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Big data and talent management: Using hard data to make the soft stuff easy

机译：大数据和人才管理：使用硬数据使软东西变得容易

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Our increasing capacity to collect, store, and analyze large volumes of data has changed the way in which organizational decision makers approach their work. The ability to accurately quantify variables that previously had been assigned to the gut instinct of grizzled veterans or subject to the wisdom of sages for interpretation can now be more objectively understood. The implications for organizational performance are clear: better data and better decisions yield better performance. In many functions, like marketing, this capability has resulted in a true revolution in how companies come to understand and most profitably serve customers. Other areas, such as talent management, have lagged behind in this regard. This is largely due to the fact that many of the relevant variables (e.g., personality) are difficult to measure. It is also because the relationship between these variables and organizational performance is not entirely understood. Recent developments regarding how we understand and then link individual characteristics and performance are enabling a data revolution in the area of talent management. Herein, we offer three examples that illustrate how data can now be used to improve talent management decisions and, ultimately, organizational performance. (C) 2014 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.
机译：我们日益增长的收集，存储和分析大量数据的能力已经改变了组织决策者处理工作的方式。现在可以更客观地理解准确量化以前分配给灰老兵的肠道本能或服从贤哲智慧的变量的能力。对组织绩效的影响是显而易见的：更好的数据和更好的决策可以产生更好的绩效。在市场营销等许多功能中，这种功能导致了公司如何理解并最有效地为客户提供服务方面的真正变革。在这方面，人才管理等其他领域已经落后。这主要是由于许多相关变量（例如人格）难以衡量的事实。这也是因为这些变量与组织绩效之间的关系还没有被完全理解。关于我们如何理解然后将个人特征与绩效联系起来的最新进展正在推动人才管理领域的数据革命。本文中，我们提供了三个示例，这些示例说明了如何现在可以使用数据来改善人才管理决策，并最终改善组织绩效。 （C）2014年，印第安纳大学凯利商学院。由Elsevier Inc.出版。保留所有权利。

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