Predictive analytics: 5 truths about data-driven recruiting

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Posted by Denise Moulton, on February 26, 2019.

Like it or not, somebody is always watching us. In today’s digitized world, it’s impossible to search for anything online, like or share something on social media, or research a dream vacation without revealing information about ourselves to any number of invisible data collectors. Many businesses don’t just use this data to increase their bottom line—predictive analytics allows companies to use the information gathered to more efficiently and productively attract potential talent to the organization. These five truths about predictive analytics will help shed light on just how valuable this data is in talent acquisition (TA).

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I’ve learned to be comfortable with the uncomfortable

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Posted by Emily Scott, on February 22, 2019.

Remember when “a disruption” was reserved for a game-changing technology, product, or business model? Things like 3D printing, smartphones, self-driving vehicles, on-demand media subscription services? These types of disruptions still exist, of course, but now the world talks about disruption more broadly—it’s everywhere and constant, affecting all industries and workplaces and the very nature of work itself. To survive in a world of always-on disruption, organizations need to be proactive, stop playing from behind, and always be ready to change course.

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People analytics and learning: Driving workforce development by delivering the right solution to the right people at the right time

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Posted by Erin Clark, David Fineman, Praveen Kaushik, and Mariana Aguilar on February 20, 2019.

12,762 likes, 3 million views, 100,000 clicks—all these measures provide some perspective into the reach of a marketing campaign. But the most valuable insight comes from deeper analysis—one that illustrates the connection between eyes on the content and dollars in the register, the true measure of effectiveness for a given marketing campaign. In the same way, the game-changing insights about learning come not just from identifying the before-and-after change in a given behavior, or observations between a test and control group, but also from combining learning data, business data, and behavioral data and conducting robust statistical analyses to personalize learning recommendations and career development interventions. Calibrated through multiple data points, these precise solutions drive business outcomes by delivering the right intervention to the right person at the right time.

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Ratings and rankings are not the same!

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Posted by Peter DeBellis and Kathi Enderes on February 19, 2019.

As Bersin’s™ recent High-Impact Performance research indicates, the discipline of performance management is in the midst of deep and fundamental changes.1 As this evolution has moved from the halls of HR, to the C-suite, to the popular press, and the forefront of many employees’ minds, we’ve noticed that a couple of key terms have come to be used interchangeably along the way—specifically, ratings and rankings. This blog offers a quick perspective on how Bersin uses these terms and why we think it is important to distinguish between the two.

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Polishing the HR lens

One of the four shifts for the Future of HR

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Posted by Arthur Mazor, Kraig Eaton, and Joanne Stephane on February 15, 2019.

Three futures are happening now simultaneously: Future of Enterprise, Future of Workforce, and Future of How Work Gets Done, causing a new Future of HR to emerge. We’re exploring each of the four shifts HR needs to make to step into the future: mind-set, focus, lens, and enablers. Today, we’re looking at HR through a different lens, one that sees HR moving from a history of compliance and control to strategic partner, and now toward trust, empowerment, and business leadership enabled by a High-Impact HR Operating Model that helps HR flex to meet dynamic business needs.

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Beyond wondering about the gig economy to preparing to lead it. Five observations.

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Posted by Balaji Bondili, Jeff Schwartz, and Rebecca Greenberg on February 13, 2019.

There is growing debate in the market around the size and growth trajectory of the gig economy. Some prior research is being backtracked and some earlier projections are being tempered; all the while, research is emerging with new conclusions. There are some fundamental questions here. How should we define the gig economy? What are the different parts of the alternative talent economy? What data sets can, and should, we use to explore the demographics and economic impacts of the gig or alternative workforce? Perhaps more importantly, what current workplace and workforce supply and demand trends can provide insights on how to best guide organizations to prepare for the future?

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Creating value and meaning in the social enterprise


Posted by Michael Gretczko on February 12, 2019.

As organizations transition from business enterprise into social enterprises that meld business and social purposes, they have to leverage their human capital more effectively. Doing so is key to not only driving performance but also arriving at and navigating the crucial intersection where performance meets purpose. So what does it mean to make best use of people’s skills and abilities, especially when the future of work includes robots and people working side by side?

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Can tapping the power of the individual influence a more positive future of work in manufacturing?


Posted by Paul Wellener, Ben Dollar, and Heather Ashton Manolian on February 11, 2019.

As the Deloitte 2018 Human Capital Trends study highlights, the power of the individual is growing. And it’s being propelled by the rise of the social enterprise, a massive shift in which organizations are no longer judged solely on business performance, but on their relationships with their communities and their impact on employees, customers, and society at large. It’s a shift that is exacerbated by today’s hyper-connected world where individuals can research companies instantaneously and express their perspectives—anywhere, at any time. The new dynamics of the workplace are having a profound impact on how employees view their careers and, in turn, how employers need to approach talent management.

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