CHAPTER 7
Retaining Talent in Critical Functions
In late 2012, the Wall Street Journal’s Joseph Walker gave the world a peek at the potential uses of big data in human resources:
“For more and more companies, the hiring boss is an algorithm. The factors they consider are different than what applicants have come to expect. Jobs that were once filled on the basis of work history and interviews are left to personality tests and data analysis, as employers aim for more than just a hunch that a person will do the job well.”1
But it’s not just who “will do the job well”; it’s who will stay on the job. Xerox Corp., for instance, claims to have reduced the turnover rate by one-fifth for its nearly 50,000 call center jobs after it decided to allow a ...
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