Data as a game changer
Google spends
twice as much on its people hiring as the average company: “Making sure our people are developing is not a luxury. It’s essential for our survival.
The Appliance of Science
People analytics – a data driven approach to managing people at work - helps Google process in the region of three million applications annually, enabling it to find its 0.25% of eventual hires. Over the past five years, the technology giant has seen the productivity of its people operations group - which collects and uses data to support Google’s own management practices - rise six per cent annually as a result of using data analysis and testing. It might be the pioneer in this space but other companies are making strides in this area too, including Goldman Sachs, Credit Suisse, Microsoft and Facebook. Nicola Smith takes a look at what is revealed in the recent book by Google’s Senior Vice President of People Operations, Laszlo Bock, and what it might mean for graduate recruiters in future.
A
s Laszlo Bock told online news outlet, Quartz (
www.qz.om) in April 2015, “The marketing field
transformed over the last 20 years with the application of data, it used to just be high level surveys and what ad execs thought. Now you’re seeing a similar transformation in the people field.”
Ben Waber, author of People Analytics: How Social Sensing Technology Will Transform Business and What It Tells Us about the Future of Work, and President and Chief Executive Officer of Humanyze, a management services firm that
8 Graduate Recruiter |
www.agr.org.uk
specialises in social sensing technology (see box out: Is wearable technology the future for employees?’), draws a similar comparison. “We’ve realised the value of applying analytics to customers. You can’t run a marketing campaign without showing management numbers on test markets and projected ROI, but when it comes to our people we forget those same lessons.” He believes there are basic questions that are critical for organisational success, yet many companies can’t answer them: for example, how much does sales talk to the engineering team? How much
should your employees talk to a customer in store? “Companies realise that in order to find the best people for your organisation, you need to figure out what the sets the best people in your company today apart.”
Bock has just had a book published (Work Rules! Insights from Inside Google That Will Transform How You Live and Lead) which offers a glimpse into Google’s hiring and people practices. One of the areas he talks about is how analysis revealed that just four interviews were enough to predict candidate success with an
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40