People Analytics maturity assessment
Where the capability actually is today, which gaps are worth closing first, and what each investment buys you, evidenced rather than self-reported.
The need
Most maturity assessments end with a score. Nobody can act on a score.
You get a number out of five, a spider chart, and a benchmark against companies you have never met. It confirms that you are behind, which you already knew, and says nothing about which of the twenty things in front of you to do first. There is a quieter problem too: most assessments are self-reported, so the team scores its own capability. That measures confidence, not evidence.
Useful before a new People Analytics strategy, a technology investment, an operating-model redesign or a capability build, and whenever a board has started asking for evidence you cannot yet produce.
How it works
Judge the capability by the decisions it produced.
Three phases on the inHR model. The test is not how mature the team feels. It is whether real decisions had evidence behind them, and whether anyone used it.
Set the ambition
Which decisions People Analytics has to improve, and for whom. The assessment gets scoped to this business rather than to a generic model, because mature only means something relative to what you need the capability to do. A function serving a stable business does not need what one mid-restructure needs.
Leaves behindTest the foundations
Data, metrics, governance, tooling and the analytical work itself. Then the part that separates this from a questionnaire: we take real decisions the business made and trace them backwards. Was the evidence there, was it trusted, and did it change what happened. That traceback tells you more about maturity than any self-assessment.
Leaves behindAssess use and adoption
We interview the consumers: the leaders, HRBPs and delivery teams the insight is built for. Ownership, skills, and the rhythm the numbers actually get looked at in. This is the phase most assessments skip, and it is usually where the honest answer lives, because a capability nobody uses still scores well on paper.
Leaves behindWhen this is done
The assessment is complete when leaders can see what to fix first, what can wait, and what each investment enables. A roadmap nobody has agreed to sequence is just a longer list.
The roadmap is written by the person who would have to deliver it, so it is sequenced against what can realistically be built rather than against a maturity curve. There is a free two-minute version of the question: the HR Maturity Self-Check gives you a tier in six questions. That is a signal, not an assessment. This is what you commission when the answer has to hold up in front of a board. Where the gap turns out to be capability rather than data, HR Analytics training is usually the other half of the roadmap.
Strategic Direction