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The necessary and cost-effective advanced data analysis in HR processes

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The necessary and cost-effective advanced data analysis in HR processes

When you've been in this "Talent Management" business for a few years, you look back and think that in your professional career, you've been through what the famous character Moliére has been through. He had been "speaking in prose for 40 years without knowing it". And I am referring to the use of "analytical" information in the selection and evaluation processes of employees.

Because, sometimes with somewhat pedestrian tools, sometimes with simple intuition, when after "processing" tens, if not hundreds or thousands of candidates for certain positions, you came, along with others, to the "conclusion" that those coming from such a Faculty or School, o those who had done extra-curricular activities or spent time studying or working abroad on average had a better result in the overall selection process, you could focus much better on "Talent Acquisition" or "Recruiting Marketing" to optimize the resources dedicated to it.

How has the situation changed today? Basically in two aspects: the information available about each and every one of us in open sources (=public) is immense. And the second thing, which makes the above digestible, is that advanced analytical tools allow for intelligent processing of this information. And this, which is true in all our facets: as an individual, as a citizen, as a consumer, as a contributor, as an opinion maker, as a voter, etc... has its very concrete application in the processes associated with the management of people in organizations.

And, if I may advance my conclusion, this is not an interesting option available to People / HR / Talent / ..., no. It is a necessary option, although the degree of extension of its application may vary, and it is profitable.

I will focus on two examples: selection of experienced professionals and evaluation of employees in internal promotion processes.

In the case of selection of experienced professionals, the three traditional sources of information for decision-making are the CV, interviews and external references. The CV and references are usually provided by the candidate, so a contrast is not superfluous. In interviews, some people have more or less tables (on both sides of the table) so that the aspects that will be most important in determining the suitability of the candidate for the position are not always brought up or dealt with.

What can advanced data analysis contribute to this process? Well, for example:

  • A validation of many of the items on the CV (training, companies and periods worked in, publications, language level, etc...)
  • Additional valuable information, which the candidate has not deemed relevant or has not come up for interview. Alignment / Possible conflict of the candidate with the organization's key values.
  • Compared to the talent profile that performs well in the organization.
  • Detection of relationships that may generate conflict with the company (compliance).
  • Candidate's capabilities and digital presence.
  • Etc.

Oh, and very important, all this information must and can be obtained by complying with the RGPD.

We will analyze the application of advanced data analysis in the employee evaluation process for an internal promotion in a second post.

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