大数据与人力资源流程的未来

发布时间: 2021-05-21

       大数据在传统上是营销团队的代名词，他们利用大数据更好地了解客户并塑造沟通。  然而，大数据在整个业务流程中正在得到更广泛的应用，例如人力资源也正受益于大数据的发展。

       在人力资源领域中，大数据可以让团队更快捷地筛选潜在的候选人，以及以数据分析支撑管理团队在员工发展、流动和缺勤方面做出决策。然而，尽管数据可以帮助团队获得相关信息，但主要的战略决策和分析仍需要由熟练的人力资源专业人士来完成。大数据建立在人力资源专业人员的经验之上，允许公司做出不受个人情感、性别、种族偏见影响的决策。

       随着大量信息被现存的算法收集，在不久的将来，招聘过程有可能被计算机程序所控制，决定一个申请人是否适合一份工作。由于机器学习和人工智能的提高，程序在分析求职者的简历、申请表和社交媒体信息时，会比人类同行提供更准确的分析结果。由于数据的极大丰富，人力资源流程需要程序在短短两分钟内学习相当于人类20年的经验和知识，而在试图理解呈现在它面前的成千上万的数据点时，不需要依赖人类的直觉。  

       正确使用大数据带来的商业利益也十分可观，那些选择大数据辅助决策的公司，生产率已经比采用传统业务模式的企业高出了6%。但是，尽管计算机在分析数据方面可能会变得很好，但当涉及到识别人力资源流程中更精细的细节和影响时，它们永远无法真正取代人类的地位。大数据只能分析简历或申请表上的信息，却很难发现美化的经历、虚假的资格或质疑申请人未提交的信息。

       如果人力资源部门要最好地利用所有可用的新服务，将需要人类和计算机联合努力来分析和解释数据。大数据技术平台毋庸置疑将成为人力资源专业人士处理不断产生的大量数据的必要工具。虽然一些公司将满足于继续扎根于传统的人力资源分析，但大数据预测概率的能力将帮助改善公司的决策过程，也可以在面对大量数据时为公司提供更清晰的视野。

       但是，大数据并不是没有潜在的缺点。数据算法收集的信息往往在当事人不知情或不同意的情况下被使用。这种行为有可能造成一种数据垄断的文化，在这种文化中，我们所有的个人和私人信息都成为一种可销售的商品，被出价最高的人出售和使用。在人力资源方面，公司也不可能只根据表格的内容来判断人的好坏，对计算机程序无法量化的无形品质来说，人为识别依然是必要的。

原文：

Big Data has become quite the ‘buzz word’ and more people are becoming increasingly familiar with the term and the insights it can bring to help shape their businesses. Big Data has traditionally been synonymous with marketing teams who use the information garnered to better understand their customers and shape communications.  However, data is now being utilised across business functions to shape the decision-making process with Big Data and the future of HR being one area that has really benefited with its implementation and development fast becoming an essential aspect of HR.

Big Data refers to the huge amount of information that is collected by sources that attempt to analyse data in order to reveal patterns, trends and associates, especially relating to our behaviour and how we interact with our environment.

One of the possible functions of Big Data is its use as a HR function, as it can allow teams to screen prospective candidates as well as make better data-driven decisions regarding employee retention, development, ability and absenteeism. However, as much as data can help arm teams with pertinent information, major strategic decisions and analysis will still need to be carried out by skilled HR professionals. Big Data builds on the experience of HR professionals by allowing companies to make decisions that are not corrupted by a person’s personal feelings, gender, racial prejudice or unconscious bias reflections within the data analysis. This blog will look at Big Data and what it means for the future of HR.

With so much information being gathered by algorithms that analyse every aspect of our lives, it is possible that in the near future the hiring process will be controlled by computer programmes that are entrusted to make decisions on whether or not an applicant is deemed suitable for a job. Thanks to self-learning and increased artificial intelligence, programmes will give better data driven results than their human counterparts when analysing the vast amounts of information from an applicant’s CV, application form and social media presence. While HR professionals might be quick to point out that the term is Human Resources, not Inhuman Resources, the unlimited learning agility, ability and performance of computer analysis is impossible to compete against in terms of time and performance when processing Big Data sets and making informed decisions. With so much data now being generated, HR processes need computer programmes that are able to learn 20 years’ worth of equivalent human experience and knowledge in as little as two minutes, without having to rely on human intuition when trying to understand the thousands of data points it is presented with.  Even Jeff Bezos, the CEO of Amazon, accepted the power of 21st-century data analysis by getting rid of internal book reviewers at Amazon in favour of hard data generated by a computer algorithm, which resulted in bigger sales.

To put Big Data into a wider perspective in a business context, there is an estimated $3trn to be earned through the its proper implementation. Companies that have chosen to focus on Big Data driven decisions from service providers such as Hadoop and IBM Bid Data have already seen a 6% higher productivity return in comparison to businesses that maintained more traditional strategic business practices. Platforms like Facebook have access to 1.8 billion active users’ information, which presents trillions of pieces of potentially monetizable content that can be exploited. This kind of performance and analysis shows how much HR professionals can benefit from using modern practices on top of the traditional HR Ulrich model when processing new hires, staff development and communication.

But as good as computers may become at analysing data, they will never truly be able to take the place of humans when it comes to identifying finer details and implications within HR. Big Data can only analyse the information presented on a CV or application form and lacks the ability and intuition to spot an embellishment, false qualification or question the applicant on information that is not presented.

If HR is going to make the best use of all the new services available, it will take a combined team effort from humans and computers to properly analyse and interpret the data. With information doubling every three years, Big Data technology platforms will become an essential tool in order for HR professionals to coral the massive amounts of data being constantly generated. While some companies will be content to remain rooted to their tried and tested human only HR analysis, the ability of big data to predict probabilities, aid in improving the decision-making process and provide a clearer vision in the face of the data mountain will provide an invaluable edge for their competitors.

But Big Data does not come without a potential downside. Data algorithms gather information that are often used without the subject’s knowledge or consent. Such behaviour risks creating a big-brother style culture in which all of our personal and private information becomes a marketable commodity to be sold and used by the highest bidder. In a HR context, it is important to remember that people cannot be judged solely on the content of a form, maintaining the need for human identification of intangible qualities that cannot be quantified by a computer programme.

本文转载自：CBS cbscreening.co.uk

原文地址：https://cbscreening.co.uk/news/post/big-data-and-the-future-of-hr/

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