Turning People Insights into Action

Maighdlin Schellings on Connecting Data to Decisions Through Context and Storytelling

Maighdlin Schellings leads the people analytics function at Australia Post, bringing over 5 years of experience. We recently interviewed Maighdlin to gain insights on key skills, approaches, and trends shaping people analytics. In the interview below, she shares examples of delivering self-service analytics insights, the importance of connecting data to action, and how curiosity drives success in this field. Maighdlin provides perspective on making people data digestible for business leaders and the growing role of AI. Her passion comes through in enabling fact-based, people-centric workforce decisions.?

V: How did you get started in people analytics?

Maighdlin: I came from a consulting background focused on process improvement. People analytics was a stretch into a new area for me. The ambiguity of interpreting people data is an ongoing learning journey. But it’s also the most interesting part - trying to find meaning and insight in that ambiguity.

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

Maighdlin: A core focus has been enabling self-service analytics so leaders across the business can easily access insights. We brought together fragmented data sources into integrated reporting. It’s an ongoing journey, but so far, we’ve seen positive impacts through usage metrics and user feedback. The focus remains on actionability - if we can't see how an insight will drive action, we shouldn't measure it.

V: What do you see as the key skills and mindset required to be successful in people analytics?

Maighdlin: A curious mindset is essential to navigate ambiguity and complexity. People analytics requires core analytical skills, but you also must stay grounded in how data connects to people’s stories. Skills are important, but adopting a learning mindset matters more.

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

Maighdlin: For me, it's not about a single metric. The context of the business challenge should drive the metrics. Asking "so what?" - can we act on this? - helps cut through noise. If we can't see how to act, we shouldn't measure something just because we can.

I still feel like I learn something new everyday. There's always something new to learn in this space.

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

Maighdlin: First, filter out noise to spotlight truly actionable insights. Second, remember people are behind the data - anchor insights through storytelling. Leaders digest insights best when we connect data to real people examples.

V: How do you stay on top of the latest innovations and best practices in people analytics?

Maighdlin: Talking to peers outside people analytics exposes me to new approaches to apply. Networks, LinkedIn, and typical sources provide updates. But innovation comes through connections - seeing what others are doing that we could leverage.

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

Maighdlin: AI will change how we define and measure workforces. As AI integrates across businesses, people analytics needs to adapt. We'll need new skills and new insights on the human experience. Planning for an AI-enabled workforce and its impact is crucial now.

V: What do you see as the future of people analytics in the next 5-10 years?

Maighdlin: The function must keep evolving as work evolves. Strategic workforce planning will be critical - how do we adapt our workforce models to a changing world? People analytics will need to rapidly adjust measurement and strategy as external change accelerates.

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

Maighdlin: I have a wonderful team I love working with. The ever-changing nature of the work is also rewarding. People analytics exposes me to new learnings daily and constantly evolving challenges to solve. Curiosity keeps me engaged - there are always new questions to pursue.