From Perfection to Progress: Rethinking How We Measure in HR

Why Shared Understanding Matters More Than a Single Source of Truth

Introduction

In my recent article, Why Is It So Hard to Measure in HR?, I explored the unique challenges our field faces when it comes to data and measurement. From messy systems to abstract outcomes, HR measurement is notoriously difficult—and often misunderstood.

But if there’s one idea I keep coming back to, it’s this:
We don’t solve HR’s measurement problem by chasing perfection. We solve it by shifting our mindset.

We need to move away from the belief that good measurement means perfect data, or that there’s one ultimate “source of truth” waiting to be uncovered. Instead, we need to focus on something far more human, and far more achievable: building shared understanding.

The Perfection Trap

Let’s name the fear. Many HR teams hesitate to report, analyze, or act on data because it’s “not ready.” There are gaps. The titles don’t match. A field was deprecated last year and no one updated it. Sound familiar?

The result? We delay. We pull multiple versions of the same report. We argue over definitions instead of decisions. And over time, we teach our organizations to doubt the data—and doubt us.

This pursuit of perfection doesn’t protect us. It paralyzes us.
And in the process, it limits the potential of People Analytics to create real change.

Progress > Perfection

Shifting our mindset means reframing what “good” looks like. In HR, good data is not perfect—it’s directional, contextual, and usable.

It’s good enough to guide a conversation.
Good enough to notice a trend.
Good enough to ask: What’s really going on here?

Think of it like this: you don’t need a full diagnostic scan to know you have a fever. And you don’t need flawless data to know that early attrition in your Sales team is rising—or that burnout is showing up in your engagement surveys.

Progress means acting on patterns, not waiting for absolutes.

The Myth of a Single Source of Truth

In theory, a single source of truth sounds wonderful. One dashboard. One system. One number everyone agrees on.

In practice, especially in HR, it rarely exists.

Why? Because people data is distributed. It lives in your HRIS, your ATS, your survey tools, your spreadsheets, and sometimes… in people’s heads. It’s created by different teams, for different purposes, using different standards.

And that’s okay.

Rather than forcing everything into one rigid source of truth, our job is to build alignment around shared truths—key definitions, agreed-upon metrics, and transparent assumptions.

We don’t need one version of reality. We need one place where people come together to interpret it.

Shared Understanding Is the Real Goal

What we’re really after isn’t perfect measurement—it’s mutual meaning.

That looks like:

• A leadership team aligned on what “attrition” includes—and what it doesn’t
• Managers understanding how engagement scores are calculated—and how to use them
• HRBPs confident in the story behind the dashboard—not just the chart
• Cross-functional teams trusting that the People team is here to illuminate, not confuse

Shared understanding builds trust. And trust is what gives data power.

It doesn’t require perfection. It requires conversation.

How to Work This Way—Practically

So what does this mindset shift look like in real terms?

• Publish with disclaimers. Don’t wait for every field to be perfect. Instead, release reports with clear context: “This includes only salaried employees as of March 15.”
• Define “good enough.” Establish baseline thresholds for quality and consistency. Track improvements over time.
• Make assumptions visible. Don’t hide them. Document them. Invite feedback.
• Start small, then iterate. Release a lightweight attrition dashboard to a pilot group. Use their reactions to evolve the next version.
• Prioritize alignment over complexity. A metric everyone understands is more useful than a sophisticated one no one trusts.
• Co-create definitions. Don’t decide in a vacuum. Bring Finance, Ops, DEI, and Talent into the room when finalizing metrics.

Measurement becomes powerful when the people using it feel seen, involved, and informed—not when they’re handed a perfect number.

Final Thoughts

It’s time to stop asking, “How do we perfect our HR data?” and start asking, “How do we make it useful?”

Progress doesn’t require perfection. It requires transparency. It requires curiosity. It requires a shift—from chasing control to fostering clarity.

So no, HR doesn’t need a perfect source of truth.
We need a shared understanding of where we are, where we’re going, and how we want to lead along the way.

Because in the end, People Analytics isn’t about data. It’s about decisions. And decisions are made by people—imperfect, evolving, thoughtful people—just like us.

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