People Analytics market reaches US$ 9.5 billion by 2030 and expands HR role in decisions

The global market for analytics Applied to human resources it should almost double by 2030, reaching US$ 9.5 billion, according to Mordor Intelligence's projection, highlighting the consolidation of the Human Resources Area (HR) as a strategic in companies. to the EMRH Consulting, specialized in People Strategy and Organizational Development, the advancement of People Analytics, Technology and Data Intensive Use marks the definitive transition from HR from an administrative role to direct action in decisions related to performance, talent retention and organizational culture.

According to ELenise Martins, founder of EMRH Consultoria, a company specialized in people development, this change reflects an increasing pressure for HR to respond to structural business challenges with greater analytical depth. “ High turnover, difficulty engagement and loss of strategic talents expose the limits of decisions based only on perception. The use of data makes it possible to identify patterns, anticipate risks and transform recurring problems into inputs for more consistent decisions”, he analyzes.

The growth of turnover in the Brazilian market reinforces the urgency for more strategic approaches to people management. According to data from the consultancy Robert Half, 56% of professionals with a formal contract have changed jobs in the last 12 months, a significant leap in relation to the scenario of five years ago and today one of the main challenges pointed out by HR specialists.

Given this scenario, companies have increasingly resorted to data analysis to understand the factors behind the turnover and act preventively. According to Deloitte, 71% of organizations that adopt People Analytics consider these tools fundamental for strategic HR decisions, indicating that the structured reading of data on dismissals, engagement and performance has become essential to identify patterns, anticipate risks and guide retention policies.

With the expansion of the use of People Analytics, the responsibility of the leaders also grows. Turnover, performance and engagement indicators are no longer exclusive to HR and become more systematically integrated into the evaluation of managers and teams. toward Elenise Martins, this movement changes the management logic in companies. “When the data show where the outputs, the performance drops and the challenges of engagement are, leadership stops acting only reactively. The structured analysis of people data exposes managerial responsibility on talents and qualifies the debate with top management”, he says.

This repositioning also resets the role of HR, which is no longer just a producer of information to become a decision agent. “ Relevant HR is one that can transform information into decision and decision into a real impact on the business. This requires critical data reading, interpretation ability and direct connection to the company's strategy. In an increasingly unstable labor market, growing sustainable is necessarily more qualified by more qualified decisions about people”, he concludes.