What is PeopleAnalyst?

PeopleAnalyst is the front door for people-analytics research: 205+ works indexed and profiled, 40+ citation-grade findings extracted, and peer-reviewed behavioral science translated from academic to actionable — the missing manual for the people analytics you always meant to do.

What is people analytics?

People analytics is not a dashboard. It is behavioral science and statistical inference applied to workforce decisions — a discipline with its own methodology, spanning measurement, organizational design, talent, leadership, and analytics craft.

Why does AI in HR need measurement science?

AI is being deployed in high-stakes people decisions — hiring, performance, attrition — without the measurement science to evaluate whether it works or whom it harms. Construct validity, effect sizes, and criterion validity are the vocabulary for asking an AI vendor the right questions.

How is the research made accessible?

The evidence is indexed and searchable: 205+ works, 40+ citation-grade insight cards, and 8 research arcs, so the right finding reaches the right decision at the right time.

What separates good people measurement from assertion?

Good measurement has a method: construct validity, reliability, and effect-size interpretation are not optional — they are what separates evidence from assertion.

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The Mckinsey Way

In a sentence

A former McKinsey associate distills the Firm's proven techniques for thinking about, working on, and selling solutions to business problems, plus advice for surviving high-pressure professional life.

The McKinsey Way lifts the veil on the world's most prestigious strategy consulting firm, translating its internal jargon and methods into practical tools any businessperson can use. Ethan Rasiel, drawing on his own experience and interviews with dozens of former McKinsey consultants, shows how to approach any problem in a fact-based, rigidly structured, hypothesis-driven manner—organizing thinking with MECE lists, generating an initial hypothesis, finding the key drivers, applying the 80/20 rule, and avoiding the trap of forcing facts to fit conclusions. Beyond analysis, the book covers the messy human side of consulting: assembling and motivating teams, managing hierarchy, conducting research and interviews, brainstorming, making presentations, prewiring clients, and driving implementation. Finally, it offers candid survival advice on mentoring, travel, and preserving a life outside work. Concise, story-rich, and eminently practical, it's a field guide to problem solving the McKinsey way.

The four lenses

Science
Statistics
Systems
Strategy

The model

A framework linking McKinsey's design levers (fact-based, structured, hypothesis-driven method; team practices; communication and selling practices) through psychological and behavioral states (analytical focus, team morale, client engagement) to outcomes (solution quality and implemented change).

Fact-Based Analysisdesign lever

The disciplined practice of gathering and rigorously analyzing facts to support or refute hypotheses, compensating for lack of instinct and bridging the credibility gap with clients and superiors.

Structured (MECE) Thinkingdesign lever

Organizing problems and communications so that components are mutually exclusive and collectively exhaustive, producing clarity, completeness, and logical progression in analysis and presentation.

Hypothesis-Driven Approachdesign lever

Forming an initial hypothesis and issue tree up front to map the path from problem to solution, then testing it to focus and accelerate analysis rather than exploring aimlessly.

Accurate Problem Diagnosisbehavioral pattern

The practice of digging beneath the presented problem to identify the real problem worth solving, ensuring effort is directed at the highest-impact issue before committing resources.

Focus on Key Driversbehavioral pattern

Concentrating analytical effort on the small number of factors that most affect the outcome (including 80/20 and not boiling the ocean), avoiding wasted effort on low-value analysis.

Team Composition and Moralepsychological state

The right mix of skills and personalities plus sustained morale through respect, steady direction, transparency, and reasonable demands, enabling a team to perform well under pressure.

Research and Interviewing Effectivenessbehavioral pattern

The ability to leverage existing knowledge and skillfully extract information from people through prepared, respectful, well-guided interviews and efficient research.

Communication and Prewiringbehavioral pattern

Clear, structured internal and client communication, including presentations and prewiring stakeholders in advance so findings are understood and surprises are avoided.

Client Engagement and Buy-Inpsychological state

Keeping clients involved and supportive and securing acceptance for the solution at all levels of the organization, so recommendations are owned rather than resisted.

Solution Fit to Client Capabilitiescontextual condition

The degree to which a recommended solution matches the client's real strengths, weaknesses, resources, and political realities, making it actionable rather than merely optimal.

Solution Qualityoutcome metric

The robustness, correctness, and actionability of the recommended solution—the analytical end product that addresses the real problem with provable, fact-backed recommendations.

Implemented, Lasting Changeoutcome metric

The extent to which the solution is actually put into practice through rigorous implementation plans with clear responsibilities and produces tangible, lasting impact for the client organization.

How they connect

fact based analysis → predicts solution quality
structured thinking → predicts solution quality
hypothesis driven approach → influences focus on key drivers
problem diagnosis → predicts solution quality
focus on key drivers → predicts solution quality
research and interviewing → influences fact based analysis
team composition and morale → moderates solution quality
solution quality → predicts implemented change
communication and prewiring → predicts client engagement and buy in
client engagement and buy in → predicts implemented change
solution fit → moderates implemented change

A candidate measure

The Mckinsey Way — derived measurement candidates