Issue link: https://www.e-digitaleditions.com/i/138053
Talent Management Incorrect records. Specific fields such as city, state, country, and regions are especially critical to geo-specific job openings. Build a data input and quality process that your corporate talent organization agrees to adhere to. Above all, hold team members accountable with regular audit reports to measure CRM productivity and data quality to ensure lead generation records are accurate—and credible to its users. Successful adoption of the CRM model is fundamentally a by-product of how credible and viable data accuracy is. Competitive intelligence. Where is your talent audience? Not just the ones that lasted and became internal stars, but the ones who gave up after three months and walked away. If you are not keeping track of where your employees and applicants come from and keep that record alive with information about how Where is your talent audience? With today's social records, it's simple to keep track of where your employees and applicants come from and how they fared at your organization. This can assist in workforce planning in a really big way. they fared, you are doing your company a disservice. With today's social records, it's simple to keep track of the next job in the line and this—along with company specific job titles—can assist in workforce planning in a big way. A few examples of critical questions that big data analyses holds great potential to answer: • What universities and trade schools do your competitors invest resources? • What are the most common, identifiable patterns that reflect "sources of hire" among key competitors? Who do they hire from and are there commonalities in job title descriptions? when the CRM becomes useful, it can be useful enterprise wide. A clear, step-by-step process gives new hires proper training and support, and ensures that the protocol is adhered to. Here are four pillars for CRM framework: 1. Data must be usable and searchable. 2. Extraction and leverage of data must be easy. 3. Data can be migrated from multiple lead generation platforms with a single source of truism. • What product verticals align most appropriately to your corporate offerings, and are the skill sets involved consistent? • How do your competitors establish quotas to measure performance? • What are key indicators to recognitions and awards among key business functions like research and development and sales? • What is the average length of time identified to progress from a graduate intern to a software architect or management role? • How do "all the above" questions factor in your internal 4. Data can be categorized, tagged, and mapped to talent for ease of segmentation. Building CRM as a solution is about accessing key talent data that transforms the "record" into a "profile" that can be maintained and that measured. Simply stated, "futurecasting" is about managing the life span of your talent audience as a proactive, pipeline. As someone who developed its methodology and fulllife cycle of implementation, it can provide incredible value to companies who invest in data that is strategic and durable. organization's best practices and have you created a platform Corporate talent organizations prosper not simply by comparing as a depository to archive these critical data inputs? Is the talent the quantity of data records, but by encouraging data as composite knowledge library accessible in real-time? profiles, accessing data across social platforms, and following • How do "all the above" compare to your own, internal talent acquisition functions in determining 'source of hire', and how can that knowledge translate into actionable improvements in timeto-fill and cost-per-hire? Human issues. Human error becomes less of an issue when you put a solid protocol and the reasons behind it in play. Does the data need to be entered a certain way? By whom? Who can access and change the CRM? Address these issues in a formal policy so that a detailed methodology to access relevance. Talent knowledge is the all-encompassing product of any organization. Today the technologies are available, and companies that access their data, identify practices, and learn from it, are investing in their own intellectual property in order to hire the best candidates in a more proactive manner than ever deemed possible. Dave Mendoza is a talent acquisition thought leader and speaker. JUNE 2013 | www.hrotoday.com [19]