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Data Visualization and Social Network Analysis for Recruiting.

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This presentation focuses on how employers can leverage big data to analyze, visualize and utilize visualization to understand how their workforce is connected and who the real influencers are in any organization. Seeing networks at work can help increase retention, boost employee referrals and create higher impact outcomes by allowing HR to focus on who really matters in an organization.
Objectives of attending this session:
1. Attendees will understand what data visualization is, why it matters and how recruiting and HR leaders can apply some of its basic concepts to improving both day-to-day operations and long term strategic outcome within their own organizations.
2. Attendees will learn what data visualization tools, paid and unpaid, are available, how they compare and what they can do to select, implement and optimize these tools within their current HR Technology stack.
3. Attendees will see real life examples of how real recruiting and HR organizations over came real challenges in the real world by using data visualization and learn how these case studies can be applied to their current and future talent practices and processes.

Published in: Data & Analytics
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Data Visualization and Social Network Analysis for Recruiting.

  1. 1. Big Data for Dummies: Network Analysis for HR & Recruiting. Matt Charney. Recruiting Daily
  2. 2. MATT CHARNEY Executive Editor RecruitingDaily.com @mattcharney @RecruitingBlogs
  3. 3. The Culture of Fear. Change, Failure, Favoritism, Stability, Salary, Self-Image and Self-Loathing.
  4. 4. Over 80 %of workers want out. 4 out of 5 employees agree – our jobs suck.
  5. 5. Stock Art Isn’t Culture. This isn’t the kind of viziualization we’re talking about.
  6. 6. Making Work Suck Less. Hey, let’s not fool ourselves.
  7. 7. “The lack of money is the root of all evil.” – Mark Twain.
  8. 8. Bu WhenCompensation = Job Satisfaction.
  9. 9. Everyone has a cool office, bro.
  10. 10. Why do employees stick around?
  11. 11. 1. Purpose.
  12. 12. 2. Autonomy.
  13. 13. 3. Mastery.
  14. 14. Data Visualization Can’t Help.
  15. 15. DaThat’s enough HR for the day.
  16. 16. DaDashboarding without design.
  17. 17. DaThis is not data visualization.
  18. 18. DaThis is not data visualization.
  19. 19. Da
  20. 20. DaThe new org chart.
  21. 21. DaDiffusion of Emotion.
  22. 22. DaMy LinkedIn Network.
  23. 23. This is more likeit Diffusion ofemotion • • • 6 Degrees of Separation 3 degrees of influence Happiness spreads Teammates Teammates :.Jenny Spouse :.Mike :. :.Lewis Liz Happiness
  24. 24. DaWhat your inbox knows.
  25. 25. DaBy reporting structure.
  26. 26. DaBy personal network.
  27. 27. DaBy employee.
  28. 28. DaNetwork Perspective. Anything hooked up to any network can be mapped.
  29. 29. DaNetwork Perspective. Influence vs. org chart: The Mitchell Report.
  30. 30. DaNetwork Perspective. Team network disbursion.
  31. 31. DaNetwork Perspective. Leaders vs. managers.
  32. 32. DaCentrality is everything. Network Analysis, Internal Data (Yammer) HowTo Identify Internal Influence: • Number of connections. • Frequency of shared connections. • Diversity of connections. • Charting information flow.
  33. 33. DaFinding Your Key People Control of information visualization. In-degree:16 Betweenness: 1125 In-degree:5 Betweenness:586 In-degree:11 Betweenness:469
  34. 34. Da A Case Study in Succession Planning. Organizational Chart: 1 boss with 5 direct reports. Work Network: Interactions at work (professional network analysis). Social Network: Interactions outside of work between coworkers (personal network analysis). Who does Jerry pick?
  35. 35. Da A Case Study in Succession Planning. Diversity and Data Visualization. Organization Expertise Age,Tenure Social Ties Geography Education
  36. 36. Da Academic Institution by Race, Network Analysis The Insularity Effect.
  37. 37. Da “Peoplewholiveintheintersectionof social worldsareat higherriskof havinggoodideas." -RonBurt Innovation never happens in a
  38. 38. DaInnovation never happens in a Optimal Outcomes. How To Get There. Create more connections. Facilitate introductions through intranet, in person meetings, social networks, enterprise collaboration tools and formal/informal work groups. Increasethe flow of knowledge. Create knowledge management repository; facilitatecollaborative workspacesand cross-functionalprojects or teams. Integrate consumersocialnetworks, identifyand activateinternalSMEs. Be the connector. The closer to centrality, the more effective the talent organization. Find your center. Decentralize and ditch the org chart. Shift knowledge tothefrontline andedgeof organization throughsocial, internal collaboration, wikis, blogs andotheremployee generatedcontent. Connect disconnected clusters, Becomea knowledge broker and bring diffuse groups together. Build better relationships (and trust). Intentionally build groups, teams & projects to facliitate employee interaction between workers with low connectivity. Put the network to work. Educate employees on their place in the network, areas of opportunity for stronger connections, and how they impact the greater organization. Get real with diversity. Increase intellectual capital by building around diversity of thought and networks, not by how people look.
  39. 39. Data Can Be Fun. This is all we ever think of, too.
  40. 40. Q&A YOU’VE GOT QUESTIONS. I’VE GOT ANSWERS. MAYBE.
  41. 41. Want tools? Let’s connect. @mattcharney @recruitingblogs linkedin.com/in/mattcharney matt@recruitingblogs.com www.recruitingdaily.com www.mattcharney.com Facebook.com/recruitingblogs

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