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| certainly. As I said in a previous tweet: the use of art (experience/gut instinct) and science (data) is optimal for hiring. |
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| There's a reason global spending on talent managment software has risen 15% between 2010 and 2011 to $3.8 billion. Using data works. |
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| Crucial: the use of data in hiring decisions. |
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| Making hiring decisions using "gut instincts" won't cut it anymore. Data, data, data! |
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| Never forget your workers are human. With them comes error and emotion. |
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| Measurement, measurement, measurement! |
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| Research methodology is absolutely under-utilized by organizations. Understanding your org from an empirical perspective is invaluable. |
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| Are your selection tools based on legitimate predictors of performance or on what you "think" is important for the job? There's a difference |
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| Job analysis is the foundation for the development of all HR tools used to make personnel decisions |
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| Does your organization know how your applicants compare to industry benchmarks? Organizational success begins with selection |
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| Pardon the brief sabbatical, I'm back! |
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| Turnover rates provide little info about the turnover problem. Obtain data on the performance, value, and impact of those who leave. |
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| Effective and sustainable HR decisions and practices require the use of both science (evidence based practice/data) and art (experience). |
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| Focusing on exit interviews when you lose an employee doesnt tell the whole story about turnover. Talk to those who are still there as well! |
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| In many cases, non-job related behaviors are more rewarded than objective job performance (Podsakoff et al., 2001). Is this a problem? |
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| How confident are you that your selection tools could withstand litigation? |
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| Sound methodology is crucial for program evaluation. Its absence could result in reinforcing a poor program or dissolving an effective one. |
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| Procedural justice: your employees perception of the fairness in your organization's personnel procedures. Think empathy. |
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| agreed. I'd also argue that perceptions of fairness are just as important as well. |
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| Perceptions of HR policy and practices are sometimes more important than the actual policies and practices themselves. |
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