Managing Employee Data

The big noise made around Big data does need to reverberate into HR business as well. Who else has such huge data on par with perhaps space research or CERN! Employees may enter and leave organizations but their imprint always remains in the form of data. 
Upto the turn of this century such data was banished to the digital go downs (which evolved from the rag tag paper files) to be retrieved only in case of utmost interest.

Did the following questions ever cross the HR mind then?


• Use the profile of an exceptionally performing existing employee as a job requirement when looking for candidates for the same post
• The profile of a previously rejected candidate could perfectly match the current job requirement
• Use the existing data to identify bogus candidates and prevent them from applying
• A candidate was available in job market who could perfectly fit the job requirement but HR took a long time to reach him/her
• Too much emphasis on academics overlooking the really deserving candidates for the job requirement
• Candidates exceptional in managing peers fade out when appointed as leaders 

In short HR recruitment functions in the pre-Big data era was a hotchpotch of uncoordinated activities that didn’t realize the strategies of the organizations. 

Building Talent Analytics

But not so, anymore. Since the day it was discovered that Big data can answer many questions regarding Talent, it was mined, with or without context to answer questions as best as possible. Talent analytics is an offspring in this endeavor.
Now one need not take decisions based on gut feeling or a belief system because live facts are available to take firm decisions. In other words decision making has moved from the abstract to the actual realm.

Take for example, recruiting Sales people into an organization must focus their energy on the following criteria:

• Demonstrated success in previous stints on the same role
• Ability to understand vague instructions and convert to success
• Ability to manage multiple and diverse tasks
• Possess a valid degree and glitch free resume
Rather than:

• High marks in academics
• Institution of their study
• Pompous references backing their resume

Though the example mentioned has been culled from the actual experience of a firm it emphasizes the fact that data is needed to steer the Sales function, especially recruiting. Continuing with the example, the Sales function posted a positive turnaround in revenue in just six months after implementing their findings on Sales recruitment. 
The above example bolsters the need to use Talent Analytics. Why? Because data speaks! And why must we listen to data speaking? Because it drives us to make decisions critical to business.

Talent Analytics to Redefine Future Opportunities

Talent Analytics presents a wonderful opportunity to make your business a game changer. Think of the firm sure decisions you can make on identifying, selecting, onboarding, and nurturing the talent, all in alignment with your business goal.

The science of Talent Analytics is here to stay. Use it to stay ahead in the market. Is there an alternative to it? I doubt not.

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