In the rapidly evolving field of People Analytics, a pressing roadblock has come to the forefront: the need for remote eligibility in senior roles. This isn't just a passing trend; it's a strategic imperative shaped by market realities and the nature of People Analytics itself. Let's dive into why every organization looking to lead in People Analytics should consider making their senior roles, if not all of their People Analytics roles, remote eligible.
1. The Scarcity of Senior People Analytics Leaders
The first point to consider is the tight talent market of senior People Analytics leaders. In cities big and small, from New York to San Francisco, the pool of top-tier professionals in this niche field is still small. My experience in talent intelligence and location strategy shows that expecting to find a world-class leader in your immediate vicinity is wishful thinking.
Opening up the Search for Remote Talent
With a remote search, organizations can open their roles to a wider, more diverse range of candidates. This approach isn't just about filling a position; it's about finding the matched people analytics leader for your organization who can bring the right perspectives and drive innovative strategies in People Analytics.
2. Talent Density and the Geographical Challenge
People Analytics, a relatively nascent and specialized field, overall lacks the talent density seen in more established areas of HR like recruiting or compensation. This reality requires a more tailored approach to building and leading teams, usually involving multiple sites and sometimes sites in multiple countries. Increasingly, People Analytics teams are distributed, with components in multiple locations or even outsourced, which essentially establishes the team as a remote team.
“If one person on the team is remote, the team needs to act like a remote team” - Darren Murph (Remote Work Expert)
The Case for Remote Leadership
In such a scenario, anchoring a leader to a single location is counterproductive. A leader's effectiveness in People Analytics hinges on their ability to manage and integrate their team. Remote work facilitates this by allowing the People Analytics leader to lead by example, demonstrating what it means to be remote at the company.
3. People Analytics Teams: Pioneers of Remote Work Research
A critical aspect often overlooked is that People Analytics leaders are not only avid followers of the academic work in this area but also that they are likely to be the pioneers of remote work research. Over the past five years, these senior leaders and their teams have studied and understood the nuances of remote, hybrid, and in-person work models.
The Informed Choice of PA Leaders
People Analytics leaders are making informed personal choices based on their research and understanding of work models. They're increasingly opting to stay put or seek remote roles, knowing full well the impact and potential of remote work arrangements. This trend isn't just about personal preference; it's about leading by example and embracing what they've learned through their research.
4. The Wide Reach of People Analytics
People Analytics is not confined to a single department, function, or stakeholder; it spans across the entire organization (even outside of HR). Senior leaders in this field need to interact with various stakeholders across different departments and locations.
Remote Work: A Practical Necessity
Given this broad scope, the traditional model of a leader bound to a single office location becomes impractical. Whether it's through phone, video calls, or email, much of the People Analytics leader's role already functions in a remote capacity as they interact with a variety of stakeholders globally on a daily basis. Formalizing this as a remote role eligible role acknowledges the existing operational reality.
5. The Relocation Resistance Among PA Leaders
In my interactions with job seekers and executive candidates that we’ve spoken to as part of the One Model People Analytics roles page project, a clear trend emerges: top talent is increasingly reluctant to relocate. They are turning down roles that require them to move or just not engaging with those recruiters. This isn't just a preference; it's a decisive factor in job selection.
The Untapped Talent Pool
There is a significant talent pool waiting for remote opportunities. Organizations not offering remote options for positions like PA Leader, PA Director, or VP of People Analytics are missing out on this talent. This isn't about accommodating personal preferences; it's about accessing the best in the field.
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Summary: A Call to Action for the HR Community
The evidence is clear: the future of successful People Analytics builds lies in remote eligibility for hiring. While there are arguments for in-person roles, maybe for junior staff (largely unproven), the need for remote eligibility in senior positions is undeniable. As an HR community, we must recognize and adapt to this reality to connect the best talent to the right teams.
Embracing Remote Work
It's time to rethink how we approach senior roles in People Analytics. By embracing remote work, we can tap into a broader talent pool, foster innovative leadership, and align with the forward-thinking nature of People Analytics.
Post your Senior People Analytics roles as remote opportunities! People Analytics Roles.
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