John Mills, executive vice president of Business Development at Rideau Recognition Solutions, has an article at Industry Week urging “smart talent managers” to get out of the office and in touch with people. Here’s the part that caught my eye.
“According to the latest Global Assessment Trends report, a research guide published by human resources industry tracker SHL, some 86 percent of companies use ‘talent analytics’ to analyze their workforces. Less than half use the data to make informed business decisions.”
No surprise, those statistics indicate that while lots of companies are using talent analytics, far fewer are using those tools well. Part of the problem is a tension between different conceptions of how talent management ought to work.
Mills fears an overemphasis on analytics that strips “the human from human resources.” Other writers want to replace the messy human dimension with science. HCI, announcing its 2012 Strategic Talent Acquisition Conference, describes itself as “a global leader in the science of strategic talent management.”
Great talent management isn’t an either/or proposition. Great talent management is based on some simple truths.
It’s the business, stupid. Whatever you do, if it doesn’t help the business achieve its strategic goals, it’s a waste of time, money, and, yes, talent.
Talent management isn’t science, but it should use science. Being able to crunch numbers isn’t the same as being scientific. On the other hand, you’re foolish if you don’t take advantage of advances in testing and decision science to manage talent more effectively.
Computers don’t do perception or judgment. You need people for that.
People are limited and biased. You need analytical systems that make human decision making more disciplined and effective.
Computer systems aren’t the only systems. The whole business is a giant, complex, adaptive system. Your analytical tools must have relevant, material, and timely information to function at their best.
Culture is the God of Effectiveness. Strong, effective business cultures weave talent management into the fabric of the business.
