{"id":10359,"date":"2026-10-04T21:56:14","date_gmt":"2026-10-04T17:56:14","guid":{"rendered":"https:\/\/matsh.co\/en\/?post_type=course&#038;p=10359"},"modified":"2026-10-04T21:56:14","modified_gmt":"2026-10-04T17:56:14","slug":"hr-analytics-people-metrics-course","status":"publish","type":"course","link":"https:\/\/matsh.co\/en\/course\/hr-analytics-people-metrics-course\/","title":{"rendered":"HR Analytics and People Metrics Course"},"content":{"rendered":"\n.hra-hook{background:#f8fafc;border:1.5px solid #d0dce8;border-radius:16px;padding:36px 40px;margin-bottom:32px}\n.hra-hook p{font-size:1rem;color:#2d3a4a;line-height:1.85;margin:0 0 20px}\n.hra-stats{display:flex;flex-wrap:wrap;gap:14px;margin-top:24px}\n.hra-stat{background:#fff;border:1.5px solid #d0dce8;border-radius:12px;padding:16px 20px;flex:1;min-width:150px;text-align:center}\n.hra-stat strong{display:block;font-size:1.45rem;font-weight:800;color:#0f7b8a;line-height:1.2}\n.hra-stat span{font-size:.75rem;color:#5a6a7e;line-height:1.5;display:block;margin-top:5px}\n.hra-source{font-size:.72rem!important;color:#6b7788!important;margin:16px 0 0!important}\n.hra-pain{background:#f0f9fa;border-left:5px solid #0f7b8a;border-radius:0 14px 14px 0;padding:30px 34px;margin-bottom:44px}\n.hra-pain ul{margin:12px 0 0;padding-left:20px;line-height:2.05;color:#0a3a42}\n.hra-h{font-size:1.45rem;font-weight:800;color:#0a3a42;border-bottom:3px solid #0f7b8a;padding-bottom:10px;margin:44px 0 24px}\n.hra-cards{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:18px;margin-bottom:44px}\n.hra-card{border:1.5px solid #b0dce2;border-radius:14px;padding:22px 20px}\n.hra-card h4{margin:8px 0;color:#0a3a42;font-size:.95rem;font-weight:700}\n.hra-card p{margin:0;font-size:.84rem;color:#3a5578;line-height:1.65}\n.hra-regions{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:16px;margin-bottom:44px}\n.hra-region{background:#fff;border:1.5px solid #b0dce2;border-radius:12px;padding:20px}\n.hra-region h4{margin:0 0 8px;color:#0a3a42;font-size:.95rem}\n.hra-region p{margin:0;color:#475569;line-height:1.7;font-size:.86rem}\n.hra-gains{background:#f0f9fa;border-radius:16px;padding:36px;margin-bottom:44px}\n.hra-gg{display:grid;grid-template-columns:repeat(auto-fit,minmax(240px,1fr));gap:14px}\n.hra-g{background:#fff;border-radius:10px;padding:16px 20px;display:flex;gap:12px;align-items:flex-start;font-size:.88rem;line-height:1.65;color:#2d3a4a}\n.hra-g i{color:#0f7b8a;font-size:1.25rem;flex-shrink:0;font-style:normal}\n.hra-m{border:1.5px solid #b0dce2;border-radius:14px;overflow:hidden;margin-bottom:16px}\n.hra-mh{background:#0a3a42;color:#fff;padding:16px 24px;display:flex;align-items:center;gap:16px}\n.hra-mn{background:#0f7b8a;width:38px;height:38px;border-radius:50%;display:flex;align-items:center;justify-content:center;font-weight:800;flex-shrink:0}\n.hra-mb{padding:22px 26px}\n.hra-mb p{margin:0 0 14px;color:#444f5e;line-height:1.8;font-size:.93rem}\n.hra-mb ul{margin:0;padding-left:20px;color:#444f5e;line-height:1.95;font-size:.9rem}\n.hra-work{margin:14px 0 0!important;padding:12px 16px;background:#f0f9fa;border-radius:8px;color:#0a3a42!important;font-weight:600}\n.hra-faq{border-bottom:1px solid #b0dce2;padding:18px 0}\n.hra-faq:last-child{border-bottom:none}\n.hra-faq b{display:block;color:#0a3a42;margin-bottom:8px;font-size:.95rem}\n.hra-faq span{color:#3a5578;font-size:.88rem;line-height:1.75}\n.hra-rel{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin-bottom:44px}\n.hra-rel a{border:1.5px solid #b0dce2;border-radius:10px;padding:16px 18px;text-decoration:none;color:#0a3a42;font-weight:600;font-size:.88rem}\n.hra-cta{background:linear-gradient(135deg,#0f7b8a,#0a3a42);border-radius:16px;padding:44px;text-align:center;color:#fff;margin-top:44px}\n.hra-cta h3{font-size:1.5rem;font-weight:800;margin:0 0 12px;color:#fff}\n.hra-cta p{opacity:.9;margin:0 0 28px;font-size:.97rem;line-height:1.7;color:#fff}\n.hra-tbl{width:100%;border-collapse:collapse;font-size:.9rem}\n.hra-tbl td{padding:14px 24px;border-bottom:1px solid #b0dce2}\n\n\n<div class=\"hra-hook\">\n<h2 style=\"font-size:clamp(1.15rem,2.5vw,1.5rem);font-weight:800;color:#1a2535;line-height:1.25;margin:0 0 14px\">If the HR Dashboard Cannot Change a Decision, It Is Probably Just Decoration.<\/h2>\n<p>HR teams rarely suffer from having no data. They suffer from having headcount in one system, recruitment data in another, absence records somewhere else, engagement results in a survey platform and a monthly spreadsheet full of metrics nobody has agreed how to interpret.<\/p>\n<p>Leadership asks why turnover rose, which roles are hardest to hire for, whether training changed anything, where skills gaps sit, or whether a retention problem is concentrated in one manager population, and HR responds with activity counts instead of an answer.<\/p>\n<p>CIPD defines people analytics around analysing people data to solve business problems. That distinction matters. The goal is not to build more charts. It is to turn workforce evidence into a better decision while staying honest about what the data can and cannot prove.<\/p>\n<div class=\"hra-stats\">\n<div class=\"hra-stat\"><strong>7 in 10<\/strong><span>employers in WEF\u2019s 2025 survey considered analytical thinking an essential core skill<\/span><\/div>\n<div class=\"hra-stat\"><strong>39%<\/strong><span>of existing worker skill sets are expected to transform or become outdated by 2030 in WEF\u2019s employer survey<\/span><\/div>\n<div class=\"hra-stat\"><strong>71%<\/strong><span>of HR executives already using people analytics told SHRM it was essential to their HR strategy<\/span><\/div>\n<\/div>\n<p class=\"hra-source\">Evidence context: <a href=\"https:\/\/www.cipd.org\/en\/knowledge\/factsheets\/analytics-factsheet\/\" target=\"_blank\" rel=\"noopener\">CIPD People Analytics<\/a> \u00b7 <a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/digest\/\" target=\"_blank\" rel=\"noopener\">WEF Future of Jobs 2025<\/a> \u00b7 <a href=\"https:\/\/www.shrm.org\/in\/topics-tools\/research\/the-use-of-people-analytics-in-hr\" target=\"_blank\" rel=\"noopener\">SHRM People Analytics<\/a>. These figures describe the cited research populations, not guaranteed participant outcomes.<\/p>\n<\/div>\n\n<div class=\"hra-pain\">\n<p style=\"font-weight:700;font-size:1.05rem;margin:0;color:#0a3a42\">HR analytics capability is weak when:<\/p>\n<ul>\n<li>every team calculates turnover, absence or time-to-hire differently;<\/li>\n<li>dashboards report activity but never connect the metric to a business question;<\/li>\n<li>averages hide the teams, roles, locations or employee groups where the real pattern sits;<\/li>\n<li>correlation is treated as proof that one HR intervention caused an outcome;<\/li>\n<li>engagement, performance and retention data are read independently even when they describe the same employee experience;<\/li>\n<li>HR presents a long dashboard to leadership without identifying which decision needs to change;<\/li>\n<li>workforce forecasts are extrapolated from headcount without examining skills, attrition or demand;<\/li>\n<li>privacy, monitoring and bias are treated as technical issues rather than HR responsibilities;<\/li>\n<li>AI-generated analysis is accepted without checking data quality, definitions, assumptions or fairness.<\/li>\n<\/ul>\n<p style=\"margin:16px 0 0;font-weight:700;color:#0f7b8a;font-size:.97rem\">This course moves participants from metric collection to disciplined workforce analysis and decision support.<\/p>\n<\/div>\n\n<h2 class=\"hra-h\">How This Applies Across the Markets MATSH Serves<\/h2>\n<div class=\"hra-regions\">\n<div class=\"hra-region\"><h4>GCC<\/h4><p>Common applications include workforce localisation, turnover and retention analysis, multinational workforce segmentation, skills visibility and explaining workforce decisions to senior leadership. Local employment and privacy rules still require jurisdiction-specific verification.<\/p><\/div>\n<div class=\"hra-region\"><h4>Africa<\/h4><p>The methods adapt to organisations where HR data may sit across several systems, entities or countries, with particular attention to data quality, scarce-skill roles, workforce mobility and practical reporting maturity.<\/p><\/div>\n<div class=\"hra-region\"><h4>Asia<\/h4><p>Applications include high-volume workforce environments, regional shared services, large recruitment pipelines, skills analysis and multi-market reporting where consistent definitions become critical.<\/p><\/div>\n<div class=\"hra-region\"><h4>Europe<\/h4><p>The analytical principles remain the same, with greater emphasis on privacy, proportionality, transparency and governance of workforce monitoring and personal data.<\/p><\/div>\n<\/div>\n\n<h2 class=\"hra-h\">Who Should Attend<\/h2>\n<div class=\"hra-cards\"><div class=\"hra-card\"><div style=\"font-size:1.8rem\">\ud83e\udded<\/div><h4>HR Managers and HR Business Partners<\/h4><p>Expected to bring evidence into workforce decisions rather than rely only on experience and anecdote.<\/p><\/div><div class=\"hra-card\"><div style=\"font-size:1.8rem\">\ud83d\udcca<\/div><h4>People Analytics and HR Reporting Professionals<\/h4><p>Building or improving reporting, dashboards and workforce analysis capability.<\/p><\/div><div class=\"hra-card\"><div style=\"font-size:1.8rem\">\ud83c\udfaf<\/div><h4>Talent Acquisition and Workforce Planning Teams<\/h4><p>Needing to understand recruitment funnels, critical-role demand, capacity and skills gaps.<\/p><\/div><div class=\"hra-card\"><div style=\"font-size:1.8rem\">\ud83c\udf93<\/div><h4>L&amp;D and Talent Management Professionals<\/h4><p>Connecting learning, succession, mobility and capability data to organisational needs.<\/p><\/div><div class=\"hra-card\"><div style=\"font-size:1.8rem\">\ud83d\udcac<\/div><h4>Employee Engagement and People Experience Teams<\/h4><p>Moving from survey scores to meaningful segmentation, diagnosis and action.<\/p><\/div><div class=\"hra-card\"><div style=\"font-size:1.8rem\">\ud83d\udcc8<\/div><h4>HR Professionals Moving Into Strategic Roles<\/h4><p>Building the analytical fluency required to work credibly with finance, operations and senior leadership.<\/p><\/div><\/div>\n\n<div class=\"hra-gains\">\n<h2 style=\"font-size:1.45rem;font-weight:800;color:#0a3a42;margin:0 0 6px\">What You Will Leave With<\/h2>\n<p style=\"color:#3a6570;margin:0 0 24px;font-size:.95rem\">A repeatable people-analytics process that begins with a business question and ends with a defensible decision.<\/p>\n<div class=\"hra-gg\"><div class=\"hra-g\"><i>\u2713<\/i><span><strong>A metrics dictionary<\/strong>, with explicit definitions, formulas, owners and sources so the organisation stops arguing about what a number means<\/span><\/div><div class=\"hra-g\"><i>\u2713<\/i><span><strong>A workforce data-quality checklist<\/strong>, identifying missingness, inconsistency, duplicates, denominator problems and data that should not be combined<\/span><\/div><div class=\"hra-g\"><i>\u2713<\/i><span><strong>Core HR diagnostic measures<\/strong>, covering recruitment, retention, absence, mobility, engagement, performance, learning and workforce structure<\/span><\/div><div class=\"hra-g\"><i>\u2713<\/i><span><strong>Segmentation and cohort analysis<\/strong>, showing where organisation-wide averages conceal the useful pattern<\/span><\/div><div class=\"hra-g\"><i>\u2713<\/i><span><strong>Analytical judgement<\/strong>, including correlation versus causation, confounding, sample size, comparison groups and evidence limits<\/span><\/div><div class=\"hra-g\"><i>\u2713<\/i><span><strong>A decision-ready dashboard<\/strong>, designed around questions and actions rather than the number of charts available<\/span><\/div><div class=\"hra-g\"><i>\u2713<\/i><span><strong>Workforce planning scenarios<\/strong>, combining demand, supply, attrition and skills without pretending forecasts are certain<\/span><\/div><div class=\"hra-g\"><i>\u2713<\/i><span><strong>Responsible analytics practice<\/strong>, covering privacy, monitoring, bias, transparency, AI assistance and human review<\/span><\/div><\/div><\/div>\n\n<h2 class=\"hra-h\">Programme Curriculum<\/h2>\n<div class=\"hra-m\"><div class=\"hra-mh\"><div class=\"hra-mn\">1<\/div><strong>From HR Metrics to Business Questions<\/strong><\/div><div class=\"hra-mb\"><p><strong>Why this module matters:<\/strong> Analytics fails before the spreadsheet opens when the team starts with \u201cwhat data do we have?\u201d rather than \u201cwhat decision are we trying to improve?\u201d This module establishes a problem-first method and the definitions required for trustworthy analysis.<\/p><ul><li>Distinguish HR reporting, HR metrics, people analytics and workforce planning<\/li><li>Translate vague leadership questions into testable analytical questions<\/li><li>Identify the decision, population, period and outcome before selecting a metric<\/li><li>Define numerators, denominators and time windows consistently<\/li><li>Build a practical metric dictionary and assign data ownership<\/li><li>Map HR data sources across HRIS, ATS, payroll, surveys, learning and performance systems<\/li><li>Assess whether two datasets can be combined safely<\/li><li>Identify duplicates, missing values and inconsistent employee identifiers<\/li><li>Separate decision-useful measures from vanity metrics<\/li><li>Document assumptions so another analyst can reproduce the result<\/li><\/ul><p class=\"hra-work\"><strong>Workshop:<\/strong> Turn three common HR questions into measurable analytical questions and a data plan.<\/p><\/div><\/div>\n\n<div class=\"hra-m\"><div class=\"hra-mh\"><div class=\"hra-mn\">2<\/div><strong>Core People Metrics and Diagnostic Workforce Analysis<\/strong><\/div><div class=\"hra-mb\"><p><strong>Why this module matters:<\/strong> A metric becomes useful when it helps locate a problem. Organisation-wide averages often hide the team, role, manager, tenure band or location where the pattern actually exists.<\/p><ul><li>Calculate and interpret headcount, FTE and workforce-mix measures<\/li><li>Analyse voluntary, involuntary, regrettable and first-year turnover separately<\/li><li>Examine time to fill, funnel conversion, source effectiveness and early retention<\/li><li>Interpret absence and attendance measures without oversimplifying cause<\/li><li>Analyse internal mobility, promotion and succession indicators<\/li><li>Connect learning participation to capability questions without claiming unsupported impact<\/li><li>Segment by meaningful business dimensions while avoiding unnecessary personal-data exposure<\/li><li>Use cohort analysis to compare groups over time<\/li><li>Choose benchmarks carefully and distinguish external comparison from internal trend<\/li><li>Identify when a metric movement is material enough to investigate<\/li><\/ul><p class=\"hra-work\"><strong>Workshop:<\/strong> Diagnose a workforce problem from a deliberately messy dataset.<\/p><\/div><\/div>\n\n<div class=\"hra-m\"><div class=\"hra-mh\"><div class=\"hra-mn\">3<\/div><strong>Analytical Reasoning: Correlation, Drivers and Evidence Quality<\/strong><\/div><div class=\"hra-mb\"><p><strong>Why this module matters:<\/strong> People analytics becomes dangerous when a clean chart creates more confidence than the evidence deserves. HR decisions affect careers, pay and opportunity, so analytical discipline matters.<\/p><ul><li>Distinguish description, diagnosis, prediction and prescription<\/li><li>Understand correlation versus causation using HR examples<\/li><li>Recognise confounding variables and alternative explanations<\/li><li>Avoid interpreting a relationship as an intervention effect without adequate design<\/li><li>Use cross-tabs, distributions and trend analysis before jumping to complex models<\/li><li>Interpret survey relationships without treating every difference as meaningful<\/li><li>Understand sample size, response bias and missing-data effects at a practical level<\/li><li>Identify leading and lagging indicators<\/li><li>Test whether a retention, performance or engagement pattern is concentrated in a subgroup<\/li><li>Decide when advanced statistical or data-science support is genuinely required<\/li><\/ul><p class=\"hra-work\"><strong>Workshop:<\/strong> Challenge five common HR conclusions and rewrite them to match the strength of the evidence.<\/p><\/div><\/div>\n\n<div class=\"hra-m\"><div class=\"hra-mh\"><div class=\"hra-mn\">4<\/div><strong>Workforce Planning, Skills Analysis and Responsible Prediction<\/strong><\/div><div class=\"hra-mb\"><p><strong>Why this module matters:<\/strong> Workforce planning requires a view of future demand, but forecasts are assumptions about the future, not facts. Good analytics makes those assumptions visible and gives leaders scenarios rather than false precision.<\/p><ul><li>Connect business plans to workforce demand<\/li><li>Distinguish roles, headcount, capacity and skills when forecasting need<\/li><li>Analyse internal supply, attrition, mobility and critical-role coverage<\/li><li>Build simple demand-and-supply scenarios<\/li><li>Identify skills gaps without reducing capability to a single self-rating<\/li><li>Model alternative hiring, development, redeployment and automation responses<\/li><li>Use predictive indicators cautiously and understand model limitations<\/li><li>Test sensitivity to assumptions rather than present one forecast as inevitable<\/li><li>Integrate localisation, nationalisation or other workforce-policy constraints where relevant<\/li><li>Communicate uncertainty so leaders understand the range of possible outcomes<\/li><\/ul><p class=\"hra-work\"><strong>Workshop:<\/strong> Build three workforce scenarios for one business unit or critical role family.<\/p><\/div><\/div>\n\n<div class=\"hra-m\"><div class=\"hra-mh\"><div class=\"hra-mn\">5<\/div><strong>Dashboards, Storytelling, Privacy and Decision Support<\/strong><\/div><div class=\"hra-mb\"><p><strong>Why this module matters:<\/strong> Analysis creates no value if decision-makers cannot understand what changed, why it matters, how confident the conclusion is and what decision is required. It can also create harm when workforce data is used intrusively or without appropriate governance.<\/p><ul><li>Design a dashboard around decisions rather than metric density<\/li><li>Choose visual forms that make comparison and change clear<\/li><li>Write analytical commentary that distinguishes fact, interpretation and recommendation<\/li><li>Structure a senior-leadership workforce story in one page<\/li><li>Identify privacy and ethical risks in people data and employee monitoring<\/li><li>Apply proportionality, transparency and access-control principles<\/li><li>Test measures and models for bias or uneven impact<\/li><li>Use AI tools to support analysis without outsourcing judgement or exposing sensitive data<\/li><li>Document limitations and confidence honestly<\/li><li>Convert findings into actions with owners and follow-up measures<\/li><\/ul><p class=\"hra-work\"><strong>Capstone:<\/strong> Present a people-analytics briefing that recommends one workforce decision and defends the evidence behind it.<\/p><\/div><\/div>\n\n<div style=\"border:1.5px solid #b0dce2;border-radius:14px;overflow:hidden;margin-bottom:44px\">\n<div style=\"background:#f0f9fa;padding:18px 24px;border-bottom:1px solid #b0dce2\"><strong style=\"color:#0a3a42\">Course At a Glance<\/strong><\/div>\n<table class=\"hra-tbl\">\n<tr><td style=\"font-weight:600;color:#0a3a42;width:35%\">Format<\/td><td style=\"color:#3a6570\">Comprehensive modular curriculum, delivered flexibly to match programme length<\/td><\/tr>\n<tr style=\"background:#f8fdfe\"><td style=\"font-weight:600;color:#0a3a42\">Locations<\/td><td style=\"color:#3a4a5e\">Multiple locations \u00b7 Online available<\/td><\/tr>\n<tr><td style=\"font-weight:600;color:#0a3a42\">Methodology<\/td><td style=\"color:#3a6570\">Worked workforce datasets, metric design, dashboard critique, analytical casework and a capstone leadership briefing<\/td><\/tr>\n<tr><td style=\"font-weight:600;color:#0a3a42\">Best for<\/td><td style=\"color:#3a6570\">HR managers, HRBPs, people analysts, workforce planners, talent\/L&amp;D teams and HR professionals moving into strategic roles<\/td><\/tr>\n<tr><td style=\"font-weight:600;color:#0a3a42\">What's Included<\/td><td style=\"color:#3a6570\">Metrics dictionary template, data-quality checklist, workforce-analysis workbook, dashboard design guide, scenario-planning template and certificate<\/td><\/tr>\n<\/table><\/div>\n\n<div class=\"matsh-cluster-link\" style=\"margin:34px 0;padding:20px 22px;border:1px solid #d9e2ea;border-radius:12px;background:#f8fafc\"><strong>Explore the wider HR &amp; People Management cluster:<\/strong> <a href=\"https:\/\/matsh.co\/en\/course-category\/hr-people-management\/\">browse related HR &amp; People Management courses<\/a> to compare adjacent skills, pathways and training options.<\/div>\n<h2 class=\"hra-h\">Common Questions<\/h2>\n<div style=\"margin-bottom:44px\">\n<div class=\"hra-faq\"><b>How is this different from Human Resource Management Training?<\/b><span>Human Resource Management covers the full HR function, including employment practice, recruitment, performance, employee relations, policy and strategic contribution. This course assumes participants understand the HR context and goes deep on the data and analytical discipline behind workforce decisions.<\/span><\/div>\n<div class=\"hra-faq\"><b>Do I need advanced statistics or programming?<\/b><span>No. The course is designed for HR professionals rather than data scientists. It builds the analytical reasoning required to use workforce data responsibly and to know when a problem genuinely needs more advanced statistical support.<\/span><\/div>\n<div class=\"hra-faq\"><b>Is this a Power BI course?<\/b><span>No. The concepts can be implemented in Power BI, Excel, Tableau or an HR platform, but the course is deliberately tool-independent. A technically impressive dashboard built on weak definitions or reasoning is still poor analytics.<\/span><\/div>\n<div class=\"hra-faq\"><b>Does the course include predictive analytics?<\/b><span>It covers the logic, uses and limits of prediction, including workforce scenarios and indicators. It does not teach participants to build complex machine-learning models from scratch.<\/span><\/div>\n<div class=\"hra-faq\"><b>Will we work with confidential employee data?<\/b><span>Public cohorts use safe training datasets. In-house cohorts can use anonymised or aggregated organisational data where the organisation\u2019s governance permits it.<\/span><\/div>\n<\/div>\n\n<div class=\"hra-rel\">\n<a href=\"\/en\/course\/human-resource-management-training-course\/\">\u2192 Human Resource Management<\/a>\n<a href=\"\/en\/course\/performance-management-training-course\/\">\u2192 Performance Management<\/a>\n<a href=\"\/en\/course\/succession-planning-talent-pipeline-course\/\">\u2192 Succession Planning &amp; Talent Pipeline<\/a>\n<a href=\"\/en\/course\/data-analysis-fundamentals-for-non-analysts-course\/\">\u2192 Data Analysis Fundamentals<\/a>\n<\/div>\n\n<div class=\"hra-cta\">\n<h3>Stop Reporting What HR Did. Start Showing What the Workforce Evidence Means.<\/h3>\n<p>Build the analytical capability to answer workforce questions clearly, challenge weak conclusions and bring decision-ready evidence into the room.<\/p>\n<div style=\"display:flex;flex-wrap:wrap;gap:14px;justify-content:center\">\n<a href=\"\/en\/register\/?course=HR+Analytics+and+People+Metrics\" style=\"background:#fff;color:#0a3a42;font-weight:800;padding:14px 32px;border-radius:8px;text-decoration:none\">Register Now \u2192<\/a>\n<a href=\"\/en\/upcoming-courses\/?course=hr-analytics-people-metrics-course\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">View All Dates<\/a>\n<a href=\"\/en\/contact-us\/?type=inhouse&amp;course=HR+Analytics+and+People+Metrics\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">In-House for My Team<\/a>\n<\/div><\/div>","protected":false},"excerpt":{"rendered":"<p>Build practical people analytics capability across workforce metrics, data quality, diagnostic analysis, dashboards, workforce planning and responsible decision support. 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