دانلود رایگان مقاله کلان داده و مدیریت استعداد

Abstract

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 astalent management, have lagged behind in thisregard. Thisislargely 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.

5. Final thoughts

Recently, the World Economic Forum (2012) opined that big data represents a new form of economic asset. This perspective is important because it makes clear the opportunity available to leaders who can find ways of leveraging that asset. As is true of any management tool, the analytic approach we describe can be properly or poorly applied. The most important part of doing it properly entails thoughtfully connecting the demands ofthe job with the focus of the assessment. Focusing on employee characteristics that are truly unrelated to performance will quickly defeat the effort. As a result, the first requirement is to objectively and deeply understand the drivers of performance. Next, it is important to understand how these approaches scale. As we illustrated here, the approach can offer insight regarding the dynamics of a small team of C-suite executives and a large team of sales professionals. As one example, similar tools have been used to evaluate the capabilities of an entire healthcare organization to deliver customer-centered service. Generally, as the sample becomes larger and more diverse (e.g., encompassing many organizational levels and functions), the questions asked and conclusions reached both become less specific.