Less Data, More Target

On July 18, 2011, in Editorial Advisory Board, Hank Stringer, HRExaminer, by Hank Stringer

Hank Stringer | HRExaminer Editorial Advisory Board ContributorHank Stringer, CEO of Stringer Executive Search joins the HRExaminer Editorial Advisory Board this week. Hank has 30 years of experience as a successful high-tech recruiter, entrepreneur, and recruitment technology innovator. Forecasting a talent shortage in 1994, Stringer founded Hire.com, the first ASP business model, utilizing the Internet to scale and automate interactive recruiting relationships and processes. Hank has published numerous articles on recruitment and talent management in the workplace and is an accomplished and recognized speaker on recruitment issues. Today Hank leads the team at Strictly Talent. Full Bio

Less Data, More Target

by Hank Stringer

The talent transition supply chain is evolving again. Just as early resume databases replaced file cabinets, and email replaced snail mail, we are discovering new ways to find and develop talent.  

With the advent of the Internet, additions to the supply chain have been just that, additions.  Inflection points in the supply chain were often created to attract eyeballs to support advertising or ‘name sale’ models instead of  attracting the right person to the right opportunity as effectively as possible. 

Ask just about anyone if they think the ‘pipes are too full’ with resumes and you will quickly get agreement. Why? Well, ask if a resume has been submitted to a company and where it ended up.  Nine  times out of ten the response will be ‘the black hole’. As long as systems are designed for talent to view all positions and apply to any of them, many people will do just that – apply for everything and hope.   Meanwhile recruiters search public and private resume databases, finding people who may have submitted to a position long ago and never heard back. These are not new problems.  They are, however, made worse in our connected world.

The problem is bad enough that a number of top talent have decided not to participate. The question remains, how do we develop a more effective talent supply chain?

The answers may be evolving through concerns over privacy, spam mail and targeted networking. The fact that companies use your information to support their business model is not new.  For instance, in the old days Readers Digest did quite well selling the names of their customers to all types of direct mail advertisers.   Today people are raising question and concern is rising.  John wrote last week about Linkedin and who owns the data. Facebook has had numerous problems releasing programs like Beacon designed to acquire and resell users data. And the spam from all over is tiring. 

No offense, but if another CEO of a job board emails career tips, we may see people explode like the drummers in the movie ‘Spinal Tap”.  An article appeared in Wall Street Journal this week about how the unemployed are using outsourced groups to blast (send) their resumes to companies without much targeted concern. As a result, more unqualified talent are submitted to companies and the black hole gets deeper and darker, frustrating all.

What now?

As talent and companies demand more privacy and targeted communication, we are beginning to see companies creating solutions.  These solutions should be based on solving the flow of the talent pipline first, creating a quality experience with desired results.  Then they can figure out how to makes a profit. The question is: will the evolved solution come from a current ‘big’ player or a start up pushing the envelope by approaching the problem with solutions based on new ways of thinking? The evolved solution could come from Facebook, Google, Salesforce or Linkedin if they follow an open API development philosophy instead of a closed Twitter strategy.  If they do not choose this path, a new talent supply chain based on privacy, anonymity and targeted data exchange with immediate value will emerge. The technology and processes already exist.  So, it will be market demand that will force the next change.



 
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