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48 Harvard Business ReviewMay–June 201948 Harvard Business Rev.docxblondellchancy
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
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B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
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For most of the post–World War II era, large corporations went
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job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcontractors can scan websites that
programmers might visit, trace their
“digital exhaust” from cookies and
other user-tracking measures to iden-
tify who they are, and then examine
their curricula vitae.
At companies that still do their own
recruitment and hiring, managers
trying to fill open positions are largely
left to figure out what the jobs require
and what the ads should say. When
applications come—always electron-
ically—applicant-tracking software
sifts through them for key words that
the hiring managers want to see. Then
the process moves into the Wild West,
where a new industry of vendors offer
an astonishing array of smart-sounding
tools that claim to predict who will be
a good hire. They use voice recogni-
tion, body language, clues on social
media, and especially machine learning
algorithms—everything but tea leaves.
Entire publications are devoted to what
these vendors are doing.
The big problem with all these new
practices is that we don’t know whether
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Only about a third of U.S. companies
report that they monitor whether their
hiring practices lead to good employees;
few of them do so carefully, and only
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idea how long it took to roll out and
what it cost, but we haven’t looked to
see whether we’re selling more.”
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one concern of CEOs in the most recent
Conference Board Annual Survey;
it’s also the top concern of the entire
executive suite. PwC’s 2017 CEO survey
reports that chief exe ...
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When it comes to investing in diversity, 71% of talent professionals
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top priority.1 And while there is a long way to go to get there, a
thoughtful, data-driven recruiting strategy can help you make
meaningful gains toward that goal.
To understand how gender impacts the candidate journey, we
analyzed LinkedIn data on billions of interactions between
companies and candidates from job applications to recruiter
outreach and hires. The results show that while women and men
explore opportunities similarly, there’s a clear gap in how they apply
to jobs — and in how companies recruit them.
The good news is that this data is actionable. This report will help
you improve every step of the job seeker journey on LinkedIn, from
how you position your employer brand and interact with candidates,
to benchmarking your gender diversity hiring goals against your
industry. Your push for #BalanceForBetter can start today.
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New research shows the 'Freelance Gig Economy' is flourishing. And here to stay. With downsizing, the numbers of startups popping up companies are desperate to hire - hundreds of thousands of jobs available new research shows.
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48 Harvard Business ReviewMay–June 201948 Harvard Business Rev.docxblondellchancy
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May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcontractors can scan websites that
programmers might visit, trace their
“digital exhaust” from cookies and
other user-tracking measures to iden-
tify who they are, and then examine
their curricula vitae.
At companies that still do their own
recruitment and hiring, managers
trying to fill open positions are largely
left to figure out what the jobs require
and what the ads should say. When
applications come—always electron-
ically—applicant-tracking software
sifts through them for key words that
the hiring managers want to see. Then
the process moves into the Wild West,
where a new industry of vendors offer
an astonishing array of smart-sounding
tools that claim to predict who will be
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tion, body language, clues on social
media, and especially machine learning
algorithms—everything but tea leaves.
Entire publications are devoted to what
these vendors are doing.
The big problem with all these new
practices is that we don’t know whether
they actually produce satisfactory hires.
Only about a third of U.S. companies
report that they monitor whether their
hiring practices lead to good employees;
few of them do so carefully, and only
a minority even track cost per hire and
time to hire. Imagine if the CEO asked
how an advertising campaign had gone,
and the response was “We have a good
idea how long it took to roll out and
what it cost, but we haven’t looked to
see whether we’re selling more.”
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one concern of CEOs in the most recent
Conference Board Annual Survey;
it’s also the top concern of the entire
executive suite. PwC’s 2017 CEO survey
reports that chief exe ...
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industry. Your push for #BalanceForBetter can start today.
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Wk 5 gathering ideas about business
1. Gathering Ideas about
Business
• Identify the argument in a
piece of reading
• Compare and contrast key
points from a range of reading
• Suggest reasons for
differences between pieces of
reading
2. What do we mean by
argument?
Expressing a point of view and giving the reasons
why you have that point of view.
This is not the same as having an argument.
Yes
No
3. Expressing a point of view and giving the
reasons why you have that point of view.
Actually, according
to research a vegan
diet does not
impact on energy
levels.
Like I said I have
been full of beans
since I gave up the
worms.
4. Evaluating an argument- Reading
Strategy
• What is the reading about –
look at the
title/headline/writer.
• Do you recognise some of
the terms?
• Enough to keep reading?
• No – do a bit of research?
• Or
• Have a go see if the terms
become clearer.
5. Find the argument
You have a paragraph on zero-hours contracts
In pairs:
• identify what the argument is
• break the paragraph down into WEED
• discuss why this writer may be putting forward this
argument
6. What’s the argument?
What gig economy? Worry over zero-hours contracts and insecure work is
‘misplaced, report claim.
Panic over the rise of the gig economy, zero hours contracts and insecure work is
misplaced and based on a misunderstanding, according to the Chartered Institute of
Personnel and Development (CIPD). Rather than becoming less secure, the world of
work has if anything become more stable, despite the rising profile of flexible online
jobs and the use of gig workers such as minicab driving and takeaway delivery. The
number of workers in this type of work has risen, but largely because of the overall
number of people in work has hit records highs. Temporary work has actually
declined in favour of permanent positions, suggesting that worries over a supposed
surge in insecure work are overdone. “This counters some of the common rhetoric
that employment in the UK is becoming more and more insecure”, said Ben Wilmott
at the CIPD. Indeed, CIPD’s surveys indicate that gig workers typically choose this type
of employment to boost their income, rather than being forced into it for lack of
regular employment. Just 14% said they wanted a regular job but could not get one
and so had to settle for this type of job. Mr Wilmott cautioned against “demonising”
zero-hours contracts, noting that they do suit some workers at different points in
their careers, such as pensioners seeking flexible work, while the number of young
people on zero-hours contracts, the demographic often seen as experiencing negative
effects of irregular work, in fact remains low at 7%, and most reported being happy
with the flexibility this offers. Thus, instead of focusing on this so-called ‘atypical’
work, the CIPD suggests policy makers acknowledge the stability of a rising number of
jobs and channel their efforts into boosting the productivity of such roles.
7. • Panic over the rise of the gig economy, zero hours contracts and insecure work
is misplaced and based on a misunderstanding, according to the Chartered
Institute of Personnel and Development (CIPD). Rather than becoming less
secure, the world of work has if anything become more stable, despite the
rising profile of flexible online jobs and the use of gig workers such as minicab
driving and takeaway delivery. The number of workers in this type of work has
risen, but largely because of the overall number of people in work has hit
records highs. Temporary work has actually declined in favour of permanent
positions, suggesting that worries over a supposed surge in insecure work are
overdone. “This counters some of the common rhetoric that employment in
the UK is becoming more and more insecure”, said Ben Wilmott at the CIPD.
Indeed, CIPD’s surveys indicate that gig workers typically choose this type of
employment to boost their income, rather than being forced into it for lack of
regular employment. Just 14% said they wanted a regular job but could not get
one and so had to settle for this type of job. Mr Wilmott cautioned against
“demonising” zero-hours contracts, noting that they do suit some workers at
different points in their careers, such as pensioners seeking flexible work,
while the number of young people on zero-hours contracts, the demographic
often seen as experiencing negative effects of irregular work, in fact remains
low at 7%, and most reported being happy with the flexibility this offers. Thus,
instead of focusing on this so-called ‘atypical’ work, the CIPD suggests policy
makers acknowledge the stability of a rising number of jobs and channel their
efforts into boosting the productivity of such roles.
8. So, how is an argument built? How does this
process help us identify it?
9. What’s the argument?
Each group has two different pieces of
reading and you have been given one of
them to read.
Individually, read and identify the
argument and how it has been built.
Compare with the other group members
who have read the same article: have you
found the same argument?
You then need to team up to share what
you have found with the others in your
group who read the different article.
10. Gathering
different
arguments.
A reading grid like this is a
useful way of keeping track of
your reading throughout your
degree and to start seeing
how different authors’ ideas
compare and contrast.
Author/Title/
Date
Topic Argument Key evidence How to use
Wallace, ‘What
gig economy?’,
2019
Zero-hours
contract/
atypical work
Not insecure,
employees
happy, stability in
job market
CIPD:
15% wanted
permanent, only
7% young people
Rising because
rising employment
figures
Compare with
writer arguing
zero-hours
instability
damaging
Compare with
those who
emphasise record
employment
levels due to
unstable jobs
Marsh, ‘Zero
hours affect
young people’s
health’, 2017
Zero-hours
contract/
atypical work
Institute of
Education:25 yr
olds on zero-hours
41% less likely to
have good health
Compare with
stats from CIPD –
match up?
Compare with
Wallace – Political
bias of
newspapers or diff
research?
11. Gathering different arguments
• Using a grid makes it easier to write comparisons. Look at how this uses language to
highlight differences and similarities between two articles:
• While both Wallace (2019) and Marsh (2017) offer statistical
evidence on the effect of zero-hours contracts on employees, their
arguments are contradictory. Wallace insists that evidence from the
CIPD demonstrates that this type of work is a favoured option for many
employees due to flexibility and the opportunity they offer for making
some extra money. Indeed, he argues that the increase in such work is
a result of a booming job market and should no longer be considered
problematic. However, Marsh’s position focuses on evidence from the
Institute of Education that suggests young people are experiencing
both mental and physical health difficulties caused by the insecurity of
a zero-hours contract, as opposed to what Wallace proposes is a
preference for them. Although they both use statistical evidence, the
origins of that evidence comes from potentially biased sources and
their desire to appeal to the readership in politically opposed
newspapers, may account for these difference.
12. Now present!
• You now need to use all
of your reading, organising
and discussion to give a
• 5 minute presentation
on your group’s topic.
• Suggested format:
• Introduce the topic
• Argument 1
• Argument 2
• Compare and contrast the
argument
• Sum up
13. Task For This Week
• Online Learning
•Complete the review activity on
Canvas: Identifying and Comparing
Arguments.
• Complete the pre – meeting
activities on Canvas
• Continue your blog
• Homework
• Find your next article/podcast
on Business and write summary
notes – for Week 8
Editor's Notes
5 minutes Chosen students to share their article/podcast: what does it say? Q and A on why they chose it and their thoughts on it.
5 minutes Explain LOs and plan for session. Explain how this is building on their work on summarising by moving on to position/opinion/conclusion in what they’re reading – getting deeper into their reading by picking out an argument and comparing more than one reading (remind them that doing this is part of their first assignment – it could be worth getting it up on the screen to remind them and highlight how each week, we have been building up their ability to complete it, from what type of information to sue and how you find it, to summarising, comparing and contrasting, all with some good academic writing and string paragraph structures)
I’m then going to ask them a question – who agrees/disagrees with a statement (anything you want - just something simple, so I’ll probably ask them ‘who thinks this is a better room than the one we’re normally in?’ Ask them their opinion but also why they think that. Then we can point out that that is their argument, if they have given a valid reason for their position – we give arguments all the time – leading into the next slide.
15 minutes - Some brief input: What do we mean by argument? It is NOT a disagreement/row. Why argument is part of academic reading and writing. Use an example activity – they have to identify the argument in a piece of writing and think about reasons why this writer may be putting forward this argument. This is also an opportunity to get them to break it down into WEED to reinforce (clarify?) last week.
To have up during their feedback
15 minutes Reading group: two readings shared out amongst the group- ideally two students reading each piece of reading in each group (differentiated based on observation and assessment to date – allows parity of contribution when sharing). The readings have been chosen to cover each of the main subject strands on the programme – this is to be made explicit to them so they see the relevance of what they’re reading (they may even decide at the end of the year to swap strands to focus on for the rest of their degree.) Individually read and identify the argument made in their article, then discuss with the other person in their group to see if they have found the same elements, and then the two share with the other two in reading group. NB – each group will have a different topic/set of readings
5 minutes Back to some input: introduce a very basic reading grid as a way of tracking their reading (filled in with the two example piece of reading they worked through at the start), noting the argument but then how it allows them to compare and contrast. Bring in some language of comparison by modelling a statement based on the sample grid. 10 minutes They then complete a grid in their group for the two articles.
20 minutes They then use this to prepare a presentation of about 5 minutes each. This can be scaffolded with some guidance on structure (intro the topic, argument of article 1, argument of article 2, start drawing comparisons and contrasts with some acknowledgement of why they could be different. leading to a summing up)