The clothing retailer Gap Inc. wanted to empower their human resource business partners with greater analytical tools so they could perform self-serve, consistent reporting across their different brands — Banana Republic, Old Navy, Gap, Athleta, and Intermix.
To fully meet the needs of their HR partners and the business, Gap Inc.'s Workforce Analytics team first had to map out the primary issues that needed to be addressed:
Inconsistent processes and data: Decentralization across brands meant each team was performing unique calculations to determine metrics like turnover. In addition, data was not fully integrated globally into the system of record, which made reporting incomplete.
Lack of analytics tool usage: Many HR partners weren’t even aware they had access to workforce analytics, so it was difficult to make data-driven talent decisions.
Little executive exposure or support: Since leaders weren’t receiving much workforce data from HR partners, they weren’t seeing its benefits, couldn’t discuss its implications in a common language, and ultimately weren’t taking action on the data.
Analysts were seen as “order-takers”, not strategic partners: The inability to automate workforce data insights left little time for analysts to work on high-impact research projects.