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Terence Tse, Mark Esposito, and Olaf Groth of the Harvard Business Review write, “While we are surrounded by a wave of new disruptive technologies and apps, HR still hasn’t improved how it evaluates the prospective workforce. Traditional hiring processes that revolve around CVs are no longer sufficient – they don’t pinpoint the right qualities demanded of leaders today, and their dated criteria obscures many talented individuals from even hitting the radar. There is nothing inherently wrong with resumes – they highlight applicants’ past achievements and experience. But while CVs are good at showcasing formal skills, they’re not very useful for identifying values and behavior.”

 

They continues, “Sam Mead, co-founder of London-based start-up, Saberr, which specializes in workforce science, reiterates this problem with CVs – and by extension, the now ubiquitous application systems. They only show the eligibility but not the suitability of a candidate. And while resumes can match an applicant’s skills to the role, they are poor at predicting how well the applicants will interact with the company’s culture and future colleagues.”

 

They go on, “Large technology corporations like IBM are also helping build ‘social businesses‘ to determine fittingness (which IBM defines as the ‘ability to create more effective work experiences through social collaboration and digital experience’) by harnessing the power of social media and an individual’s web presences. And companies like Quid in San Francisco are using semantic analysis to analyze and visually depict where the most attention, creative energy, and financial resources are being spent online. While private equity investors and advertising firms are the primary users of this tool, it has huge potential for the recruiting profession, because it could allow staffing executives to see where candidates are devoting their professional energies.”

 

Read more here.

 

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