Insights from the Frontlines of People Analytics: A Conversation with Isaac Chin, Director of HR Technology & Analytics at Marriott International

Isaac Chin is at the forefront of harnessing data and technology to optimise the human experience at work. As Director of HR Technology and analytics at Marriott International, one of the world's largest hospitality brands, Isaac oversees people analytics. He leads initiatives to gain powerful insights from employee data.

With over a decade of experience in HR, research, and analytics, Isaac is passionate about understanding the human factor and using data to improve lives. In this interview, he shares fascinating examples from his work, provides keen perspectives on emerging trends, and offers insights on cultivating a "people first" approach to analytics. Isaac's enthusiasm for learning, innovating, and driving meaningful impact shines through.

Get a glimpse into the world of people analytics from a true leader in the field, as Isaac discusses everything from the skills required to succeed and the challenges of communicating insights to his visions of AI's role in the future of work. His insights offer a fascinating look at analytics in action today and the endless possibilities when technology enhances humanity.

V: How did you get started in people analytics?

Isaac: It all started in my university days, that pivotal time of exploration and self-discovery. My innate curiosity about people, both as individuals and in groups, led me to a unique academic path. I dove into the depths of psychology, fascinated by the intricacies of human behaviour, and then ventured into the world of organisational behaviour and HR, eager to see how these insights played out in the corporate landscape.

This insatiable curiosity wasn't just theoretical. I actively sought opportunities to delve into data analysis, taking on research assistant roles where I discovered the intriguing reality of human behaviour through a new lens. Unlike the predictable equations of chemistry or physics, human behaviour was messy, dynamic, and endlessly captivating. While a scientific formula might guarantee a specific outcome, predicting how people react or interact individually or collectively was an ever-shifting puzzle.

That, for me, is the essence of what makes people analytics so compelling. It delves into the very heart of who we are and how we operate, not just within the structured walls of an office but also in the vast tapestry of life beyond.

V: Share an example of a people analytics project you led that delivered business impact.

Isaac: It's not quite a project but more like a business process. My role involves setting targets for various metrics like voluntary turnover, time to fill positions, and internal vs. external recruitment. Most organisations track these metrics, but as a people analytics and technology guy, I always have this nagging question: Are we setting targets at the right level?

Sure, we can keep benchmarking against historical data, constantly striving for improvement. But that approach has limitations. For one, focusing solely on internal trends can lead to stagnation. You can keep lowering voluntary turnover, but is that a healthy goal? What's the sweet spot?

Then, there's the challenge of relying on outdated information. Looking at surveys from months ago to determine next year's targets feels flimsy. Right now, amid goal-setting for 2024, it's absurd to base our voluntary turnover target on 2021 or 2022 data. The hospitality industry was vastly different back then, with a recovering economy and a heated job market driving high turnover.

But will that trend hold in 2024? That's where curiosity kicked in. "Hey, team," I proposed, "why don't we explore using macroeconomic indicators?" Research suggests a link between GDP growth and labour market heat. Maybe, just maybe, incorporating this external perspective could improve our goal-setting process.

Imagine conducting a regression analysis between past macroeconomic data and our voluntary turnover data. With concrete evidence, we could say, "Given the projected slower global growth in 2024, we're confident setting turnover targets similar to 2023, with the potential for even lower numbers!"

That's the power of looking beyond company data. We don't operate in a vacuum. With its interconnected geopolitical and socioeconomic forces, the world outside holds valuable insights. This initiative, happening right now, is about setting smarter goals for 2024, informed not just by internal trends but by the pulse of the wider economy. It's different, it's interesting, and I believe it's worth doing.

V: What are the essential skills and mindset required to succeed in people analytics?

Isaac: "Be curious, be courageous, be connected." These aren't just our company's Leadership Essentials slogans; they're the pillars I believe every successful people analytics leader should embody. While technical skills are the table stakes, these soft skills truly elevate your impact and unlock the power of data.

1. Cultivate a Curious Mind:

Curiosity is the fuel that drives discovery. When curious, you ask questions, delve deeper, and seek information. This curiosity gathers qualitative and quantitative data and opens doors to insights that might otherwise remain hidden. It's the first step towards understanding the "why" behind the numbers.

2. Embrace Courageous Communication:

The true test begins once you've analysed the data and gleaned your findings. It would be best if you dared to speak up, present your findings, and share your insights with those who need to hear them. No more silent analysis! Remember, even if your findings may be challenging, the information you hold can guide crucial decisions and drive positive change.

3. Build Bridges through Connection:

Isaac: People analytics thrives on collaboration. Breaking out of the "data silo" and building genuine connections across departments, both within and outside HR, is key. By sharing and learning from other disciplines, you gain new perspectives, enrich your analysis, and foster a culture of data-driven decision-making. This connectedness makes you a number cruncher, a trusted advisor, and a valued partner.

A Case in Point:

Let me illustrate the power of these soft skills through a quick example. We once analysed sales incentive data to understand its effectiveness in driving incremental revenue. While we couldn't conclusively answer the original question, we uncovered something more critical. Through curiosity, we discovered that some employees were sandbagging goals while others were unintentionally missing out on rewards due to overly ambitious targets.

Despite challenging existing assumptions, the courage to share these findings empowered our sales leaders to address these issues and adjust various aspects of the sales incentive program. This, in turn, improved both motivation and performance, a testament to the impact of soft skills in people analytics.

Remember, technical expertise is essential, but the combination of courage, curiosity, and connection transforms a data analyst into a true people analytics leader capable of turning numbers into meaningful action and driving lasting change.

V: What is one innovative people analytics metric or approach you've implemented that you find insightful?

Isaac: Instead of simply focusing on finding an "innovative metric," I'd like to dive deeper into a broader shift in the approach I've been championing within people analytics: moving beyond a cost-centric view of productivity to one that embraces the full potential of our workforce.

The truth is most organisations get stuck in a rut when it comes to measuring productivity. We obsess over payroll ratios, reducing people to line items on the P&L. While cost efficiency is important, I believe this misses the bigger picture. People are not just expenses but the engines of innovation and growth drivers.

So, instead of asking, "What metric can I tweak?" I've been asking a more fundamental question: "How can we capture the true value of our people, not just their immediate cost?" This has led me to explore:

• Shifting from static ratios to dynamic models: Think beyond simple payroll ratios. Can we create data-driven models that capture skill development, employee engagement, and long-term contributions to culture?
• Valuing potential alongside performance: Startups are valued based on their future potential, not immediate profitability. Can we apply this same principle to talent? Invest in the growth and development of our people, recognising the latent value waiting to be unlocked.
• Leveraging the power of generative AI: This technology has the potential to revolutionise how we analyse and interpret data. Can we use AI to build more nuanced and holistic models of productivity that capture the entire human experience?

This isn't just about tinkering with numbers but fundamentally changing how we view and value our workforce. It's about recognising that people are not just resources to be optimised but also partners in creating a thriving organisation.

While I may not have a single "innovative metric" to offer, I believe this shift in approach itself is the true innovation. It's a journey, not a destination, and one that holds the potential to unlock the true potential of our people and propel our organisations to new heights.

V: How do you make people analytics insights digestible and actionable for business leaders and stakeholders?

Isaac: My experience, both practical and through research, boils down to one golden rule for communicating data insights effectively: explain it like you're talking to a 7-year-old. Now, please don't mistake this for disrespecting senior leaders. It's simply about prioritising clarity and accessibility.

This principle applies throughout the data analytics value chain, from gathering information to weaving a compelling story with actionable insights. At the final stage, the last mile, where you make a real difference for stakeholders, that simplicity truly shines.

Here's how to make your insights impactful:

• Bullet-point wisdom: Ditch dense paragraphs and embrace bullet points. They offer bite-sized takeaways that are easy to digest and remember.
• Visual clarity: Ditch the fancy, confusing charts. Think of simple bar graphs and line charts. Remember, less is often more. While exploring advanced metrics like heat maps can be exciting, keep things familiar for optimal communication. People respond better to what they understand readily.

These "7-year-old friendly" tactics work because they focus on what truly matters: the message. Of course, there are always exceptions. Prepare an appendix for business leaders who are more academically inclined and crave deeper dives. This "extra credit" section lets you showcase your technical expertise without overwhelming the primary audience.

Remember, clear communication is not about dumbing things down. It's about crafting a message that resonates with your audience, empowering them to understand and act upon your insights. So, embrace the "7-year-old mindset" and watch your data storytelling reach new heights!

V: How do you stay current with the latest innovations and best practices in people analytics?

Isaac: Regarding staying ahead of the curve in people analytics, I turn to some trusted sources, like Richard Rosenow. He's the real deal – no fluff, just a perfect blend of business savvy and technical chops. Following him and others like Keith McNulty and Greg Newman on LinkedIn keeps me plugged into the latest trends and insights.

Of course, the usual suspects like HBR and McKinsey articles are always valuable, but I recommend venturing beyond the typical data nerd haunts for a different flavour. Here’s what I do:

1. Medium’s Magic: Subscribe to relevant topics on Medium and let them feed you a diverse stream of articles. It’s a great way to discover unexpected connections and fresh perspectives.
2. Don’t Silo Your Reads: Remember, curiosity isn’t limited to work! Read about other things that pique your interest, be it biology or the arts. You never know when seemingly unrelated knowledge might cross-pollinate and spark a brilliant idea.
3. Current Affairs are Data Points: Stay on top of current events, especially economics and finance. It’s like doing exploratory data analysis in the real world. That Federal Open Market Committee (FOMC) meeting news article you read about? It might hold the key to understanding your company's voluntary turnover!

Reading broadly keeps you informed, inspires innovative thinking, and helps you connect the dots unexpectedly. Remember, the next breakthrough might be hiding in a biology article or a news segment about inflation. So, put your feelers out there, explore the world beyond the usual data haunts, and see what sparks your next big idea!

V: What is a current trend or topic in people analytics that you think is particularly important right now?

Isaac: Generative AI is the talk of the town, an epic sci-fi movie unfolding before our eyes. With Google and OpenAI locked in an arms race, even Sam Altman's boardroom drama feels like Netflix-worthy content! But amidst the popcorn-munching excitement, I can't help but feel humbled and privileged to witness this technological revolution firsthand. Our children won't just read about it; they'll live and breathe in a world powered by generative AI.

Large language models are the engines driving this train, but giants like OpenAI and Google are already looking beyond, towards something even more potent than GPT-4. Gemini, that ultra-powerful contender, whispers promises of a complete life makeover. And HR? People analytics? Work itself? Buckle up; they're all in for a seismic shift.

Now, some say AI will be a great job eliminator. I'm afraid I have to disagree. I see it as the ultimate reshaper, forcing us to rethink everything from education to business.

Imagine universities transformed, curricula shaped by an AI-powered workforce's needs. The skills our kids will need won't be found in dusty textbooks; they'll be about navigating this brave new world, maximising AI's potential without succumbing to its pitfalls.

Fast forward ten years. You and I might be nearing retirement (not me, you!), but our grandchildren will be shaping the future. How do we attract and engage this generation raised on AI's magic? Legacy systems won't cut it. We need workplaces that cater to their expectations and are dynamic, human-centric, and, yes, ethical.

And that's where the ethical minefield comes in. Remember Europe's recent AI legislation – the EU AI Act? The US is hot on their heels, and similar regulations will soon paint our world, too. HR professionals and business leaders can't afford to be bystanders. We are responsible for staying ahead of the curve, understanding what AI can and should do, and ensuring it serves humanity, not the other way around. GDPR was just a warm-up. Generative AI is the main event, and the ethical bar is set impossibly high.

So, let's embrace the AI revolution, learn its language, and navigate its complexities with wisdom and empathy. This is our chance to shape a future where technology and humanity coexist and co-create a world more wondrous, and more equitable than anything we can imagine. The popcorn can wait; it's time to roll up our sleeves and build a better tomorrow, one byte at a time.

V: What is the future of people analytics in the next 5-10 years?

Isaac: The future of people analytics is fascinating, and I believe it's heading towards a fascinating paradox: democratisation with a dash of human magic.

Advances in AI and technology will undoubtedly automate number-crunching. Gone are the days of analysts buried in spreadsheets. Instead, running an analysis might be as simple as asking a question via chatbot or voice command.

This AI revolution won't eliminate people analytics; it will spread its wings throughout the organisation. Imagine HR business partners with basic data literacy confidently querying the AI for the necessary insights. No more specialist gatekeepers!

So, will the dedicated people analytics team become extinct? Predicting their disappearance is tempting, but I'm a little more cautious. Perhaps in 5 years, they'll still be around, honing their skills in the critical "last mile" process: crafting compelling stories and translating data into actionable insights for senior leaders.

But ten years? Who knows? We might face a future where Artificial General Intelligence (AGI) surpasses even our storytelling skills, generating bullet-point recommendations that resonate and inspire action.

This future excites me and terrifies me in equal measure. While AI can crunch numbers and identify patterns, I believe the human touch will always be irreplaceable. The ability to understand context, nuance, and the human element is what truly unlocks the power of data.

So, as people analytics evolves, the key lies in embracing the opportunities for collaboration. We can partner with AI to automate the mundane, freeing ourselves to focus on the high-value, human-centric aspects of the job.

Ultimately, the future of people analytics isn't about survival; it's about transformation. It's about embracing new tools and skills while recognising the irreplaceable value of human insight and storytelling. We must become data whisperers and translators, guiding organisations towards a future where data and humanity empower each other to create a better workplace.

V: What do you enjoy most about your role in people analytics?

Isaac: What truly fires me up? The insatiable hunger to learn and, more importantly, to use that knowledge to make a tangible difference in people's lives. This insatiable curiosity, intertwined with the desire for real-world impact, defines my passion for people analytics and my approach to life in general.

The people analytics landscape is a dazzling kaleidoscope of constant evolution. New tools, methodologies, and even paradigms like generative AI emerge and shift like desert sands. Every day feels like stepping into a university lecture hall, eager to devour fresh insights and translate them into practical solutions.

Remember that "niche" course on social network analysis back in my university days? Its potential fascinated me, even when it seemed confined to academic realms. Fast forward to today, and it's a cornerstone of people analytics known as Organizational Network Analysis (ONA). This is the beauty of this field – the seemingly abstract morphs into concrete ways to help people navigate their careers, stay engaged, and ultimately thrive.

And that's where the human touch becomes the secret sauce. AI may churn out data and insights but can't replicate the nuances of emotions, feelings, and the inherent human experience. Witnessing others experience fulfilment, growth, and joy through my work – that's the ultimate reward, the emotional fuel that keeps me going.

This perfect synergy – the thrill of learning and the power to impact lives – makes HR tech and people analytics an irresistible playground for me. It's not just a job; it's a continuous adventure, a never-ending quest to unlock the mysteries of human potential and translate them into meaningful changes. So, bring on the next paradigm shift, the next technological leap, the next chance to learn and make a difference – I'm ready with my popcorn and my open mind, eager to witness and shape the future of work, one human connection at a time.