People Analytics & HRBPs - Navigating the art of imperfect collaboration

“Too many guys think I'm a concept, or I complete them, or I'm gonna make them alive. But I'm just a f'ed-up girl who's lookin' for my own peace of mind; don't assign me yours.”

– Clementine

In the 2004 film Eternal Sunshine of the Spotless Mind, Joel and Clementine navigate the complexities of their relationship, confronting the pain of dysfunction and the reality of imperfection. Their journey mirrors the challenges People Analytics (PA) practitioners face in their interactions with HR Business Partners (HRBPs).

With extensive experience as an HRBP, business-embedded PA consultant, and enterprise leader of a Global PA portfolio, I've witnessed the systemic nature of these patterns. Much like the characters in the film, HR professionals encounter 'crises of credibility', striving to align human-centric practices with the stringent demands of business environments accountable to external stakeholders.

People Analytics practitioners are uniquely equipped to catalyze growth within the HR function; however, realizing this potential requires them to practice empathy and break cycles of organizational inertia.

HR Business Partners - Conduit to a brave new world

Clementine in Eternal Sunshine of the Spotless Mind is vibrant, impulsive, and unafraid of facing uncomfortable truths—traits that mirror the dynamic and challenging role of HR Business Partners in contemporary corporate landscapes. She continually struggles with her identity, yet remains outspoken. Like Clementine, HRBPs are often caught in the flux of proving their strategic value amidst the operational chaos of market-driven organizations.

Competing for influence and resources with departments more closely linked to "top-line" business results (e.g., Operations, Sales, and Marketing) and the ultimate owner of the bottom line (i.e., Finance), HRBPs often struggle to maintain their credibility. Particularly with Finance, HRBP's walk a razor-thin line where they either risk losing credibility by not fully grasping financial language or become wholly engrossed with financial metrics, losing their touch with unique HR expertise.

In this environment, introducing People Analytics can seem threatening, potentially highlighting gaps in HRBPs' skill sets or the integrity of HR Operations. However, by fostering empathetic partnerships, PA practitioners can help HRBPs view data analytics as credible tools for empowerment, rather than threats to their position.

The temptation for PA leaders to bypass HRBPs and directly engage with other business leaders is understandable but counterproductive. It risks deepening the credibility crisis and isolating PA from the nuanced business context that HRBPs navigate. Ultimately, the success of HR functions—and by extension, PA teams—relies on evolving the whole of HR operating models.

People Analytics - From quiet observer to organizational change agent

Throughout the film, Joel evolves from a passive observer to an active participant in his own life. This narrative arc provides a compelling parallel to the transformative role that People Analytics leaders can play within organizations.

Often, PA teams find themselves sidelined in strategic decision-making due to a combination of hierarchical power imbalances with HRBPs, mutual disengagement, and comfort with remaining detached from the operational messiness of corporate life.

Organizational inertia can lead PAs to retreat into the safety of their classical training, utilizing established practice as a limiting mindset rather than a launchpad.

A paradigm shift is needed. While classical training provides a solid foundation, it is insufficient for navigating the dynamic landscape of a market-driven organization. PA leaders must not wait for an invitation to inject empirical observation into decision systems conditioned to rely on gut instinct.

This requires a high degree of emotional maturity, recognizing that progress is often non-linear and closely tied to the ability to foster strong relationships within the company. This shift not only empowers PA leaders but also invigorates the entire HR function, positioning it as a critical driver of business success.

Framework for Navigating Uncertainty

Having explored the psychological and operational challenges faced by HRBPs and PA practitioners, we propose a framework to empower PA leaders:

1. Immerse yourself in operational dynamics: PA leaders must immerse themselves in the operational chaos of the business, navigating unavoidable organizational politics head-on.
2. Be adaptive in the application of classical training: PA leaders should adapt their rigorous training to meet the unique demands of their business environments. Balancing classical methodologies with innovative approaches will address operational deficiencies without forsaking the integrity of analytic/scientific discipline.
3. Champion HR operational excellence: PA leaders must champion improvements in the People Data Supply Chain (#PDSC), including data governance and HR data literacy. We are not fully responsible for these areas; however, we are uniquely positioned to drive outcomes.

PA leaders cannot drive transformative changes alone. Here are two key areas where HRBPs should focus:

1. Engage with and advocate for PA: HRBPs must proactively involve PA in strategic areas, recognizing this collaborative spirit, akin to Joel and Clementine's final reconciliation, supercharges their ability to impact organizations positively. HRBPs must overcome their insecurities about data intricacies and boldly champion PA partners.
2. Enhance HR data literacy: HRBPs must advance their understanding of analytical reasoning to stay relevant in today's world. Executive HR leaders who struggle to acquire these abilities should identify and cultivate 'data champions' within their teams, helping to disseminate a data culture throughout HR while preparing the next generation of HR leaders to be more data-savvy.

Conclusion

Joel and Clementine discover that the beauty of their relationship lies not in its perfection but in their willingness to accept and grow from their imperfections. Similarly, the partnership between People Analytics practitioners and HR Business Partners is inherently complex and fraught with tension. Yet, it is within this complexity that the greatest opportunities for transformation and growth lie.

The path forward is not about erasing past mistakes or smoothing over the messiness of human interactions, but about learning without becoming paralyzed. This requires stepping into the operational chaos with open eyes and a willingness to engage deeply, leveraging analytics to foster empathy.

Through such a partnership, HR can survive and finally start to thrive.