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 Scrum Guide the Definitive Guide

In a sentence

The definitive, lightweight framework of roles, events, artifacts, and rules that enables people to address complex adaptive problems while delivering products of the highest possible value.

The Scrum Guide is the authoritative definition of Scrum, written by its creators Ken Schwaber and Jeff Sutherland. It presents a deceptively simple framework built on empirical process control—transparency, inspection, and adaptation—and lived through five values: commitment, courage, focus, openness, and respect. In fewer than twenty pages it specifies exactly who does the work (a self-organizing, cross-functional Scrum Team of a Product Owner, Development Team, and Scrum Master), how time is structured (Sprints containing Sprint Planning, Daily Scrums, Sprint Review, and Sprint Retrospective), and what work becomes visible (Product Backlog, Sprint Backlog, and Increment). By making the relative efficacy of work techniques transparent and by forcing frequent inspection and adaptation, Scrum lets teams manage complexity, control risk, and continuously improve the product, the team, and their environment. It is 'lightweight, simple to understand, difficult to master'—and it is what any team wrestling with complex work should read to get the rules of the game right.

The four lenses

Science
Statistics
Systems
Strategy

The model

A framework model in which Scrum's design levers (roles, time-boxed events, artifacts, and Definition of Done) and team conditions (self-organization, cross-functionality, values) produce empirical pillar states (transparency, inspection, adaptation) that mediate delivery of Done increments and, ultimately, product value, predictability, and risk control.

Time-Boxed Scrum Eventsdesign lever

The prescribed, time-boxed opportunities—Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective within the Sprint container—designed to create regularity and enable inspection and adaptation.

Scrum Artifactsdesign lever

The Product Backlog, Sprint Backlog, and Increment that represent work or value and are specifically designed to maximize transparency of key information so everyone shares the same understanding.

Scrum Team Roles and Structuredesign lever

The defined accountabilities of Product Owner, Development Team, and Scrum Master combined with a self-organizing, cross-functional team of optimal size that organizes and manages its own work.

Definition of Donecontextual condition

A shared standard held by the Scrum Team that defines when work on a Product Backlog item or Increment is complete, ensuring a common understanding and transparency of what is being seen.

Scrum Valuespsychological state

The five values of commitment, courage, focus, openness, and respect that team members embody and live, enabling the empirical pillars to come to life and building trust across the team and stakeholders.

Transparencypsychological state

The degree to which significant aspects of the process and artifacts are visible under a common standard to those responsible for the outcome, forming the basis for sound decisions to optimize value and control risk.

Inspectionbehavioral pattern

The frequent examination of Scrum artifacts and progress toward a Sprint Goal by skilled inspectors at the point of work to detect undesirable variances without impeding the work itself.

Adaptationbehavioral pattern

Adjustment of the process or the material being processed as soon as an inspection reveals deviation beyond acceptable limits, minimizing further deviation and enabling continuous improvement.

Done Increment Deliverybehavioral pattern

The consistent creation of a potentially releasable, useable Increment that meets the Definition of Done at the end of each Sprint, providing inspectable done work that supports empiricism.

Product Valueoutcome metric

The value of the product resulting from the Development Team's work, which the Product Owner is responsible for maximizing through backlog ordering and delivery of valuable functionality.

Predictability and Risk Controloutcome metric

The optimization of predictability and limitation of risk achieved by iterative, incremental delivery with short Sprint horizons and frequent inspection and adaptation of progress toward goals.

Team and Stakeholder Trustpsychological state

The trust built for everyone when the Scrum values are embodied and the empirical pillars come to life, enabling honest transparency and effective collaboration.

How they connect

scrum events → predicts inspection
scrum events → predicts adaptation
scrum artifacts → predicts transparency
definition of done → predicts transparency
team roles structure → influences transparency
transparency → predicts inspection
inspection → predicts adaptation
adaptation → predicts done increment delivery
done increment delivery → predicts product value
adaptation → predicts predictability and risk control
transparency → influences predictability and risk control
scrum values → moderates transparency
scrum values → predicts trust
team roles structure → predicts done increment delivery

A candidate measure

The Scrum Guide the Definitive Guide — derived measurement candidates