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Journal articles on the topic 'Talent Analytics'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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1

Nasril, Fahreza, Dian Indiyati, and Gadang Ramantoko. "Talent Performance Analysis Using People Analytics Approach." Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences 4, no. 1 (2021): 216–30. http://dx.doi.org/10.33258/birci.v4i1.1585.

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The purpose of this study was to answer the research question "How is the prediction of Talent Performance in the following year with the application of People Analytics?" and knowing the description of employees who are potential talents, the resulting performance contributions, to the description of the development and retention efforts needed by Talent in order to be able to maintain their future performance and position as Talents compared to the previous People Analytics method using predictive analysis, namely prediction of Talent Performance in the year next. In this study, data analysi

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Gupta, Megha. "HR Analytics: A Tool for Talent Management." International Journal of Psychosocial Rehabilitation 24, no. 5 (2020): 2667–73. http://dx.doi.org/10.37200/ijpr/v24i5/pr201968.

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Drye, Tim. "Applied predictive analytics and developing analytical talent." Journal of Direct, Data and Digital Marketing Practice 16, no. 1 (2014): 66–67. http://dx.doi.org/10.1057/dddmp.2014.39.

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Joseph, Adrian, Patrick Rutz, Sean Stachowiak, and Sylvain Jaume. "Higher Education Analytics." International Journal of Information Systems and Social Change 8, no. 1 (2017): 58–70. http://dx.doi.org/10.4018/ijissc.2017010104.

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The dispersion of talent within the United States is not uniform. There is sufficient statistical evidence to suggest that there is an interstate brain drain phenomenon occurring within the country. The authors set out to examine this by first determining whether states could be classified into four broad categories of talent: ‘repel', ‘loyal', ‘magnet' and ‘boring'. To do this they observed the relative pull or push of talent and looked at the results relative to which states tended to retain or lose their native talent, as well as which states tended to attract a large or small number of the

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Nocker, Manuela, and Vania Sena. "Big Data and Human Resources Management: The Rise of Talent Analytics." Social Sciences 8, no. 10 (2019): 273. http://dx.doi.org/10.3390/socsci8100273.

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The purpose of this paper is to discuss the opportunities talent analytics offers HR practitioners. As the availability of methodologies for the analysis of large volumes of data has substantially improved over the last ten years, talent analytics has started to be used by organizations to manage their workforce. This paper discusses the benefits and costs associated with the use of talent analytics within an organization as well as to highlight the differences between talent analytics and other sub-fields of business analytics. It will discuss a number of case studies on how talent analytics

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Mayo, Andrew. "Applying HR analytics to talent management." Strategic HR Review 17, no. 5 (2018): 247–54. http://dx.doi.org/10.1108/shr-08-2018-0072.

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Purpose The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective. Design/methodology/approach The paper first discusses the different definitions of “talent”. It then takes three areas for the application of metrics and analytics – data about individuals, the effectiveness and efficiency of talent processes and the extent of the supporting culture. Findings The definition of talent should not be confined to senior leadership only, nor be fully inclusive of every employee, but organisa

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Walford-Wright, Gavin, and William Scott-Jackson. "Talent Rising; people analytics and technology driving talent acquisition strategy." Strategic HR Review 17, no. 5 (2018): 226–33. http://dx.doi.org/10.1108/shr-08-2018-0071.

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Purpose This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR management (SHRM) and business strategy. It focuses on how an organisation can embrace the world’s leading technology and compose a unique technology stack to overcome its challenges in talent acquisition. Design/methodology/approach This paper opted for a blend of qualitative and quantitative data gathered through interviews, online questionnaires and the literature review of relevant secondary data. The justification

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Vaidya, Anagha, Vyankat Munde, and Shailaja Shirwaikar. "Analytics on Talent Search Examination Data." International Journal of Business Intelligence and Data Mining 1, no. 1 (2018): 1. http://dx.doi.org/10.1504/ijbidm.2018.10008308.

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Vaidya, Anagha, Vyankat Munde, and Shailaja Shirwaikar. "Analytics on talent search examination data." International Journal of Business Intelligence and Data Mining 16, no. 1 (2020): 20. http://dx.doi.org/10.1504/ijbidm.2020.103844.

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Harris, Jeanne G., Elizabeth Craig, and David A. Light. "Talent and analytics: new approaches, higher ROI." Journal of Business Strategy 32, no. 6 (2011): 4–13. http://dx.doi.org/10.1108/02756661111180087.

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Oentaryo, Richard J., Ee-Peng Lim, Xavier Jayaraj Siddarth Ashok, Philips Kokoh Prasetyo, Koon Han Ong, and Zi Quan Lau. "Talent Flow Analytics in Online Professional Network." Data Science and Engineering 3, no. 3 (2018): 199–220. http://dx.doi.org/10.1007/s41019-018-0070-8.

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Sivathanu, Brijesh, and Rajasshrie Pillai. "Technology and talent analytics for talent management – a game changer for organizational performance." International Journal of Organizational Analysis 28, no. 2 (2019): 457–73. http://dx.doi.org/10.1108/ijoa-01-2019-1634.

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Purpose This paper aims to examine the technology usage for talent management and its effect on organizational performance. Design/methodology/approach The grounded theory approach was used for this research. Semi-structured interviews with 122 senior HR officers of national and multinational companies in India were conducted after extensive literature review. NVivo 8.0 software was used for the analysis of the interview data. Findings Technology usage for talent management contributes to talent analytics and strategic HR management (SHRM). It was found that talent analytics and SHRM lead to d

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Gurusinghe, R. Navodya, Bhadra J. H. Arachchige, and Dushar Dayarathna. "Predictive HR analytics and talent management: a conceptual framework." Journal of Management Analytics 8, no. 2 (2021): 195–221. http://dx.doi.org/10.1080/23270012.2021.1899857.

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Cassilo, David, and Jimmy Sanderson. "“They Hired a Baseball Guy”: Media Framing and Its Influence on the Isomorphic Tendencies of Organizational Management in Professional Football." International Journal of Sport Communication 10, no. 3 (2017): 290–306. http://dx.doi.org/10.1123/ijsc.2017-0034.

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Many professional sport franchises have undergone shifts in talent evaluation strategies by moving to analytic and data-driven approaches. However, National Football League (NFL) franchises have been resistant to fully embrace the analytical model, as NFL organizational management structures tend to be isomorphic. In 2016, the Cleveland Browns initiated an ideological break from this system by hiring “moneyball” guru Paul DePodesta, a move that signaled a shift to an analytics-based model in organizational management. A textual analysis of 120 online media articles was carried out to determine

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Saling, Kristin C., and Michael D. Do. "Leveraging People Analytics for an Adaptive Complex Talent Management System." Procedia Computer Science 168 (2020): 105–11. http://dx.doi.org/10.1016/j.procs.2020.02.269.

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Sivathanu, Brijesh, and Rajasshrie Pillai. "Leveraging Technology for Talent Management." International Journal of Sociotechnology and Knowledge Development 11, no. 2 (2019): 16–30. http://dx.doi.org/10.4018/ijskd.2019040102.

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This study aims to understand the use of technology for talent management and its impact on organizational performance. This study reviewed the extant literature and conducted semi-structured interviews of 125 HR managers in multinational companies in India to understand the impact of technology in talent management for organizational performance. The research utilized the grounded theory approach to conduct the interviews and the analysis of the data was done with NVivo 8.0 software. It was found that organizational performance can be achieved by using technology for talent management. It hig

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Utomo, Atyoko, Dian Indiyati, and Gadang Ramantoko. "Talent Acquisition Implementation with People Analytic Approach." Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences 4, no. 1 (2021): 204–15. http://dx.doi.org/10.33258/birci.v4i1.1584.

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The current human resource (HR) fulfillment conditions in this company are still quite low. This can be seen from the percentage of HR fulfillment of approximately 60% of the total HR needs. The strategy of fulfilling human resources through the recruitment and selection process must be done quickly and optimally. The problem that arises is related to the optimization of the talent acquisition process carried out, so that the results obtained are in accordance with the target and have quality that meets the required. In this study, data analysis was used using the random forest method. The met

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Wang, Nan, and Evangelos Katsamakas. "A Recommendation System for People Analytics." International Journal of Business Intelligence Research 12, no. 2 (2021): 1–12. http://dx.doi.org/10.4018/ijbir.20210701.oa4.

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Companies seek to leverage data and people analytics to maximize the business value of their talent. This article proposes a recommendation system for personalized workload assignment in the context of people analytics. The article describes the system, which follows a novel two-level hybrid architecture. We evaluate the system performance in a series of computational experiments and discuss future extensions. Overall, the proposed system could create significant business value as a decision support system that could help managers make better decisions. The article demonstrates how computation

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Linley, Alex. "Best practices for finding hidden talent and empowering social mobility." Strategic HR Review 14, no. 5 (2015): 194–98. http://dx.doi.org/10.1108/shr-03-2015-0023.

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Purpose – Early career recruiters are increasingly focused on finding hidden talent and empowering social mobility, while also managing the reality of large recruitment volumes. A new approach to early careers recruitment solved both of these conflicting challenges. Design/methodology/approach – Using a combination of assessment insights, data analytics and strengths-based recruitment, the Nestlé early careers recruitment process was redesigned. Jobmi mindset assessments, the Capp Situational Strengths Test and the Capp Numerical Reasoning Test were used as online assessments, followed by a st

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Thomas, George. "Data Usage in Talent Management – Challenges for SMEs in the Field of Skilled Crafts." SocioEconomic Challenges 4, no. 1 (2020): 75–81. http://dx.doi.org/10.21272/sec.4(1).75-81.2020.

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The main purpose of this study is to analyze the main challenges and opportunities in the context of the use of innovative technologies in the management of talent in small and medium-sized craft enterprises. The systematization of literary sources and approaches has shown that the complexities of talent management processes in the personnel management system are related to the consequences of socio-economic, demographic, and climatic changes in society, the activation of globalization processes, and the rapid development of information technologies. The article analyzes the impact of digitiza

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Dutta, Debolina, and Bishakha Majumdar. "Transforming Talent Acquisition Through Predictive Analytics: Twin Case Studies From India." Academy of Management Proceedings 2019, no. 1 (2019): 18396. http://dx.doi.org/10.5465/ambpp.2019.18396abstract.

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Ghosh, Avik, and Bhaskar Basu. "Leveraging Analytics for Talent Acquisition: Case of IT Sector in India." Asia Pacific Journal of Information Systems 30, no. 4 (2020): 879–918. http://dx.doi.org/10.14329/apjis.2020.30.4.879.

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Panova, E., Natalya Oparina, and L. Bondareva. "Talent Management: Challenges and Challenges for a Digital Tomorrow." Management of the Personnel and Intellectual Resources in Russia 10, no. 3 (2021): 49–55. http://dx.doi.org/10.12737/2305-7807-2021-10-3-49-55.

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The article is devoted to the analysis of the impact of products of technological development and digitalization on corporate human resources policies. The transition of organizations from the interpretation of personnel as a labor resource to their perception as a "talent" is postulated as a bright trend. It is indicated that this process will be especially pronounced in high-tech companies and enterprises that work closely with the sphere of "high technologies". A number of features of «generation Z» personnel are specified, which form the requirement for the development and implementation o

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Phillips, Patti P., and Jack J. Phillips. "The state of human capital analytics in developing countries: a focus on the Middle East." Strategic HR Review 18, no. 5 (2019): 190–98. http://dx.doi.org/10.1108/shr-07-2019-0062.

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Purpose Human capital analytics (HCA) is integral to all other human capital processes. With a mature analytics practice, leaders can make better decisions more quickly and with greater confidences. This paper aims to describe results of research that shows how organizations in Middle East countries are investing in HCA. Specifically, it describes as follows: the extent to which they are investing; types of projects in which they are investing; and factors critical to making analytics work. Design/methodology/approach While research may include respondents from organizations in developing coun

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Mohammed, Dr Abdul Quddus. "Changing Dynamics of Talent Management: Analyzing the Impact of Business Environmental Factors." Journal of Social Sciences Research, no. 52 (February 15, 2019): 583–95. http://dx.doi.org/10.32861/jssr.52.583.595.

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Talent management process makes sure that the organization has sufficient supply of talented employees to meet the organizational goals. However, this aspect is important for organizations especially in the wake of the ever-changing business environmental factors such as political, social and economic factors. To undertake a critical examination of the changing dynamics in the field of talent management, the following research focuses on an analysis of the impact of political, economic and socio-cultural changes on the talent management process in oil and gas companies in GCC. As such, the mai

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Necula, Sabina-Cristiana, and Cătălin Strîmbei. "People Analytics of Semantic Web Human Resource Résumés for Sustainable Talent Acquisition." Sustainability 11, no. 13 (2019): 3520. http://dx.doi.org/10.3390/su11133520.

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The purpose of this study was to define a data science architecture for talent acquisition. The approach was to propose analytics that derive data. The originality of this paper consists in proposing an architecture to work within the process of obtaining semantically enriched data by using data science and Semantic Web technologies. We applied the proposed architecture and developed a case study-based prototype that uses analytics techniques for résumé data integrated with Linked Data technologies. We conducted a case study to identify skills by applying classification via regression, k-neare

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Fitzgerald, Brian K., Steve Barkanic, Isabel Cardenas-Navia, Janet Chen, Ursula Gross, and Debbie Hughes. "Lessons from the Great Recession." Industry and Higher Education 32, no. 1 (2017): 57–61. http://dx.doi.org/10.1177/0950422217749189.

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This essay reviews the work of the US Business–Higher Education Forum (BHEF) in data science and analytics and offers a brief review of how BHEF catalysed responses from its academic members to meet the talent needs of its business members, highlighting implications for business and higher education in the future.

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Mohapatra, Mamta, and Priyanka Sahu. "Building a Sustainable Talent Acquisition Model in a Dynamic Business Environment." International Journal of Human Capital and Information Technology Professionals 9, no. 3 (2018): 42–52. http://dx.doi.org/10.4018/ijhcitp.2018070103.

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This article describes how rapid globalization, changes in the technology landscape, and changes in the way people manage organizations, have increased the need for competent workforce who could be a source of sustained competitive advantage for the organization. Thus, companies specifically in IT/ITES sector are investing huge amount of time, money and resources to build their talent acquisition strategy. Recruitment has mostly been a reactive approach and organizations generally scout for candidates only when there is vacancy. This article attempts to introduce the concept of sustainable tal

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Akter, Shahriar, Samuel Fosso Wamba, Mary Barrett, and Kumar Biswas. "How talent capability can shape service analytics capability in the big data environment?" Journal of Strategic Marketing 27, no. 6 (2018): 521–39. http://dx.doi.org/10.1080/0965254x.2018.1442364.

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Rajesh, Saundarya, Karthik Ekambaram, Anju Rakesh, and Divya Kumar. "Gender Inclusion in an Indian VUCA World." NHRD Network Journal 12, no. 2 (2019): 112–22. http://dx.doi.org/10.1177/2631454119835711.

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One of the most crucial talent identity strands (also referred to as a human resources dimension) in India Inc. is gender. Given that the rate of change in a volatile, uncertain, complex and ambiguous (VUCA) environment is much faster (and less predictable) than in the past decades, corporate efforts towards managing this dimension of gender have a strong bearing on their ability to effectively combat VUCA. These efforts include those directed towards talent management—attracting, hiring, retaining and developing talent, catering to the differences in aspirations and working styles of men and

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Sivathanu, Brijesh, and Rajasshrie Pillai. "Smart HR 4.0 – how industry 4.0 is disrupting HR." Human Resource Management International Digest 26, no. 4 (2018): 7–11. http://dx.doi.org/10.1108/hrmid-04-2018-0059.

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Purpose This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain. This paper illustrates the advantages of Smart HR 4.0 in the HR domain by using the example of Credit Suisse, which has extensively used people analytics to reduce employee attrition. Design/methodology/approach The paper discusses the role of Smart HR 4.0 as a disruptor in the human resource domain. With the help of the Smart HR 4.0 conceptual framework, this paper illustrates how Smart HR 4.0 disrupts the talent on-

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Francis, Helen, and Tom Baum. "HR transformation within the hotel industry: building capacity for change." Worldwide Hospitality and Tourism Themes 10, no. 1 (2018): 86–100. http://dx.doi.org/10.1108/whatt-10-2017-0064.

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Purpose This study aims to identify recent trends in the strategic repositioning of the human resources (HR) function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and organisational capability, while adjusting to the shifting boundaries of the HR function. Design/methodology/approach The study provides a case study investigation based on a qualitative research design. It draws on a series of informal discussions with key informants, in-depth round table discussions with members of the HR function and a rich source o

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Chaturvedi, Vijit. "Talent Analytics as an Indispensable Tool and an Emerging Facet of HR for Organization Building." FIIB Business Review 5, no. 3 (2016): 13–20. http://dx.doi.org/10.1177/2455265820160302.

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Fosso Wamba, Samuel, Shahriar Akter, and Marc de Bourmont. "Quality dominant logic in big data analytics and firm performance." Business Process Management Journal 25, no. 3 (2019): 512–32. http://dx.doi.org/10.1108/bpmj-08-2017-0218.

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Purpose Big data analytics (BDA) gets all the attention these days, but as important—and perhaps even more important—is big data analytics quality (BDAQ). Although many companies realize a full return from BDA, others clearly struggle. It appears that quality dynamics and their holistic impact on firm performance are unresolved in data economy. The purpose of this paper is to draw on the resource-based view and information systems quality to develop a BDAQ model and measure its impact on firm performance. Design/methodology/approach The study uses an online survey to collect data from 150 pane

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Tan, Kar Hooi. "Managerial perspectives of big data analytics capability towards product innovation." Strategic Direction 34, no. 8 (2018): 33–35. http://dx.doi.org/10.1108/sd-06-2018-0134.

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Purpose Although published research is limited to big data, some research focuses on the challenges that companies face in implementing big data projects. Specifically, in the field of information systems, researchers realize that the success of Big Data projects is not only the result of data and analytics tools and processes, but also includes broader aspects. To address this issue, people have come up with a perception of big data analytics capabilities, often defined as the ability of businesses to take advantage of data management, infrastructure, and talent to turn business into competen

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Hogg, Peter. "Artificial intelligence: HR friend or foe?" Strategic HR Review 18, no. 2 (2019): 47–51. http://dx.doi.org/10.1108/shr-11-2018-0094.

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Purpose While the use of artificial intelligence (AI) in the workplace is on the rise, few understand how it will affect our jobs. Will it be a hindrance? A threat? Or the solution to the current productivity dilemma? As with any new, and largely untested, technology, AI brings both challenges and opportunities that we need to be conscious of. Design/methodology/approach The current and potential future implementation of AI technologies at Schneider Electric is assessed. Findings In HR, it is our responsibility to help navigate business leaders towards making the best business decision, often

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van der Togt, Jorrit, and Thomas Hedegaard Rasmussen. "Toward evidence-based HR." Journal of Organizational Effectiveness: People and Performance 4, no. 2 (2017): 127–32. http://dx.doi.org/10.1108/joepp-02-2017-0013.

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Purpose Sharing a practitioner perspective on the current value, challenges and future direction of HR analytics, from experience in a Fortune 500 company, to contribute to the development of the field in practice and academia. The paper aims to discuss this issue. Design/methodology/approach Perspective/position paper with practical findings. Findings HR analytics – i.e., applied management/OE science – clearly adds value when a number of pre-conditions are met. The value goes beyond talent outcomes, and applies to profits, cyber security, safety, and other outcomes. Practical implications HR

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Sidorova, Elena. "The Cyber Turn of the Contemporary Art Market." Arts 8, no. 3 (2019): 84. http://dx.doi.org/10.3390/arts8030084.

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The paper addresses the issue of digitalization of the contemporary art market. It analyzes key features of today’s online art market and discusses three technological innovations—cryptocurrency, blockchain, and artificial intelligence—that have the potential to contribute to the further development and growth of online art trade. The paper demonstrates that whereas cyberspace attracts new talent and great business ideas intended to make global art commerce more versatile and efficient, online art market players alongside with providers of the online art market data and analytics offer interes

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Hersh, W., A. U. Jai Ganesh, and P. Otero. "Big Data: Are Biomedical and Health Informatics Training Programs Ready?" Yearbook of Medical Informatics 23, no. 01 (2014): 177–81. http://dx.doi.org/10.15265/iy-2014-0007.

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Summary Objective: The growing volume and diversity of health and biomedical data indicate that the era of Big Data has arrived for healthcare. This has many implications for informatics, not only in terms of implementing and evaluating information systems, but also for the work and training of informatics researchers and professionals. This article addresses the question: What do biomedical and health informaticians working in analytics and Big Data need to know? Methods: We hypothesize a set of skills that we hope will be discussed among academic and other informaticians. Results: The set of

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N’Cho, Julie. "Contribution of talent analytics in change management within project management organizations The case of the French aerospace sector." Procedia Computer Science 121 (2017): 625–29. http://dx.doi.org/10.1016/j.procs.2017.11.082.

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Fosso Wamba, Samuel, and Shahriar Akter. "Understanding supply chain analytics capabilities and agility for data-rich environments." International Journal of Operations & Production Management 39, no. 6/7/8 (2019): 887–912. http://dx.doi.org/10.1108/ijopm-01-2019-0025.

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Purpose Big data-driven supply chain analytics capability (SCAC) is now emerging as the next frontier of supply chain transformation. Yet, very few studies have been directed to identify its dimensions, subdimensions and model their holistic impact on supply chain agility (SCAG) and firm performance (FPER). Therefore, to fill this gap, the purpose of this paper is to develop and validate a dynamic SCAC model and assess both its direct and indirect impact on FPER using analytics-driven SCAG as a mediator. Design/methodology/approach The study draws on the emerging literature on big data, the re

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Monteith, Mike. "Further reducing the rate of code blue calls through early warning systems and enabling technologies." Healthcare Management Forum 33, no. 1 (2019): 30–33. http://dx.doi.org/10.1177/0840470419872770.

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Hospitals are facing an unprecedented level of change—with pressure from the general public to provide high-quality care and retain top talent by preventing burnout. How can they provide better patient care without overwhelming clinicians with more connected devices, alarming systems, and analytics solutions? Some challenges do not just cause harm to patients but they have a major economic impact on the financial health of the hospital. One problem for many hospitals is the growing number of “code blue” calls that warn clinicians a patient is in cardiac arrest. In this case study, you will lea

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Worth, Carey W. "The Future Talent Shortage Will Force Global Companies to Use HR Analytics to Help Manage and Predict Future Human Capital Needs." International Journal of Business Intelligence Research 2, no. 4 (2011): 55–65. http://dx.doi.org/10.4018/jbir.2011100105.

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During the recent recession the number of jobs lost has been widely publicized. However, lurking among this obvious and simple metric of how human capital is involved in the workforce, there is the need to analyze and predict future talent. As economic conditions are slow to improve, decisions to simply cut the traditional costs, benefits, compensation and headcount are no longer enough. Companies have already started using business intelligence (BI) to transform and maximize the potential of their human capital. The use of human capital based business intelligence (BI) has increasingly become

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Carrero, Justin, Anna Krzeminska, and Charmine E. J. Härtel. "The DXC technology work experience program: disability-inclusive recruitment and selection in action." Journal of Management & Organization 25, no. 04 (2019): 535–42. http://dx.doi.org/10.1017/jmo.2019.23.

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AbstractWith the rapid advancement of innovative technology, coupled with IT being a core function in contemporary business, there has been an upward trend of multi-national companies (MNCs) reporting a skill deficit in areas such as data analytics and cybersecurity (Columbus, 2017. IBM predicts demand for data scientists will soar 28% By 2020. Forbes; NeSmith, 2018. The cybersecurity gap is an industry crisis. Forbes). In a recent survey with over 3,000 CIOs, 65% indicated their organizations were unable to maintain par with the progression of technology in areas such as data analytics and se

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Leslie, Esther. "This other atmosphere: against human resources, emoji and devices." Journal of Visual Culture 18, no. 1 (2019): 3–29. http://dx.doi.org/10.1177/1470412919825816.

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Frequently humans are invited to engage with modern visual forms: emoji, emoticons, pictograms. Some of these forms are finding their way into the workplace, understood as augmentations to workplace atmospheres. What has been called the ‘quantified workplace’ requires its workers to log their rates of stress, wellbeing and subjective sense of productivity on a scale of 1–5 or by emoji, in a context in which Human Resources (HR) professionals develop a vocabulary of Workforce Analytics, People Analytics, Human Capital Analytics or Talent Analytics, and all this in the context of managing the wo

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Chen, Yu-Che, and Tsui-Chuan Hsieh. "Big Data for Digital Government." International Journal of Public Administration in the Digital Age 1, no. 1 (2014): 1–14. http://dx.doi.org/10.4018/ijpada.2014010101.

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“Big data” is one of the emerging and critical issues facing government in the digital age. This study first delineates the defining features of big data (volume, velocity, and variety) and proposes a big data typology that is suitable for the public sector. This study then examines the opportunities of big data in generating business analytics to promote better utilization of information and communication technology (ICT) resources and improved personalization of e-government services. Moreover, it discusses the big data management challenges in building appropriate governance structure, inte

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Коновалова and Valyeriya Konovalova. "HR-ANALYST: ACHIEVEMENTS, CAPABILITIES AND CONDITIONS OF USE." Management of the Personnel and Intellectual Resources in Russia 6, no. 1 (2017): 5–11. http://dx.doi.org/10.12737/24683.

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The article deals with problems of HR analytics and its practical application to improve management decisions of individual and organizational performance. The results of Russian and foreign research on the current state of and prospects for the use of HR analysts are summarizes. The levels of HR analysts (from the drafting of HR-metrics to predictive modeling) are allocated, their characteristics are disclosed. The examples of the successful use of HR analysts in modern practice are given, special attention is paid to predictive analysts, the author highlights the potential benefits of organi

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Oh, Hyunjoo, and Mary Polidan. "Retail Consulting Class: Experiential Learning Platform to Develop Future Retail Talents." Journal of Marketing Education 40, no. 1 (2017): 31–46. http://dx.doi.org/10.1177/0273475317743015.

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The retail industry is undergoing a significant transformation. Factors such as technological advancement and evolving consumer demands have forced companies to rethink their traditional approaches to retail. Retailers have since embraced data-driven strategies with real-time implementation to stay relevant in this complex, ever-changing industry. This shift has generated a new demand for retail talent. Data-driven companies require workers with demonstrated skills in data analytics, critical thinking, cross-functional teamwork, and communication/leadership. We propose that the experiential le

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Koehler, Karl A. "Inducing phase transitions in local innovation networks: Implications for state economic development." Local Economy: The Journal of the Local Economy Policy Unit 32, no. 8 (2017): 854–66. http://dx.doi.org/10.1177/0269094217739370.

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States can undertake innovation system network-focused actions to enhance their entrepreneurial networks. Actions directed primarily at creating transitions in their innovation network structure include: identifying the components and connectivity of the innovation network (persons, entities, businesses, etc.) and communicating with the network; establishing intermediary organizations (academies, roundtables, councils, etc.); establishing interfacial organizations to enhance information diffusion; and creating and supporting an Informatics HUB to facilitate network functions. Actions to enhanc

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Barry, Lisa. "Oversight or out of sight: the intersection between talent management, OHS governance and the issues for boards." APPEA Journal 51, no. 2 (2011): 724. http://dx.doi.org/10.1071/aj10104.

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In the wake of the Montara spill many companies have renewed efforts to review and implement leading safety and environmental performance; however, the issue is conceivably even more fundamental. With the recent Deepwater Horizon spillage, BP has booked a $US 32.2 billion provision to cover the costs of the spill—with the result that the company recorded the worst quarterly loss in British corporate history. What would a board need to know, in what form, and by when, in such a situation? Does the governance of such issues need to be strengthened? And in what way? How material and how effective

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