Four For Friday: Do You Have a Recruiting Data Strategy?
Every Friday, The DDR shines a light on the best data-centric articles and resources from across the internet, social media, and industry.
Over the last few months, the number of articles and blog posts about the benefits of having a recruiting data strategy have increased drastically. The only content that outperforms it are those explaining why companies are hesitant to move to a data-driven approach to recruiting. But why is that the case? We take a closer look in this week’s Four For Friday.
5 Ways to Use Big Data to Get Scientific About Recruiting (Recruiter.com)
“Engaging big data as it relates to talent supply and demand can help the recruiting team prove its case for specific hiring strategies and tactics and bring useful market context to a variety of workforce and operational decisions.”
Meredith Amdur, President and CEO at WANTED Technologies, explains that big data and analytics can have a positive impact on recruiting. She provides the following 5 areas in particular that will be forever changed:
- Training and Development
- Operational Strategy
- Competitive Intelligence
- Forecasting and Planning
Be a Hero to Your Hiring Managers with HR Data (Bounty Jobs)
Jen Dewar, CEO/Marketing Consultant at Jalydew, writes how you can help hiring managers by sharing HR data. She goes on to explain that there are 3 key areas where HR data can make hiring managers’ lives easier: Sourcing, Interviewing, and Closing. By understanding and utilizing data and analytics, you can help bring in more candidates, which will result in your hiring manager seeing you “more as a strategic advisor—and a hero.”
The Use of Data Science in HR (Rory C. Trotter Jr.)
According to a recent post, companies have started hiring more data scientists for their HR teams. However, instead of using them to their fullest potential, they are tasked with doing menial jobs such as generating pretty reports. Rory C. Trotter Jr, Human Resources Manager at Archer Daniels Midland Company, explains why this is a problem for HR and the impact that could be seen if leaders had a stronger grasp of analytics and how to properly use it. Simply put, “If the decision is made to house an Analytics group in HR, that team needs to be led by someone that sees the prospective value proposition and knows how to use his or her team.”
In a study by HRMS provider Fairsail, only 13% of the 150 business and HR leaders surveyed felt confident they understand analytics enough to drive business performance. Despite this low number, just about two thirds of these leaders said analytics are important to the success of the business. If that is the case, why are so many companies hesitant to adopt a data-driven approach? As the article says, “The three chief problems are a lack of confidence in having the right internal skills, tools and budget to make analytics work.”
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