From HR to Data

With nearly 20 years of experience in the field, Adam Bedford possesses a wealth of knowledge on trends, best practices, and innovations shaping the people analytics landscape. As one of the pioneers in this domain locally, Bupa has been a leader in leveraging data-driven strategies under his guidance.

During our conversation, Adam provided valuable perspective into his work leveraging analytics to address important organizational challenges. He also discussed tips for collaboration with stakeholders and examples of projects delivering tangible business impact.

Beyond sharing examples from his esteemed career, Adam offered candid lessons learned along the way. He aimed to provide practitioners at all levels with takeaways to help advance their own people analytics efforts.

I hope you find this inside look useful as people analytics continues to evolve and take on new opportunities.

V: How did you get started in people analytics?

Adam: Fresh out of university, I landed my first job at a group training company. I was the training coordinator, overseeing apprentices in painting and decorating. They kept paper lists of apprentices for payroll and reference, which felt inefficient. Eager to fill my time (and impress with my tech skills), I mashed those lists into a rudimentary database, tracking apprentice trends – first years, second years, the whole shebang. That sparked something in me.

My next role found me in a projects team, dipping my toes in Excel VBA. This fuelled my interest in data, and before I knew it, I was knee-deep in my first analytics role – a sideways stumble that felt destiny-written. I spent my university days studying HR, even writing my honours thesis on unions and free will. But my brain craved logic, order, and the satisfying click of categorising and classifying. This data stuff fits.

Sure, I had an HR mind, but analytics stole my heart. I wasn't alone, either. As I climbed the ladder, "HR analyst" became a common refrain. These roles existed! And they were calling my name. Talent, reward, systems – I dabbled in them all, but the data, the HR data, that's where I truly thrived. Because, let's be real, people aren't exactly data whizzes. They struggle to tell a story with their numbers. And there I was, with my brain that craved order, eager to translate their messy data into clear, actionable insights.

It was a match made in heaven. I love working with people, solving their "people problems," and this insatiable data craving – they found their perfect union in HR analytics. The human touch, the cold, hard facts, the beautiful dance between them – that's where my passion lies.

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

Adam: My stint with a multinational company's pay equity efforts was an eye-opener. We were facing a remuneration review, and the director of diversity, inclusion, and talent approached me with a familiar task: "Let's tackle the gender pay gap." But this time, I felt a spark. "We can do better," I declared, aiming for a deeper dive, a true understanding.

He gave me the go-ahead, and down the rabbit hole, I went. I spent weeks with HR partners, data in hand, teaching myself regression analysis to crack the code of our gap. My focus landed on two levels: the 20% difference and the "for-like" roles discrepancy of 15%.

The overall gap, it turned out, represented a monster—lots of highly-paid men at the top, fewer well-paid women. As I often put it, it was the tyranny of structure – you can't bridge that gap without more women in senior roles.

I presented my findings to the director, highlighting the limitations of solely fixing individual salaries. "We won't budge the larger gap," I explained, "but we can tackle the 'for-like' issue, bringing salaries in individual roles up to par."

There was back-and-forth and even a frank conversation where the director questioned the entire project's value if it wouldn't affect the overall gap. My answer was firm: "Individual lives matter. We can make a difference there, even if the big picture remains."

Thankfully, they agreed. We allocated a budget, prepped data, and armed HR partners with insights. "Here's where we see issues," we'd say, pointing to unfair discrepancies in "for-like" roles.

The results were phenomenal. Managers who took action saw significant reductions in their "for-like" gaps within key areas. It validated our model and reminded us that the overall gap remained.

This project was a lesson in impact beyond numbers. It wasn't just about statistics; it was about real people, their lives, and their careers. We made a difference, and that's what mattered most.

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

Adam: In the intricate ecosystem of people analytics, a vital skill emerges as the crown jewel: systems thinking. We, the data whisperers, hold a unique vantage point. We see the entire employee life cycle laid bare in data, from onboarding to offboarding and everything in between. It's like viewing a complex tapestry, where every thread and process is intricately woven.

This is where systems thinking shines. When a stakeholder approaches you with a seemingly isolated solution, you can step back, apply that holistic lens, and say, "Hold on, this will impact B, C, and D, too." They might not have considered the ripple effect, but you, the weaver of data, can trace the threads and paint a picture of potential consequences.

But it's not just about spotting downstream effects; it's about navigating the entire current. That's where another crucial aspect comes in relentless curiosity. It's the antidote to tunnel vision, the fuel for exploration. I actively encourage my team to ask "dumb questions." Those questions are often the lighters that illuminate hidden assumptions and ignite insightful discussions.

This inquisitive spirit extends beyond internal conversations. In all my roles, a common refrain has been, "Help me understand." I delve deep into business requests, refusing to accept them at face value. It's like peeling back layers of an onion, uncovering the true core of the issue. And even when the investigation leads to a dead end, the journey itself is valuable. It teaches, refines our understanding, and prepares us for the next rabbit hole.

So, for me, the secret sauce of people analytics is two-fold: the ability to see the interconnectedness of the system and the insatiable hunger to explore uncharted territories. These aren't just skills; they're mindsets. They're the compass that guides us through the complex landscape of data, helping us not only solve problems but also uncover hidden opportunities and shape a brighter future for our organisations.

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

Adam: One metric spark immense excitement within me, not just at Bupa, my current organisation, but ever since its conception at my previous company. It's a metric driven by a simple question: what's stopping us from progressing on diversity and inclusion?

Sure, we track representation – percentages of women, minorities, and neurodivergent individuals in various groups. But those numbers often feel static, distant from the reality of individual decisions and actions. So, I challenged myself to develop a metric that bridges that gap and speaks directly to leaders: your opportunities to change.

Instead of presenting an overall abstract percentage, this metric takes it to the manager level. We analyse their turnover, headcount changes, and potential opportunities within their teams – essentially, how many times they'll be able to hire, promote, or make other impactful decisions. Then, we translate that into a personalised target: X opportunities to increase representation in your team over the next year.

The impact of this shift in perspective is palpable. When we presented this metric to senior tech leaders at my previous company, a light bulb moment would often flicker on. They grasped the concrete nature of their opportunity to influence representation. We'd show them their current hiring and promotion patterns, demonstrating how, for example, they might hire externally and promote internally, further skewing the gender balance. But then, the magic: "I have ten opportunities this year to change that!"

Imagine the difference between passively accepting a 30% female representation statistic and actively embracing ten concrete chances to shift the dial. That's the power of this metric. It turns an abstract concept into a personal action plan, empowering managers to become agents of change.

And that's why I'm passionate about pushing this metric forward at Bupa, where we're focusing on First Nations and gender representation. It gives our people leaders something tangible to grab onto, a clear pathway to making a difference. Because let's face it, a simple 20% representation statistic doesn't tell us how to get there. But ten opportunities? That's a starting point, a call to action.

This metric isn't just about crunching numbers; it's about sparking action, igniting a sense of agency within leaders, and, ultimately, making measurable progress on diversity and inclusion. It's a metric that whispers, "You can do this. Let's move the needle together."

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

Adam: "So what do I do now?" It's the constant refrain after engagement surveys leave managers drowning in data, yearning for a lifeline. They crave actionable steps, a clear path from insight to impact. That's where the power of actionable insights comes in. It's not just about numbers; it's about providing practical guidance, a handrail that steers engagement from analysis to action.

Imagine a manager facing low engagement scores. No more staring at a blank page, paralysed by ambiguity. Instead, they receive tailored suggestions – specific levers to pull, adjustments to make – directly tied to the drivers identified. This menu of possibilities sparks a crucial conversation: "Workload is a key driver, you said. What can we do about it?" Now, we're talking.

This shift from passive analysis to active engagement is a game-changer. It empowers managers, transforming data into a tool for positive change. Even if they reject specific suggestions, it opens the door to dialogue, a critical first step towards progress. No more "Why is it low?" but "What if we tried this?"

It's about meeting managers where they are and acknowledging their "day-to-day" reality. It's not about lofty ideals; it's about giving them bite-sized, actionable steps they can implement right now. This digestible format makes data less intimidating and less of a foreign language. It becomes a shared conversation, a collaborative journey towards improvement.

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

Adam: Hilariously, when it comes to people analytics inspiration, David Green and Sebastian Szachnowski always pop up in discussions. Both offer insightful perspectives, but I've found two other resources invaluable for getting down-to-earth guidance.

Scouring through LinkedIn led me to the Academy to Innovate HR. Their articles dive deep into practical aspects of people analytics, like what "data-driven HR" means and the essential competencies needed. It's not just about strategy; it's about the artefacts you need to craft and the day-to-day realities of the job.

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

Adam: The buzz around data in HR is undeniable. Everyone's excited, and many niche systems have emerged to cater to specific needs. But amidst this frenzy, I see a growing trend: businesses stepping away from the "one-size-fits-all" approach.

Why? Because real-world complexities often demand specialised tools. Workday might not cut it for recruitment so in coming niche recruitment platforms. Similar stories play out for talent marketplaces and skills platforms. So, the big question becomes: how do we reunite this data orchestra once we've scattered the instruments?

Of course, AI is the headliner, the flashy frontman belting out promises of revolution: Generative AI, machine learning – everyone's dancing to their tune. But here's the punchline: has anyone cleaned the stage?

I haven't seen many organisations with truly clean, ready-to-analyse data. And that's my point: AI might be the dessert, but data engineering is the spinach you must first swallow. We can't have the fancy cake without the groundwork.

So, while the AI band plays on, I quietly focus on the data engineers and the roadies, ensuring everything runs smoothly. They're building the pipelines, wrangling the datasets, and ensuring the instruments are in tune. They're the unsung heroes, the foundation on which the AI symphony rests.

This isn't to downplay AI's potential. It's immense. But it's just that – potential. We need a clean stage and well-oiled data infrastructure to unlock it. We need to get our data house in order before we can truly unleash the power of AI in people analytics.

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

Adam: Pinpointing the exact future of people analytics feels like gazing into a kaleidoscope – possibilities shimmer in every direction. But despite the dazzling uncertainty, I see two main paths emerging: centralisation and democratisation.

On the one hand, people analytics could morph into a central brain trust, a data intelligence hub for the entire organisation. This wouldn't just inform HR decisions but fuel cross-functional strategies, bridging the gap between people and customer data, informing marketing campaigns, and optimising operations. The potential for synergy is intoxicating.

But at the core of this evolution lies a crucial need: upskilling the people function. We need to move beyond bolted-on data analysis at the tail end; data literacy must be woven into every HR professional's DNA.

This is where the other fascinating path unfolds: democratisation. Imagine an organisation where data fluency isn't confined to a select few. Every people leader, equipped with the right tools and training, can make data-driven decisions in real-time, tailoring strategies to their teams and fostering a culture of data-driven empathy.

Admittedly, both paths face challenges. Senior leadership, often lacking a deep-seated understanding of data, might hesitate to embrace radical change. We're only now seeing the first generation of leaders raised on data, so bridging this experience gap is crucial.

Education plays a vital role here. When I started 20 years ago, "people analytics" wasn't even a blip on the academic radar. But now, university courses are springing up, nurturing the next generation of data-savvy HR professionals. It's a slow burn, but it's happening.

So, while the bleeding edge pushes boundaries with AI and cutting-edge algorithms, the vast majority of the field is still figuring out the data basics. But that's okay. The avant-garde and the grassroots movement are vital, each playing their part in illuminating the future of people analytics.

And that's what excites me most. This isn't a linear sprint; it's a multifaceted, evolving odyssey. We're not just crunching numbers; we're shaping the very fabric of how organisations function, empower their people, and ultimately thrive.

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

Adam: Forget crunching spreadsheets and spitting out stats. For me, people analytics isn't just about data; it's about transforming numbers into solutions and helping leaders make impactful decisions that shape employees' lives. This was the guiding principle I helped establish in my previous organisation's people analytics team, and it's a torch I carry proudly in my current role.

There's nothing more fulfilling than that moment when a leader approaches us with a tangled ball of data; a puzzled frown etched on their face. "We're drowning in information," they say, "help us make sense of it." And that's where I thrive. I love diving into the depths of data, untangling the threads, and surfacing with clear insights illuminating the path forward.

It's like solving a detective story, piecing together clues – employee engagement surveys, performance metrics, retention patterns – to uncover the hidden narratives within the numbers. The satisfaction of presenting a leader with a compelling, data-driven solution and seeing their eyes light up with understanding is pure magic. It's not just about numbers; it's about the human impact, the lives improved, the careers empowered.

This isn't a one-time fix; it's a collaborative journey. We work with leaders to co-create actionable plans to translate insights into real-world changes. And when those changes translate into happier, more productive employees, the reward is tenfold. The smiles, the positive feedback, the sense of contributing to something bigger than myself – that's the fuel that keeps me going.

Of course, it's not always sunshine and rainbows. There are complex challenges, moments of uncertainty, and data that sometimes refuses to tell a clear story. But even then, the thrill of the chase, the intellectual challenge of untangling the knottiest problems, keeps me energised. In this space, I'm not just an analyst; I'm a detective, a strategist, a cheerleader, and, most importantly, a champion for the people behind the numbers.

So, for me, people analytics isn't just a job; it's a mission. It's about using the power of data to unlock human potential, make workplaces better, and create a ripple effect of positive change. And that, my friends, is a purpose worth pursuing, one messy data set, one puzzled leader, one impactful solution at a time.