Throughout my career working with chief human resources officers (CHROs) and business leaders, one truth has remained consistent: Organisations rarely outperform the quality of their workforce decisions.
While technology continues to reshape every aspect of business, the challenge of identifying, developing and retaining the right talent remains one of the most important, and often most difficult, factors in organisational success.
That is why the recent recognition of Infor™ Talent Science as HR.com's 2026 Best Healthcare HR Platform deserves attention. The award itself is worth celebrating, but the larger story is what it represents. It reflects a growing recognition that talent intelligence can play a meaningful role in improving business performance.
The ability to make informed workforce decisions has become a competitive advantage. Organisations are under increasing pressure to improve productivity, retain critical talent, build future leaders and adapt to changing workforce expectations. Success depends not only on business strategy, but on having the people capable of executing it.
Infor Talent Science uses predictive insights to support decisions across hiring, development and retention. The goal is not to replace human judgment; it is to strengthen it. Technology is most valuable when it helps leaders see patterns, identify potential and make better-informed decisions about the people who will drive business results.
This distinction is important, particularly as organisations continue to adopt artificial intelligence (AI) and advanced analytics. The future of workforce management is not about technology making decisions for people. It is about equipping leaders with better information so they can make smarter decisions themselves.
Organisations perform better when employees are aligned to roles where they can contribute, grow and succeed. They benefit from stronger workforce stability, greater organisational agility, more effective leadership pipelines and improved execution of business priorities.
Infor reports that its analysis of hundreds of Infor Talent Science impact studies found annual turnover of approximately 10% to 45% depending on industry and roles. While outcomes naturally vary, the broader implication is significant. Workforce stability can reduce disruption, lower replacement costs, preserve institutional knowledge and create greater continuity for customers and employees alike.
For executives, this shifts the conversation away from human resources (HR) activities and towards business value. Few leadership teams celebrate rehiring for the same position multiple times. Most would rather focus on accelerating growth, improving performance and achieving strategic objectives.
But the underlying challenge is universal.
Whether the goal is delivering exceptional customer experiences, maintaining operational excellence, strengthening leadership pipelines or preparing for future workforce needs, organisations across every industry face the same fundamental question:
How can we make better people decisions before workforce challenges become business challenges?
That is why this recognition matters to business leaders across industries. It highlights a broader shift in how organisations are thinking about talent—not as an HR process, but as a business capability.
The organisations that gain the greatest value from talent intelligence will be those that combine data-driven insights with human judgment, creating a more informed and intentional approach to workforce decisions.
Congratulations to the Infor Talent Science team on this well-deserved recognition. More importantly, congratulations on helping advance a broader conversation about how organisations can better connect talent strategy to business performance.
In the end, the goal isn't simply better hiring, better retention or better succession planning.
The goal is a stronger organisation.
And that is a business outcome every leader can appreciate.
While technology continues to reshape every aspect of business, the challenge of identifying, developing and retaining the right talent remains one of the most important, and often most difficult, factors in organisational success.
That is why the recent recognition of Infor™ Talent Science as HR.com's 2026 Best Healthcare HR Platform deserves attention. The award itself is worth celebrating, but the larger story is what it represents. It reflects a growing recognition that talent intelligence can play a meaningful role in improving business performance.
The ability to make informed workforce decisions has become a competitive advantage. Organisations are under increasing pressure to improve productivity, retain critical talent, build future leaders and adapt to changing workforce expectations. Success depends not only on business strategy, but on having the people capable of executing it.
From experience-based decisions to insight-driven decisions
Historically, talent decisions have relied heavily on leadership experience and professional judgment. Those remain essential and always will. However, today's organisations have access to insights that can help leaders make more informed decisions with greater consistency and confidence.Infor Talent Science uses predictive insights to support decisions across hiring, development and retention. The goal is not to replace human judgment; it is to strengthen it. Technology is most valuable when it helps leaders see patterns, identify potential and make better-informed decisions about the people who will drive business results.
This distinction is important, particularly as organisations continue to adopt artificial intelligence (AI) and advanced analytics. The future of workforce management is not about technology making decisions for people. It is about equipping leaders with better information so they can make smarter decisions themselves.
Why talent intelligence matters to the business
Talent intelligence begins with personalised insights, but it does not end there. Its greatest value is realised when those insights inform decisions that improve business performance, workforce effectiveness and organisational outcomes.Organisations perform better when employees are aligned to roles where they can contribute, grow and succeed. They benefit from stronger workforce stability, greater organisational agility, more effective leadership pipelines and improved execution of business priorities.
Infor reports that its analysis of hundreds of Infor Talent Science impact studies found annual turnover of approximately 10% to 45% depending on industry and roles. While outcomes naturally vary, the broader implication is significant. Workforce stability can reduce disruption, lower replacement costs, preserve institutional knowledge and create greater continuity for customers and employees alike.
For executives, this shifts the conversation away from human resources (HR) activities and towards business value. Few leadership teams celebrate rehiring for the same position multiple times. Most would rather focus on accelerating growth, improving performance and achieving strategic objectives.
Why this recognition matters beyond healthcare
Healthcare provides a powerful example because workforce decisions often have immediate and visible consequences. High turnover, talent shortages and demanding roles make it essential to identify and develop employees who are positioned for long-term success.But the underlying challenge is universal.
Whether the goal is delivering exceptional customer experiences, maintaining operational excellence, strengthening leadership pipelines or preparing for future workforce needs, organisations across every industry face the same fundamental question:
How can we make better people decisions before workforce challenges become business challenges?
That is why this recognition matters to business leaders across industries. It highlights a broader shift in how organisations are thinking about talent—not as an HR process, but as a business capability.
Looking ahead
As organisations continue investing in AI and workforce analytics, responsible use remains critical. Infor's emphasis on transparency, fairness testing, model validation and human oversight reflects an important principle: Technology should support decision-making, not replace accountability.The organisations that gain the greatest value from talent intelligence will be those that combine data-driven insights with human judgment, creating a more informed and intentional approach to workforce decisions.
Congratulations to the Infor Talent Science team on this well-deserved recognition. More importantly, congratulations on helping advance a broader conversation about how organisations can better connect talent strategy to business performance.
In the end, the goal isn't simply better hiring, better retention or better succession planning.
The goal is a stronger organisation.
And that is a business outcome every leader can appreciate.
Colleen Denston
SHRM-SCP, SPHR, FPC, HRPM | HCM Strategist | Industry and Solution Strategy, Infor
Colleen Denston is Director of HCM Strategy at Infor, where she helps organizations align workforce strategies with business objectives through industry-specific innovation, HR transformation, and technology modernization. With deep expertise in human capital management, organizational change, and workforce strategy, she partners with executive leaders to drive business performance, workforce engagement, and long-term growth. Colleen holds an MBA and multiple industry certifications, including SPHR, SHRM-SCP, HRPM, and FPC.