Follow-up: Big Data for HR - what do you make of this?

Yesterday I took about 550 words to say essentially this : Once your CEO decides that 'Big Data' is the next big thing to upskill your organization's talent level it is on you as an HR or Talent pro to make that happen. (It was in the Times you know).

One of the ways, besides the more obvious ones like 'Invest in some new technology' or 'Take a statistics course' is to challenge yourself to starting thinking differently about information and data (and not the typical data you might be used to considering) and what it might or might not mean for your organization and your talent game.

Here's an example of what I mean pulled from a recent Business Insider piece on some data around student loan debt load and default rates by State, (and let's assume for the purposes of this exercise that college recruiting and hiring is an important part of your workforce planning).

Chart 1 - Average Student Loan Debt

Dang, that doesn't look good anywhwere, but student debt loads seem particularly high in certain states and regions. Let's take this one more step.

Chart 2 - Average Student Loan Delinquency Rates

Interesting - not perfect alignment between the states with the highest average student loan levels and the highest default rates. But nevertheless, there are some pretty large sections of the country with average default rates at 15% or more. So the exercise is this - what, if anything would or should you do with data like this, (incomplete as it is, bear with me, it's just an example to make us think).

What if you are recruiting college grads or soon-to-be grads in the parts of the country with the highest debt loads and default rates?

Would that change your approach at all to things like signing bonuses or retention schemes that have an element of student loan repayment built in?

Would you formulate a plan for more strategic counter-offers for your younger talent that is likely to be much more receptive to make a jump to a competitor for even a small bump in salary?

Would you consider overpaying in the first few years for the best college grads knowing that some or even most of them have pretty significant financial worries outside of work?

Would you make access to a financial planner or accountant part of your signing package?

Or would you do nothing at all?

The point to all this is not really the student loan data, but rather to raise just one possibility of the potential and challenge that big data holds for you as a Talent pro, and to try and illustrate that using data to your advantage is likely going to require not just technical skills, but the ability to think differently about what drives your business.

And like we established yesterday, since it hit the Times, you can't pretend it doesn't matter for much longer.

Big Data for hiring - now everyone knows, (including the CEO)

While it can be cool to say and think that old or traditional media is dead or at least dying, (witness CNN's Keystone Cops-like coverage of the Boston Bombings and their wall-to-wall coverage of the Carnival 'poop cruise', interesting only to the people on the actual ship), it is still pretty remarkable to witness, at least in our little HR and HR Tech corner of the world, the sheer power to drive conversation the big, mainstream outlets still wield.

The latest example? The NY Times piece over the weekend titled How Big Data is Playing Recruiter for Specialized Workers, that did admittedly a fine job of covering some HR Tech startups like Gild, TalentBin, and Entelo, and how data, algorithms, and smart machine learning are combining with traditional sourcing methods in attempts to help organizations make better hires faster, and less expensively than in the past.Robert Rauschenberg, Yoicks 1953

It is a good piece and I recommend you checking it out, if you follow this space at all chances are you have already read the article, as it seemed to me over the weekend everyone Tweeted out the link (I did too). Even though these solutions have been out for some time - I just wrote about Gild myself here - once news like this hits the mainstream, you can bet you'll have some explaining to do back in your office about how you and the HR organization plans to leverage this kind of data in hiring and talent management decisions. Let's face it - even though people like me have written about these new technologies, and some of them have been featured at the HR Tech Conference, it's still the rare CEO or COO that has heard about them.  

But drop a feature about these cool new technologies in the Times, on the weekend no less, when Mr. or Ms. CEO is kicking back over brunch with their iPad and has a few minutes to read and think about a piece like this - well some of you are getting an email (maybe it already arrived, 'sent from my iPad') from the CEO with the link and a question along the lines of 'What can we do with this? or 'Are we using Big Data in hiring?'

It is pretty fun to stay on top of the latest trends and catch demos or webinars from the coolest new technologies. It is also fun to be sort of 'in the know', to be the only one in your office or in your local HR community to have some insight and savvy about the latest solutions and tools. You (mostly) get respect and cred from just knowing about them. 

But that position of 'person who knows all about the technology' will only take you so far once everyone else starts catching on too - especially the C-suite types that really only take notice of something until it hits the Times of the Wall St. Journal.  And that is happening my friends.

We're coming up fast to the point where 'awareness' is simply the ante that lets you play in the game. Your bluff is about to be called, by a CEO in a fancy suit, and iPad, and a link to the Times article.

Stay thirsty my friends... 

VIDEO: The robots are a lot like us

What a week. I am beat.

Let's take it into the weekend with a laugh - check out the video below, titled Shelved, from the Media Design School of Auckland, New Zealand. (email and RSS subscribers will need to click through).

Shelved gives us a look at what the future might hold for the incoming robot workforce - oddly enough it seems to resemble quite a bit the human workplace of today.

Shelved from Media Design School on Vimeo.

Awesome, right? "Replaced by a human!' And did you catch the key role of the HR lady?

Have a great weekend everyone!

The Wisdom of Earl Monroe

Earl 'The Pearl' Monroe, for the benefit of readers who may not be familiar (shame on you), is a basketball legend who had a Hall of Fame career in the NBA with the Baltimore Bullets and New York Knicks in the 1960s and 1970s. Earl's talent was so immense and otherworldly that in addition to his more popular nickname of 'The Pearl' was also known as 'Black Jesus' early in his playing days.

Monroe was a rare player - a creative, almost effortless scorer, (he averaged an astonishing 41 points in his senior year in college), who later in his career became an important and team oriented player on some fantastic teams, including one NBA champion in the 1973 Knicks. 

Earl has a new book out titled Earl The Pearl: My Story, and recently has been doing a number of interviews promoting the book, and the 40th Anniversary of that Knicks championship team of 1973. I caught one of these interviews, on New York sports talk radio, where Earl related a wonderful story of his earliest days learning to play.

Earl got a late start, even for those days, as a basketball player, not taking up the game until he was 14 years old. As you'd expect, in the beginning Earl was not as good or polished as other kids his age who had been playing for a few years. Earl shared how he'd come home from the playground and tell his mother that he wasn't good enough, and that the other kids all mocked and teased him pretty badly.

Earl's mom would have none of it. She told Earl to quit complaining. But in addition to the tough love, she also gave Earl a great approach to addressing his problem. She told him to get a notebook and write down the names of all the other boys that were better players than him and that were putting him down. Once the list was written, she then told Earl to keep working, keep practicing, and not to think about what anyone said.

Then she said, once you improve your game and surpass a player on the list, cross out his name. And keep doing this until all the names are crossed out. Then you can throw away the notebook and know that you have accomplished something you set out to do. And then it would be time for the next goal, and a new list of names in a new notebook.

It was a great story, and you could tell Earl enjoyed sharing it, and the memory of his Mom and how she helped keep him grounded, focused, and determined. 

It's also a really neat approach to achieving a difficult goal. Writing the list in the notebook served dual purposes - short term motivation - 'I need to be better than the next guy', while keeping the longer term goal in view - 'Once all the names are crossed out, I can move on to the next big challenge'.

Very cool and even better to hear a legend like Pearl share the story.

So, who is on your list in your notebook?

Knowing when it's time to stop asking for advice

We all probably read or saw some of the potential downsides of relying too heavily on the so-called wisdom of the crowds during the recent bombings in Boston, (and the intense few days immediately following). While the combination of smartphones, the web, and social media certainly did seem to help in spreading news and information, keeping people safe during the manhunt for the suspects, and even in helping to identify them in the first place, there were also some unfortunate negatives. Bad information, no matter its source, was spread far and wide, innocent or uninvolved people were put under suspicion, and for many, the sheer cacophony of updates, videos, tweets and the like created so much noise that the true signal was often incredibly difficult to find.

Frankly, at times it seemed like no one, especially the established experts, really knew anything, but everyone had something to say, me included.

If they want to truly disorient the suspect just pipe in the CNN feed. That ought to confuse the crap out of him. #bostonbomber

— Steve Boese (@SteveBoese) April 20, 2013

This is just how things work now, any important news or events, particularly ones that play out live on TV and on Twitter are going to generate a massive volumes of good information - along with almost equal parts of confusion, error, and utter nonsense. Perhaps the best advice on dealing with all this is to just tune out for a while and not get caught up trying to play amateur detective or journalist ourselves. 

The real reason I was thinking about this wasn't the Boston bombings and the aftermath though, (but they do make for pretty good illustration I think), it was from reading a piece recently authored by Philip Palaleev, a consultant to financial services companies, titled 'How I advise advisors to run an advisory business from my pulpit'. Get past the really odd title, and you get this - some of the best advice I've seen about the problems of asking for too much advice:

I once read about an experiment where the researches had the tonsils of 1,000 healthy kids in New York examined by doctors. In about 50% of the cases, the doctors recommended removing of the tonsils. The researchers then took the “healthy” kids to another set of doctors. Again, 50% of the kids received the tonsillitis diagnosis, even though they had already been declared healthy by another doctor (notice the rate is not even dropping). Researchers then took the remaining 250 healthy kids and took them to a third set of doctors. Lo and behold — again 50% of them received the tonsillitis recommendation.

You can see where this is going — go to enough doctors and you will eventually get your tonsils removed. Same is true with consultants — talk to enough consultants and you will eventually get your strategy revised, your compensation plans “fine-tuned” and your processes “optimized.”

If you spend enough time asking for opinions, ideas, and advice you'll eventually get so much of it you may forget what you were after in the first place, and even what you believe to be right or true or at least likely.

There is no shortage of people ready and willing to tell us what we should do. The thick is, I think, to know when to stop asking, stop listening, and just do what we think is right.

More advice is not always or necessarily better. But it is more noise, that we know for certain.