
What is People Analytics. The 4S model
How analytics solves business problems through properly defined questions
What data about people is necessary and useful for business
How to upgrade HR in a company with analytics
How to sell the importance of analytics to management
ABC model
How to improve company decision making with analytics
The old and new model of working with analytics
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (6)
Segmentation based on basic employee characteristics
Visualisation of segments
Analysis of metrics within employee segments
Grouping of segments
Search for useful insights
Tools in this lecture
Ready to use on the slides (1)
Models and methods explained (5)
What is Employee Lifetime Value (ELV) and why it is important
Calculating ELV
Calculating ROI for your workforce
Finding the most valuable and useful staff segments
Making decisions based on ELV
How to increase employee value for the company
How to measure increase in value
Using value enhancement to drive business impact
Tools in this lecture
Ready to use on the slides (5)
Visualising the employee journey map
What the method is about
Collecting data
How to use surveys to manage the map
Questionnaires for the recruiting phase
Career adjustment questionnaires
Regular employee well-being questionnaires
Dismissal questionnaires
How to increase ELV (employee value) with feedback
Tools in this lecture
Files to download (1)
Ready to use on the slides (12)
The recruitment funnel
What can be measured in recruitment
Recruiting performance analysis
Estimating the closing rate of vacancies
What conclusions can be drawn from metrics
Tools in this lecture
Ready to use on the slides (21)
Models and methods explained (2)
ABC employee analysis
Model building
Employee performance appraisal
Employee engagement assessment
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (1)
Typical mistakes in turnover analysis
Measurement of turnover
Turnover analysis
Measuring retention rates
Measure loyalty
Assessing intent to stay
Understanding why people leave
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (5)
Usage of surveys
Survey design
Key driver analysis
Selection of the most important drivers
Visual assessment of data
Finding correlations
Calculate correlations in Excel
Regression analysis
Tools in this lecture
Ready to use on the slides (11)
Models and methods explained (2)
First steps
Multiple Regression Analysis
Multiple Regression Analysis in Excel
Interpretation of Results
R-Square
Standard Error
Analysis of Variance
Tools in this lecture
Files to download (1)
Ready to use on the slides (3)
Models and methods explained (1)
Making forecasts
Applying a trend line
Trend analysis
Designing experiments
Forming a control group
Creating a sample
Analyze data from experiments
Sign up for a course
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (4)
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (2)
Tools in this lecture
Ready to use on the slides (19)
Models and methods explained (1)
Tools in this lecture
Ready to use on the slides (2)
Models and methods explained (1)
Tools in this lecture
Ready to use on the slides (11)
Models and methods explained (2)
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (4)
Tools in this lecture
Ready to use on the slides (7)
Models and methods explained (5)
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (14)
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (5)
Tools in this lecture
Ready to use on the slides (1)
Tools in this lecture
Models and methods explained (1)
Tools in this lecture
Ready to use on the slides (2)
Models and methods explained (2)
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (15)
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (3)
Tools in this lecture
Ready to use on the slides (2)
Services and apps shown in this lecture (4)
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (1)
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (1)
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (3)
Tools in this lecture
Files to download (4)
Ready to use on the slides (4)
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (2)
Tools in this lecture
Files to download (4)
Ready to use on the slides (14)
Models and methods explained (2)
Tools in this lecture
Files to download (3)
Ready to use on the slides (10)
Models and methods explained (3)
Tools in this lecture
Files to download (3)
Ready to use on the slides (8)
Models and methods explained (3)
Tools in this lecture
Files to download (3)
Ready to use on the slides (9)
Models and methods explained (2)
Tools in this lecture
Files to download (4)
Ready to use on the slides (21)
Models and methods explained (3)
Five employer obligations: ranges before the interview, no pay history questions, pay information onrequest, objective pay structure, gap reporting
Reporting calendar and headcount thresholds: 250+, 150–249 and 100–149 employees
Salary range disclosure rules in 16 US states plus Washington DC
Obligation map template with owners, dates and evidence
Readiness score and the two obligations to start with
Tools in this lecture
Files to download (1)
Ready to use on the slides (5)
Four job evaluation factors: skills, effort, responsibility and working conditions
A five-level point scale and when to change the weights
Scoring twenty jobs and grouping them into worker categories
Gender-neutral criteria: which ones leak and which ones hold
One-page justification of your categories
Tools in this lecture
Files to download (1)
Ready to use on the slides (4)
Base pay versus variable pay: what counts and what never gets added up
Mean and median gender pay gap calculated on real numbers
Variable pay gap and the share of employees receiving bonuses
Pay quartiles and the gap inside each worker category
Explained versus unexplained pay gap and the 5% joint pay assessment threshold
Tools in this lecture
Files to download (2)
Ready to use on the slides (3)
Models and methods explained (1)
Market salary data sources and matching jobs by content, not by title
Range midpoint from the market median and your pay policy
Salary range width by job level and overlap between neighbouring ranges
Compa-ratio and range position for every employee
The hiring window to publish in a job ad
Tools in this lecture
Files to download (1)
Ready to use on the slides (4)
Four lists: below the range minimum, unexplained gap, pay compression, above the maximum
Cost of pay adjustments in dollars, including employer taxes
Equity budget as a share of payroll and the 0.5–1.0% benchmark
Pay compression between new hires and long-tenured employees
Correction schedule across two review cycles
Tools in this lecture
Files to download (1)
Ready to use on the slides (3)
Seven sections of a pay transparency policy
What to publish in job ads and on the careers page
Answering an employee pay information request within two months
Gender pay gap report form and the joint pay assessment procedure
Who may see which pay data
Tools in this lecture
Files to download (2)
Ready to use on the slides (7)
A four-step script for a salary conversation with an employee
Ready phrases to explain a position in the salary range
Twenty hard employee questions with answers
What a manager never says about pay
Six practice cases with verdicts
Tools in this lecture
Files to download (1)
Ready to use on the slides (4)
Writing the salary range line in a job posting
Screening call script with the range named in the first minute
What to ask instead of salary history
Answers to five candidate objections about the range
Negotiating inside a published range and checking pay compression before the offer
Tools in this lecture
Files to download (1)
Ready to use on the slides (4)
Turn the sponsor's question into one job result worth tracking
Define the people, roles, unit of work and eligible cases
Specify the indicator, direction, data source and owner
Complete a one-page outcome card
Select a period before the program and define the group
Count eligible records, numerator and denominator with one rule
Record exclusions and missing data
Create a baseline table that can be repeated later
Define one visible action and the opportunity to perform it
Set consistent rules for recording each case
Resolve disputed observations and note gaps
Build a brief observation sheet for one action
Match the decision to the outcome and behavior data needed
Name sources, comparable collection windows and access needs
Assign owners and dates; check expected against available records
Complete a one-page collection plan
Apply the same outcome and counting rule to two periods
Show numerators, denominators and sample sizes for both periods
Calculate absolute change and note missing records or changed composition
Produce a before and after table with its limitations
Select a usable comparison group for the same outcome
Record differences between groups before training
Calculate change within each group and the difference between changes
Build a two-group results table without treating the difference as proof of cause
Place other events on a timeline before the result changed
Name the observable trace each possible explanation would leave
Check existing work records and document missing evidence
Prepare careful wording for the leader
Prepare clean, non-sensitive inputs for one program
Prompt an artificial intelligence assistant to recalculate figures and flag gaps
Separate behavior evidence from outcome evidence and check source rows
Draft and verify a one-page continue, change or close decision with its limits
This course contains the use of artificial intelligence.
324 tools for HR analytics in one course: 239 ready-to-use files, procedures, templates, question lists, prompts and formulas, 4 services and apps shown on screen, plus 81 models and methods.
Open a lecture, take the tool, use it on your own HR data.
Why HR numbers do not convince
HR has more data than ever and is still asked the same question: so what? A headcount table and a turnover percentage do not answer it. The business wants to know what it costs, why it happens and what will happen next quarter. Without a method, an analyst spends a week on a report that changes nothing.
What changes after this course
You work through the data in order: clean it, describe it, find the causes, forecast, and present a decision. You have metric sets with formulas, a turnover cost calculator, a taxonomy of attrition causes, a risk forecast model and a board deck template. With AI prompts, each step takes hours instead of days.
What is inside: 324 tools, counted file by file
You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.
Where the tools are
Who is teaching
I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe.
I have used recruitment reporting to make a busy hiring operation visible to managers. At the STB television channel, we filled 100 vacancies a month while handling 200, sometimes as many as 250. I prepared a weekly report for managers and senior managers. Once we had an applicant tracking system, I asked recruiters to update their information and the report was ready, saving substantial time. This experience informs the reporting tools in this course.
How to use the course
Watch the first four sections in order. Then use the rest as a reference: section and lecture titles show how many tools are inside, and each lecture description lists them by name, so you can go straight to the formula or prompt you need.
What is included
Where to start
Take last year's leavers list. Open the turnover lecture, put the numbers into the turnover cost calculator, and bring one figure to your next meeting with the business. HR teams that argue with numbers get budgets approved, and every report without a decision is a week of work nobody uses. Enrol now and start your first lesson today.