People analytics · models & decisions01
The HR value chain & causal chain
Connect HR investment with employee, operational and business outcomes—and test the links.
David E. Guest3 min
The people analytics collection
Better questions. Better evidence.
Ten models and frameworks, nine analytical techniques and a practical playbook. Connect people data with fair decisions and outcomes you can evaluate.
Start with the question-to-outcome playbook →
Educational examples use invented data. This library does not collect workforce records or make employment decisions.
Choose a useful starting point.
| Model or framework | The question it helps explore |
|---|---|
| Capability & maturity | Which capability will improve the next decision? |
| HR value chain | How could HR activity change organisational outcomes? |
| Logic model | What resources, activities and changes are connected? |
| Balanced Scorecard | Which measures reflect the strategy? |
| Human capital ROI | What does the financial ratio actually mean? |
| Employee lifecycle | Where in the journey does the problem arise? |
| Workforce planning | What capacity and capability will be needed? |
| Segmentation | Which differences are hidden by the average? |
| Turnover prediction | Can risk be estimated usefully and fairly? |
| Lifetime value | Which assumptions shape the investment case? |
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Models, frameworks & the playbook
People analytics · models & decisions02
Workforce planning: demand, supply and capability
Translate strategy into workforce demand, available capacity, capability gaps and practical options.
Workforce-planning practice3 min
People analytics · models & decisions03
People analytics maturity: capability before complexity
Develop trustworthy reporting, useful analysis and evaluation without treating prediction as the destination.
ADM HR editorial capability map3 min
People analytics · models & decisions04
Logic models for HR interventions
Separate resources, activities and deliverables from the changes an initiative is meant to produce.
Programme-evaluation tradition3 min
People analytics · models & decisions05
Balanced Scorecard & the HR scorecard
Connect measures to a strategy across financial, stakeholder, process and learning perspectives.
Robert S. Kaplan3 min
People analytics · models & decisions06
Human capital ROI: formula and interpretation
Calculate a broad workforce-cost ratio and understand why it is not an individual employee valuation.
Workforce financial-metrics tradition associated with Jac Fitz-enz3 min
People analytics · models & decisions07
Employee-lifecycle analytics
Follow attraction, recruitment, onboarding, development, performance, retention and exit with consistent definitions.
Common HR practice framework3 min
People analytics · models & decisions08
Employee segmentation: finding patterns fairly
Look beneath organisation-wide averages while keeping groups meaningful, proportionate and confidential.
Analytical grouping practice3 min
People analytics · models & decisions09
Turnover prediction & flight-risk models
Understand probabilities, validation and fairness before using a model to support retention decisions.
Predictive modelling practice3 min
People analytics · models & decisions10
Employee lifetime value: a scenario model
Explore onboarding, development and retention scenarios without assigning a price to a person.
Practitioner concept associated with Maia Josebachvili3 min
People analytics · practical playbook11
From a business question to a measured outcome
A complete worked route through casual-worker retention, from definitions to a fair pilot and an honest conclusion.
ADM HR editorial workflow3 min
Analytical techniques, with worked examples.
Cohorts, trends, benchmarks, correlation, regression, survival analysis, scenarios, root-cause investigation and pilot evaluation.
People analytics · technique01
Cohort analysis: compare like starting points
A cohort is a group defined by a shared starting event or period, such as joining in a particular quarter.
Statistical and evaluation practice2 min
People analytics · technique02
Trend analysis: distinguish change from noise
Trend analysis examines how a measure changes over time.
Statistical and evaluation practice2 min
People analytics · technique03
Benchmarking people data without false comparisons
Benchmarking compares a measure with another period, unit or external reference.
Statistical and evaluation practice2 min
People analytics · technique04
Correlation: association is not a cause
Correlation summarises association between variables.
Statistical and evaluation practice2 min
People analytics · technique05
Regression: estimate relationships with assumptions
Regression estimates how an outcome relates to one or more predictors under a specified model.
Statistical and evaluation practice2 min
People analytics · technique06
Survival analysis for retention
Survival analysis studies time until a defined event.
Statistical and evaluation practice2 min
People analytics · technique07
Scenario modelling for workforce decisions
Scenario modelling explores what follows from alternative assumptions.
Statistical and evaluation practice2 min
People analytics · technique08
Root-cause analysis: investigate the system
Root-cause analysis is often used as shorthand for investigating why a problem occurred.
Statistical and evaluation practice3 min
People analytics · technique09
A/B tests and pilot evaluation in HR
A pilot explores feasibility; an impact evaluation asks what changed because of an intervention.
Statistical and evaluation practice2 min