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the development of a strategy that ultimately leads to an improvement in
In summary, truly understanding your company’s data will likely require
relevant points of external structured and unstructured data for comparison.
Skills for the future
Across the board, data collection and interpretation is growing into a desirable
HR skill because of its potential to inform on policy and strategy. Asking the
right questions is crucial in data collection, says Schmidtchen.
“Employee engagement is a good example. We used to ask the question: ‘A re
you satisfied in your job? Do you strongly ag ree? Do you strongly disagree?’
Many ag reed they were satisfied in their job. To which my response was: so
what? I might actually be satisfied in my job because I’m not doing anything.
“Now, instead of job satisfaction, we ask about four dimensions of job
engagement. This way we know it’s linked to a number of different performance
outcomes and can say, with relative confidence, whether engagement has a
positive effect, for example. Stop at satisfaction and you only have a partial view.”
At McKinsey & Company, Saar’s advice for future HR professionals is that
they shouldn’t opt out of maths. “Even if you are focusing on an HR degree, take
stats. It will pay dividends,” he says. “H R , like every other function, is getting
data-ised, so get ready for it. You’re going to need those skills to have a seat at
the table with your peers in the organisation.”
Deloitte’s Bersin, a long-time H R specialist, goes so far as to suggest that, as
well as serious maths and data specialists aiming at taking on H R roles, people
analytics may in time become its own separate division within a company.
“While it may reside in HR to begin with, over time this team takes
[responsibility] for analysis of sales productivity, turnover, retention, accidents,
fraud and even the people issues that drive customer retention and customer
satisfaction,” he wrote in an ar ticle in Forbes this year.
“These are all real-world business problems, not HR problems. The data that
helps suppor t these decisions includes experience, demographics, age, family
status, as well as training, personality, intelligence and dozens of other factors,”
Whether or not such a division eventuates, it’s clear that big data and people
analytics, as well as the technology that informs them, are poised for grow th.
A workshop on big data will take place at AHRI’s National Convention. Details at
LinkedIn Q&A with Adam Gregory, LinkedIn Asia-Pacific
Talent Solutions Director, LinkedIn APAC
Q Can HR professionals capitalise on LinkedIn’s
Operating without insights from data is like shooting in the
dark. Recruiters who can extract value out of the massive
pool of data on the web to inform their recruiting strategy will
define the future of talent acquisition.
According to a 2014 LinkedIn sur vey, t wo out of three
recruiters don’t have the tools to understand the market and
talent pool they are recruiting from. This is a real issue as
talent acquisition teams with mature analytics are t wo times
more likely to improve their recruiting efforts.
Using data insights from LinkedIn, recruiters can
determine whether their goals for talent acquisition are
realistic, given what the data says is available. One way to
check size and availability of talent pool s is to refer to the
talent pool reports. Recruiters could also look at the network
connectedness of the identified pool and check out how
connected they are with the company’s existing employees,
as they are more likely to be receptive to messages.
Q How important is big data to HR professionals?
Becoming more comfortable with using data insights to
make more informed decisions is going to be a core skill that
differentiates HR professionals from their competition.
LinkedIn’s Australian Recruiting Trends Report 2015
shows that only 13 per cent of Australian recruiting leaders
think they are using data to help drive more impactful
recruiting activities – far behind the global average.
Q What are the challenges of viewing and analysing
large amounts of user-provided data?
We know that sifting through numerous candidate profiles
or CVs is a daunting task. We also know that hiring volumes
are expected to grow faster than hiring budgets, which
means that recruiters need to become more ef ficient.
LinkedIn of fers powerful search capabilities that allow
recruiters to quantify the total addressable market, filter
through large data sets and narrow down their search
criteria. Our solutions of fer insights and analytical tools
to research and refine the target talent pool by providing
recommendations that match search criteria and ultimately
reach the prospective candidates directly through InMails.
“PEOPLE ANALYTICS MAY IN TIME BECOME ITS OWN
SEPARATE DIVISION WITHIN A COMPANY.”
TOM SAAR, DIRECTOR OF CONSULTANTS, MCKINSEY & COMPANY
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