The jobs market is flooded with embellished CVs, fake references and dirty data. 86% of employers have uncovered lies or misrepresentations on a resume, and the other 14% presumably don’t look hard enough. Candidate verification is expensive and slow for the recruiter, and off-putting for the candidate – hence why we are witnessing an upsurge in movements like Hiring Without Whiteboards, and a disdain for HR and recruiters in general.
Part 4 — What do we want?
Part 3 — Who to trust?
As illustrated by the quote below, the case for data in business is not a new one, nor one that needs to be much discussed. The purpose is, and always was, to collect sufficient data (and not too much, ‘infobesity’ and ‘analysis paralysis’ are well-known pitfalls in that area) to make the right choices, with the maximum number of possibilities, whilst acknowledging that decisions are a sort of bet on the future and its uncertainties.
There is an important issue in the world of Procurement. While the future of the function is at stake, too many CPOs and Procurement organisations are looking at the future of Procurement solely through a technological prism and consider technology as the end (when it is the means to an end).
It is no surprise then that the questions that are at the top of their agenda are centered around what technology (RPA, blockchain, big data, AI,…) they should focus on and implement. It is as if this or that piece of technology would magically fix all of their problems.