{"id":136747,"date":"2025-04-10T10:36:55","date_gmt":"2025-04-10T10:36:55","guid":{"rendered":"https:\/\/www.frazerjones.com\/?p=136747"},"modified":"2025-05-16T11:04:01","modified_gmt":"2025-05-16T11:04:01","slug":"the-future-of-people-analytics-expert-insights-from-nancy-allen-senior-manager-people-analytics-at-lace-partners","status":"publish","type":"post","link":"https:\/\/www.frazerjones.com\/de\/market-insight\/the-future-of-people-analytics-expert-insights-from-nancy-allen-senior-manager-people-analytics-at-lace-partners\/","title":{"rendered":"The future of people analytics: expert insights from Nancy Allen, Senior Manager, People Analytics at Lace Partners"},"content":{"rendered":"\n
\n
\n
\n

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.<\/p>\n\n\n\n

My latest interview was with Nancy Allen, a Senior Manager in LACE Partners\u2019 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.<\/p>\n\n\n\n

How have you found the transition between in-house and consulting? What are the biggest benefits of each?<\/strong><\/h2>\n\n\n\n

Both have unique advantages. I enjoy consulting because of the variety of work, fast pace, and the ability to drive meaningful change quickly. There\u2019s a clear mandate to solve problems, and organisations are often more receptive when bringing in external expertise.<\/p>\n\n\n\n

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\u2019s 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.<\/p>\n\n\n\n

Where are you seeing the majority of people analytics projects taking place right now?<\/strong><\/h2>\n\n\n\n

People analytics is no longer a \u201cnice to have\u201d \u2013 it\u2019s 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<\/p>\n\n\n\n

What common mistakes do you see organisations making in people analytics?<\/strong><\/h2>\n\n\n\n

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.<\/p>\n\n\n\n

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\u2019 priorities, combining workforce intelligence with financial and operational data for data-driven decision-making.<\/p>\n\n\n\n

Where do you see the biggest opportunities in HR analytics today?<\/strong><\/h2>\n\n\n\n

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.<\/p>\n\n\n\n

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.<\/p>\n\n\n\n

What does the future of people analytics look like?<\/strong><\/h2>\n\n\n\n

Three major trends are shaping the future:<\/p>\n\n\n\n