But by measuring so much, we sometimes forget what is essential: data changes nothing if decisions do not change.
The trap: believing that analysis is action
In many organizations, People Analytics has become a polished mirror—one that shows numbers, trends, colors, and benchmarks… but no movement.
As we saw in Part 1: The trap of people data that misleads with precision, we believe that having information means we are already managing. And in doing so, HR falls into the most dangerous fallacy of all: the illusion of action through analysis.
The result is predictable: increasingly sophisticated reports, but cultures that do not transform. We become experts at “looking good in the picture,” even though the problems remain exactly where they were.
If you haven’t already, review Part 2: The trap of summarized metrics in People Analytics to understand how simplified KPIs also contribute to stagnation.
What doesn’t change, costs money
Every time we run a diagnosis without taking action, the message is clear: “This is just for measurement, not for decision-making.”
And that erodes HR’s credibility more than any number ever could. Because when data doesn’t lead to consequences, it becomes noise.
How to break the fallacy
This is not about stopping measurement. It’s about using data to anticipate, not just to describe.
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If engagement dropped by three points, project what will happen to turnover if the trend continues.
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If leadership scores improved, ask what would happen if that increase were replicated in other areas.
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If you change a policy, simulate different scenarios before implementing it.
That is the leap we need to make: moving from diagnosis to design. From looking at the past to predicting the impact of decisions.
You don’t need a machine learning model to do this. You just need to ask: “What scenario am I avoiding looking at?”
People Analytics should not exist to decorate presentations, but to spark conversations. Data that only confirms what we want to believe is useless. The data that makes us uncomfortable—that’s the data that drives change.
The next time you present results, don’t ask whether they look good. Ask whether they will make someone do something differently.
Because HR’s analytical maturity is not measured by the dashboard, but by the impact it generates.
By Yoel Kluk, Partner at Olivia.