When Gartner tackles big data, they describe it as a three dimensional problem: Increasing Volume (amount of data), Velocity (speed of data in/out) and Variety (range of data types, sources). Learn more in this week’s HRExaminer.
When I vouch for your ability to do a job as both a favor to you and a favor from the hiring manager, each of the three of us are bound into a relationship that depends on the others for success.
New technologies, by definition, begin their lives as untested hypotheses. The ideas make logical sense, but have not been tested in any way. With social media, the rush to deploy has included a number of idealistic ventures that did not work out.
Monitoring, in the form of process control charts, spreadsheet generated graphics and staff meeting gotcha reports, was the way an enlightened executive ran his business. Progress was a matter of making the line move up and to the right. Cost cutting involved moving it down and to the right.
HR Examiner Weekly Edition v 3.17 April 27, 2012 Disruption is a ProcessWe’re publishing the first in a series of free white papers about the various forms of disruption that are entering the HR and HRTechnology industries. Read Now » Project Staffing The internal project economy tends to run on reputation and political vectors rather […]
By itself, Talx was an extraordinary data asset. Imagine that all of the information associated with the 11 services listed above were collected in a single database. If you could figure out how to sort and sift it, all sorts of things would be possible.
Should an employment brand be focused on the heart of the competition or should it be designed to solve larger social issues?
The former makes it a marketing question, the latter makes it an HR question. My sense is that differentiation is critical in employment branding, particularly when scarcity is an issue.
Huge chunks of Data that are bigger than the storage capacities of old fashioned enterprise tools are popping out of the woodwork. As employers increasingly find it important to own a copy (or two) of all employees’ social data and be able to digest it, questions that involve cross-referencing in-house data with external data are becoming normal.
Often, the real work of a company is expressed in small projects that are coordinated by project managers rather than first level supervisors. The internal project economy tends to run on reputation and political vectors rather than the HR preferred meritocracy.
Today, we’re publishing the first in a series of free white papers about the various forms of disruption that are entering the HR and HRTechnology industries. Disruption undermines the existing ways of doing business by providing a faster, lower cost, higher quality alternative.
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