> all want them to do completely different things and none of them really understand those things It's the HR equivalent of deciding to rebuild your solidly pe

> all want them to do completely different things and none of them really understand those things It's the HR equivalent of deciding to rebuild your solidly performing website with some hot new v0.1 frontend javascript framework purely because it's the new hot stuff. Perpetuated and reinforced by C-Suite level desires to appear trendy and cutting edge. When I ran an Analytics/BI team, I was well aware of what I needed and wanted. But constantly had to fight to not have HR label open positions as Data Science roles. Once I got them to start posting the position with Data Analyst and Data Strategist titles instead, the team satisfaction scores and attrition rate markedly improved. The (very competitive) pay rate and actual work was the same as it was under Data Scientist titles. But it better scoped the candidate pool and aligned expectations up front, rather than hiring a bright-eyed and overqualified Masters/PhD graduate and being the company that disillusions them to the reality of most "data science" roles. Although I can understand the desire to ride the hype train for those executives. Being pragmatic improved my team and benefited my company, but cost me the ability to add Data Science as a buzzword to my resume, and "Created, managed, and scaled a Data Management and Operational Analytics/BI organization" doesn't have as much market value.