HR Leader: Stepping Into Strategy During Times Of Disruption

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The Data-Driven HR Leader: Stepping Into Strategy During Times of Disruption

HR often finds itself wedged between two opposing perceptions. To executives, we can seem overly procedural, while to employees, we’re often reduced to policy enforcers. Neither view reflects the strategic value HR can bring.

Yet across industries, talent management remains a top three priority for CEOs. Paradoxically, confidence in HR’s ability to deliver on that priority remains low. This is the gap data can close.

We are no longer just caretakers of process. HR leaders have access to insights few other functions do: data on absenteeism, internal mobility, training outcomes, engagement, and attrition patterns.

When used correctly, this data can be a strategic asset. It can influence decisions around cost, culture, productivity, and performance and give HR a seat at the strategy table where growth is negotiated.

In times of uncertainty, the teams with people insights are the ones influencing strategy. Companies that embed HR into decision-making and empower it with workforce data are, therefore, better positioned to weather disruption successfully.

Kenya is no exception.

The post-COVID workplace, economic strain, and a rising Gen Z workforce demand faster and more human-centred responses. This is HR’s moment to not only support strategy, but to lead it as well.

Data Is the New Influence

The most forward-thinking HR teams no longer wait to be invited into strategic conversations.

Remember, a big number of businesses still view HR as the admin and procedures function. In the Kenyan context, HR, for many businesses, is not seen as a revenue-generating department.

That can change when HR shows up with data.

Google is an excellent example of what’s possible when HR uses data as a strategic lever.

In the early 2000s, Google operated with a famously flat structure. Engineers ruled the roost and managers were almost an afterthought.

Then employee exit interviews raised a red flag. People were leaving because their managers weren’t supporting them. This led the people operations team to dig into the data, and named the scheme, Project Oxygen.

They collected over 10,000 observations across performance reviews, upward feedback, engagement survey scores, and crossreferenced these with productivity metrics to answer one question:

Do managers really matter?

Data showed they did.

Next, they wanted to know what differentiates a great manager. The people ops team reviewed qualitative feedback, identified top-performing managers, and conducted double-blind interviews. They extracted eight core behaviors, including listening, coaching, empowerment, and later refined them into eight actionable leadership traits.

Using that data, Google trained managers on those eight behaviors, integrated the criteria into performance reviews, and incorporated them into hiring and promotion decisions.

Google saw statistically significant improvements in managerial quality across the board.

The credibility Project Oxygen earned opened doors, and people operations became a trusted advisor at Google. That trust led to initiatives like Project Aristotle (to decode team effectiveness), algorithms predicting flight risk, and workplace design tweaks such as adjusting plate sizes to nudge healthier habits.

Because they were able to link managerial performance, retention, and culture, people operations earned a seat at the executive table and redefined what HR could achieve in times of disruption.

Kenyan HR teams will most likely not have the budget or the bandwidth that can match Silicon Valley’s. But, on the flip side, you already sit on rich sources of workforce data: absenteeism trends, turnover patterns, internal movement, training effectiveness, etc.

When HR uses such data to speak the language of the business; risk, cost, performance, it stops being a support function and becomes a strategic partner.

Going from Admin to Architect

HR leaders today work with businesses plagued by disruption.

Budgets are tighter, organisations are under pressure to become more agile, and Gen Z is bringing new expectations to the workplace.

This generation wants more than a paycheck. They’re asking for purposeful work, flexibility, accountability, and psychological safety.

Employee experience will be drastically different than what organizations are used to.

Data, specifically, data in the hands of HR will have one of the biggest influences in whether organizations move at the pace of these change or not.

According to a McKinsey report , future-ready companies share three traits: clarity about what they stand for, a bias for speed and simplicity, and the capacity to continuously learn.

For HR, enabling those traits will require data.

Where should HR start?

Gaining executive buy in to ensure you’re at the strategy table won’t be easy. However, you can use the data you already have at hand to start building your case.

First, change the team’s mindset from reporting to diagnosing.

Instead of asking, “How many people left?” ask, “Why are they leaving, and how soon did we replace them?”

More importantly, collaborate with finance, operations, or IT to validate and strengthen these insights.

Equally important is knowing how to communicate findings. Show what the issue is, what the data says, and what action it supports. This ability to connect data to decisions is what can transform HR into a strategic function.

HR is uniquely positioned to lead. However, that leadership won’t come from compliance checklists or performance templates.

It will come from HR stepping forward with insights that position the organization to increase revenue and maintain an organization’s greatest asset, the people!

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