Good & Poor Alike: Indicators of Future Career Success

Good & Poor Alike: Indicators of Future Career Success

SO…Talent Management starts at the very point of initial contact by a person seeking a position in any company.

For decades (if not centuries?), some kind of resume /CV is submitted and the process begins.

But now, things are very different!

To an ever increasing number of “leading edge” recruiters and supporters of analytics as predictive tools, Resumes etc. are considered ‘useless” and poor indicators of future success.

Interestingly, just a few weeks ago, the esteemed columnist Thomas A Friedman, writing in the NY Times devoted a column to how companies and candidates have difficulty connecting while doing a “job search” (NYT – May 29).  According to Friedman, and he quotes Harvard Education expert Tony Wagner, “the world doesn’t care anymore what you know, all it cares about  is “what you can do with what you know”.  The key to getting that new job is to explain how you “add value “ with what you know.  The connection between an applicants’ “paper” and his/her future success in any organization is “broken”.

“Broken” on “both sides”,  according to Elenora Sharef – CoFounder of HireArt. “Many applicants do not have the skills that employers are seeking and don’t know how to get them. But employers also don’t want to train you. They expect you to be overqualified” In effect, too many of the new economy’s skills needed in the workplace today are not being taught by colleges”.

Friedman imparts this important comment from Ms. Sharef – “People get rejected for jobs for 2 main reasons. One, your not showing the employer how you will help the company add value, and two, you don’t know what you want and therefore cannot sell yourself in ways that your value add becomes evident to the potential employer.

For today’s HR executive, this is a critical conundrum.  How to manage an WFM program, or an TM initiative, or an HCM approach if the underlying data is misdirected or mis-understood or uninformative or even unattainable?  And yet, most seeing all the uproar about Big Data, believe it must be the way to proceed.

What of “Big Data”? Is HR ready to understand what it is? And is HR in a position to use the analytics to make value added decisions?  What should  HR first focus on? What function within HR’s purview had the potential to be analytical enough, with sufficient data fields to be mined (by the aforementioned “Data Scientists) that can result in improved decisions?

The logical application must be the obvious one, that of Talent Management.  But how many HR professionals can even state with clarity the metrics they need and how they might utilize the metrics they might be given by these data scientists.

Does the corporation have the underlying technology to provide them this type of data mining?