Many organizations are building their people analytics capability to facilitate data-driven decision-making regarding talent and the workforce. To gain deeper insights into the potential of people analytics in organizations and the challenges they encounter along the way, SHRM Research conducted a survey of 2,149 HR professionals and 182 HR executives from organizations using people analytics. One theme from the findings is that, while people analytics hold significant potential to transform HR, many organizations still need to fully realize its benefits. According to the survey, only 58% of respondents agreed data are used throughout their organization to make informed decisions. Most employers (77%) are using basic analytic techniques for limited purposes, primarily focused on analyzing historical data. Page 5 illustrates specific areas where organizations employ people analytics, such as: 1) Employee retention and turnover (82%): Determining which employees are most likely to resign by job function, age, tenure with the organization, or other factors. 2) Recruitment, interviewing, and hiring (71%): Conducting computerized screening interviews in which candidates provide answers to a predetermined set of questions so that they can be scored and compared, and 3) Compensation, benefits, and total rewards (59%): Comparing the organization’s compensation and benefits packages with those of its competitors. Page 11 of the report introduces seven best practices for people analytics. To supplement this report, I am resharing my PDF of 17 people analytics questions. The PDF contains the 17 questions organized into six categories and includes an editable text box where users can add questions to each category.