In an era of rapidly advancing technology and increasing workforce complexity, integrating data analytics into talent management has become a critical strategy for organizations aiming to thrive. Col. Kris Saling, Army officer and author of Data-Driven Talent Management, shared her journey and insights in a recent episode of the Security Clearance Careers Podcast.
The Accidental Journey into Talent Analytics
Col. Saling’s path into the world of human capital and talent management was unplanned but transformative. “I never had any intention of working in the human capital domain or human resources,” she shared. However, her assignment to the G-1 in 2016 opened the door to a new perspective. Over the years, she immersed herself in data-driven projects, asking “all the why questions” and gradually building a framework for applying analytics to people management.
As she put it, “I started bringing more data and analytics to the table… What ended up happening [was] I have reams and reams of research on what we should be doing in people analytics and talent management.”
Rethinking Federal Hiring with Data
One of the most compelling aspects of Col. Saling’s work is its potential to transform the often cumbersome federal hiring process. She envisions a future where traditional resumes and outdated qualifications give way to a more nuanced understanding of candidates.
“Can we actually capture relevant information about what a person brings to the table—skills, currency, and where they want to grow?” she asked, emphasizing the importance of aligning hiring practices with both organizational needs and candidate aspirations.
Col. Saling also highlighted a critical issue with current hiring metrics: “When a measure becomes a target, it ceases to be a good measure. We need to stop focusing solely on the number of applicants and instead ask, ‘Did we get the right applicants?’”
Lessons from the U.S. Marine Corps
Drawing on military examples, Col. Saling praised the Marine Corps’ approach to talent acquisition, which makes recruiting a prestigious and developmental assignment for leaders. “They’ve invested their reputation capital… in putting the right talent forward to collect talent,” she noted, adding that this model could inspire other organizations to prioritize and professionalize their HR functions.
Flexibility as a Retention Strategy
Col. Saling’s own experience as a remote-working colonel during the COVID-19 pandemic demonstrates the value of flexibility in retaining talent. Facing personal and logistical challenges, she proposed a remote work pilot program that ultimately shaped broader Army policy.
Reflecting on this experience, she said, “Why can’t we take work that’s already mediated digitally and make it location-agnostic? It’s not about reducing standards; it’s about removing obstacles that prevent talented people from serving.”
What’s in the Book?
In Data-Driven Talent Management, Col. Saling provides practical frameworks for building high-performing, flexible teams. The book is not a dense academic tome but a guide for professionals seeking actionable strategies. “It’s a business book that tells you how to build the necessary frameworks to integrate people analytics programs,” she explained.
From job analysis and assessments to fostering collaborative cultures, the book offers tools for organizations across sectors to adapt and thrive.
Looking Ahead
As organizations grapple with challenges in workforce management, Col. Saling’s insights serve as a valuable blueprint for leveraging data to build more effective teams. Whether it’s improving federal hiring processes or empowering remote workers, her work underscores the importance of aligning analytics with human-centric strategies.
