Talent & Process Analytics
Turning data into better talent decisions.
Using internal data and external evidence to understand current performance of talent functions and processes and identify opportunities to provide leadership teams to make better talent decisions.
Where useful, we combine internal performance data with external benchmarks and market intelligence to give leadership a more complete view. The objective is simple: better evidence, better decisions and better performance.
Our offering
5 areas of analysis and insight.
Each piece of analysis is framed around the decision leadership needs to make, and ends with clear priorities for improvement.
Talent Function Diagnostic
An independent assessment of the current talent function across strategy, people, process, technology, suppliers, governance and performance.
Process & Funnel Analytics
Analysis of the end-to-end talent process to identify delays, friction, inconsistent decision-making and points where quality or candidate experience is being lost.
Performance & KPI Frameworks
Defining the measures that actually matter and creating practical reporting that connects talent activity to business outcomes.
Technology & Supplier Effectiveness
Assessing whether technology, external suppliers and internal resources are delivering the expected value, and where investment, consolidation or change may be required.
Benchmarking & Market Insight
Using relevant external data, competitor intelligence, compensation evidence and market insight to provide context for internal performance and decision-making.
How the work runs
Four stages, agreed at the outset.
Question
Define what leadership needs to understand and which decisions the analysis needs to support.
Evidence
Gather and assess the relevant process, performance, technology, supplier and market data.
Analyse
Identify patterns, friction, root causes, gaps and opportunities for improvement.
Recommend
Translate the evidence into clear priorities, practical recommendations and measures for improvement.
What it could include
- Talent function health check
- Recruitment funnel and conversion analysis
- Time and process analysis
- Cost and efficiency review
- Quality and outcome measures
- Candidate and stakeholder experience
- Supplier performance and spend analysis
- Technology utilisation and effectiveness
- KPI and reporting framework design
- Governance and accountability review
- External benchmarking
- Compensation and market analysis
- Competitor and talent-market intelligence
- Prioritised improvement roadmap
When clients involve us
- Leadership cannot clearly see how the talent function is performing.
- Hiring feels slow or expensive but the root cause is unclear.
- Existing reporting measures activity rather than impact.
- Different teams, regions or business units are producing inconsistent outcomes.
- Technology has been implemented but its value is unclear.
- Supplier spend has grown without a clear view of return.
- Candidate or hiring-manager experience is inconsistent.
- The organisation wants evidence before investing in transformation.
- Leadership needs an independent benchmark against the external market.
- The Talent function needs a clear baseline from which to improve.
From activity to insight.
Measure what matters.
Talent functions often report what is easiest to count rather than what is most useful to know. Applications. Vacancies. Time to hire. Agency spend.
Those measures can be useful, but in isolation they rarely explain why performance looks the way it does or what leadership should do next.
Our approach connects data to decisions, helping organisations understand not simply what happened, but why it happened and what should change.
Frequently asked questions
What is Talent & Process Analytics?
It is the structured analysis of the data, processes, technology, suppliers and performance measures behind a talent function to understand how effectively it is operating and where improvement opportunities exist.
Do we need sophisticated HR analytics systems?
No. Useful insight can often be created from information the organisation already holds across its ATS, HR systems, finance data, supplier reporting and existing management information.
Is this the same as People Analytics?
No. Rivya's focus is deliberately narrower. We concentrate on talent-function performance, talent processes and the evidence required to make better talent and workforce decisions.
What happens if our data isn't very good?
That is often part of the diagnosis. We identify what can be concluded from the available evidence, where limitations exist and what information the organisation should capture going forward.
Does Talent Intelligence still form part of the service?
Yes, where it helps answer the business question. Market mapping, competitor analysis, compensation benchmarking and external talent intelligence can provide valuable context alongside internal data.
Can you help implement the improvements you identify?
Yes. Recommendations can be delivered as a standalone diagnostic or combined with Strategic Talent Consulting or Fractional Talent Advisory to support implementation.
Other services
Partnership over transaction
Understand what's really happening before deciding what to change.
Tell us what you are seeing, or what you can't currently see, and we'll help determine the evidence needed to make the next decision.