HR Metrics That Matter: Gregory B. Myers’ Guide to Building Data-Led HR Functions

In the age of digital transformation, the human resources function is undergoing a fundamental shift—from an operational support role to a strategic partner driving business outcomes. At the center of this evolution is data. Gregory B. Myers, a seasoned HR technology leader with deep expertise in systems strategy and workforce analytics, has long championed the integration of meaningful data into HR decision-making. For Myers, building a data-led HR function isn't just a trend—it's essential for driving agility, equity, and performance in today’s workforce.

Moving Beyond Vanity Metrics

Too often, organizations are flooded with dashboards that track surface-level metrics—like headcount, time-to-hire, or training completion rates. While these numbers have their place, Myers emphasizes the importance of going deeper. “It’s not just about collecting data,” he explains. “It’s about finding the signals in the noise—the insights that actually help leaders make better decisions.”

Myers encourages HR leaders to distinguish between vanity metrics and strategic KPIs. His approach prioritizes metrics that link to business impact, such as:

• Quality of Hire – Evaluating long-term success and retention of new employees.

• Employee Lifetime Value – Measuring the total value an employee brings to the organization over time.

• Workforce Productivity Index – Combining performance data with engagement and well-being indicators.

• Internal Mobility Rates – Tracking how effectively talent is being developed and redeployed.

Designing for Action, Not Just Insight

Myers doesn’t just focus on metrics for the sake of measurement. His methodology integrates analytics into the rhythm of business operations. He advocates for embedding real-time dashboards into HR processes—from talent acquisition and succession planning to DEI tracking and workforce planning—ensuring that data is actionable and accessible to leaders at every level.

Through his leadership in deploying cloud-based HR systems and predictive analytics platforms, Gregory B. Myers has enabled organizations to shift from reactive reporting to proactive workforce strategies. “You can’t manage what you don’t measure,” he says. “But more importantly, you can’t lead unless you know what the data is telling you.”

Building a Culture of Data Literacy in HR

One of the key success factors in creating a data-driven HR function, according to Myers, is building internal capability. That means more than hiring data analysts—it means ensuring HR professionals across roles are comfortable using data to inform their decisions.

To do this, Myers has focused on training programs, embedded tools, and simplified user interfaces that allow teams to pull insights without needing to be data scientists. He believes in demystifying data and turning it into a daily habit across the organization.

The Future: Predictive and Personalized

Looking ahead, Myers sees the future of HR metrics in predictive and personalized analytics. Whether it’s forecasting attrition risks, identifying high-potential talent early, or tailoring learning pathways based on behavioral data, the goal is to make HR smarter and more anticipatory.

“Data shouldn’t just tell us what happened,” Gregory B. Myers concludes. “It should help us see what’s coming—and prepare our people for it.”

With a deep understanding of both technology and human behavior, Myers continues to lead the way in building HR functions that are not only data-rich but data-smart.