Human Capital Data Analysts – Sourcing Samurai

What’s The Sexiest Job in Recruiting?

I recently read this excellent post on the Google blog written by Jonathan Rosenberg, SVP, Product Management at Google, and I was especially excited to read this:

“Hal Varian likes to say that the sexy job in the next ten years will be statisticians. After all, who would have guessed that computer engineers would be the cool job of the 90s? When every business has free and ubiquitous data, the ability to understand it and extract value from it becomes the complimentary scarce factor. It leads to intelligence, and the intelligent business is the successful business, regardless of its size. Data is the sword of the 21st century, those who wield it well, the Samurai.”

Hal Varian gets it.

Google gets it.

So Why Don’t People in Recruiting and HR?

What am I talking about? That the ability to understand and extract value from data (human capital data in recruiting) is the scarce factor and it leads to intelligence and success in business.

***Note***

This post was originally published in March 2009 – when pretty much no one read my blog. now that I have a few more readers, I’ve decided to modify and update the original post, which you can read here.

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About Glen Cathey

Glen Cathey is a sourcing and recruiting thought leader with over 16 years of experience working in large staffing agency and global RPO environments (>1,000 recruiters and nearly 100,000 hires annually). Starting out his career as a top producing recruiter, he quickly advanced into senior management roles and now currently serves as the SVP of Strategic Talent Acquisition and Innovation for Kforce, working out of their renowned National Recruiting Center with over 300 recruiters. Often requested to speak on sourcing and recruiting best practices, trends and strategies, Glen has traveled internationally to present at many talent acquisition conferences (5X LinkedIn Talent Connect - U.S. '10, '11, '12, Toronto '12, London '12, 2X Australasian Talent Conference - Sydney & Melbourne '11, '12, 6X SourceCon, 2X TruLondon, 2X HCI) and is regularly requested to present to companies (e.g., PwC, Deloitte, Intel, Booz Allen Hamilton, Citigroup, etc.). This blog is his personal passion and does not represent the views or opinions of anyone other than himself.

  • http://frontendrecruiting.ning.com Dorothy Beach

    I LOVE this article and thanks for posting. ‘Couldn’t agree more and I know many in the niche would say the same.

  • http://www.personalberater-blog.de Alexander Fedossov

    Hi Glen! Great aritcle.

  • http://www.sourcecon.ning.com Jeremy Langhans – Sourcing GURU

    Hmmm … do you think companies want to “invest” in having Sourcer types help with DATA ?

    Amen to this:
    A talented human capital data analyst is capable of leveraging information sources and systems with such speed and precision to enable organziations to achieve Just-in-Time sourcing and recruiting – identifying and acquiring the right talent, in the right amount, at the right time, without the need for having to recruit people ahead of need and building talent pipelines that may not be available when the actual need arises.

    Good stuff,

    JEREMY LANGHANS
    Sourcing Guru / Senior Recruiter
    Email: ExecSourcer@gmail.com
    Resume: http://execsourcer.blogspot.com/
    Home Office: 509-921-5451
    Mobile: 949-235-0114

  • Rob McIntosh

    Nice post but most good Recruiting Leaders should already be doing this level of analysis and be closely partnering with the business (+ Finance, etc) on forecasting and ROI analytics. Additionally they should also be tied at the hip with the business on demand management and workforce planning and what are the optimal current and future sourcing channels based off workforce demographics (Now and in the future).

    If they are not, then what value can they be adding back to the business if they cannot strategically show how Recruiting can identify, attract and acquire a greater caliber of candidate at the right price at the right time?…..Or are they suggesting that maybe the business more hires from looking on Facebook, LinkedIn or posting to some Niche job board 

    Rob McIntosh
    Senior Vice President Global Talent Acquisition
    Avanade Inc

  • Rob McIntosh

    Nice post but most good Recruiting Leaders should already be doing this level of analysis and be closely partnering with the business (+ Finance, etc) on forecasting and ROI analytics. Additionally they should also be tied at the hip with the business on demand management and workforce planning and what are the optimal current and future sourcing channels based off workforce demographics (Now and in the future).

    If they are not, then what value can they be adding back to the business if they cannot strategically show how Recruiting can identify, attract and acquire a greater caliber of candidate at the right price at the right time?…..Or are they suggesting that maybe the business more hires from :-(

    Rob McIntosh
    Senior Vice President Global Talent Acquisition
    Avanade Inc

  • http://therecruiterslounge.com Jim Stroud

    Good stuff and an excellent take on where Sourcing is going (or rather should be going). Big props to you too for using the Samurai Champloo graphic. I’m a big fan.

  • Boolean Black Belt

    Dorothy, Alexander, Jeremy, Rob, Jim – thank you very much for the comments and feedback – quite a collection of talent and experience! I’m honored you’re reading my blog and that you appreciated the post.

    Jim – I was wondering if anyone would recognize the graphic. :)

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  • Patrick Campbell

    Glen,

    You are a very intelligent young man and I think worth following. I read everything you write, and practice it. I’d consider myself an “old dog” but I’ve seen the recruiting business change constantly over the last 30 years and have had to scramble to keep up at times. This year was particularly brutal. So you either adapt, or you’re toast.

    Now the beauty of social/professional media is accessibility but it’s downside is knowing who is for real and who is a fraud. And, that’s some of what you are talking about. People are so much more or less than what you see on paper. Then there’s character, behavior, and a fit to company culture. Finally, if you don’t understand diplomacy, how to handle people inside the company, and company politics…you could be the best sourcing person in the world and fail.

    Oh, and one last thought. I think we should look for people who can adapt to change over the long-haul rather than scrap people into a pile of obsolescence like a commodity.

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