Understanding how to gather and interpret people data is a core skill for any HR Business Partner aiming to drive fair, effective decisions. As an HRBP, you are often the bridge between people data and business outcomes—your ability to ask the right questions, analyze information, and communicate insights can directly influence organizational success and fairness. In this unit, you’ll learn how to clarify what data you need, turn metrics into actionable insights, and present your findings in a way that builds your influence and credibility.

To help you apply these skills, we’ll introduce two practical techniques you can use in your daily work:

Once you have the right data, your next step is to interpret it in a way that leads to action. Look for trends, patterns, or outliers that reveal what’s really happening. For instance, if exit survey data shows "60% of recent leavers cited lack of growth opportunities as a reason for leaving," you can recommend: "We should consider enhancing our internal mobility programs to address this retention risk."

The goal is to move beyond simply reporting numbers. Instead, answer the question: What does this mean for our people and our business? Use clear, direct language and always connect your insights to business priorities. For example: "A spike in voluntary turnover among high performers could impact our project delivery timelines—let’s dig deeper into their feedback."

How you communicate your findings is just as important as the analysis itself. Focus on clarity, relevance, and business impact. Rather than overwhelming leaders with raw data, highlight the key trends and what they mean. For example: "Over the last quarter, engagement scores in your team dropped by 10%. The main theme in comments was unclear communication about role expectations. Addressing this could help boost both morale and productivity."

To see these skills in action, here’s a sample dialogue between an Natialie, an HRBP and Nova, a department leader:

• Nova: Natalie, I’m concerned about the recent turnover in my team. Can you pull some data so we know what’s going on?
• Natalie: Absolutely, Nova. I’ll review monthly attrition data for the past year, broken down by department and tenure. That way, we can see if there are any patterns or specific groups affected.
• Nova: That sounds good. Once you have the data, what will you be looking for?
• Natalie: I’ll look for trends—like if turnover is higher among new hires or in a particular role. If, for example, exit surveys show "60% of leavers mention lack of growth opportunities," I’ll recommend we focus on development programs. I’ll summarize the key findings and suggest next steps that align with your business goals.
• Nova: Perfect. I appreciate you connecting the data to actionable recommendations.

In this exchange, Natalie demonstrates how to clarify the data needed, interpret it for actionable insights, and communicate findings in a way that builds trust and influence.

You’re now ready to put these skills into practice. In the upcoming role-play, you’ll have the chance to present your insights to a skeptical leader and strengthen your ability to influence through data-driven storytelling.