion of that survey by 73 global organisations in April 2023. The survey was sent directly to
and completed by the people analytics leader in that company with accountability for the function.

This report is based on the data from those 73 respondents. These organisations are collectively responsible for
5.6 million employees, including 96,400 HR professionals across North America, Europe, Asia, and Australia.
Qualitative comments are taken from the first phase of research and from other sources, where indicated.

The 73 global organisations who contributed to the survey show the following demographic characteristics
(percentages rounded to the nearest whole number):

INDUSTRY COMPANY SIZE

Companies surveyed in each industry group Number of employees

Financial services
Financial services 30%30%
Greater thanthan
Greater 100,000
100,000 21%21%
Technology
Technology 18% 18%
Pharmaceutical and and
Pharmaceutical healthcare
healthcare 15% 15% 30%
50,000–100,000
50,000–100,000 30%
Retail and and
Retail FMCGFMCG 11% 11%
Food and and
Food beverage
beverage 8% 8% 25,000–49,999
25,000–49,999 25%
25%
Chemicals and and
Chemicals materials
materials 5% 5%
Media and and
Media telecommunications
telecommunications 5% 5% LessLess
thanthan
25,000
25,000 25%
25%
Engineering
Engineering 3% 3%
Energy
Energy 1% 1%
Professional services 1% 1%
services
Professional
Other
Other 1% 1%

29
Methodology and Demographics

COMPANY HEADQUARTERS

United Kingdom Sweden

10% 1%

Denmark Netherlands
Canada
1% 7%
3%

Germany
8%

1% 1%
51%
Ireland Japan
United States

1%
4%
Belgium
France

3%

8% Australia

Switzerland

30
Endnotes

Endnotes
1 Qlik. 2022. Data Literacy: The Upskilling Evolution. Available at: https://www.qlik.com/us/-/media/files/resource-
library/global-us/direct/datasheets/ds-data-literacy-the-upskilling-evolution-en.pdf [Last accessed 21 May 2023]
2 Quoted in Ferrar J. & Green D. 2021. Excellence in People Analytics: How to use workforce data to create
business value. Kogan Page, London
3 Ferrar J., Styr C. & Verghese N. 2021. Accelerating People Analytics: A data driven culture for HR. [Report].
Insight222. Available at: https://www.insight222.com/what-we-do-our-research [Last accessed 21 May 2023]
4 Ferrar J., Verghese N. & González N. 2022. Impacting Business Value: Leading companies in people analytics. [Report].
Insight222. Available at: https://www.insight222.com/what-we-do-ourresearch [Last accessed 21 May 2023]
5 Green D. & Chakrabarti M. 2022. Episode 124: How Syngenta Successfully Upskilled Their HR Function Into
Data-Literacy (Interview with Madhura Chakrabarti). Digital HR Leaders Podcast, myHRfuture, an Insight222
brand. Available at: https://www.myhrfuture.com/digital-hr-leaders-podcast/how-syngenta-successfully-
upskilled-their-hr-function-into-data-literacy [Last accessed 21 May 2023]
6 Maccoby M. September 2004. Why People Follow the Leader: The Power of Transference. Harvard Business
Review. Available at: https://hbr.org/2004/09/why-people-follow-the-leader-the-power-of-transference [Last
accessed 21 May 2023]
7 MIT Management Sloan School. January 2023. Data Literacy for Leaders. Available at: https://mitsloan.mit.
edu/ideas-made-to-matter/data-literacy-leaders [Last accessed 21 May 2023]
8 Standard Chartered Plc is a British multinational banking and financial services company headquartered in
London, England, operating in 59 countries and employing 83,000 people globally (see https://www.sc.com/
en/about/ [Last accessed 22 May 2023])
9 Green D. & Kapilashrami T. 2019. Episode 20: Designing an Exceptional Employee Experience (Interview with
Tanuj Kapilashrami). Digital HR Leaders Podcast, myHRfuture, an Insight222 brand. Available at: https://www.
myhrfuture.com/digital-hr-leaders-podcast/2019/10/29/designing-an-exceptional-employee-experience [Last
accessed 21 May 2023]
10 Green D. & Scott S. 2022. Episode 92: Developing a Data-Driven Culture at Standard Chartered Bank (Interview
with Steve Scott). Digital HR Leaders Podcast, myHRfuture, an Insight222 brand. Available at: https://www.
myhrfuture.com/digital-hr-leaders-podcast/developing-a-data-driven-culture-at-standard-chartered-bank
[Last accessed 21 May 2023]
11 Brambles is a world-leader supply-chain logistics company headquartered in London, United Kingdom,
operating in more than 60 countries, primarily through the CHEP brand, and employing 13,000 people globally
(see https://www.brambles.com/contact-location [Last accessed 22 May 2023])
12 Top Employers Institute is the global authority on recognising excellence in people practices. In order to
achieve Global Top Employer status, organisations are certified as Regional Top Employers in a minimum
number of countries and regions. They must also be certified in the country where their international
headquarters are based.
13 See https://www.chep.com/chep-accredited-2023-global-top-employer [Last accessed 1 June 2023]
14 Qlik (2022), note 1

15 Ferrar et al. (2021), note 3

31
Authors About
Naomi Verghese
Insight222
Naomi is an experienced business professional with more than 15 years’
experience, mainly in the financial services industry. She has undertaken Insight222 Research provides
roles as an HR business partner, HR chief of staff, and as a commercial business executives and HR leaders
banker during her time at Barclays Bank. In the last six years Naomi has with insights and recommendations
dedicated her career to people analytics, with particular expertise in to advance the HR profession to
consulting with business executives, HR leaders, and other stakeholders. become more digital and evidence
Naomi took a career break in the mid-2010s to travel around South America based. Through partnerships with
to learn Spanish and immerse herself in the Latin American culture. leading practitioners, academics,
and thought leaders, we share
Contact Naomi at [email protected]
ideas, pragmatic frameworks, and
structured guidance.
Jonathan Ferrar
Insight222 is a global services and
Jonathan is a globally recognised business advisor, speaker, and author
solutions company that enables
in HR strategy and people analytics. Jonathan has worked in corporate
organisations to deliver business
business with extensive executive leadership and board advisory
value through people analytics and
experience for almost 20 years with companies like Andersen Consulting
digital HR. The team at Insight222
(now Accenture) and IBM. He is co-author of Excellence in People
provides consulting, learning, and
Analytics (Kogan Page, July 2021) and The Power of People (Pearson,
networking services to chief human
May 2017). He is the vice-chair of the board of the Chartered Institute of
resources officers and their key
Personnel and Development. Jonathan has worked with clients all over
staff in analytics, strategy, planning,
the world and lived in both London and New York for substantial periods
employee experience, and digital
of his career.
HR. Insight222 clients and partners
Contact Jonathan at [email protected] – typically large, multinational
organisations – include some of the
world’s leading brands.

Search www.insight222.com and

www.myHRfuture.com for more
information.

32
Furthermore, the authors would like to thank the individuals who The authors would like to extend
contributed to this research through their comments in podcasts and their thanks to the following current
interviews. They have been quoted within this report. They are: and former employees of Insight222
for their contribution to this report:
Alexandre Piotrowski, Global Head, People Analytics and Insights
Cedric Borzée, Director, Learning,
at Brambles
for his contribution to writing
Brandon Roberts, VP People Insights at ServiceNow ‘Section 04 Five Core Skills’, and
Brydie Lear, VP People Analytics and Insights at Expedia Group for the work that he undertook with
Brambles over the last two years.
Madhura Chakrabarti, Global Head of People Insights and Analytics
at Syngenta Liz Schuller, Client Director, for her
Nick Hudgell, Global Head of People Analytics at Sanofi qualitative research in interviewing
59 people analytics leaders in the
RJ Milnor, Founder and CEO, People Analytics Partners, and former
period January to March 2023.
Global Head of People Analytics at Uber
These interviews allowed us to
Steve Scott, Managing Director, Global Head, People Insight and determine key hypotheses for
Analytics at Standard Chartered Bank testing the quantitative research for
Tim Haynes, VP Organisational Development and People Analytics this study.
at Jazz Pharmaceuticals
Jay Dorio, Senior Vice President &
Managing Director, Products and
The authors are also grateful to the people analytics leaders from the Services, for his guidance in the
73 companies who contributed to this research during April 2023. survey design and help in editing
the report.

Stefan Kesic, Senior Digital

Marketing Manager, for his
assistance in making sure the
research would reach as many HR
professionals and people analytics
practitioners as possible, using his
expert digital marketing skills.

33
Copyright
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www.myHRfuture.com and associated documents.
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in People Analytics”, “Insight222 People Analytics
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“myHRfuture” and “Press PLAY on Your Career” are
registered trademarks of Insight222 Limited. “Insight222
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