Metlife has been piloting insurance kiosks at Walmarts in a few states
“The initial screen requires the user to select from three options based on whom they are buying coverage for – themselves, a family member or as a gift. The next screen offers policies for four age groups – 18-44, 45-54, 55-59 and 60-65. Once the user selects the appropriate age group, the following screen presents two coverage amount options. Based on their inputs, the system notifies the user of the annual rate for their term policy and which color policy package to grab from the kiosk display.
The user then locates their designated colored box on the kiosk display, which contains a prepaid $5 card for the policy amount, and scans it at the store checkout. Once paid, the individual must call the firm to answer six health questions, with no medical exam required. If approved, individuals can activate the term life policy for a full year. Those who don't qualify can get a refund at Walmart."
Take well-known U.S. universities such as Carnegie Mellon and Purdue. In each case, LinkedIn has data on the career paths of more than 60,000 graduates. That’s a data set big enough to allow for some fascinating fine-grained distinctions. Type in MIT, and you quickly learn that graduates are unusually likely to land jobs at Google, IBM, and Oracle. Plug in Purdue, and employers such as Lilly, Cummins, and Boeing predominate.
Such information is a gold mine for high-school juniors and seniors, says Purvi Modi, a college advisor in Cupertino, California, since most high-school students have only a hazy idea of what careers are out there. By using LinkedIn’s tool, students interested in specialties such as solar energy, screenwriting, or making medical devices can pinpoint schools with the best track records of sending graduates into those fields. Modi, who advises about 300 students a year, says about 40 percent of them now cruise through this part of LinkedIn’s database, known as University Pages, to get insights. That’s impressive, given that the data-combing service has been fully available only since August 2013.
"Brett Doar tried architecture, drove buses, and edited films before carving out a career designing absurdly intricate Rube Goldberg machines. His latest project: a kinetic sculpture made of toys and household objects to advertise GoldieBlox, a construction set for girls"
“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”).