OrangeHRM Blog
Voice of Free & Open Source HR System
5
Feb

Deberían las computadoras hacerse cargo del ciclo de contratación de las compañías?

Posted in Spanish  by Shaun Bradley No Comments

Como nuevas aplicaciones y SaaS ofrecen un mayor servicio en el campo de reclutamiento, será hora de que las personas se salgan del juego?

Un estudio reciente de la Oficina Nacional de Investigación Económica (NBER) sugiere algoritmos que están mejor equipados para tomar decisiones de contratación y que aumentan las tasas de retención de la empresa. El estudio involucró un análisis meta de 300.000 registros de empleo de 15 empresas diferentes. Alrededor de un tercio de los empleados contratados fueron evaluados y contratados en base a pruebas de personalidad y habilidades en línea.

Algunos puntos finos del estudio incluyen:

  • El estudio evaluó posiciones que por lo general se consideran trabajos de habilidades repetitivas o inferiores, como el empleo en un centro de llamadas, o de clasificación a base de pruebas estandarizadas.
  • La tasa de retención de los elegidos por ordenador fue 15 por ciento superior a contrataciones realizadas por personas reclutadoras.
  • Contrataciones realizadas por los seres humanos no fueron significativamente más o menos productivos que los realizados por ordenador.

Uno de los autores del estudio, el Dr. Mitchell Hoffman, señala: ” Definitivamente este estudio sugiere que más poderes de toma de decisiones se deben dar a la máquina en relación con los seres humanos.”

Será que reclutadores y gerentes de contratación se están volviendo “obsoletos”?

La mente y la máquina son la mejor combinación de contratación

Los algoritmos utilizados en todo el ciclo de reclutamiento valen la pena para hacer una inversión. #ProjectNova, La solución de ATS OrangeHRM, utiliza la tecnología de Watson para ofrecer análisis de candidato detallados y la comparación. El Proyecto Nova es un asistente de reclutamiento digital que recopila en los medios de comunicación social información de los candidatos, y tiene las preguntas específicas de la entrevista como guía.

Pero, un módulo ATS sofisticado descarta el factor humano? La respuesta corta es no.”

1
Feb

Digan ” Sí” a los medios de comunicación social en su lugar de trabajo

Posted in Spanish  by Shaun Bradley No Comments

Tendencias del lugar de trabajo apuntan a la creciente utilización de las redes sociales durante horas laborales. ¿Está su empresa diciendo “no”?

En 2012, la Sociedad para la Gestión de Recursos Humanos (SHRM) discutió el creciente papel de las redes sociales en el lugar de trabajo. Como una tecnología emergente, las ventajas de las redes sociales incluyen:

  • Redes
  • Capacidad para identificar, mejorar y fortalecer las relaciones comerciales
  • Crear oportunidades de trabajo en colaboración y el intercambio de información

Desde entonces, el uso de los medios sociales en el lugar de trabajo se ha incrementado de una manera difícil de imaginar desde hace apenas unos años. Según un informe de 2015 de McKinsey & Company, las áreas clave ayudadas por herramientas sociales incluyen:

  • Gestión de TI
  • Reclutamiento
  • Gestión del talento
  • Mercadeo
  • Gestión de relaciones con los clientes (CRM)
  • Investigación y desarrollo

Como compromiso con la cara interna de los medios sociales se profundiza en que algunas empresas siguen preocupados por respaldar los medios de comunicación social durante la jornada laboral.

El bloqueo de medios de comunicación social es una propuesta perdedora

Para cumplir con los argumentos de productividad algunos empleadores prohíben el uso de las redes sociales en el lugar de trabajo. Respaldar estas políticas no tiene mucho sentido en un lugar de trabajo participativo.

Es importante considerar lo siguiente:

  • Empresas con diversas operaciones deben utilizar dispositivos móviles, aplicaciones y otras herramientas sociales para aumentar la productividad y la eficiencia
  • Si la pérdida de tiempo o una mala relación de trabajo, es un problema, el problema es desatender la red social media-empleado.
  • Los empleados comprometidos trabajan rutinariamente fuera de las horas de trabajo “normales”. El aumento de la producción, con la participación de los empleados, y la mejora de las comunicaciones en y fuera el trabajo, depende de un uso inteligente de la tecnología social.

El año pasado, OrangeHRM introdujo OrangeBuzz, una plataforma segura que facilita la comunicación y colaboración entre equipos y personas del lugar de trabajo. Para las empresas que utilizan herramientas sociales no especializados, hay ciertos riesgos que incluyen:

  • Ingeniería social: Los empleados sin formación suficiente sobre la seguridad cibernética podrían ser un punto débil para los hackers que buscan entrar a la red. Si sus herramientas de medios sociales ofrecen una puerta de entrada, datos de la empresa podrían ser vulnerables.
  • Fugas de información: en una herramienta no propietaria de medios de comunicación social, los trabajadores podrían inadvertidamente compartir valiosa información de la empresa, las tendencias, o consejos.
  • Represalias: En una aplicación en la naturaleza, como Twitter o Facebook, comentarios o debates negativos podrían ser virales dañando su marca.

Como una herramienta especializada, OrangeBuzz ofrece en un espacio seguro el intercambio de colaboración, es fácil de navegar para los empleados. Sea cual sea su herramienta social de elección, debe decir “sí” a aumentar la productividad, mejorar el intercambio de información y una mayor participación de los empleados.

27
Jan

Say “Yes” to Social Media in Your Workplace

Posted in General  by Shaun Bradley No Comments

Workplace trends point to the increasing use of social media in the workplace. Is your company still saying “no?”

In 2012, the Society for Human Resource Management (SHRM) discussed the expanding role of social media in the workplace. As an emerging technology, the advantages of social media included:

  • Networking
  • Ability to identify, refine and strengthen business relationships
  • Create collaborative work opportunities and information sharing

Since that time, social media use in the workplace has increased in ways hard to imagine just a few years ago.  According to a 2015 report from McKinsey & Company, the key areas aided by social tools include:

  • IT management
  • Recruiting
  • Talent management
  • Marketing
  • Customer relations management (CRM)
  • Research and development

As engagement with internal facing social media deepens, some companies remain concerned about endorsing social media during the workday.

Blocking social media—a losing proposition

Sticking to productivity arguments, some employers prohibit the use of social media in the workplace.  Policing these policies makes little sense in a participatory workplace.  Consider:

  • Companies with diverse operations must use mobile devices, apps, and other social tools to increase productivity and efficiencies
  • If wasted time, or poor work value, is a problem, the issue is the employee—not regulating social media.
  • Engaged employees routinely work outside of “regular” work hours.  Increasing output, engaging employees, and improving communications on, and off, the job, depends on smart use of social technology.

Last year, OrangeHRM introduced OrangeBuzz,  a secure platform that facilitates managed communication and collaboration between workplace teams and individuals.  For companies using non-specialized social tools, there are certain risks that include:

  • Social engineering:  Employees without sufficient training on cyber security could prove a weak link for hackers seeking network entry.  If your social media tools offer a gateway, company data could be vulnerable.
  • Information leaks:  On a non-proprietary social media tool, workers could inadvertently share, or leak, valuable company information, trends, or tips.
  • Retaliation:  On an app in the wild, like Twitter or Facebook, negative comments or discussion could go viral, damaging your brand.

As a specialized tool, OrangeBuzz offers safe, collaborative sharing space easily navigated by employees or management.  Whatever your social tool of choice, say “yes” to boosting productivity, better information sharing—and increased employee engagement.

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19
Jan

Should Computers Take Over Your Hiring Cycle?

Posted in Development, General, Product Releases  by Shaun Bradley No Comments

As apps and SaaS offer greater service in the recruiting arena, is it time for humans to get out of the game?

A recent study from the National Bureau of Economic Research (NBER) suggests algorithms are better equipped to make hiring decisions that boost company retention rates.  The study involved a meta-analysis of 300,000 employment records from 15 different companies. About a third of the employees hired were assessed and hired based on online personality and skills testing.

Some fine points of the study include:

•    The study evaluated positions that are generally considered repetitive or lower skill jobs, such as employment in a call center, or grading standardized tests.
•    The retention rate for those chosen by computer was 15 percent higher than hires made by humans.
•    Hires made by humans were not significantly more or less productive than those made by computer.

One of the study authors, Dr. Mitchell Hoffman, notes, “It definitely suggests that more decision making powers should be given to the machine relative to the humans.”

Have recruiters and hiring managers become outdated?

Mind and machine—the best hiring combination

Algorithms used throughout the recruiting cycle are worth the cost.  #ProjectNova, the ATS solution from OrangeHRM, uses Watson technology to offer fine-grained candidate analysis and comparison.  From cultivating social media for candidate information, to prompting specific interview questions, Project Nova is a digital recruiting assistant.

But does a sophisticated ATS module dismiss the human factor?  The short answer is “no.”

Just as HR software created time and data efficiencies for HR, Project Nova and other ATS tools perform tasks that streamline and improve the recruiting process.  From populating niche job boards, to cultivating better data, Project Nova and similar tools give managers the edge in hiring the right talent for the job.

Despite such advantages, these products remain tools, not decision makers.
The NBER study evaluated lower level, high-turnover positions.  While software could be useful in these instances, it is not likely algorithms will become stand-alone hiring tools for recruiting the skilled, high-level talent essential for keeping your company competitive.

Retention rates are one piece of a more complex hiring puzzle. Homogeneous hiring decisions could be successful for a certain type of business, but less helpful for a dynamic company dependent on its creative and development teams for getting products and services to market.

Using improved social and recruiting technology tools means HR personnel can spend more time on strategy, and fine-tuning retention policies.  The best hiring combination utilizes both mind—and machine.

Press Release

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29
Dec

Boosting Social Engagement in the Workplace: OrangeBuzz

Posted in General  by Shaun Bradley No Comments

As hiring managers and recruiters access top talent via social channels like LinkedIn, social media is expanding within enterprise. Once banned as a drag on productivity, social media is now used by HR and management to improve communication, create a collaborative workspace, and increase engagement.

Integrated with the recent OrangeHRM 5.2 update, Orange Buzz is the new social media tool from OrangeHRM.  Offering an environment similar to Facebook, Orange Buzz is a full-featured social media tool designed specifically for the workspace.  Highlights include:

  • The engaging Orange Buzz interface facilitates easy communication and collaboration
  • Orange Buzz is a private, secure, platform
  • From comments to discussion forums, Orange Buzz gives HR the capabilities to create, share, and manage internal social media space

A business need: internal social media

Orange Buzz responds to a critical need for business and enterprise to drive effective communication within their organizations.  Word of mouth, email, and physical meetings fall short when important information should be quickly shared, or provided.  Just a few of the ways HR and management are using social media include:

  • Information on:  Lack of information about important changes, or status, in a company erodes morale and encourages shared misinformation.  Speaking at OHRM Con in New York in October, Lee Congdon, CIO of Red Hat, discussed a variety of social tools used by his organization to cultivate and disseminate information throughout their global enterprise. Orange Buzz, and other social media applications, offer top-down and bottom-up opportunities to improve engagement and company communication.
  • Better information—better decisions:  In workgroups, or between geographic locations, social media tools aid collaborative decision making.  Red Hat uses social media to encourage employee feedback to inform higher-level decisions, and build shared ownership in eventual decisions.
  • Social media is second nature: Effective relationships sell products and services that enable  companies to thrive.  Use Orange Buzz or other internal social media to invigorate workplace relationships and improve company culture through regular brand messaging and shared information.

Moving beyond recruiting, social media tools heighten employee engagement and bolster communication on important issues.  When you upgrade to OrangeHRM 5.2, put Orange Buzz to work for your company and enjoy the benefits of inward-facing social media.

3
Dec

Big Data et langage: Comment les RH modernes comprennent leur effectifs

Posted in French  by Shaun Bradley No Comments

Comme les organisations s’adaptent aux données, les RH ont pris le pas.
Les systèmes de ressources humaines se sont transformés, de centres de stockage stagnants aux routes transversales en libre-service, permettant aux RH de comprendre les idées avec lesquelles les employés interagissent.
Ces progrès ont permis aux administrateurs d’utiliser les données recueillies à partir de la communication en ligne.

Comprendre ce qui fait la réussite d’un effectif reste l’objectif principal.
Les entreprises sont capables de rassembler les personnes liées par des données afin de mieux cultiver les talents.
Les derniers outils de RH se concentrent sur une collaboration pour atteindre ce but.

Suivi des traits de candidats:

Aujourd’hui, le système de suivi de candidats demeure un brillant exemple de jusqu’où de telles solutions RH peuvent aller.
Ce qui servait à recueillir seulement des curriculum vitae s’est transformé en un outil complet de recrutement, comprenant des mesures de la personnalité réceptives à ceux du talent passif.
Plus la technologie de recrutement évolue vers des solutions Cloud,
plus des solutions connexes gagnent du terrain dans le but de soutenir le développement du sourcing de talents. IBM Watson Insight Personality montre que les entreprises de services peuvent cibler en ligne la langue de personnes pour identifier leurs traits dominants. Le résultat est une solution pour percevoir les traits de la personnalité reflétant les tendances actuelles.
Selon certaines statistiques clés d’IBM et des études apparentées:

  • Cibler le top 10 pour cent avec une grande ouverture et un faible rang émotionnel entraîne une augmentation du taux de clics entre 6,8 à 11,3
    pour cent.
  • Les personnes qui obtiennent un score élevé dans le gout de l’ordre, l’auto-discipline, la prudence et un faible score en démesure sont 40 pour cent plus enclin à répondre aux coupons comparés à une population aléatoire.
  • Avec 65 pour cent de precision, les caractéristiques de la personnalité d’une personne peuvent prédire leur préférence pour une marque.

Lorsque ce type d’outil est combiné avec un système de suivi des candidats, les employeurs potentiels peuvent affiner le filtrage des candidats en fonction de certaines valeurs. Les recruteurs sont capables de développer un vivier de talents de qualité, puis d’évaluer leurs compétences en conséquence.
Le filtrage des candidats pour correspondre à la culture d’une organisation est devenue de plus en plus importante avec les tendances mondiales d’acquisition de talents. Les médias sociaux en élargissant mondialement la portée d’une organisation, jouent un rôle vital pour les recruteurs à la recherche des meilleurs candidats.

Les dernières solutions de suivi des candidats telles que #ProjectNova incluent une gamme de capacités analytiques integrées à LinkedIn, à la notation et au classement des candidats . Des comparaisons s’articulent entre les candidats et les employés actuels, afin de tirer directement les similitudes et les différences de l’écosystème culturel de l’organisation en question.

Parce que les interactions numériques contiennent des échanges mots par mots, les RH sont capables de suivre les valeurs exactes qui animent la performance. Les RH sont destinées à tirer des enseignements qui influeront positivement sur la culture de l’entreprise grâce à des outils qui les aident
à mieux recruter les talents en moins de temps.

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30
Nov

OHRMCon: Engage Disruption

Posted in General  by Shaun Bradley No Comments

From information technology to automobiles, disruption is a game-changer.  Taking on the topic of change, Lee Congdon discussed industry challenges during OHRMCon, held in New York City during the first week in October.

Headquartered in North Carolina, the Red Hat enterprise is 8,000 associates strong and operates in the Czech Republic, and from office and remote locations across the globe.

Looking beyond traditional HR solutions to serve its interests, Red Hat’s first go-live with OrangeHRM leave management products took place in January, 2011. Deployed in 26 countries, OrangeHRM’s platform solved compliance and leave problems that occur when associates are sometimes 10 time zones apart.  Red Hat and OrangeHRM serve as catalysts for community-based development models—structuring adaptive solutions through open source.

In his keynote presentation at OHRMCon, Mr. Congdon discussed a world rapidly shifting from an industrial to information-based society.  Several industries are undergoing fundamental shifts due to the advent of new tech, including:

  • Information:  From print to digital, and back, modes to create and disseminate information are in flux.  Each tech innovation means new business opportunities at many levels.
  • Music:  From vinyl to immersion in virtual reality, music is undergoing dramatic change.  The era when songs were purchased, owned, and traded, gave way to downloaded songs, which is giving way to screen rental to play your favorite song of the moment.
  • Transportation:  Uber, smart cars, and automation are literally driving transportation options into a completely new paradigm.
  • Production:  Repetitive and analytic work once done by humans is giving way to automation and machine learning.  From building cars, to suggesting a medical diagnosis, the use of robotics and artificial intelligence eliminates some jobs while boosting others. Machine learning is an integral part of Watson, a technology that underpins OrangeHRM’s ATS Project Nova.
  • Automated resources:  Transportation, event, and service planning is taken care of online with choices of when, where, how, what color, and how much.  For many kinds of purchases, the balance of information has shifted from vendor to consumer.

New developments are fueling a relentless cycle of tech innovation.  Through customer tracking, Amazon can make irresistible offers on bundled merchandise—and deliver products rapidly to your door.  Marketing automation harvests consumer data that allows web retailers to offer individual pricing options designed to spur purchases.  With a smartphone in the pocket or purse, shopping anonymity is becoming a thing of the past.

Use disruption to drive innovation

So how does enterprise thrive and survive in a volatile, rapidly changing marketplace? At least two things are key—disruption and speed.

The cost of disruption is falling fast.  While it used to cost millions to get a new product to market, today, two entrepreneurs working in a garage could create the next unicorn start-up.  To survive—enterprise must adapt, often by disruption.

Earlier Mr. Congdon talked about the power of the open organization  to cultivate innovation and drive change.  While disrupting your company is difficult, changing company culture drives needed change.  Here are some questions to consider:

  1. What is your vision, who are the disruptors, and what are your people doing to get to the next thing?  Even if you have experts on the industry side, you need experts on the information side to visualize potential movement through new tech where appropriate.
  2. Will your culture get you where you need to be?  Do your people, mission, and strategy align?  If not, how can you adjust?
  3. How can you do it faster?
  4. What is your next disruptive investment?  Within individual, team, enterprise, or industry—how can you make it happen?

Disruption is not just for industry anymore.  It is for the individual, the workforce, and company culture.  Engage disruption to innovate, develop institutional resilience—and get to market faster.

30
Nov

Keynote Points of Lee Congdon from OHRMCon: On the Open Organization

Posted in General  by Shaun Bradley No Comments

Speaking at OHRMCon in New York last month, Red Hat CIO Lee Congdon offered insight into the open organization and the shift from an industrial to information-based marketplace.

Adaptation is a key driver of relevant, competitive enterprise.  During his keynote address at OHRMCon, the first conference devoted to open source, Mr. Congdon spoke about the open organization as a vehicle to cultivate ideas, increase agility, and remain competitive amidst rapid change.

Through enterprise and partnering, Red Hat offers technological solutions to companies of all size, from mom and pop companies to the top ten of the Fortune 500.

As an open organization, Red Hat leverages company culture to engage employees, develop solutions, and meet marketplace demands. While open source is not usually equated with financial success, the Red Hat enterprise continues to grow, and expects revenue near $2 billion this year.

With 8,000 associates, more than half of the Red Hat workforce resides outside the United States, in more than 80 geographic locations. Approximately 20 to 25 percent of its associates work remotely.  Red Hat operates on open source, using patents to protect its proprietary tech solutions.

Cultural characteristics at Red Hat include:

  • An engaged workforce:  Using surveys, business tools, coaching and other methods, Red Hat works hard at maintaining the engagement of its employees at all levels.  Engagement means employees are passionate about their jobs, corporate mission, and the collective vision of the company.
  • Collaboration:  Working collaboratively on enterprise projects, and shared decision making, is a hallmark of the Red Hat open organization.  Red Hat associates communicate and maintain connection through email, text, chat, business, social, and other tools.
  • Open decision making:  While open decision making takes longer than a traditional top-down approach, Mr. Congdon detailed its advantages. General corporate decisions are often published to associates via email in draft form, with a comment period to follow.  Comments received from employees offer valuable information to decision makers on refinements to, or disagreements with, proposed change. This iterative decision-making process continues for a set period, after which an executive with authority makes a final decision.  While that decision may not meet demands—it reduces or eliminates pushback when everyone has an opportunity to add to the conversation.
  • Talent acquisition:  Engaged associates identify and help onboard talent.  As competition for talent goes global, recruiting time and costs are reduced when associates are able to recommend hires in the open source community.

Notes Mr. Congdon, in an open organization, the best solutions or ideas could come from any level of the organization.  Passion and commitment to vision—and culture—give Red Hat needed tools to remain agile in a rolling marketplace environment.

14
Oct

Big Data and Language: How the New HR Understands Its People

Posted in General  by Shaun Bradley No Comments

As organizations adapt to data, HR has kept pace.

HR systems have transformed from stagnant storage centers to self-service cross roads, enabling HR to pull insights based on all the ways employees interact. These advancements have empowered administrators to use data collected from online communication.

Understanding what makes a workforce successful is the primary goal. Companies are able to gather people-related data to better cultivate talents.
The latest HR tools have a strong focus on collaboration for this very purpose.

Tracking Applicant Traits
Today’s applicant tracking system is a shining example of how far HR solutions have come. What once only served to collect resumes has transformed into a complete recruiting tool including personality metrics receptive to passive talent.

As recruitment technology advances into the cloud related solutions are also gaining momentum in order to support the growth of talent sourcing.
IBM Watson Personality Insights service shows that businesses can target people’s language online to identify dominant traits. The result is a solution for deriving personality insights that reflect actionable tendencies. Some key stats from IBM and related studies:

  • Targeting the top 10 percent with high openness and low emotional range resulted in increases in click rate from 6.8 percent to 11.3 percent.
  • People who score high in orderliness, self-discipline, and cautiousness and low in immoderation are 40 percent more likely to respond to coupons than the random population.
  • A person’s personality characteristics can predict their brand preference with 65 percent accuracy.

When this type of tool is combined with an applicant tracking system, potential employers can narrow down candidates by certain values. Recruiters are able to develop a higher quality talent pool then evaluate qualifications accordingly.
Filtering applicants to match the culture of an organization has become increasingly important with global talent acquisition trends. Social media plays a vital role for recruiters seeking top applicants, expanding the organization’s reach all over the world.

The latest applicant tracking solutions such as #ProjectNova include a range of analytic capabilities with LinkedIn integration and side-by-side candidate scoring. Comparisons include both candidates and current employees, directly pulling key similarities and differences from the organization’s cultural ecosystem.

Because these digital interactions contain word for word exchanges, HR is able to follow the exact values that drive performance. HR is destined to draw insights that will positively influence company culture through tools that help hire better talent in less time.

Contributed by:

Julia Scavicchio - Digital Content Specialist
PBP Media

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9
Sep

How Hiring Managers Can Use Data to Fight Resume Overwhelm

Posted in General  by Shaun Bradley No Comments

Sujee Saparamadu, CEO at OrangeHRM, was a recent guest on the TechnologyAdvice Expert Interview Series. The series, which is hosted by TechnologyAdvice’s Josh Bland, explores a variety of business and technology landscapes through conversations with industry leaders.

In this episode we discuss everything from recruitment to mobile, big data, and OHRMCon 2015.

Listen To Podcast

Below are a few highlights from our conversation:

TA: How does your HR software translate internationally? Do you see different trends in different parts of the world? Or is this mobile, data-driven trend a thing of the industry as a whole?

Sujee: Mainly, what I have seen, is people are using more mobile devices in Asia or even towards the European side, mainly because of the infrastructure, These areas, they don’t have huge infrastructure, fiber optics, and things like that. They mainly use mobile devices to do their day-to-day work. And that’s why more things are coming from Asia and Europe than from the US markets for us.

TA: What are some challenges that you’re seeing right now in HR industry?

Sujee: One thing is HR managers, they would like to see summarized data. Recruitment is one of the main things that’s going to happen. When you put a vacancy out there, hiring managers get thousands of resumes.

They say, “Sujee, I just don’t have time to go through all these resumes. Is there a way you can summarize? Show me the most important people that I can go ahead and shortlist.” That is because of time. So that is an area a lot of vendors are looking into: how do you give this type of summarized data to hiring managers?

TA: What is the solution there? Is it just building an application that can better view the data? Or is it building an application that HR managers can understand better? How do you get around that challenge?

Sujee: We have set up an application with best match criterias. Even if you have thousands of resumes, the hiring manager should be able to say, “Okay. These are the five items or ten items I really want to see in this resume.” And then you have different algorithms or searches that can go through, and out of the thousand, it will say, “Here are the top 20 you will be able to go through.”

TechnologyAdvice: How important are mobile phones to the workplace?

Sujee: If you take the New York Subway or if you go to London, the Tube, or you are in Singapore, the Metro, then you will see 80 to 90 percent of people working on mobile devices in transit. They want to use the time they’re spending commuting or going from one client to the other to go ahead and do their day-to-day work. That’s why mobile devices are very important. People are not just going to be sitting at their desks and doing things.

If you can take that data and then compare that data with your current and past employees, you’ll be able to see a pattern. With that pattern, you’ll be able to say, “Hey, you know what? This person that we have hired, who had IQ test of maybe about 80 or 90 and did well on the writing test, now where are those candidates in our organization?”

Sometimes we can say, “Oh, you know what? These guys have done so well, now they are managers or they have climbed the corporate ladder. It’s this kind of data that’s in your systems that should be summarized and sent to the hiring managers.

Provided by Josh Bland at Technology Advice.

 

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