Last year, HCI and research partner Taleo examined the the business impact of an important activity called ‘talent intelligence.’ “As business intelligence captures, extracts and analyzes key data on an organization’s traditional hard assets, talent intelligence centers on key workforce data on its people assets to generate insights that can drive improved decision-making and performance.’
One key area studied was that of sourcing and onboarding talent, the main activities of most talent acquisition teams. It examined measures around hiring efficacy, including source of hire, time, cost, quality and success rates. 77% of survey respondents cited Quality of Hire as the most ‘important’ metric to their jobs and function, and yet only 34% subsequently said they had ‘access to reliable data’ needed to form this metric.
The research also found that most organizations have very little to no insight into critical roles, succession and bench strength. “There remains a veil over both succession planning and talent mobility, perhaps because at many organizations this is an executive-led activity, rather than an HR-led activity. Increased visibility into talent mobility, however, affords a new inroad into leadership and boardroom conversations about talent.”
Later this month, Greta Roberts, the CEO of Talent Analytics Corporation, will bring her 20 years of experience to a webcast on tying talent analytics to financial performance. She’ll ask why the talent acquisition team- as a key player in talent management, should know the answers to questions like: Does the executive team know that the right performance on key recruiting metrics improve the bottom line?
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