What do you do when keeping your eye on the ball means completely losing track of the game?
There is absolutely no doubt that some recruiting practices will be changed by mobile technology. The technology investment question is better understood as ‘are we at a point where platform stability and clear use cases mandate the use of mobile tech in recruiting?’
HR and Recruiting leaders are routinely subjected to the requirement to maintain the status quo while imagining some sort of future. The very existence of the function depends on succeeding at both. Sadly, it’s a double bind.
“Innovation and growth come from the discretionary effort of the workers – not the investment in capital on the production floor. The company’s real value is its employees.” – Paul Hebert
The smoke and mirrors about retention is beginning to lift. A new study provides examples of how new approaches to data and open minds discover hidden, important truths. People change jobs less often than they used to. It’s a trend that’s been maturing for 30 years.
Before, progress was just a matter of making the line move up and to the right. With big data, what matters is the ability to see patterns in the data.
“In the end, marketing (which causes much of the current problem) is the solution. Figuring out how to make your idea take root is essential…”
A closer look at the failures will reveal some simple ground rules which can ensure the success of your gamification initiative. Here are the top 10 pitfalls to be aware of (and a couple of bonus items), and avoid, in your quest for successful gamification.
This post looks at the some of the legal and practical concepts of ownership. Actually, we’re looking at what you can’t own.
Laws are based on people, places, and things. But you can’t hold a piece of data.
The ownership of data depends on what the data is, how it was generated, what devices were used, where it came from, and whether it is attributable to a person or thing. It depends on existing legal ideas, and ones that have not been developed yet.
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