The secrets to tapping into data to automate and streamline hiring of future leaders
| DOI | https://doi.org/10.1108/SHR-12-2016-0107 |
| Published date | 10 April 2017 |
| Date | 10 April 2017 |
| Pages | 93-95 |
| Author | Charles Hipps |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
The secrets to tapping into data to automate
and streamline hiring of future leaders
Charles Hipps
Charles Hipps is based at WCN,
London, UK.
Recruiting is the perfect shop
window for predictive
analytics for recruiters who
want to ensure they are hiring the
best-quality candidates. After all, the
market for top talent is highly
competitive; hence, the pressure on
recruiters to hire quickly and minimise
costs per hire is an issue at the top of
the minds of recruiting managers.
Getting a hire wrong is not only
costly, but poor hiring can also lead
to lower productivity, reduced levels
of employee morale and engagement
and ultimately more attrition. It is a
vicious circle.
Predictive analytics are a crucial
component of contemporary
e-recruitment. They play a core role in
helping to reduce reliance on the gut
instinct of recruiters and hiring
managers by enabling them to
effectively utilise the plethora of
recruiting data the business has
already collected, e.g. data on high-,
medium- and low-performing
employees; candidate demographics,
sources of hire and background data;
assessment and psychometric data;
structured interview data etc.
Knowing what worked well in the past
can help to fine-tune the types of
candidates that carry high favour
within a firm. The benefits to
recruitment include:
saving recruiters time;
getting to the top candidates
first;
finding a needle in a hay stack;
and
reducing bias and increasing
diversity.
Research shows there is a need for
this. Studies by the Social Mobility
Commission have shown that
numerous industries are failing to
hire talented youngsters from
less-advantaged backgrounds,
because they recruit from a small
pool of elite universities and hire
those who fit in with the culture – still
favouring middle- and
higher-income candidates who
come from a handful of the country’s
top universities.
Furthermore, recent studies from
Royal Holloway University of London
and the University of Birmingham
suggests that managers often select
candidates for client-facing jobs
who fit the “traditional” image of a
role, with many placing as much
importance on an individual’s
speech, accent, dress and
behaviour as on their skills and
qualifications.
This introduces disadvantages for
candidates whose upbringing and
background means they are not
aware of “opaque” city dress codes –
for example, some senior investment
bankers still consider it unacceptable
for men to wear brown shoes with a
business suit.
Top recruiters might receive over
150,000 applications a year, and
e-HR
DOI 10.1108/SHR-12-2016-0107 VOL. 16 NO. 2 2017, pp. 93-95, © Emerald Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 93
To continue reading
Request your trial