No matter what industry you’re in, nearly every organization is becoming an information technology company due to the massive amount of data being gathered about their customers and workforce.
In the era of digital transformation, having the right people in the right places will make or break your organization. If you can bring together data about your people and your business and map talent to the needs of your organization, you’ll better understand how to stay ahead of your competition.
In this piece, I am going to explore how companies can use AI to analyze and optimize their board composition. I was inspired to write this piece by the events at GE, which has recently announced that it will slash its dividend by 50%.
There’s a lot of buzz around artificial intelligence (AI) and machine learning (ML) in talent acquisition right now. It’s important to understand what these technologies are, how they’re being applied, and what impact they may have on the long-term health of your organization.
We took a sample of over 10,000 resumes and discovered that 7.5% of them were flagged for a “common language” typo. This means that there was a clearly misspelled word somewhere within the resume (as opposed to incorrect word usage which we’ll probably look at later). These typos were clearly the fault of the resume writer. The 7.5% with typos averaged 1.3 typos per resume.
Job seekers and employers have access to almost any information they want these days. This raises a few important questions. Is more data truly useful? Does more information directly correlate to better jobs, better employees, and better matches? How will we measure the impact that big data has on hiring in the future?
We’re seeing more and more about how algorithms and machine learning are being applied behind the scenes in our digital lives. These techniques are being applied to tools used in the HR industry to the point that they are becoming old hat. So what’s next? Machine discovery.
The 2015 Talent Board Candidates Research Report does a great job highlighting areas for innovation moving forward. It all starts with employers actually listening to job seekers and getting on the same page.
During the creation of Vettd’s backend, we processed hundreds of thousands of resumes to discover that there were approximately 159,014 unique job titles in our sample alone.
It has been an exciting journey and we are very thankful to our existing beta users and advisors in helping us to deliver a solution that we’re really proud of.
Reviewing resumes can be the hardest and most demanding part of the entire hiring process. It’s extremely time consuming and is the first of many steps in a lengthy process. Unfortunately, it’s entirely necessary because job boards aren’t dead yet and resumes remain the primary way that candidates present themselves to companies.
The manager’s dilemma: Hiring is the most important thing you’ll do, but has the least predictable outcome.
We had the privilege of being the topic of conversation in a new post from William Frierson at College Recruiter.
In the December 7th issue of First Analysis Quarterly Insights, managing director Corey Greendale concludes that there’s a significant information gap that makes it difficult for organizations to optimize internal talent mobility.
