HR executives long for a seat at the strategy table, but they are not yet consistently delivering the bottom-line data on human capital management necessary to support an enterprise-level strategic role. Over the last few years, HR technology, specifically HRMS (human resource management systems), has been widely promoted to increase the efficiency and effectiveness of HR departments. However, the actual development and utilization of measurement and reporting practices appears to be lagging. Lacking data, HR professionals appear to be out of alignment with senior management and enterprise leaders. Hence, having a seat at the strategy table is not yet a widespread reality for HR professionals. Even when enterprises—whether for-profit or non-profit, large or small—are using an HRMS, it is likely that they have not implemented all of the robust features and functions of these systems and thus are also dependent on non-integrated, stand-alone record-keeping and reporting systems such as manual reports or Excel™ spreadsheets. This reduces the visibility and accessibility of the information to senior management and keeps the data bottled up in the HR silo. Our survey indicates that the lack of an HR-specific enterprise data-collection and reporting tool correlates with a low level of measurement and metric development and utilization. Based on our survey, the most commonly recorded and reported measurements are largely tactical and transactional in nature. A separation of metrics and where the resulting data is stored arises in this study. The separation is between tactical or administrative metrics and executive-facing, stakeholder-facing strategic metrics.