Data analytics in HR allow managers to focus on the employee experience at their companies. The 2025 SHRM State of the Workplace report shares that “teamwork, purpose, fairness, and recognition” play a role in employee retention. When managers use psychometric assessments, which provide data analytics, they can retain employees through proper job design and reward systems.

While hiring is still a priority for 43% of organizations, employee experience comes in at 33%. After all, improving the employee experience results in higher retention. Employee experience is critical at this point. The SHRM study found that 61% of workers feel burned out.

Addressing Employee Burnout

Employee burnout is increasingly common. Team members feel the stress of more deadlines. They are often asked to complete more tasks in less time. And they may fear that a layoff is coming.

Job Clarity

What will help the burnout? Several factors have surfaced. In particular, managers can control the topic of job clarity. 22% of employees want more clarity about their jobs. They need to understand what they are responsible for on a daily basis.

Job Fit

Another aspect of job burnout can be linked to poor job fit. “A lack of fit between job needs and employees’ abilities can lead to work pressure.” Some jobs involve isolation and intense concentration as the employee focuses on writing or calculating numbers. If that employee is an outgoing people person, they may find their daily responsibilities stressful. And they may not last long in the role.

Employee Experience and Team Fit

A large part of the employee experience connects to the team they are on. McKinsey analysts report that team health can be studied through the lens of specific factors.

One factor, configuration, can be improved by using data analytics in HR. Specifically, each person on the team must be a good fit in their role and understand their responsibilities.

Data Analytics and Psychometric Data

Psychometric assessment data will provide clarity for job fit. The TeamTrait^TM platform allows managers to understand how an employee’s strengths align with the responsibilities of a job. If an employee is confident and good at instructing others, they may succeed as a sales engineer. But if they struggle with collaboration and sociability, they may need significant coaching to work effectively with a team.

The data analytics in HR can also help identify the type of team placement that works before for an employee. McKinsey analysts advise that great teams include employees who know their role. “Teams that exhibit the right behaviors are more productive and innovative and deliver better results to stakeholders.”

Behavioral Attributes

In addition, each team should have employees with behavioral attributes that fall into the following roles, say Asana analysts:

• People who drive action – Progress thrives on the activity of people who identify starting points. Another person on the team may excel at determining when a project is complete.
• People who are thoughtful – Teams benefit from thoughtful members who drill into the details to ensure accuracy. A team member who naturally takes on the management aspect of a project is also typically thoughtful. They’re able to step back and consider what aspect of the product might be missing. Or they may identify a feature that is unnecessary and can reduce cost.
• People who are supportive and people-​oriented – These employees maintain the team’s communication channels. If a conflict arises, they facilitate a resolution. And they often “motivate the team” to reach their goals.

Shared Characteristics for Success

McKinsey analysts emphasize that members of high performing teams share a couple of key characteristics. These characteristics include innovative thinking and communication. Managers who are assembling teams to work on high-​profile projects should rely on data analytics in HR.

The Link Between Rewards and Employee Retention

On a daily basis, employees may not hear enough feedback about whether they’re meeting expectations. Too many managers default to only communicating when there’s a problem with job performance.

Data analytics in HR, specifically data points from psychometric assessments, reveal motivational traits. These traits alert managers about the best way to reward and recognize employees.

For example, employees who desire more money will appreciate receiving a one-​time bonus. But employees who are primarily knowledge seekers will enjoy attending a conference or workshop designed to educate them. 

When managers use data analytics in HR, they learn how to create meaningful jobs and which types of rewards to offer. With psychometric data, they can also develop effective teams. Our research shows that 28% of B2B decision-​makers struggle with finding qualified candidates to fill open positions. After working so hard to hire employees, managers must actively manage the work experience to improve retention.

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