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ATD Blog

Who Are Your Gatekeepers?

Tuesday, September 23, 2014
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Through their work developing predictive models, the data analysts at Talent Analytics, Corps. frequently gain insight to the hiring processes of mid-size and large organizations. What they often discover there is “a huge point of failure, leading to massive hiring errors and missed opportunities.”

Ouch. So at what point does the system go awry?

Unfortunately, in the very beginning. When it comes to the initial screening of job candidates, many larger organizations “relegate this single most critical task to individuals far removed from the line of business [that is hiring],” writes Greta Roberts, chief executive officer of Talent Analytics. “At times this task is given to contractors, interns, temps, or external part-time employees.”

Leaving the gatekeeping up to underqualified staff, who may or may not recognize a promising candidate when they see one, is a risky move for any organization. “These screeners typically need to review a large number of résumés in a short period of time for a wide variety of roles. Even if they’ve had weeks of intense training on how to screen candidates—which is almost never the case—it’s impossible for a single individual to keep all relevant variables in mind as they scan résumés or conduct 10-minute screening phone calls.”

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However, despite the industry’s recent foray into predictive analytics, many organizations still dislike the thought of leaving hiring up to an algorithm. Roberts attributes this to a lack of understanding of the technology. Using predictive analytics in the hiring process will undoubtedly lead to better hiring decisions, by introducing more accuracy and consistency into the initial screening, she writes. Analytics technology can process high volumes of data from applications, selecting the most promising candidates and moving them along, without the margin of human error.

Of course, there’s still a need for real people (especially the business unit manager) to get involved in hiring—just at a later point in the process. “There doesn’t have to be a battle between traditional screening processes and talent analytics,” Roberts writes. “Just be sure you’re applying the two approaches with the right balance that will deliver the results you want: a workforce that truly supports your business objectives.”

About the Author

Stephanie Castellano is a former writer/editor for the Association for Talent Development (ATD). She is now a freelance writer based in Gainesville, Florida.

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