Once the purview of forensic scientists, profiling can be a tremendously useful way to identify individuals in your organization who are likely to succeed in leadership roles, leave, or cause harm through poor performance. There are so many potentially interesting relationships that you can explore using Big Data. Here are the top 3 that advanced HR professionals use:
With Big Data you can develop an aggregate of employees with a higher risk of performing below standards. You might find, for example, people who have not attended a course in the last year make more mistakes when processing paperwork specific to your industry. Or, you may find that a certain group of people require more training or coaching from line managers to reduce poor performance. Maybe you find that people who never take sick days present a performance risk. With the ability to isolate the employees who are not performing well, it is easier to locate the root of the problem in order to take corrective measures to improve poor performance.
Wouldn’t it be great to know which individual characteristics are predictors of performance for specific roles? Instead of relying on assumptions, the combination of Big Data and analytics is a recruiter’s favorite tool. A study from Harvard Business Review showed that what we commonly assume may be predictors of success – factors like what school a candidate attended and what their GPA was – are entirely unrelated to future accomplishment. Rather, a demonstrated ability to take initiative and ensure correct spelling on a resume was related to positive employee performance. Humans are heavily biased no matter how hard we try. It is often much more reliable to use Big Data as a tool for unbiased decision making.
HR Managers often wonder after the fact why successful employees leave? Perhaps you may have been able to intervene prior to their announcing they were leaving but in the likely chance that you were not successful, profiling may prove to behelpful. Profiling successful people who leave your company may reveal a pattern that proves your assumptions wrong.
The HR consulting firm, Bersin found in a study of more than 700 organizations that 75% of HR managers said that HR analytics are important to their organization. However, 49% said they had no plan in place to ensure they could accumulate and interpret the right data.
What follows are some of the questions you should be able to answer in order to take advantage of the big data revolution as it applies to human capital management:
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