The future of people analytics: expert insights from Nancy Allen, Senior Manager, People Analytics at Lace Partners

Frazer Jones are seasoned experts in recruiting people analytics professionals and HR technology specialists across the UK and globally. Our goal is to provide data-driven insights from our trusted network, helping HR professionals advance their careers in the evolving world of people analytics and human resources.

My latest interview was with Nancy Allen, a Senior Manager in LACE Partners’ People & Workforce Analytics practice. Nancy and her people analytics team specialise in helping organisations build high-performing analytics functions and leverage HR data to drive business transformation.

How have you found the transition between in-house and consulting? What are the biggest benefits of each?

Both have unique advantages. I enjoy consulting because of the variety of work, fast pace, and the ability to drive meaningful change quickly. There’s a clear mandate to solve problems, and organisations are often more receptive when bringing in external expertise.

In-house roles, on the other hand, allow you to build long-term analytics strategies, track the impact of initiatives over time, and gain a deep understanding of an organisation’s operating models and culture. The ability to influence HR strategy from within and ensure people analytics professionals are embedded in key decision-making processes is a rewarding challenge.

Where are you seeing the majority of people analytics projects taking place right now?

People analytics is no longer a “nice to have” – it’s an integral part of an HR function and we see projects across businesses of all sizes and sectors.  Improving data and reporting is still a challenge even in organisations with advanced analytics capabilities as organisations are recognising the need to move beyond standard data analysis and leverage predictive analytics for better decisions in retention, workforce planning, and employee experience

What common mistakes do you see organisations making in people analytics?

One of the biggest challenges is underestimating the importance of HR data when implementing HR systems. A poor data model can lead to years of manual data fixes, erode trust in analytics, and significantly reduce the business value of HR technology investments.

Another mistake is viewing people analytics in isolation. The greatest impact comes from integrating human capital data with broader business metrics. Instead of focusing solely on HR trends, the most forward-thinking organisations align people analytics strategies with business leaders’ priorities, combining workforce intelligence with financial and operational data for data-driven decision-making.

Where do you see the biggest opportunities in HR analytics today?

The biggest shift is moving beyond dashboards and embracing embedded intelligence. Leading organisations are integrating analytics into everyday HR workflows, providing real-time predictive insights at the point of decision-making processes. This makes people analytics a seamless part of business operations, reducing reliance on static reports.

One easy win for many organisations is refining their analytics strategy around governance models and prioritisation. Many people analytics teams are overwhelmed with ad-hoc requests, which prevents them from focusing on high-impact initiatives. Establishing a structured operating model for analytics demand management can unlock huge productivity gains.

What does the future of people analytics look like?

Three major trends are shaping the future:

• Personalisation – people analytics will delivermore tailored insights, helping HR leaders and managers make better decisions by surfacing relevant, individualised recommendations.
• AI-driven insights – artificial intelligence, machine learning, and automation will reduce the need for manual data reporting. We’ll see a rise in predictive analytics for employee retention, performance management, and employee engagement.
• Unified workforce intelligence – organisations will break down silos between people analytics, strategic workforce planning, talent intelligence, and organisational development, forming a single function focused on supporting business transformation.

What are the most significant learnings from your career so far?

These aren’t exclusive to working in people analytics, but two stand out:

• Lead authentically – whether you’re focused on your team function or working with stakeholders, transparency and credibility matter.
• Ask for forgiveness, not permission – in fast-moving environments, waiting for perfect conditions can slow progress.

What advice would you give to someone looking to advance their career in people analytics?

• Upskill in both technical and strategic areas – while tools like Power BI, Python, and data visualisation are valuable, you also need business acumen, curiosity, and the ability to communicate data-driven insights clearly.
• Follow industry experts – keep up with leading voices, and established HR tech leaders on LinkedIn and podcasts.
• Understand the bigger picture – HR leaders value professionals who can align people analytics with wider business performance and people strategy.

A huge thank you to Nancy Allen for sharing her expertise on the evolving people analytics function, the rise of AI and automation, and the key data-driven strategies shaping the future of work.

If you’d like to discuss the people analytics market further or contribute your own insights to a case study or podcast, feel free to reach out to me at nickarnold@frazerjones.com.

About Nancy
Nancy joined LACE in 2022 as a Manager, focusing on expanding their People Analytics practice. She specialises in establishing people analytics functions and teams from scratch, helping organisations enhance their analytics capabilities from basic reporting to insightful analysis. Nancy brings a unique and highly valuable perspective to the people analytics profession, having worked both in-house and most recently as a people analytics consultant for various clients.