This was exactly the challenge Terumo faced a few years ago. Following the digitalization of their HR processes and the introduction of various HR systems, they had access to more and more data. The next logical question quickly followed: we have all this data, but how do we actually extract more value from it?

One of the first important lessons from their journey? Don’t immediately start with training programs or new dashboards. Instead, first ask yourself: what skills does HR actually need to work in a more data-driven way?

To answer that question, Terumo used a capability matrix. For each HR role, they mapped out:

• which competencies are important;
• what level of proficiency is ideally required;
• and where employees currently stand.

This exercise clearly revealed a gap in HR data literacy. At the same time, it also generated an important insight: expectations needed to remain realistic. Not every role had to become a data expert. For example, an HR Business Partner should be able to clearly formulate business questions, correctly interpret data, and translate insights into actions. But that does not mean every HR professional suddenly needs to build complex dashboards or engage in data modelling. That clear distinction ultimately formed the foundation of their entire learning and development programme.

Once Terumo had clearly defined its expectations around HR data literacy, it was able to design its learning programme in a targeted way.

One important principle was that the training should not become a technical course about “which button to click in a dashboard.” That might teach HR professionals how to access data, but not necessarily how to use it to make better decisions.

That is why Terumo built its programme around five concrete skills:

1. Asking the right questions (Data inquiry & identification)
   Data-driven working does not start with opening a dashboard, but with asking a good question. What is the real business problem? What hypothesis do we have? And do we have the right data available to answer it?
2. Analysing and interpreting data (Data analysis & interpretation)
   HR professionals do not need to become statisticians, but a basic understanding of data remains important. This includes correctly interpreting trends, figures, and visualisations so that conclusions are truly evidence-based.
3. Translating insights into business value (Insight extraction)
   A chart on its own changes nothing. The real value emerges when HR moves from “what do we see in the data?” to “what does this mean for our organization?”. It is also important to be aware of potential biases when interpreting data.
4. Communicating insights clearly (Data communication)
   A strong insight only has impact if it is communicated effectively. How do you tell the story behind the numbers? And how do you ensure that the right action follows?
5. Making data-driven decisions (Data-driven decision making)
   Ultimately, the goal is not to create more reports, but to make better decisions. Data is a tool to enrich conversations with the business and to support decisions with stronger evidence.

Terumo started the journey with external training so that everyone would receive the same foundation. However, they quickly realized that a generic training programme was not enough. They therefore developed their own internal programme, combining online preparation, practical business cases, and interactive skills labs in which HR professionals could apply the concepts to their own work environment.

An important insight from Terumo’s journey: HR data literacy cannot be built through a single training programme. It requires time, practice, and above all an approach that is aligned with the daily reality of HR professionals.

That is why customization was a crucial success factor. Not every HR role has the same expectations when it comes to data, and starting levels also differ from person to person. A one-size-fits-all training programme simply does not work. At the same time, it remains important to strike the right balance: it is not feasible to develop a completely separate programme for every individual employee either.

In addition, Terumo strongly embraced learning by doing. Alongside formal training, significant attention was given to discussing cases, practising with real-life situations, and learning from one another. They would like to invest even further in this form of “social learning,” where colleagues exchange experiences, because it remains an important way to help everyone reach the desired level: when one person discovers a new way of working, it can inspire others to do the same.

Another important area of focus was change management. Not everyone immediately saw the value of the programme from the start. Some colleagues questioned whether they really needed these skills. Terumo did not try to overcome this resistance by increasing pressure, but by answering the question: “What’s in it for me?” By starting small, demonstrating practical value, and giving employees time to grow, support gradually increased.

The original timeline also proved to be ambitious. Gathering case studies, preparing materials, and finding suitable moments in the schedules of HR professionals took more time than initially expected. The most important lesson? Do not view HR data literacy as a project with a clear end date, but rather as a growth journey that needs time and space to develop.

The impact of the programme became most visible in the role HR plays within the organization today. HR professionals no longer enter business discussions armed only with numbers, but prepare more thoroughly, formulate hypotheses, and use data as the starting point for strategic dialogue.

The difference lies not only inusing more data, but especially in how HR works with that data. A turnover figure or engagement score is not the end point, but the beginning of a conversation: why are we seeing this trend? Which factors might explain it? And what actions can we take?

In this way, HR gradually evolves from a reporting function into a more data-driven business partner.

The Terumo case highlights an important lesson for organizations that want to become more data-driven: the path to greater impact does not always start with more dashboards or more data. The real value emerges when HR professionals have the skills to ask the right questions, critically interpret insights, and translate them into concrete actions for the business.

At Starfish, we help our clients create dashboards for their HR data. Feel free to contact us if you would like to learn more about this.

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