“Talking data” to engineers – mission impossible for HR?

Don’t Be Afraid to Use Quantitative Information

Engineers thrive on data. Their daily work often revolves around problem-solving, optimization, and efficiency, all of which are deeply rooted in quantitative analysis. When HR professionals present data to engineers, the goal shouldn’t be to compete with their technical depth but to complement their decision-making processes with relevant insights.

Many HR professionals worry about being out of their depth when it comes to presenting data to technical teams. This anxiety can sometimes lead to avoiding quantitative discussions altogether, which could be a missed opportunity. Engineers respect hard facts and are more likely to engage if the conversation is built around numbers rather than abstract concepts. So, don’t shy away from presenting data—embrace it.

While engineers may expect high accuracy and precision in their own work, remember that HR data doesn’t always need to meet the same standards. The key is to ensure your data is relevant and actionable. Focus on showing trends, comparisons, and the broader impact on people management.

Ensure High Data Quality to Build Credibility

One of the quickest ways to lose credibility with an engineering audience is to present data that’s perceived as low quality. Engineers are trained to scrutinize the data they work with, and they will expect no less from you. This means you need to be particularly mindful of data integrity. Whether you’re presenting metrics on employee turnover, engagement scores, or time in role, ensuring that your data is accurate, consistent, and up-to-date is essential.

Before any meeting with engineers, check and recheck your data. Are the metrics you’re presenting calculated consistently across departments? Have any outliers or anomalies been addressed or explained? If the numbers you use differ from the ones your audience has heard from others (e.g. because Finance has a different definition of “Workforce” than HR) be ready to explain the difference in a few short sentences. The last thing you want is to get into a discussion about why one team’s data looks vastly different from others without a clear reason.

Presenting high-quality data doesn’t just improve your credibility; it builds trust. Engineers will respect that you have taken the time to ensure your numbers are reliable, which sets the stage for productive conversations.

Focus on Topics That Matter to Your Audience

When presenting data, it’s crucial to focus on issues that are meaningful to your audience. What are the key pain points or interests of the engineering teams you’re working with? If you’re presenting data on employee engagement, for example, make sure you tie the findings back to things that matter to them—like productivity, project timelines, or retention of top technical talent.

Choosing a topic that resonates with engineers increases the likelihood of engagement and action. If you start with data that doesn’t directly relate to their concerns, you risk losing their interest early on. When planning your presentation, think about what specific issues could be at the top of their minds. Are there teams struggling with long project cycles? Has there been recent feedback from engineers about burnout or workload issues?

By aligning your data with their most pressing concerns, you not only capture their attention but also increase the relevance of HR initiatives within their world.

Monetizing People Management Decisions: Use Ballpark Figures

Another powerful way to engage engineers is by demonstrating the financial impact of people management issues. Engineers are often involved in the business side of things, especially in larger organizations. They understand the importance of cost-efficiency and ROI (Return on Investment), so framing people management in financial terms can be a compelling approach.

However, when discussing financial impact, it’s important to strike the right balance. Avoid presenting overly precise figures—especially numbers with several digits after the decimal point. This level of detail suggests an accuracy that isn’t necessary and could even backfire by making your analysis seem overly rigid or less credible.

Instead, use ballpark figures that give a general sense of the financial implications. For example, you might say, “This high turnover rate is costing us an estimated $200,000 per year in recruitment and training,” rather than presenting a figure like “$201,456.32.” Engineers will appreciate a clear, big-picture understanding of the issue without getting bogged down in the minutiae.

This also helps avoid any perception that HR is overstating its ability to predict financial outcomes with pinpoint precision. Keep it simple: your aim is to show that people management decisions have a real impact on the bottom line, not to overwhelm with unnecessary details.

Know the threshold of relevance of your audience

Time in precious and nobody wants to be bothered with irrelevant information. Be sure to know what the “threshold of relevance” of your audience is. Do they care about a people topic that has a financial impact of €10,000 – or is your audience at a level of responsibility where only impacts of €100,000 and above?  Before you book time with your internal clients, critically review if the financial impact of your topic comfortably exceeds that threshold of relevance – or otherwise find the right audience (or de-prioritize the topic altogether).

Conclusion: Build Confidence with a Targeted, Data-Driven Approach

Talking data to engineers may seem like a daunting task for HR professionals, but it’s not impossible. By embracing quantitative insights, ensuring your data is high quality, focusing on issues that matter, and presenting financial impact with clarity, you can confidently navigate these conversations.

Remember, the goal is not to match the technical expertise of your audience, but to provide valuable, data-driven perspectives that aid their decision-making processes. When you approach the conversation with clear, relevant data, engineers will see the value in HR’s insights and understand the importance of aligning people management with broader business goals.

The more you engage with engineers in a data-driven way, the more comfortable you’ll become in these discussions. Over time, this approach can lead to more collaborative relationships and, ultimately, better business outcomes.

And who knows? You might even convert some of those engineers into champions of HR analytics.

Want to Learn More?

If you’re interested in expanding your data-driven approach to people management or learning more about monetizing the impact of HR decisions, join us for one of our upcoming webinars or engage in the “Ask the Experts” forum. Let’s continue the conversation about using data in HR to drive impactful business results.