Architecture to Enable People Analytics
On Wednesday, October 15th, the Society for People Analytics (SPA) hosted its monthly webinar series, featuring a session titled “Technology and Data Architecture to Enable People Analytics.”
The purpose of the discussion was to help practitioners understand how strong data and technology foundations can unlock meaningful insights and sustainable people analytics practices.
The October webinar was both engaging and practical, featuring leaders who have built analytics infrastructure and partnerships from the ground up—often with limited resources, evolving systems, and complex stakeholder networks. Panelists explored what it takes to design effective architecture, build trust between HR and IT, and create future-ready systems that enable data-driven decision-making.
The event was moderated by Lydia Wu, SPA Technology Chair, and featured:
Angela Le Mathon, Founder & Chief AI Officer, People Alkemie
Carlee Wolfe, AVP, Leadership Development & Organizational Effectiveness, Hyatt Hotels
Justin Ward, Senior Manager, People Data Engineering & Governance, Adobe
Together, they tackled one of the most persistent challenges in people analytics—how to design the data and technology architecture that makes meaningful insights possible.
Why Architecture Matters
Moderator Lydia Wu opened the session with a familiar story: the day she was asked to build a talent acquisition funnel—only to discover that her organization had never staged the recruitment process in its ATS. The lesson was clear: without forethought around data architecture, analytics can’t deliver.
Each panelist shared their own “aha moment” when data and tech infrastructure suddenly became personal.
For Angela, it came after the fifth time someone insisted her data was wrong—only to realize that disconnected systems, not faulty analysis, were the culprit.
Carlee recalled discovering that “the closet doors may be closed, but behind them, the data is a mess,” underscoring the need for clean back-end systems.
Justin’s engineering background taught him that keeping data organized and versioned correctly is essential—because one broken connection can ripple across an entire system.
Defining the Right Problem
Early in the conversation, the group aligned on a truth: before designing architecture, practitioners must clarify the problem they’re solving.
“Start with why,” said Carlee. Rather than jumping to dashboards or data pulls, she emphasized understanding the business context. At Hyatt, that means connecting employee experience data to guest experience outcomes—asking, how does this insight help us create better stays for our guests and better workdays for our colleagues?
Angela expanded on this, describing how mapping an employee’s journey—identifying critical decision points, systems, and handoffs—reveals where data actually needs to be captured. Justin added that engineers can only future-proof a solution when the full picture is clear: “If you build point solutions too early, you’ll end up re-architecting later.”
The group also discussed balancing impact and feasibility. Not every request is worth the effort if it only benefits a small group. As Angela put it, “Value creation is the goal.
Focus on where the impact will be sizable.”
Making the Invisible Visible
A recurring metaphor helped bring the discussion to life: pipes and water.
Technology architecture, Angela explained, is the plumbing—the system of pipes that allow data to flow safely and efficiently.
Data architecture determines what flows through those pipes, how it’s labeled, cleaned, and stored.
Justin extended the metaphor: when teams use inconsistent labels or naming conventions across systems, it’s like calling water “H₂O” in one system and “liquid” in another. “You can’t connect the pipes if the contents don’t match,” he warned.
Carlee noted that her team’s recent system integration work has turned data hygiene into a shared responsibility. “When we acquire new organizations, each with their own definitions of an ‘employee’ or ‘tenure,’ that’s not just a tech problem—it’s an organizational alignment problem.”
The panel agreed that data architecture is often misunderstood as a technical task, when in reality it’s a cross-functional effort requiring governance, business understanding, and shared accountability.
HR + IT: A Partnership, Not a Transaction
When Lydia asked how HR and IT can communicate more effectively, Justin encouraged both sides to “talk like you’re explaining it to your parents.” Simplifying jargon and creating a shared language ensures mutual understanding.
Angela cautioned against trying to do each other’s jobs. “HR shouldn’t prescribe the technical solution, and tech shouldn’t dictate the employee experience,” she said. “Each side should show up curious and collaborative.”
Carlee added that sharing the why behind each request helps build empathy. “If I explain what the business leader is trying to achieve, my tech partners can help me design a smarter path to get there.”
Building Trust and Engagement
Strong data systems depend on strong relationships. The panelists shared how they build stakeholder trust:
Angela leverages her “gold”—the insights hidden in data—to spark curiosity among leaders and draw them into partnership.
Carlee focuses on “moments of delight”—small wins, follow-through, and genuine service that make stakeholders feel heard.
Justin reminded attendees to “eat lunch together”—informal time builds the rapport needed for honest collaboration.
Data Literacy and Governance
As the conversation shifted to governance, all three agreed that privacy, security, and compliance must be designed into architecture—not bolted on later.
Justin described how Adobe integrates governance from the start: classifying data by sensitivity, restricting access by group, and maintaining clear audit trails. Angela emphasized accountability—“someone must own the data.” Carlee reinforced that education is key: “Use real business problems as teachable moments. That’s how you build data literacy without forcing it.”
Final Takeaways
To close, Lydia invited the panelists to share one actionable takeaway:
Angela: “Start with conversations. Don’t assume the infrastructure isn’t there—find your allies.”
Carlee: “Learn out loud together. Be willing to make mistakes in public and celebrate progress.”
Justin: “Seek out complaints. Revisit old assumptions—today’s limitations might already be solvable.”
Lydia wrapped with a powerful reminder: Before you can get the technology right, you have to get the human relationships right.
Looking Ahead
SPA will return with another installment of our People Analytics webinar series in the coming weeks. Stay tuned for updates on upcoming topics and recordings at www.peopleanalytics.org or follow us on LinkedIn for event announcements.
