While the rise of people analytics has dominated the narrative in and around HR departments, there is a critical audience on the executive floor that needs to understand its impact: the board of directors. Directors have a fiduciary duty to stockholders that includes three legal obligations: 1) the duty of care that directors make decisions with due deliberation; 2) the duty of loyalty that directors act in the interest of the corporation (i.e., in the interest of shareholders); and 3) the duty of candor that directors provide shareholders all information that is important to evaluation of the company.
This is the session description for a fireside chat on “The Moral Imperative of People Analytics” between Amit Mohindra and David Green on the Main Stage at UNLEASH Amsterdam on October 25, 2018. The UNLEASH Group has been in the forefront of raising and discussing the notion of ethics in the practice of people analytics at its conferences. David Green is a leading thinker and writer on this topic (see for instance, Ethics, Trust and People Analytics). We also referenced Ben Waber’s work, including The Happy Tracked Employee. It was a privilege to speak with him about this important topic.
My first people analytics job was unprecedented and completely invented. It yielded adventure, fulfilment and lessons that I thought might be useful for anyone engaged in people analytics.
I had been hired as a data consultant–a brand new occupation–at a leading HR advisory firm from a quasi-academic role at an international organization, conducting global labor market research. I managed to secure the consulting role by writing a business plan to assuage the hiring manager’s fear that I might not relate to clients or deign to communicate via bullet points.
