You're a senior manager at a fast-growing IT services company. The company has just onboarded a batch of 50 fresh graduates. While setting up a meeting with the HR team to review the onboarding experience and plan future talent engagement strategies, you notice a discussion brewing between two HR team members.
One of them, Anjali, emphasizes the importance of using data analytics to drive decisions—pointing to engagement scores, attrition predictions, and performance metrics.
The other, Ravi, argues that numbers alone can't help solve all problems—especially when it comes to resolving team conflicts, mentoring young employees, or boosting morale during uncertain times. He insists that emotional intelligence, empathy, and interpersonal understanding are just as important.
They both turn to you for an opinion.
You pause, thinking about how often you've seen HR rely on both data-driven decisions and intuitive judgment. Then, you pose this question to the room:
"Why do you think human resource management is both a science and an art?"
Share a real experience where you had to rely on instinct rather than data.
Or the reverse—when a scientific approach helped you solve a people-related challenge.
How do you strike the right balance between data and empathy in managing people?
From India, Gurugram
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26One of them, Anjali, emphasizes the importance of using data analytics to drive decisions—pointing to engagement scores, attrition predictions, and performance metrics.
The other, Ravi, argues that numbers alone can't help solve all problems—especially when it comes to resolving team conflicts, mentoring young employees, or boosting morale during uncertain times. He insists that emotional intelligence, empathy, and interpersonal understanding are just as important.
They both turn to you for an opinion.
You pause, thinking about how often you've seen HR rely on both data-driven decisions and intuitive judgment. Then, you pose this question to the room:
"Why do you think human resource management is both a science and an art?"
Share a real experience where you had to rely on instinct rather than data.
Or the reverse—when a scientific approach helped you solve a people-related challenge.
How do you strike the right balance between data and empathy in managing people?
From India, Gurugram
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Managing Human Capital.ppt
Human Capital.pdf