Description
People Analytics in the Era of Big Data does a great job of melding analytic processes and methods with the mass of data that is growing exponentially every day. Future success in talent management will be largely dependent on an organization’s ability to mine that database. The days of scanning job boards, college recruiting trips, open houses, and advertising are obsolete. Organizations’ main problem is twofold. One, there is no competitive advantage in applying these recruitment processes. Everyone can and does use them, and the results are similar rather than unique. Two, these methods are all behind the competitive curve. Nothing within them speaks to the special demands of the future because they do not uncover and express true future talent demands. At best, they are simply common tools.
The good news is, as the authors so clearly explain, that diving into the Big Data ocean with predictive analytics fishing gear virtually ensures that you will catch exactly what you’re fishing for. First, think about the talent pool. In truth, there is no shortage of qualified people for any one company. The talent ocean has not been overfished for the needs of your company. The problem is that there are many boats fishing. You need a world‐class talent acquisition system. This is where predictive analytics comes to the rescue.
There is a shortage of twenty‐first‐century talent acquisition strategies. Recruitment doesn’t start in the employment section of the
human resources department. Employment methods, by whatever label is in vogue, are simply functional tools. Everything starts with the organization’s purpose, goals, and strategic plans. It has been clear for decades that issues of organizational purpose are often not fully addressed. Statements that the goal is to increase market share by x percent next year are accepted as purpose statements. Not true. They are nothing more than wishes. Management must first be absolutely clear regarding the purpose of the organization expressed in terms of its role in society. Books have been written about this, yet seldom is there a deep dive into purpose.
Once purpose is clear, then data and analytics can be brought to bear in forming a strategy. One more time, Big Data is the talent ocean. Analytics is the fishing gear. Analytics helps management find the school of fish that it seeks to fulfill its unique purpose. Analytics comes in three levels: descriptive, predictive, and prescriptive. Descriptive speaks to what has happened up to the present. Predictive reveals what must be done to achieve future goals. Prescriptive tells how to do it. When a patient tells a doctor that he has sinus congestion, that is descriptive. The doctor applies her knowledge to determine what type of treatment will alleviate or cure the condition. That is predictive. The paper that the patient takes to the pharmacy explains how the treatment is to be administered. That is the prescription.
This book provides all three analytics: the description of the talent market and its shortcomings (Big Data), what types of analytics tools are available and are under development that should be used to reveal where the talent is, and finally how to use predictive analytics to solve the talent needs of the organization.
The basis of this book stems from real‐world examples from the authors’ years of talent acquisition experience. They provide easy to understand processes for drawing competitive information out of Big Data and turning it into applicable knowledge. In short, this book is both a compelling argument and a framework for the reader on which to build a talent management strategy and work plan.
Dr. Jac Fitz‐enz, CEO, Human Capital Source