Data Storytelling: HR’s newest super power

According to Davidson’s Lindy MacPherson claiming HR’s seat at the C-Level table has never been more important.

According to a recent article by McKinsey, since the pandemic, HR now sits ‘awkwardly between its history as a support function and its future as a strategic partner.’ Claiming a seat at the C-Level table has never been more important as HR sits poised to help their organisations navigate post-pandemic waters.

 

Stepping up requires HR to change their operating model and act more consistently, like other core business functions. One of the biggest changes is around HR’s relationship with data and providing more evidence, rather than hunches or assumptions.

 

Using data to identify key insights and then tell stories to demonstrate the context and relevance to drive action shows HR’s ability and capability to provide value and impact.


You might think, ‘But we already collect and share endless data and we’re still not being heard.’

 

According to Davidson Group Manager, Lindy MacPherson, this is a common misconception and not just in HR. ‘Data and relevant information are not the same thing,’ she says. ‘Data alone can be confusing and overwhelming. Numbers, graphs and tables do not tell a clear story or provide a link to business needs.

 

You need to demonstrate the ‘why’. To influence decision-making and drive action, data must be turned into relevant information.’

 

Keep these tips in mind when presenting information:

  • Make the complex simple and visually compelling
  • Use impactful titles
  • Use your stakeholder's language
  • Link the data directly to the business outcomes
  • Provide insight - answer the 'so what?'
  • Quantify the success or outcome


Still unconvinced? 

 

Consider the following Learning & Development data:

Usage summary statistics courseware activity 2005 - 2006 2006 - 2007 2007 - 2008, YTD - Feb (8)
Average active registrations 176 290 309
Total course accessed 759 1326 940
Distinct courses accessed 416 540 461
Total numbers of active users 182 342 260
Total completions 209 612 369
Total training time 51 days, 11:02:51 65 days, 05:28:19 65 days, 00:51:27
Total minutes 74,102 93,928 93,651
Total hours 1,235 1,565 1,561
Number of minutes of training per active registration 421 324 303

And now the relevant results:

Description Agree
The School of Excellence addresses my professional development needs well 93.2%
Within the School of Exellence, the e-learning program addresses my technical skills development needs 91.1%
Within the School of Excellence, the e-learning program assists me to develop and grow in my role 91.3%
I am satified with the training courses offered through the e-Learning program 89.7%
I am satified with the reference material offered through "books 24 x 7" 94.6%
The Led Training (ILT) workshops delivered by my School of Excellence assisted me to develop and grow in my role 92.3%
I am statisfied with the quality of the presenters delivering ILT workshops 84.1%

Which do you find the most compelling?

 

Interested in a conversation on how to claim your seat at the executive table through the use of compelling data?

 

Contact us today.

Share this content

by Paula Price 27 April 2025
Senior executives are constantly navigating complex decisions, inspiring teams, driving results, and carrying the weight of corporate leadership. We are conditioned to lead — to solve, to direct, to deliver. But in this relentless drive to lead, we often forget the power of simply following. Over the years, one of the most transformative experiences in my professional development didn’t come from a boardroom, a leadership program, or a keynote at a summit. It came from volunteering. And more specifically, from being the manager of a number of high-performance rugby teams. At first glance, the role seemed simple: logistics, admin, support. Not exactly the stuff of strategic leadership. But there, on the sidelines, filling water bottles, washing jerseys, preparing paper work, and coordinating team meals, I rediscovered a truth that too many senior professionals lose touch with — the power of service, and the dignity of the roles that go unnoticed. These menial, often thankless tasks, were crucial to the team’s success. And in doing them, I was reminded of how often in our organisations we overlook the people who create the conditions for performance — the unsung operators, coordinators, assistants, and enablers. This experience fundamentally shifted the way I lead. I no longer see these roles as peripheral. I see them as the bedrock of any high-performing culture.  More importantly, stepping out of a leadership identity — even temporarily — gave me the space to remember who I am without the title. Not the CEO, not the CFO, not the strategist or the fixer — just a person in service of something greater than themselves. That humility is grounding. It makes you more empathetic, more observant, and more connected. And paradoxically, it makes you a better leader when you return to your day job.
A man and a woman are giving each other a high five in an office.
by Marketing Davidson 23 April 2025
Behind every high-performing organisation is a team of administrative professionals who keep everything running smoothly.
by Marketing Davidson 10 April 2025
In today’s fast-paced business environment, procurement and logistics professionals are the backbone of efficient supply chains. As global challenges reshape industries, organisations must adapt by recruiting top-tier talent to ensure resilience, innovation, and sustainability.