When a company needs to reduce its workforce, HR faces one of the most difficult decisions. Determining who stays should not depend on intuition alone. So how can we build a consistent, objective criterion supported by data to approach such a sensitive decision with confidence and greater certainty?

Talent decisions are meant to be objective, but are they truly consistent for everyone? Analysing gender through People Analytics is not about pointing fingers. It is about understanding how evaluation, promotion and development processes work to uncover hidden patterns and support fairer, more informed decisions.

Objectives do more than measure results; they also influence how people make decisions and behave within an organisation. Discover how a poorly designed evaluation system can encourage behaviours that move away from the culture a company wants to build and how a more strategic talent approach can help prevent it.

Organisations with international teams face an increasingly common HR challenge: ensuring accessible and consistent evaluation processes across different languages. Discover how to design a multilingual performance review and the role Smart Translator can play.

As a company grows, talent management becomes less about intuition. What once worked with a small team may no longer be enough as complexity and the number of employees increase. Discover why talent management systems must also evolve to support organisational growth.

Performance reviews do not end when the process is complete. The real challenge begins afterwards, when it is time to interpret the data and turn it into decisions. Discover why managing people with a purely administrative mindset limits organisational potential and how People Analytics helps you go one step further.

Mid-year reviews might be over, but the data they generated still has a lot to say. Discover why analyzing performance, feedback, company culture, and engagement all together can reveal the patterns behind the success or failure of an organizational culture.

Joining a new company often comes with the feeling that everything can be improved. However, the urgency to make changes can lead to rushed decisions. We analyse why new leaders need to understand the organisation first before transforming processes or teams.

What can films like The Hunger Games, The Wolf of Wall Street and Moneyball teach us about talent management? Much more than you might think. We explore three stories that reveal how context, incentives and cognitive biases shape the way organisations identify, develop and evaluate talent.

In many organisations, talent is often identified by visibility rather than real learning ability. This article challenges the myth of the brilliant employee and explains why confusing performance with potential can limit organisational growth and scalable talent development in changing environments. This has direct implications for HR strategynow

Absenteeism in Spain continues to rise, but the real issue is not the sick leave itself, but how we interpret the data. Relying solely on overall rates can hide structural drivers linked to work design, workload and psychosocial risks. The key lies in looking beyond the average.

Many companies make a common onboarding mistake: assuming that an employee has mastered their role simply because they appear well integrated into the team. However, adaptation and learning are two different processes that progress at different speeds. Understanding this distinction is essential for evaluating performance accurately, supporting development, and avoiding unrealistic expectations.