“Starbucks — the subject of a new book — exemplifies a whole new corporate approach to talent management, one that centers on behavioral and cultural fit over skills and competencies, and gives power to its people.”
Brian Sommer writes at ZDNet about a new generation of content-rich recruiting tools
“At this time, Identified has some 1 billion profiles that employers can peruse. But, what I really like is the intelligence Identified has built into their search capability. For example, they know that some firms may call an entry level IT person a “consultant” while other firms call this position a “business consultant”, “Associate” or other name. When you do a search it uses its proprietary position nomenclature dictionary to find the widest set of potential candidates your firm should be cultivating relationships with and possibly hiring.”
see video below for more
and more from Brian
“Connect6 counts over 500 million profiles within its searchable database. Connect6 offers a mix of applications to its corporate customers. It will:
Search – Employers can search by prior employer, school attended, location, desired skills and more
Post – Connect6 uses its knowledge of social networks, job boards, discussion groups, etc. to send an employer’s job postings to these sites. This makes Connect6 work more like a two-way process rather than a straight-up search and contact tool.
Connect – Connect6 will connect the employer to prospective candidates. Connect6 will also provide social maps that clarify the connection between the candidate and the firm. “
Today is usually the busiest day for UPS with en estimated pick up of 34 million packages.
Tom Davenport, a long term BI and Analytics, excerpts from his new book Big Data at Work in HBR
UPS, a mere 107 years old, is perhaps the best example of an organization that has pushed analytics out to frontline processes—in its case, to delivery routing. The company is no stranger to big data, having begun tracking package movements and transactions in the 1980s. It captures information on the 16.3 million packages, on average, that it delivers daily, and it receives 39.5 million tracking requests a day. The most recent source of big data at UPS is the telematics sensors in more than 46,000 company trucks, which track metrics including speed, direction, braking, and drive train performance. The waves of incoming data not only show daily performance but also are informing a major redesign of drivers’ routes. That initiative, called ORION (On-Road Integrated Optimization and Navigation), is arguably the world’s largest operations research project. It relies heavily on online map data and optimization algorithms and will eventually be able to reconfigure a driver’s pickups and deliveries in real time. In 2011 it cut 85 million miles out of drivers’ routes, thereby saving more than 8.4 million gallons of fuel.
Until recently, customers seeking business solutions had to ask suppliers for guidance early in the purchasing process, because crucial information wasn’t available anywhere else. But today customers are better informed than ever before. By the time they approach suppliers, they generally have a clear idea of the problem they need to solve, the solutions that are available, and the price they’re willing to pay. In this world, process-driven sales machine approaches fall short, because they give sales reps no room to exercise judgment and creativity in dealing with highly knowledgeable customers. They leave reps with little to do but compete on price. As we explored in our HBR article “The End of Solution Sales” (July–August 2012), the new environment favors creative and adaptable sellers who challenge customers with disruptive insights into their business—and offer unexpected solutions (see the sidebar “Selling to Empowered Customers”).
The Atlantic on growing science based recruitment and other employee assessments
“Knack makes app-based video games, among them Dungeon Scrawl, a quest game requiring the player to navigate a maze and solve puzzles, and Wasabi Waiter, which involves delivering the right sushi to the right customer at an increasingly crowded happy hour. These games aren’t just for play: they’ve been designed by a team of neuroscientists, psychologists, and data scientists to suss out human potential. Play one of them for just 20 minutes, says Guy Halfteck, Knack’s founder, and you’ll generate several megabytes of data, exponentially more than what’s collected by the SAT or a personality test. How long you hesitate before taking every action, the sequence of actions you take, how you solve problems—all of these factors and many more are logged as you play, and then are used to analyze your creativity, your persistence, your capacity to learn quickly from mistakes, your ability to prioritize, and even your social intelligence and personality. The end result, Halfteck says, is a high-resolution portrait of your psyche and intellect, and an assessment of your potential as a leader or an innovator.”
I met Charly Bauer of Jeni’s Splendid Icrecreams last Thursday at a Plex event where he had samples of their amazing artisanal flavors. We worked out a barter deal. On Sunday, he asked me the flavors I would like. I told him it would be fantastic if the kids who are coming home for Thanksgiving could taste the Salty Caramel sandwich I had raved about.
Today, they arrived - the sandwiches and other samples Charly generously sent. I am marveling at the packaging – with dry ice, it is colder (-109.3 F) during transit than it is is in your freezer!
Impressive Jeni’s along with Fedex make such home delivery routine even in a short, busy holiday week. Fedex picked it up at 5 pm yesterday in Columbus, OH and delivered less than 24 hours later, 1,000 miles away.
Now think about all the fresh produce that is being shipped in bulk day after day. Global Trade magazine ranks its best third party logistics providers and includes a category for Best Temperature Controlled providers like C.H. Robinson (truck in photo) in this issue.
Don’t you love logistics which make the complex look so routine?
BTW, on the barter with Jeni's, all I can say is I got the better end of the deal :)
To get a jump on rivals like Samsung Electronics Co. and lay the groundwork for new products, Apple is spending more on the machines that do the behind-the-scenes work of mass producing iPhones, iPads and other gadgets. That includes equipment to polish the new iPhone 5c’s colorful plastic, laser and milling machines to carve the MacBook’s aluminum body, and testing gear for the iPhone and iPad camera lens, said people with knowledge of the company’s manufacturing methods, who asked not to be identified because the process is private.
The spending, which Apple outlined in its fiscal 2014 capital-expenditure forecast, underscores how the world’s most valuable company is diving deeper into designing and inventing technology for its manufacturing process. Apple is increasingly striking exclusive machinery deals, said the people familiar with the work, outspending peers on the tools that it then places in the factories of its suppliers, many of which are in Asia.
Nice summary of the recent HR Technology Conference in the HR Executive Magazine including interesting anecdotes from show as one below
"In one country where Neglia and her team rolled out a recruitment management system, they were confounded by pockets where adoption was simply not occurring. “We had completely missed the fact that technology was not in the hands of recruiters” in every corner of every region, she said. Some were literally following candidates around on bicycles, she added."