The document discusses the key elements needed for an effective people analytics framework, including enablers like skills and data infrastructure, deliverables such as organizational research, and governance structures. It provides examples of how companies have used people analytics to improve workforce planning, acquisition of the right talent, and retention of top performers. Effective people analytics can help optimize key areas of human resources like performance management and employee wellness.

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October 4, 2021
The 4 Ingredient Categories Your People Analytics
Framework Needs to be Effective
process.st/effective-people-analytics-framework
Leks Drakos
October 4, 2021

2. 2/21
“I really must go to the third floor,” Renfield insists over the other employees’ protests. “I’ve
been asked to consult with the head of people management about creating an analytics team.
They’re expecting me.”
One of the nearby workers grabs Renfield’s lapels and pulls him close. “You don’t understand,”
the man says. “We here in the office believe that people management is…” He glances around,
nervously, leans closer and whispers, “We believe they’re really… human resources!”
“Oh, that’s just assistants’ gossips,” Renfield says. “Now, really, you must let me through. I
have an appointment.”
“Wait!” The office manager pushes through the crowd, waving a form above her head. “If you
won’t listen, then take this W-2. It’ll protect you.” She thrusts the form into Renfield’s hand and
adds, “It’s riddled with mistakes.”
The third floor is dimly lit, offices still only partially constructed, furniture still draped in
plastic. No signs indicate where he should go and a sense of abandonment clings to the scent of
still-wet paint. “Hello?” he calls.
A figure appears, the light flickering around them. “I bid you welcome,” they say, and Renfield
notices the tappity-tap-tap of many fingers rushing over keyboards. “Listen to them, the
collectors of data. What music they make! Come along,” the People Team leader instructs,
gliding down the hallway toward a single shaft of light Renfield can swear wasn’t there a
moment ago. “Data is the life, Mr. Renfield.”
Wait. Why are you talking about vampires again, Leks?
There is a reason, and I assure you it’s not merely a way to shamelessly shoehorn my side
interests into work-related topics. (Mostly.)
For contemporary businesses, data really is the lifeblood of your company. It’s what keeps
everything moving from making sure there are paper clips in the supply cabinet to getting
your product into the hands of the right user. Without accurate, up-to-date data, your
organization isn’t even in the running to be a successful company.
While gathering quality consumer data is essential for the contemporary organization, data
analytics has another equally important role to play: people management.
There are four main categories you need to think about for an effective analytics framework:
Enablers, Deliverables, Stakeholder Management, and Governance.
In this Process Street post, I’ll explain what they are, how to use them, and how to not be
creepy about it. Before you know it, you’ll wonder how you ever made HR decisions before
people analytics came along.
Let’s analyze some data!

3. 3/21
Will you be an HR hero or an HR hooligan?
Everything each of us does – from what we watch on Netflix to the brand of toothpaste we
buy – is logged in at least one database with a host of information on who we are, who we
want to be, and who we might become.
For the most part, we accept this as the price we pay for targeted special offers, personalized
recommendations, optimizing the self-service purchase process.
Data analytics – or people analytics as it’s more commonly called – is a valuable tool in
terms of improving morale and retention, but it can inform decisions in everything from
workforce planning to estimating ROI.
That said, all the data in the world is useless if you don’t have an effective framework for
processing it.
This is where the vampires come in.
On the one hand, you have Count Orlok. Creepy guy. Hangs out mostly by himself in his
castle because no one wants to talk to him. I mean, who even has claws anymore? Sure, we
shouldn’t judge a book by its cover, but you have to admit he does play up the spooky, stalker
vibe to the nth degree. I think we can all agree that sneaking into your houseguest’s bedroom
in the middle of the night is not cool.
(L. Max Schreck as Count Orlok, Nosferatu; R. Bela Lugosi as Count Dracula, Dracula)
Then you have Count Dracula. He’s a little odd, but he’s new to the area, so you can’t really
hold that against him. Besides, he’s getting involved in the community, preserving historic
buildings, getting to know his neighbors, providing companionship to hospital patients. Plus,

4. 4/21
he loves animals and is super attentive to all his guests’ wants and needs. He’s just a really
polite, well-mannered guy with one or two eccentricities.
While both are extremely interested in learning everything they can about the people around
them, they have very different approaches. Orlok gathers this data furtively without their
permission or consent; Dracula, however, is all about consent. His priority is keeping
everyone comfortable, and being very transparent about his actions. Dracula doesn’t go
skulking about in the shadows; no, everyone is completely aware that they’re being observed
by him.
As the HR manager in our little drama, who do you want to be? Are you an Orlok or a
Dracula? Are you merely draining your employees of their data, or is there a give-and-take to
the relationship?
Is it time for you to form a people analytics team?
The answer to this question is essentially the same as deciding when you need an HR
department: you don’t need one – until you do.
In a small organization where everyone pretty much knows all of their colleagues and their
skills, people analytics isn’t going to be very useful. It’d be faster and more efficient to simply
ask an employee’s line manager – or even the employee themselves – than collect the data
you’d need for analysis.
HR departments working with thousands of employees, however, will find that using people
analytics makes their duties a lot more manageable and efficient.
9 benefits of an effective people analytics framework
The more information you have about the people you manage, the easier it is to determine
how they fit into your company’s goals, what skills can be developed or better utilized, and
whether or not they have adequate resources to meet their needs.
As a result of improved decision-making regarding policies, practices, and procedures, the
following areas will also improve:
Acquisition and retention
The employee experience
Identification of any skill gaps
Diversity, equity, inclusivity, and accessibility
Fair pay and benefits opportunities
Performance and productivity
Employee, managerial, and team accountability

5. 5/21
ING Bank’s people analytics win
In their paper on people analytics frameworks, Peeters, Paawue, and Van De Voorde cited the
example of ING’s analytics team.

6. 6/21
The financial institution wanted to create a department to protect the bank from economic
crimes called Know Your Customer (KYC). However, there was a shortage of qualified
applicants during their recruitment efforts, which obviously created a pretty big obstacle. You
can’t run a department without any people.
This is where the people analytics team stepped in. They collected and analyzed data from
over 9,000 job titles which allowed them to assess the knowledge, skills, and abilities of every
ING employee.
This resulted in two major wins for the company:
1. They were able to fill all the existing vacancies;
2. Internal employees were given the opportunity to develop their skills and abilities in
new roles.
Not only is retraining current employees much more cost-efficient than hiring new ones, but
employees are more likely to stick with companies that provide them with growth
opportunities and advancement.
Isson & Harriot’s 7 Pillars of People Analytics Success
In their 2016 book, People Analytics in the Era of Big Data, Jean-Paul Isson and Jesse S.
Harriott describe what they call the “7 Pillars of People Analytics Success.” According to
Isson and Harriott, these seven pillars act as an essential guide for leaders to use people
analytics competitively.
Keep in mind, though, that this framework is only a guide, and every organization has its own
unique circumstances. Don’t feel pressured to follow the pillars in a particular order if you’re
unable to adapt them for your particular needs.

7. 7/21
Workforce planning with people analytics
Effective workforce planning requires you to anticipate the future needs of your organization
to meet its goals. If you don’t have the right people in the right place at the right time, you
absolutely will not reach your objectives.

8. 8/21
For example, retail stores use analytics every day. By analyzing the customer traffic,
inventory, sales, and labor hours from the same time the previous year, managers are able to
predict how many employees they need on the floor this year to meet customer demand and
– ideally – make more sales than the previous year.
If that manager only considered one metric – average sale, for example – they wouldn’t have
an accurate picture of their staffing needs. Last year could have been a very high traffic day,
but there was a sale or promotion so the average sale was lower than normal. Alternatively,
traffic could have been slow, but a few customers could have made unusually large purchases.
By utilizing this pillar of the people analytics framework, however, the manager knows
exactly how many employees to schedule, how long each shift should be, and when the store
will likely be busiest.
Using data to source talent
These days, you’re more likely to connect with a prospective employee via a tweet than a
traditional interview. In fact, many companies are choosing to dispense with the traditional
interview altogether in favor of take-home projects and other methods.
As a result, once you know which positions you need to fill, and which skills people should
have to fill them, you need to know where to find the talent best suited to those roles and
your organization.
People analytics will enable you to choose the most effective channels for recruitment by
highlighting which ones are most used by your ideal candidates.
Are you acquiring the right talent?
80% of turnover is due to poor hiring decisions. Between recruiting, interviewing, training,
and onboarding, turnover can cost employers 33% of an employee’s annual salary.
So it’s definitely worth getting the right people the first time around.
The acquisition pillar is about using analytics to do just that. People analytics will help you
optimize your interview process, vetting procedures, and assess potential performance within
the role.
Google used people analytics to determine how many interviews a candidate should have
before being made an offer and even which questions should be asked during those
interviews to identify the best candidates for the role.
I mean, if it’s good enough for Google, right?
Perfecting your employee onboarding, culture fit, & engagement

9. 9/21
Successful employee onboarding is a win for both the employee and employer. If all goes
well, the employee is introduced to the company, the culture, and their colleagues in a way
that facilitates a seamless transition.
Done badly, the employee is likely to leave within their first 90 days, meaning you have to put
all that investment in finding a replacement. I mentioned how expensive finding a
replacement is, right?
As a remote company, we have to be very deliberate about establishing relationships here at
Process Street. As a result, we pay a lot of attention to our onboarding process.
The idea is to get the new hire feeling like an old hand with as few bumps as possible. This is
accomplished by constantly reviewing and analyzing past onboarding experiences, current
employee experiences, and future objectives to ensure everything lines up in a way that
makes achieving those objectives possible.
Reducing employee churn & optimizing employee retention
By effectively analyzing your employee data, company data, and market data, you can remain
a competitive employer. If you have experienced employees earning the same income that
entry-level employees earn at other companies, it’s highly likely that you’re going to lose that
top talent to someone else.
Likewise, if you’re not publicizing the qualities employees are looking for, you may be
missing out on some great opportunities. For instance, many Millennials and Gen Z job
seekers are prioritizing environmental and social awareness when choosing where to work.
Best practices for assessment, development, & lifetime value
79% of people leave their job due to a lack of recognition. That said, only 14% feel that the
formal, annual review actually improves their performance.
Somehow, you need to find a middle ground between the two and create an employee
appraisal and recognition system that works for your organization. This isn’t always the
simplest task, however – particularly in today’s knowledge economy where the value of
human capital is a much more complex issue than in an industrial or manufacturing-based
economy.
Companies like Starbucks, General Electric, and Adobe have addressed this complexity by
ditching the annual review for more regular and frequent feedback and performance
tracking.
Frequent monitoring of employee performance and development will identify candidates for
raises, promotions, and other recognition. On the other hand, it’ll also highlight individuals
who need more coaching or assistance. By the time an annual review comes along, the

10. 10/21
situation may be beyond fixing – or you might have already said goodbye to a top performer.
The importance of employee wellness, health, & safety
It’s no secret that people management has to take a holistic approach. If you’re only focused
on an employee’s productivity, you can miss important indicators of how that employee is
actually doing.
Overworked employees face an increase in health conditions, elevated stress, lack of sleep,
and conflict with colleagues and/or in their personal lives. While these things all contribute
to lower productivity for that employee, they also impact that individual’s colleagues and
team members.
Unhappy or unwell employees can result in bottlenecks, absenteeism, and low morale. Not to
mention the fact that we’re talking about people management, remember. The “people” part
is important.
People analytics can keep you informed about the problems or obstacles your employees are
facing, new initiatives and practices to increase health and safety, and the issues that really
matter to them. Taking a proactive stance on improving the well-being of your employees will
also improve employee engagement, happiness, and overall job satisfaction.
The 4 ingredient categories of the People Analytics Effectiveness
Wheel
In conjunction with their research into effective practices in people analytics, Peeters, et al
developed what they have called the People Analytics Effectiveness Wheel.
The purpose of this wheel is to identify the roles and individuals that are critical for an
analytics team to be successful. By using the wheel as a framework, managers can then
ensure that their teams not only have adequate resources for analyzing the data, but support
within the company to do so effectively.
There are four main ingredient categories on the wheel:
Enablers
Deliverables
Governance
Stakeholder Management
Each of the categories will reinforce or support the others, though depending on your
organization’s individual circumstances, one category may be more critical than another.

11. 11/21
(Source)
Enablers
As the name suggests, Enablers are the tools and resources that enable your people analytics
team to make conclusions using the data they’ve collected. Each organization will have
slightly different needs and criteria for what their Enablers will be.

12. 12/21
That said, if you want your people analytics project to be at all successful, there are three key
components you need to secure before you even start:
1. The right skills
2. The right infrastructure
3. The right support
Knowledge, skills, abilities, & other characteristics (KSAOs)
When building your people analytics team, it’s important to examine what pre-existing
KSAOs they bring to the table.
The eight must-have KSAOs are:
Knowledge of HRM and related theories
Psychological and statistical skills
Business acumen
Storytelling and visualization skills
Data management
Change management
Stakeholder management
Data & infrastructure
Without data, your team has nothing to analyze. Accessing extensive data on employee
behaviors, productivity, needs, and abilities gets easier every passing minute, but quantity
certainly does not equate quality.
Low data quality can result from a few factors:
It’s out of date due to the lack of a consistent knowledge database.
There is incorrect or incomplete information due to human error.
Different areas of the business may use different definitions for certain types of data,
causing confusion over what exactly is being measured.
Support of top management
Senior management support isn’t exclusive to people analytics teams alone. No project team
can be successful without management standing behind them to advocate for and secure
financial and political support, equipment, infrastructure, and appropriate resources.
If your team lacks management support, they’re likely to face more resistance in the
collection of data, as well as more resources on justifying their role than performing it.
Deliverables

13. 13/21
As with any project, before beginning, you need to have a clear idea of what results you
expect, how they should be presented, and what evidence needs to be included to back them
up. First, you’ll need to get leadership to approve your conclusions, but you also need the rest
of your stakeholders to understand the value of those conclusions and take the necessary
actions.
The three subcategories here all contribute to acquiring accurate data, conducting a thorough
analysis of that data, and making the right conclusions as a result.
Organizational research
Organizational research basically covers a question or issue that’s specific to your
organization. It allows you to investigate the topics that are most relevant to your teams and
organizations, and prioritize them as needed.
Organizational research will usually use one (or more) of the following analytical models:
Behavioral: Draws on existing data to link predictors with particular outcomes. For
example, a recruiter may use this model to make hiring decisions by determining which
KSAOs relate to high job performance.
Predictive: Uses data to predict future outcomes. Surprise, right? In the recruiter’s
case, they would attempt to predict which of the candidates is most likely to become a
high performer when making hiring decisions.
Prescriptive: Prescribes which action should be taken based on the existing data. So
whereas the behavioral model would indicate which KSAOs to look for and the
predictive model would determine future potential, this model simply presents the
conclusion: Hire Person A over Person B.
It’s important for your analytics team to be adept at building these models, but also have a
clear understanding of which is best suited for the current problem.
Employee monitoring
Are the monitoring tools you’re using providing accurate reports and indicators on what is
happening in your organization? Are productivity scores truly representative of the amount
of work being done (or not done), or is the wrong variable being measured?
To get the best value from your monitoring tools and strategies, you need to evaluate whether
or not you’re getting the information you need to make the best decisions possible.
Evidence-based culture
This is another area where the support of top management is crucial. It’s up to management
to establish a culture where stakeholders see the value of people analytics in their decision-
making processes.
As Peeter, et al state:

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“[O]nce the use of data and analytics becomes more common practice, stakeholders will likely
value their outputs more, which also further increases the power and reputation of the team. As
such, the establishment of an evidence-based culture will likely directly influence the
effectiveness and added value of people analytics teams.”
Governance
Governance is about the why and how of your data collection processes. How are you going to
keep that data secure? What’s your procedure for following laws and regulations? What
external authorities will be ensuring these commitments are kept?
Basically, when it comes to data collection, you need to make sure that all your bases are
covered. Knowing exactly how you’re going to govern the collected data, internal procedures,
and external expectations will save you a lot of headaches.
Data governance
Data governance is a sticky issue. With more and more data privacy legislation coupled with
increased concerns about privacy, the data you collect, how you collect it, and what you do
with it after all need to follow very strict parameters.
In terms of your data management systems, consider:
Anonymization
Storage duration and location
Security and access
Data format
Maintenance
Be aware of the impact your analysis will have and carefully evaluate whether or not that is
an outcome that will be more harmful than beneficial.
Governance of internal functions
To keep in line with government, HR, and risk management safeguards, your people
analytics framework needs to be built with deliberate intent.
This means looking at:
Organizational positioning: Will your team be placed within or outside your HR
department? Will they collaborate with other analytics teams within your organization?
What data will be shared between these teams and how will it be used?
Reporting structure:<.strong> The HR director is usually considered the
best candidate for the team to report to because they understand the key
people issues, have the seniority to grant the team access to the necessary
resources, and have the influence to act on the analytics insights.

15. 15/21
Internal team structure: The ideal role for an analytics team lead is as a
manager and facilitator of a team of experts. That is, not every person
needs to possess every KSAO, but they should have expertise in at least one
of those areas. Teams are also often divided into two sub-teams: reporting
and analytics, which gives each a specific focus and direction.
Delivery channels: How and to whom will the team’s products be
delivered? Depending on where your organization is located, there will be
legal and ethical concerns that need to be considered when it comes to
choosing which delivery channels will be used. For example, anonymity is
generally a requirement so protecting participants’ identities (unless
they’ve otherwise consented) will be a critical factor in how reports are
distributed and who has access to them.
Governance of the external societal legitimacy
In addition to your internal stakeholders, you’ll also have external stakeholders
you need to communicate and align your data collection processes with.
Primarily this will be unions and employee representatives, but it may also
include consultancy firms, universities, or organizational scholars.
It’s often recommended that organizations make use of at least one of these
groups, as they have the experience and expertise to optimize the people
analytics team’s output.
Stakeholder Management
I mentioned your stakeholders briefly under Deliverables, but getting them on
board isn’t going to be a matter of simply assuring them you’ve done your
research.
Your people analytics team will be made up of individuals with specialized
expertise and the skills to properly analyze the necessary data. For the most
part, your stakeholders will have neither of those things.
There are four main groups of people you’ll need to consider in this category.
While their level of involvement and influence with the people analytics team
will vary, it’s important to maintain transparency and communication with all
of them.
HR professionals
This is possibly the most important stakeholder group for the people analytics
team. The insights reached will generally be most beneficial to your HR team.
HR, though, tends to be more “people” focused than “numbers” focused, and, as
a result, your HR team may be unequipped for interpreting the analytical data
collected.

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Some other strategies include:
Educate HR on analytics
Share success cases
Focus topics specific to HR professionals
Include HR from the beginning of the analytics process
You should also determine the specific data-driven KPIs for your HR
management goals.
Managers
While top management needs to be the team’s biggest supporter, they will also
act as a stakeholder. The people analytics insights will enable management to
address organizational chaos and business strategies.
Other analytical teams
Depending on the experience of your people analytics team, partnering with
other analytics teams within the organization can be hugely beneficial, as these
teams will already be experienced with analytical models and techniques.
Employees
This is the stakeholder group that will be most affected by the insights of your
people analytics team. They are likely to also be the most cautious and wary of
those insights.
As with all aspects of people management, transparency and communication
are key to maintaining morale and cooperation with prospective changes.
Conducting a change management analysis or risk assessment will make sure
you’re prepared for any potential impact.
Power tools for your people analytics team
You very likely already have a suite of software collecting and storing most of
your important metrics.
That said, the following apps can give your existing setup a boost – and make it
easier for your teams and managers to improve productivity, progress, and
procedures.
Process Street: Automate recurring processes

17. 17/21
I know it probably sounds biased, but Process Street Workflows are pretty dang
awesome. We use them for everything – and not because we have to. By taking
over the tedious, repetitive tasks, Workflows let us get on with the important
stuff (like writing incredibly witty and clever blog posts).
Every team has recurring processes. You know, those things you have written
down and stashed in random docs, people’s heads, and that filing cabinet no
one has a key for? Process Street transforms those processes into interactive,
no-code workflows that are stored in a single, central location.
Key features:
Instantly update all of your live workflow runs at the same time. If you
need to make any changes to a workflow, you only have to edit the original
template, and everyone using that workflow will get the same update.
Capture and organize all of your operational knowledge with Pages, which
allow standalone documentation to live side-by-side with your interactive
processes.
Add the complete functionality of Process Street Workflows to your Slack
workspace with the Slack App and get more done with less effort!
Integrate your workflows with Salesforce, DocuSign, and more with
Process Street Automations, plus thousands of additional apps through
Zapier.
Build workflows with conditional logic to create branching pathways that
allow your processes to stay dynamic, flexible, and adaptable – no matter
what the situation.

18. 18/21
Guest users allow you to keep your important data secure while
collaborating with external colleagues. Guest users only see what you want
when you want.
ClicData: Visualize all your business data in one place
ClicData is a 100% cloud data warehouse and dashboard. It connects all of your
data tools, so you get the insights, reports, and metrics you need to run your
business. Build a single source of truth that lets you format your data the way
you want to share it, however you want, with whoever you want to share it with.
Key features:
Over 70 types of visualization widgets to create interactive dashboards and
reports. The drag & drop dashboard tool makes it super easy to completely
customize the look and feel of your dashboard in minutes.
Set custom schedules to refresh your data and update your dashboards, as
well as live alerts on critical data. This way all of your teams are always
aligned – no matter where they are – and you can monitor important
changes in real-time.
Connect all your favorite apps from Amazon to Zendesk to visualize all
your business data in one place.
Free iOS and Android mobile apps that make sure that you can get to your
dashboards anywhere – any time. With fully responsive dashboards that
adapt to any screen size (landscape or portrait) you get all the perks of life
reporting in the palm of your hand.

19. 19/21
ClicData data centers are maintained and monitored by Microsoft Azure
following standards such as ISO 27001, HIPAA, FedRAMP, SOC 1, and SOC
2. No one will be able to access your data without your explicit permission.
Hubstaff: Monitor your remote team
Hubstaff pretty much does everything you could possibly wish for in a time and
productivity management app. Project management, productivity
measurement, budgeting, and payroll and invoicing are just a few of the
features Hubstaff offers, which make it an excellent tool for keeping track of
exactly where your resources are being used – and how to use them better.
Key features:
The GPS-based tracking system allows you to automate clocking in and out,
access location-based reports of work hours, and locate your teams when
they’re traveling to a worksite.
Streamline scheduling, shift management, and time off requests with the
desktop and mobile time clock apps.
Automate your invoicing and payroll management by setting payment rate,
frequency, and method – saving time with more accurate accounting.
Over 30 integrations with apps like Slack, Trello, and Salesforce to
maximize your productivity and communication by centralizing your
activity in a single app.
Monitor your time and budget limits with custom alerts for projects and
team members. No more worrying about unexpected expenses!

20. 20/21
See exactly how much time you’re spending on specific projects for specific
clients so you can have more accurate labor predictions for future projects.
A word of caution on people analytics procedures
Employee monitoring is a contentious issue. It can make employees perceive a
lack of trust on the part of leadership, potential privacy invasions, and
uncertainty about how their information will ultimately be used.
By nature, people analytics requires collecting some data on your employees in
order to properly assess their skills, abilities, productivity, and so on. But –
tread carefully.
People analytics can be a powerful tool for any organization to use, but it’s also
a tool that must be used carefully. Identifying these four ingredient categories
for your own organization will enable your analytics team to collect, analyze,
and report their findings both effectively and ethically in a way that is ultimately
beneficial to all stakeholders.
Before implementing any monitoring or data collection, ensure that you’re
following the laws where your company operates.
It’s a good idea to also explain the what, why, and how of your data collection to
your employees, and get their feedback. This is an area where you want to be as
transparent as possible so that your employees feel comfortable with the
information you gather about them.
Key takeaways: Are you Team Orlok or Team Dracula?
HR gets a bad rap, largely because in the past, HR departments haven’t really
concentrated on the human part of their role. As more and more companies
transition away from old school HR to more holistic People teams, though, that
role is transitioning into a more mediatory position. People teams are the
bridge between employees and leadership, charged with the welfare and well-
being of the organization as a whole.
Still, traditions don’t die easily. You never know when they’re likely to rise from
the grave, even long after they’ve been buried deep in the ground.
This means many employees are still wary of putting their trust in HR (or the
rebranded People team), and even more wary of providing detailed data on
their actions that might be used against them at some point in the future.

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It’s your job to assure them that you don’t plan to bleed them dry and discard
their desiccated husk by the wayside. The status quo may change as a result of
the data collected, but that doesn’t have to be a bad thing. It could usher in a
whole new way of working, new skill development, and new opportunities that
not only seemed impossible and improbable, but utterly unbelievable.
The Orloks of the world have obviously sketchy motives, but the Draculas aren’t
really evil. They’re just a little misunderstood, and HR management is no
different. You’re not “out to get” anyone, but sometimes it can seem like that a
little.
The key takeaway to good data collection practices is transparency. Facilitate
trust and communication between every level of the organization. Most
importantly, don’t be an Orlok. No one likes creepy.
(If you need some help on that, Dr. Heather Whiteman offers some insight on
using data for good.)