Post by account_disabled on Feb 22, 2024 2:04:49 GMT -5
The selection of personnel and, in general, the management of human resources (HR) of an organization is a highly critical issue, a matter of utmost importance for the future of any business project. Therefore, it would be expected that HR departments would be the ones that, in a notable way, had the most appropriate tools to carry out their task, reducing the risks in decision-making and allowing them to detect (and take advantage of) new related opportunities. with the selection and management of personnel who perform their functions in the organization. However, this has not been the case, at least until recently. HR departments have had a low presence (if we compare it with their current impact) in the design of the strategic map of organizations, something easy to understand if we look at the relatively recent adoption of new business management models , more flexible than the traditional ones, which consider the skills , potential and competencies of the personnel as authentic values and assets for the development of the corporate strategy, and which consequently require the assumption of new selection and management methods.
Advanced analytics tools for personnel selection We have commented, on previous occasions, the importance that tools such as the Balanced Scorecard acquire in the HR management of a company, especially in competency management contexts . However, after proposing the most appropriate human resources management model according to the specific needs of an organization, and in order to fully develop it, it is crucial to adopt personnel selection criteria that ensure the Chinese Student Phone Number List hiring of the most appropriate agents not only to carry out carry out the tasks assigned to them according to the job to be filled, but rather based on the previously designed strategic plan. To do this, it is undoubtedly necessary to take into account different aspects and issues not only directly related to the job and the task to be performed specifically, but also in relation to the corporate organization chart as a whole, as well as its impact on the strategy. adopted. Tools come into play, then, that facilitate a comprehensive and overall perspective of the organization , on the one hand, and on the other hand, that relate to it relevant and concrete data and information about the candidate, and the position.
Work to cover to make the best decision. Tools such as the CMI for advanced analytics (of which extensive information is presented in the eponymous guide Advanced Analytics Dashboard , a completely free resource) allow, among other issues of special interest: Detect, analyze and visualize relevant data and information about candidates, coming from different sources (cover letters, interviews, CV, activity on social networks and the Internet, preferences, skills...) and contrast them with the specific needs of the job. To cover. Analyze the impact of the job and the task to be performed at different levels of the organization, its impact on the development of the corporate strategy and the performance of the human teams (directly or indirectly) related to the position offered. Analyze different possible scenarios using predictive analysis tools , using the candidate's different capabilities, skills and competencies as vectors. Optimize the selection of personnel by making the most of these skills and competencies, adapting the specific needs of the job to the potential presented by the candidate in question.