Data in Excess

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Given the vast array of data that business professionals have at their fingertips, society may think that informed decisions would come easily. That doesn't appear to be the case when it comes to executives making talent decisions, according to results from Korn Ferry's 2026 Global Talent Analytics Survey.

Given the vast array of data that business professionals have at their fingertips, society may think that informed decisions would come easily. That doesn't appear to be the case when it comes to executives making talent decisions, according to results from Korn Ferry's 2026 Global Talent Analytics Survey.

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Instead, the survey found that 71 percent of leaders say too much data leads them to go with gut instincts to make decisions around succession planning, promotion, compensation, and workforce skills.

Instead, the survey found that 71 percent of leaders say too much data leads them to go with gut instincts to make decisions around succession planning, promotion, compensation, and workforce skills.

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So, why isn't all the data helping? One reason is the sheer volume that makes it untenable. A second reason is that the data often resides in many separate places that aren't compatible with each other. Eighty-four percent of leaders state that they are dealing with between three and 10 different talent platforms. Thus, it takes time to sift through it all—time that busy leaders simply do not have. Twenty-six percent of executives find that it can take weeks to access talent data that is connected.

So, why isn't all the data helping? One reason is the sheer volume that makes it untenable. A second reason is that the data often resides in many separate places that aren't compatible with each other. Eighty-four percent of leaders state that they are dealing with between three and 10 different talent platforms. Thus, it takes time to sift through it all—time that busy leaders simply do not have. Twenty-six percent of executives find that it can take weeks to access talent data that is connected.

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During the Korn Ferry webinar "From Fragmentation to Clarity—Rethinking Talent Decisions in 2026," JT Saunders, the company's chief talent development officer, explained that this is not just about talent decisions. He posed, how can talent leaders use this data "to make strategic business decisions, not just strategic talent decisions?"

During the Korn Ferry webinar "From Fragmentation to Clarity—Rethinking Talent Decisions in 2026," JT Saunders, the company's chief talent development officer, explained that this is not just about talent decisions. He posed, how can talent leaders use this data "to make strategic business decisions, not just strategic talent decisions?"

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As the findings show, it's not enough to have the data; you must be able to trust it, added Scott Erker, Korn Ferry's global lead of solution architecture, during the webinar. What other part of a business relies this much on gut instinct, he surmised.

As the findings show, it's not enough to have the data; you must be able to trust it, added Scott Erker, Korn Ferry's global lead of solution architecture, during the webinar. What other part of a business relies this much on gut instinct, he surmised.

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"Decisions driven primarily by instinct are difficult to audit, difficult to defend, and difficult to replicate," notes the report. Erker shared an example of someone using their intuition to make a hiring decision. But such a decision doesn't feed into strategic workforce planning. You "need connectivity to add more value" to talent decisions.

"Decisions driven primarily by instinct are difficult to audit, difficult to defend, and difficult to replicate," notes the report. Erker shared an example of someone using their intuition to make a hiring decision. But such a decision doesn't feed into strategic workforce planning. You "need connectivity to add more value" to talent decisions.

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All that adds up to talent leaders having a credibility gap. Further, failing to make sound decisions grounded in data affects company profitability. Businesses that have integrated their talent platforms report greater profitability, shorter time to hire, and stronger employee engagement.

All that adds up to talent leaders having a credibility gap. Further, failing to make sound decisions grounded in data affects company profitability. Businesses that have integrated their talent platforms report greater profitability, shorter time to hire, and stronger employee engagement.

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Korn Ferry surveyed 1,600 C-suite and senior HR leaders from 10 global markets, 35 percent of whom were business leaders and 65 percent senior HR leaders.

Korn Ferry surveyed 1,600 C-suite and senior HR leaders from 10 global markets, 35 percent of whom were business leaders and 65 percent senior HR leaders.