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5 Things to Remember When Utilizing Data in Health Care Hiring

March 14th, 2017 Comments off
health care hiring

The health care industry is experiencing phenomenal growth, and with growth comes a demand for more talent. According to the 2017 CareerBuilder Health Care Talent Brief, 38 percent of health care industry professionals expect job demand to continue to outpace overall supply.

“Competition to fill these spots is fierce, especially in small, rural markets,” says Bobbi Hicks, President of Akeso Talent Engagement. The correct use of data in your hiring strategy can provide an advantage without incurring the high costs of a recruitment service.

1. Invest in tools that pull real-time data.

“Decision makers respond to facts and data. That said, it’s important to invest in tools that can provide you with a real-time snapshot of the market that you support,” Hicks says. “We regularly use paid recruiting tools like job boards, Supply & Demand, compensation portals, and social media sites to scope out our competitors and better predict salary ranges and time to fill.”

2. Pull compensation data more often.

Most health care companies pull compensation data once or twice a year. That’s not nearly enough, says Hicks. Pay rates change frequently due to high competition. Your staff likely picks up extra shifts at competing hospitals, so they know firsthand what the competitor is offering.

“You don’t want to risk training your leaders for another facility, because you didn’t compensate them correctly on the front end,” says Hicks.

Stay ahead of the curve by pulling compensation data quarterly.

3. Utilize Supply & Demand data to address the talent deficit.

“If you’re not utilizing Supply & Demand data, then you should be,” says Hicks. By tracking the number of nurses and therapists coming onto the market, you can locate where the talent deficit is, project how substantial it will be, and adjust your hiring strategy accordingly.

4. Include “NOT” statements in Boolean searches.

Boolean search is a helpful way to source candidates faster, but most researchers only utilize “and” and “or” statements. Including “not” statements allows you to exclude terms and narrow results. For example, “pharmaceutical and not sales” would yield candidates who have “pharmaceutical” in their resume, but exclude those with “sales.”

5. Don’t forget about culture.

Competitive compensation and large sign-on bonuses only go so far when attracting and retaining talented employees. You should strive to create a positive culture that values both the employee and patient experience.

“A $15,000 sign-on bonus puts up a red flag,” says Hicks. “Whenever I see that I think: ‘What’s going on over there that makes such a sizable bonus necessary to attract employees?’”

Proper onboarding — and off-boarding — can go a long way toward improving the employee experience and retaining top talent. Many times employees will leave to develop their skill sets elsewhere, but return seeking more senior positions. Ending the working relationship in a professional manner increases the likelihood that a talented employee will come back.

Put insight into action: Learn more about how to use data in health care hiring right now.

3 Recruiting Metrics That Don’t Mean Much – And Why

January 25th, 2017 Comments off
recruiting metrics

Let’s start off by all agreeing that it doesn’t matter when you start measuring. It doesn’t have to be in January. It doesn’t have to be on a Monday. It doesn’t have to be at the beginning of the month. Just start thinking about recruiting metrics.

The most important thing, regardless of when you start, is that you have a benchmark. If you don’t have a benchmark, just start anyway and make your benchmark. We were “X” in the last 30 days, so let’s see how we do in the next 30 days. Too often we get hung up on when to start, and if we don’t start on that date we should wait. Most people like clean starts and stops, but it’s really only a self-imposed prison.

It’s one of the biggest pitfalls I see in recruiting department metrics. “Well, we don’t know how many requisitions a recruiter should have, so let’s not measure that.” OK, but if you just started measuring that, you would know eventually. Not knowing what data you should have is never an excuse for not beginning to measure.

Recruiting departments (and HR departments) are classic in building CYA recruiting metrics – or the things that we measure to show we are doing the job we were hired to do so they don’t outsource our function. Every other part of your organization actually gathers data and measures things that will help the organization get better, not justify why you hired them.

Here’s a list of great CYA recruitment metrics – that actually don’t mean much:

  1. Time to Fill – You know this is the single most used recruitment metric on the planet, and for about 98 percent of organizations it’s totally a worthless metric! Time-to-fill is meaningless as a metric on its own. Who cares that you filled a software engineer job in 59 days instead of 61 days? No one! Now, if you show me that the decrease of two days saved the organization $X dollars, or made us $X dollars, now I’m listening. Or, if you show me that to reach our growth goals, based on the days it will take us to fill the positions, we will need to hire “X” number of additional recruiters or we will never meet those goals, I’m listening. But you don’t do that.
  2. Quality of Hire – This is a recruiting metric that really isn’t a recruiting metric. It’s a hiring manager metric, and it’s a metric that you can’t really measure until the individual that the hiring manager selected is fully productive, or determined that they’ll never be fully productive. What you should really do is rename this metric, “Quality of our hiring process,” because that’s what most organizations are actually measuring. “OK, the candidate that was selected 30 days ago was a crappy performer, so something went wrong with our process.” Could have been the pre-hire assessment, the awful ability of the hiring manager to select great talent, etc. What it is not is a measure of the quality of the hire. See the subjectiveness of this? That makes it a great CYA metric!
  3. Hiring Manager Satisfaction Hiring manager satisfaction might be the single least effective metric on the planet. Hiring managers love the recruiting department when they find them great people to hire, and they think the recruiting department is trash when it takes more than 48 hours for them to find candidates. The hiring manager sits on a resume for three weeks, then decides she wants to interview and is pissed at you when you tell them the candidate is no longer available. Does this metric really help your recruiting department get better? But, it’s another very subjective metric that’s easily manipulated when needed. I’ve seen satisfaction surveys written in a way that hiring managers could only give the recruiting department good grades, even when they were getting almost nothing from them!

 

So, I know what you are going to ask. What recruiting metrics should you be using? I think there are three levels of recruiting metrics, and next month, in this exact spot, I’ll give you the recruitment metrics you should be using right now to improve recruiting in your organization!

Never miss a thing: Get CareerBuilder’s expert recruitment tips in your inbox.

 

The Importance of a Defined Talent Strategy: Q and A with Talent Strategy Institute Founder Al Adamsen

April 5th, 2016 Comments off
Defined talent strategy

“Talent strategy” might not be a four letter word, yet many organizations are still afraid to use the term, according to Al Adamsen, founder and executive director of Talent Strategy Institute. That may stem from the inability to define what it truly means and understand how it fits into a company’s overall business strategy. Yet having a clear game plan for acquiring and keeping top talent is crucial to a company’s success.

We interviewed Adamsen to gain insight on how organizations can build a winning talent strategy and the key role workforce analytics plays in its development and execution.

CB: Companies that want to stay ahead of the competition need a talent strategy in addition to other key business strategies. Where do you see data coming into play within a company’s talent strategy?

AA: When talking to business leaders and HR executives, ask them, “Do you regard people as a key asset? Do you have a people strategy? Can you share with me how you formulate, manage and message?” It’s likely that no one will share this information because they don’t have it.

Let’s talk about how to do this – how to consciously create the candidate and employee experience. Some of the questions you need to ask include:

  • Where do analytics come in to play? You have to know what is and isn’t already in place.
  • Who are your high performers and how are they identified? No one is happy with their performance benchmarks.
  • How do you understand what is keeping people at your company? Historical measures might not be appropriate. Let’s track this through the life cycle.
  • What is the best source for this data – internal, external or both? How would you value each of these sources?

 

When it comes to turn around, think about what your leaders want or need to know. Some might be focused on the wrong things, so you need to prioritize and then find out what data you need.

CB: Why is it so important for organizations to understand what a talent strategy is?

AA: I often cite the quote, “The beginning of wisdom is starting with the right terms.” “Talent strategy” is rarely used as a term by an organization. Really defining what a talent strategy is and how it fits into your business planning cycle is crucial. The organizations that are creating workforces well are measuring and finding ways to manage the success of the process. Organizations must focus on data, technology and people – if you only focus on one of these pillars, the boat is not going to float.

CB: Do you think companies should be establishing workforce analytics teams within HR, or should HR teams skill up to do more data analysis for talent forecasting?

AA: In today’s market, not many truly get this and fewer are addressing it. It’s one of the reasons why our discipline hasn’t matured. The person doing this work needs to have the internal cache to say, stop – we need to take a look at our performance management.

HR teams need to hire someone responsible for all four buckets of workforce intelligence capability: HR metrics, surveys, analytics and workforce planning. You need all four buckets funneling through one person, otherwise you’re just creating a lot of noise. This person shouldn’t be too senior or too junior. If they are too high level, they might not be willing to get into the “weeds.” If they are too junior, they may not have the ability to tell the story with the data.

CB: You mentioned that while workforce analytics is a hot topic, only about 20-25 percent of all companies are actually using workforce analytics data to drive decisions. What holds those other organizations back?

AA: Two things hold them back. The first is leadership involvement, and a leader’s decision to do the work. Many sit back and ask for insight, but they don’t support HR or the owner of the process with the right resources. Leaders have to make a conscious decision to make it a priority.

Also, organizations need someone to focus on this effort. Creating a story around the data is a full-time job – not a part-time one. If you are a large enterprise, five key roles are needed to be committed to it.

CB: Why would a company want to consider using a partner for external workforce analytics data vs. having an internal team do the work?

AA: Even if you are large company, this might be too much for one person. It might make sense to ask for help from an external team with more expertise. Smaller companies should really consider going externally. For this to take hold, there needs to be a reoccurring event where this data is displayed, whether that’s through a quarterly meeting, event, etc. If you use an external partner, it’s still important to have someone internally to lead and manage the process.

CB: How do you recommend telling a story with data, and how can this practice help HR when having conversations with key stakeholders who don’t understand workforce planning?

AA: When telling a story with data to stakeholders, it should come from an advisor who can build trust by offering ideas based on insights that have been empirically derived. Leaders often don’t know what questions to ask, so analysts need to do the work for them. It’s an analyst’s job to test new hypotheses and either validate facts or bust myths.

Al Adamsen is a globally recognized thought leader, advisor and educator in the areas of Talent Strategy, Workforce Planning and Analytics, Talent Measurement and Organizational Change. He’s the founder and executive director of the Talent Strategy Institute, a global association committed to expanding the production and use of meaningful workforce insight. For more on Adamsen, check out his LinkedIn profile.

Ready to build or revamp your recruitment plan? Download “How to Create a Winning Recruitment Strategy” today. 

Give Your Staffing Clients The Data They Actually Want

December 11th, 2015 Comments off
Give Your Staffing Clients They Data They Actually Want

Even with the most effective sales process, you will not close deals if your client’s bill rates are substantially below market, their decision-making process is too slow or they continually hold out for the perfect candidate. Providing industry data and crafting a story out of this data is the new sales imperative.

When it comes to using data, people generally get hung up or stumped when trying to answer these three questions:

  1. Why use data?
  2. What types of data should I use?
  3. How do I craft a story with this data?

But don’t give up! One of the first steps to using data with your clients in the sales process is ensuring that your sales team is comfortable doing so.

One in 3 staffing employees are not comfortable using recruitment technology, according to the 2015 Opportunities in Staffing study. Most agree, though, that adapting to new technology will set the best staffing firms apart.

Why Use Data?

If you’re not using data or your people aren’t comfortable with it, you’re missing a huge opportunity.

Did you know? When selecting a staffing firm to work with, the number one factor clients seek is demonstrated industry knowledge, NOT the lowest price, according to the 2015 Opportunities in Staffing study.

Image 1

Some of the largest gaps in client service involve the use of data — what’s being done by your people might be different from what’s actually being delivered to customers. Information can help bridge that gap.

Image 2

Nearly 3 in 4 firms claim to provide hiring trends on open positions; however, only about half of clients report receiving this information. Since this data is not difficult to obtain, closing this gap in client service is fundamental.

Nearly 4 in 5 firms claim to educate clients on competitive salaries for open positions, but fewer than 3 in 5 clients are actually receiving this data. These aren’t hard gaps to address if you equip your people with the information your customers are requesting.

What Kind of Data Do Clients ACTUALLY Want?

Clients are most satisfied when they select a firm that helps them improve their own recruiting.

  1. Industry data and trends. Although demonstrating industry knowledge is important, helping to improve your clients’ own recruiting efforts and demonstrating you know more about their company than the competition will result in the highest satisfaction levels.
  2. Time-saving data. When it comes to recruiting, time is a luxury. Saving your client time will save them money. Proving to them that you have the data they need to recruit more efficiently is key in the sales process.
  3. Compensation and competitive data. Do you know the best places to recommend your client look for available candidates? Do you know who your client is competing against for the same talent in their target markets? If you can bring this information along with compensation data, your client will not only value your relationship, but they will also feel confident they have chosen the best firm to help them attract top talent.

How to Craft a Story With Data

Eric Gregg, CEO of Inavero recently published an article with the American Staffing Association in which he laid out a formula to successfully use data to increase sales:

  1. Keep it simple. Even the best data in the world will lose impact if your sales team or client prospects can’t easily understand it and make the connection between the data and how they run their business.
  2. Go beyond data to insight. Don’t assume that your prospects — or for that matter your sales team — see why the data you’ve presented is important to their organization. The data makes you credible, and the insight and interpretation shows your unique value.
  3. Keep it focused to keep it valuable. Instead of attempting to create expertise widely, create it within a niche where your information can stand alone as the source for clients and prospects. For example, data on hiring trends within a job type or industry is far more valuable to prospects than the same information across all employee types.
  4. Don’t forget about your candidates. In many sectors and job titles, attracting high-caliber talent is more challenging than getting new orders, yet few people target educational data-driven content toward their candidate pool.

By utilizing recruitment analytics reports, you can quickly craft a story by comparing data sets and looking at a few keys points. As an example, we looked at the mobile developer position in the markets of Los Angeles and San Diego.

Click here to download the Los Angeles and San Diego reports.

Take our quick quiz to gauge your data-story crafting skills:

Question 1:

1. Looking at the summary (on page 2 of both reports), which market would you recommend your client start their recruitment efforts for a mobile developer?
A. L.A.
B. San Diego
C. No Idea

Question 2:

2. Looking at L.A. compensation (on page 7), if you were presenting a mobile developer candidate to a customer in L.A., would you recommend someone with 6 to 10 years of experience or someone with fewer than 5?
A. 0-2 years
B. 3-5 years
C. 6-10 years

Answers:
Answer 1:
While you can use data to tell multiple different stories, most would argue that with more active candidates in L.A. (1,956 versus only 541 in San Diego), it would be the stronger market to focus on. Furthermore, the hiring indicator score (37 in L.A. versus 39 in San Diego) is essentially the same in both markets, so looking at the total active candidates is more important.

The Supply & Demand Hiring Indicator indicates the level of difficulty in recruiting for a specific skill set or position based on available talent and the hiring landscape. The Hiring Indicator score shows a number between 1 and 100. A lower score reveals a more challenging position in that market. In the example above for mobile developers in the L.A area, a score of 37 out of 100 indicates that it’s very difficult to hire because the score is under 50. In comparison, San Diego has a higher score (39), which means that you’ll have a slightly easier time recruiting in San Diego than L.A., but it’s still very competitive. You’ll need to invest more resources to recruit or identify another city that has a higher Hiring Indicator score and look for candidates there.

Since access to the data was easy, how long did it take you to pull that information?

Answer 2:
Again, multiple answers could still be correct, but many agree that you can utilize the data to show that focusing on candidates with 6 to 10 years of experience may be the best way to advise your client. Candidates with this level of experience are being compensated nearly $30,000 less than candidates with 3 to 5 years of experience. Why? These older candidates may not have direct experience developing with the latest in mobile technology; however, they have the experience and framework to understand it. It’s really a question of hiring and re-skilling or hiring someone with less aptitude — it’s a decision for you to make in the end.

Take the Next Step and Craft Your Data Story

You can see by the sheer volume in the data packet examples that you have many choices on the story you tell. I encourage you to look page by page and identify which data would be key for you and your clients. Looking at the top job posters (page 4) and at graduates (page 9) are also great places to start crafting your data story.

GET ACCESS TO THE SAMPLE REPORTS HERE

30% of Employees Fear Digital Security Threats at Work

June 22nd, 2015 Comments off
Talent Factor

It’s no secret that our phones and digital devices keep us entertained for hours–whether at work or at home. Many of us check our work email from home computers, or use work devices for browsing social media. But as more of our personal devices and identities play a role in our professional lives, it’s becoming even more important to employees that companies are able to ensure the safety and security of their devices and data. According to a recent CareerBuilder survey on workplace security, nearly 1 in 3 (30 percent) of employees are concerned their workplace is vulnerable to digital hackers. And with the growing frequency of major companies reporting data hacks and stolen personal information, it’s crucial that organizations reinforce their digital security strategies.

What This Means for You

Highlighting your own company’s digital security plans, as well as looking to what other organizations are doing, can give your employees in IT and across the company or interview table a strong sense of security and allow them to do their jobs well. Also making your security strategy more visible to employees and training them on what is acceptable and safe, and what poses a threat, will create a more educated and well-protected work environment for your workers in the office and online.

Want to receive Talent Factor by email? Subscribe here and get a brand new recruiting industry statistic delivered to your inbox every Monday. Join the conversation on Twitter: #TalentFactor.

 

March Twitter Video Chat: Master Your Recruitment Data

March 30th, 2015 Comments off
New Twitter Video Chat: Master Your Recruitment Data

As an HR professional, you need to unlock the full potential of all the recruitment and workforce data available to you. As a talent advisor, you hold a powerful position in your organization, so you should learn how to gain mastery of your recruitment data — and understand how that will affect your organization’s bottom line.

Our friendly team of talent advisors — Laurie Ruettimann, Jennifer McClureTim Sackett, Steve Browne and special guest Neil Morrison — got together to discuss this topic in our monthly Talent Advisor Twitter video chat. Take a look at the video below to hear what they had to say:

Watch the Twitter Video Chat

>> Follow our amazing talent advisors on Twitter: @CBforEmployers @lruettimann @jennifermcclure @timsackett @sbrownehr @akabruno @neilmorrison

We welcome all human resources professionals, recruiters and talent acquisition leaders to become part of the evolution! Sign up now to start getting Talent Advisor in your inbox.

Miss last month’s Talent Advisor Twitter chat? Here’s a recap so you can get up to speed. Join us for a brand new Twitter video chat at 2 p.m. Central on Tuesday, April 28. And follow us on Storify for regular updates.

Don’t Be the Last to Know: Four Key Principles for Predicting Retention

March 30th, 2015 Comments off
financial symbols coming from hand

Unemployment in the United States has fallen dramatically. Retaining high-performing employees is more important than ever for organizations to meet their goals. In addition, data available about our employees and their performance is growing exponentially. An often cited statistic from 2013 was “90% of the world’s data had been created in the previous two years.” It is a safe bet that we have continued to create, gather, and report all sorts of data at even higher rates since 2013. Much of the information filling our databases is about our employees.

Imagine you are tasked with using your company’s data to create an employee retention strategy.

There are four principles to retain talented employees within your organization.

Determine Your Organization’s Objectives

Knowing what your organization wants to achieve may sound obvious. A “Retention Initiative” might imply that the organization’s goal is to reduce turnover across the enterprise. Upon further discussion and debate, you might uncover that the biggest retention issue is with top performers in the sales department. If that is the case, start there. Focus is critical. If you don’t know what needs to be achieved, success is impossible.

Acquire Quality Data

Most organizations of a certain size gather and track all sorts of metrics about employees. That, however, doesn’t mean the data gathered is of high quality or uniform. Something as simple as location can be compromised. In one database an employee’s location can be represented as an abbreviation – MN for Minnesota – and in another database the state is spelled out. That sort of inconsistency makes the information challenging to interpret and integrate.

More important, though, is your ability to identify the right metrics and eliminate noise. “Time to Hire” is a metric many organizations track along with “Quality of Hire.” If you are hiring engineers, “quality” should trump “time” every time. If your firm cleans football stadiums, being short staffed will hamper your ability to complete the job. Training your cleaning staff doesn’t take months or weeks, so “time” will very likely trump “quality.” Treating each metric equally is a mistake that can prevent action from occurring quickly.

Start Simple

A reliable predictor of employee retention often comes from an employee engagement survey. On the survey, people are often asked about their willingness to stay with the organization for a long time. A negative response to that question is a reliable predictor of employee retention. If that is reliable in your organization, start there. As a next step, you might consider adding a second variable. How long has an employee been with you? A short-tenured employee who does not intend to stay a long time is even more likely to leave. Continue to experiment and add variables until your prediction model is optimized.

Communicate Often

When you know and can restate the organization’s objectives, you will get the attention of your leaders by supplying them with information that is easy to understand and actionable. Don’t wait until you have created the “perfect” model that predicts employee retention. Share the findings frequently along the way. Let the leaders know that you will continue to refine your model over time, but they should begin consuming and making adjustments with the information you have now.

Information available to predict what keeps employees at their organizations is better than ever. Using these four principles to hone your predictive retention model will ensure you lead your organization toward retaining the right people more often.


 

Don MacPherson

Don MacPherson is President and Co-founder of human capital measurement company Modern Survey. He and his colleagues are passionate about improving the employee experience while helping organizations achieve their goals by creating cultures of engagement. Don is equally passionate about helping others and seeing the world in his free time. He is a 15-year veteran of Big Brothers/Big Sisters and has traveled to over 60 countries. A highly regarded speaker, Don tells stories about human motivation from his experiences at Modern Survey, as a mentor, and world travel.

How to Build An Effective HR Business Case in 4 Steps

March 23rd, 2015 Comments off
Making a business case

Recently, I delivered a workshop at an event attended by senior human resources and talent acquisition leaders. After the program had ended, one of the attendees approached me and explained that she was having difficulty getting her executive team to agree to move forward with a leadership development program she had recently proposed. She was seeking any tips or tricks that I might be able to offer. Before offering advice, I gathered a little more information.

I asked, “Why did you initially decide to create a leadership development program?”

She thought for a minute before jokingly saying, “I don’t know. I guess because it’s the right thing to do”.

Okay. Sensing why she might be having difficulty selling her proposal to the executive team, I tried another angle.

“Is there a specific problem in your organization that you believed a leadership development program would solve?”

Seeing where the conversation was going, she smiled and said, “I can’t think of anything specific. I guess that’s a big part of my problem.”

Bingo.

To gain approval for any new program, initiative or process — anything that requires the decision to allocate money, time, or resources — talent advisors must build a business case and complete four critical steps.

1. Define the problem.

Problems in need of a solution can come in the form of areas that cause pain or areas that represent missed opportunities. There’s a reason that you’ve been compelled to investigate a solution. To set your business case up for success, you’ve got to be able to articulate the source of pain or opportunity to the organization.

Can’t explain the problem or opportunity? Then you’ll have even more difficulty explaining the need for a solution.

2. Use data to quantify how the problem negatively impacts business results.

Business executives speak the language of money. Talent advisors must be able to analyze available data and explain how not solving a problem is costing the company money.

Another way to see this? Ask yourself, “Where is the opportunity to make money because a solution has not yet been implemented?”

Help executives see how a failure to act on a problem will negatively impact their bonuses the bottom line. Through the smart use of data linked to their cash compensation, they will apply their focus and resources to your cause.

3. Evaluate possible solutions and make a recommendation.

The savvy talent advisor always proposes multiple solutions (or versions of a solution) to open up the minds of decision-makers. It doesn’t ever make sense to give your CEO only one option that she must approve or reject.

Your executive team hired you to utilize data analysis. They rely on your expertise to recommend the best solution. They expect you to be able to defend your recommendation and negotiate alternatives because that’s how business gets done.

4. Quantify how the recommended solution positively impacts business results.

The final step involves defining an implementation plan for your recommended solution. Using financial terms, you must detail how a successful implementation will enable the company to make more money, increase customer satisfaction, improve retention, improve employee engagement, etc.

To get approved, a business case must include liberal use of numbers with currency signs and/or percentage symbols. Keywords that executives pay attention to include: increase, decrease, improve, grow and reduce.

As you can see, my HR friend from the workshop left with some homework to do.

Talent advisors fill critical roles inside their companies: They function as the primary advocates for the people in the organization, and also lead or initiate key projects that can positively – or negatively – impact business performance.

As a result, talent advisors must master the art of building (and selling) an effective business case in order to gain executive approval to implement the talent strategies necessary to recruit, retain and develop the organization’s key source of competitive advantage.

By working through the four steps to building a successful business case, the aforementioned workshop attendee can increase her chances for gaining approval for her initiative — or understand why it’s not important to pursue.

And you can too.

Talent Advisors Have Small Data Problems

March 16th, 2015 Comments off
Small data big data

Can we be honest with each other for a minute? There are only something like 500 talent acquisition leaders in the entire world who actually get what “big data” is — and you’re not one of them.

It’s okay. I’m not one of them, either.

The reality is 99 percent of talent advisors will never deal with big data because, by definition, it’s is a broad term for data sets so large or complex that they are difficult to process using traditional data processing applications. Excel spreadsheets are a traditional data processing application. Thousands of data points are not big data — millions, billions and trillions are.

Do you deal with data sets in the billions? No. Big data isn’t your concern, but small data is.

The question talent advisors should be asking themselves is: “How do I use small data to solve the everyday problems that I face?”

This is a question most of us should be able to answer, and we can have a positive impact on outcomes in our organizations.

I am going to give you three ways you can solve real, everyday HR and talent-related problems using small data.

PRE-EMPLOYMENT ASSESSMENTS

Almost all organizations use assessments in today’s world. They are super cheap and easy to administer, but we still have one major problem: Our organizations aren’t fully bought into the results. This is a problem for talent advisors, and we need to change this attitude and get everyone fully invested. Data can help you do this.

True talent advisors will coach leaders and get their organizations to understand how powerful the data is behind assessments and why we should be listening to what they are saying. Millions of data points don’t lie, but your ‘gut’ lies to you every single day!

EMPLOYEE ENGAGEMENT

When your organization gives out a valid and reliable engagement survey, what comes back is truth.

The data is telling you something — good, bad or average. Most leaders and talent advisors hear what the data is telling them but believe they know better. You don’t. You are biased. You have been working your butt off to try and make your culture better, so you don’t want to believe what the data is telling you.

Stop that. It makes you look ignorant.

The data says you have crappy managers. You know this, but you are in charge of leadership training and you want to believe that it works. It’s not working. You need to get rid of your worst offenders. You know who they are, so make it happen.

TALENT ACQUISITION

There is a ton of small data in your talent acquisition shop. Data tells you the best source of hire, how long a job has been open, how many candidates have applied, how many candidates have interviewed, etc. Talent advisors have unlimited amounts of data in Talent Acquisition; however, if you don’t figure out what is important to measure, the data can be a major hindrance to getting something done!

I run into a ton of corporate talent advisors who are failing — but who have great data to tell them why they’re failing — but refuse to actually do something about it. The data tells you exactly why you are failing. Figure out what to measure, make a plan to solve for those failures and work your plan. Don’t have enough applicants for your positions? Work with marketing, pick up the phones, measure what your recruiters are actually doing and change the outcomes.

Everyday talent advisors don’t have big data issues, but that doesn’t make the issues they face any less important. Big or small, data is becoming a way of life for the best talent advisors. The key for great performance in human resources is to be able to quickly assess the data and use that knowledge to move your organization forward with real-world strategies, plans and activities.

 

 

 

Take a Look at the Magic of Making Data Actionable

January 8th, 2015 Comments off
magic of making data actionable

You’ve heard about the fun corporate culture at CareerBuilder that we like to brag about and about all of our innovative technology, but did you know that CareerBuilder also has the most up-to-date and comprehensive workforce data in the nation?

You heard that right! We’ve spent the past two decades collecting more data than you can imagine so we can help people make smarter decisions.

There’s a lot about us you probably don’t know, and we want to fix that. Check out this third installment in our #ihadnoidea series, where we give you behind-the-scenes access to our most senior leaders and the real people behind our products. It’ll have you saying: “I had no idea CareerBuilder’s data could guide me to make the right decisions — it’s like a GPS for recruitment!”

Get to know us better through never-before-seen footage of our people.

The Magic of Making Data Actionable

How do you take mountains of data, a group of really smart people and turn it into a powerful strategic product suite? Ellen Silva — who’s been with us for 15 years — describes her childhood aspiration of being a radio DJ, and how she ended up becoming our director of workforce analytics. Now instead of wowing people with tunes, she wows them with data.

No Duds On This Data Team

Contrary to what you may have assumed, people who work with data all day long can actually be a lot of fun. Our team includes someone who used to be a professional online poker player, someone who laughs like a guinea pig and a tiny mother bear. Watch the video and be amazed at their shenanigans.

Revolutionize Your Strategy With a Click

Take the guesswork out of your recruitment strategy. Instead of taking a shot in the dark, gain confidence knowing that your decisions are backed by the most authoritative workforce data in the nation. Put your requisition strategy in place with a click using our Supply & Demand Portal.

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