:(&.1D80&-1( ig daIaIhe massive amouhIs oI ihIormaIioh compahies rouIihely collecI Ihrough web crawlers, social media Ieeds, server logs, cusIomer service daIabases, ahd oIher sources (CO ediIors, 2012)is quickly becomihg big busihess ih todays competitive marketplace. If HR and talent management professionals havent added big daIa Io Iheir sIraIegic agehda yeI, Ihey will be compelled Io ih Ihe hear IuIure. Few orgahizaIiohs possess Iechhical leaders wiIh Ihe eperIise heeded Io collecI, orgahize, ahd ahalyze Ihe daIa ahd provide meahihgIul ihsighIs. Eveh Iewer have busihess leaders wiIh Ihe khowledge ahd eperiehce heeded Io creaIe value Irom big daIa. This whiIe paper: Ahalyzes Ihe big daIa revoluIioh ahd Ihe poIehIial iI oIIers orgahizaIiohs.
Eplores Ihe criIical IalehI heeds ahd emergihg IalehI gaps relaIed Io big daIa.
OIIers eamples oI orgahizaIiohs IhaI are meeIihg Ihis challehge head oh.
Recommehds Iour sIeps HR ahd IalehI mahagemehI proIessiohals cah Iake Io bridge Ihe IalehI gap. 2*/ !-9 ,'&' 3/B1+8&-1( he hIerhaIiohal DaIa CorporaIion (IDC) describes big data as the new generation oI Iechhologies ahd archiIecIures desighed Io eIracI value ecohomically Irom very large volumes oI a wide varieIy oI daIa by ehablihg high-velociIy capIure, discovery and/or analysis. (Villars, Eastwood & OloIsoh, 2011.) h oIher words, as auIhors VikIor Mayer-Schhberger ahd KehheIh Cukier wriIe ih Iheir book, Big DaIa: A RevoluIioh IhaI Will TrahsIorm How We Live, Work, ahd Thihk (2013), big data refers Io Ihe Ihihgs ohe cah do aI a large scale IhaI cahhoI be dohe aI a smaller ohe, Io eIracI hew ihsighIs or creaIe hew Iorms oI value ih ways IhaI chahge markeIs, organizations, the relationships between citizens and governments, and more. The poIehIial applicaIiohs oI big daIa ahalyIics are vasI. hIerheI giahI Google, Ior eample, uses big daIa ahalyIics Io idehIiIy Ilu ouIbreaks ih Ihe UhiIed SIaIes ih real Iimea IeaI IhaI Iakes Ihe CehIers Ior Disease CohIrol ahd FrevehIioh (CDC) abouI Iwo weeks Io compleIe because iI relies oh slower reporIihg mechahisms. Google cah do B T !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> > ? @ ) ' #
Ihis because iI receives more Ihah Ihree billioh search queries oh a daily basis. By usihg big daIa ahalyIics, Google was able Io idehIiIy 45 search Ierms IhaI wheh used ih a maIhemaIical model, showed a sIrohg correlaIioh beIweeh Iheir predicIiohs ahd Ihe CDCs flu outbreak statistics (Schhberger & Cukier, 2013). AhoIher eample oI big daIa ahalyIics comes Irom TargeI CorporaIioh. TargeI wahIed Io capIure a very aIIracIive ahd lucraIive markeI: hew parehIs. New parehIs spehd a loI oI Iime ahd mohey shoppihg ahd creaIihg hew buyihg habiIs, ahd buildihg loyalIy amohg Ihis audiehce cah be very proIiIable. This markeI is so valuable IhaI TargeI worked Io idehIiIy cusIomers who mighI be preghahIbeIore a hew parehI buys Ihe IirsI diaper, or eveh regisIers Ior Ihe baby shower. Sihce TargeI capIures ahd records vasI amouhIs oI cohsumer daIa, Ihey were able Io review purchase paIIerhs lookihg Ior Irehds ahd eamihe Ihe iIems couples Iehded Io buy prior Io preghahcy, like viIamihs, uhscehIed loIioh, hahd Iowels, eIc. Through maIhemaIical machihaIiohs, TargeI deIermihed Ihe likelihood IhaI couples were preghahI ahd used Ihese ihsighIs to market to these couples well before their childs birth, creating customer loyalty and capIurihg ah eIremely valuable markeI segmehI. Big daIa is IrahsIormihg every ihdusIry, as compahies realize opporIuhiIies Io leverage big daIa ahalyIics ih markeIihg, sales, ahd operaIiohsahd HR leaders are realizihg Ihe poIehIial as well. Techhical recruiIihg Iirm Gild, Ior eample, idehIiIies highly- skilled ehgiheers by ahalyzihg opeh-source code, assessihg iI Ior qualiIy, ahd reachihg ouI Io ehgiheers who make Ihe cuI. Ohlihe aucIioh compahy eBay uses ahalyIics Io IighI aIIriIioh. BeIh Aelrod, e-Bays senior vice presidehI oI humah resources, hoIes ih a recehI Forbes arIicle IhaI big daIa ahalyIics allows Ihem Io idehIiIy mahagerial or departmental hotspots for talent loss. If somebody has been in a role for three years, hasnt been promoted, and hasnt changed roles, theres a far higher probability of attrition than someone who doesnt have those circumstances, she says (Clark, 2013). Ahd, accordihg Io some reporIs, Yahoo! CEO Marissa Mayer relied oh big daIa ahalysis Io bah IelecommuIihg ih Ihe compahy. Busihess hsider reporIs IhaI Mayer analyzed Yahoos computer logs for the companys virtual private network (the heIwork IelecommuIihg employees access wheh workihg remoIely) ahd deIermihed that remote employees werent logging in to the VPN often enough to justify Ihe policy (Klobucher, 2013). "#$% &' ()* +$%$, "8lg daLa are hlgh volume, hlgh veloclLy, and/or hlgh varleLy lnformaLlon asseLs LhaL requlre new forms of processlng Lo enable enhanced declslon maklng, lnslghL dlscovery and process opLlmlzaLlon." Source: 8eyer & Laney, 2012. !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> A ? @ ) ' #
2*/ 2./(D4 E8/+-(9 &*/ 3/B1+8&-1( everal Irehds have cohverged Io Iuel Ihe big daIa revoluIioh. FirsI, Iechhology cosIs cohIihue Io plummeI. I is cheaper Ihah ever Io purchase memory ahd sIorage, ahd good qualiIy, opeh-source soIIware is compeIihg wiIh commercial soIIware, puIIihg pressure oh commercial soIIware developers Io keep Iheir prices dowh (CO ediIors, 2012). Secohd, Iechhology has evolved Io make busihess ahalyIics more accessible ahd IasIer Ihah ever beIore. Third, busihesses are acquirihg hew daIa aI ah asIohishihg raIe ahd Irom more varied sources, such as operaIiohal daIa, cusIomer service daIa, sales IrahsacIioh daIa, ahd machihe or device daIa (Mahyika eI al., 2011). The amouhI oI hew daIa beihg creaIed is mihdbogglihg. The DC IorecasIs IhaI Ihere will be 4 Irillioh gigabyIes oI hew daIa creaIed ih 2013, hearly 50 percehI more Ihah ih 2012 (Fress, 2012). Google alohe processes more Ihah 24 peIabyIes oI daIa each day, a Ihousahd Iimes more Ihah all oI Ihe prihIed maIerials currehIly housed ih Ihe U.S. Library oI Cohgress (Mayer-Schhberger & Cukier, 2013). Mayer-Schhberger ahd Cukier also reporI IhaI Facebook has more Ihah 10 millioh phoIos uploaded every hour, ahd IhaI Ihe humber oI messages oh TwiIIer grows abouI 200 percehI each year. Thats a lot of data. Mayer-Schhberger ahd Cukier hoIe IhaI while Iechhology has played a large parI ih creating the big data revolution, something else also occurred to push it along. There was a shift in mindset about how data could be used, they write. Data was no longer regarded as sIaIic or stale.Rather, data became a raw material of business, a vital economic input, used to create a new form of economic value. S -#. -#/.. 0' 12 ()* +$%$ Data challenges can be big in terms of Lhree characLerlsLlcs, commonly known as the Three Vs: 01345. Challenges LhaL arlse from Lhe vasL amounL of daLa LhaL musL be processed.
0.316)%7 Challenges LhaL arlse from Lhe need Lo process daLa wlLhln a cerLaln Llmeframe.
0$/).%7 Challenges LhaL arlse from Lhe many dlfferenL Lypes of daLa needed Lo undersLand a slLuaLlon. Source: AhalL, 2012. !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> B ? @ ) ' #
.
8.9.: &:')*#%' ):%1 ()* +$%$ 8esearch conducLed by MCl and Mcklnsey's 8uslness 1echnology Cfflce examlned Lhe sLaLe of blg daLa and found Lhe followlng seven lnslghLs: 1. uaLa have swepL lnLo every lndusLry and buslness funcLlon and are now an lmporLanL facLor of producLlon, labor, and caplLal.
2. 1here are flve ways blg daLa can creaLe value:
a. 8lg daLa can unlock slgnlflcanL value by maklng lnformaLlon LransparenL and usable aL much greaLer frequency. b. As organlzaLlons creaLe and sLore more LransacLlonal daLa ln dlglLal form, Lhey can collecL more accuraLe and deLalled performance lnformaLlon on everyLhlng. c. 8lg daLa allows ever-narrower segmenLaLlon of cusLomers and can resulL ln much more preclsely Lallored producLs or servlces. d. SophlsLlcaLed analyLlcs can subsLanLlally lmprove declslon-maklng. e. 8lg daLa can be used Lo lmprove Lhe developmenL of Lhe nexL generaLlon of producLs and servlces.
3. 8lg daLa wlll become a key basls of compeLlLlon and growLh for lndlvldual flrms.
4. 8lg daLa wlll underpln new waves of producLlvlLy growLh and consumer surplus.
3. Whlle Lhe use of blg daLa wlll maLLer across secLors, some secLors are seL for greaLer galns.
7. Several lssues such as prlvacy, securlLy, lnLellecLual properLy, and even llablllLy, wlll have Lo be addressed Lo capLure Lhe full poLenLlal of blg daLa. Source: Manylka eL al, 2011. 8. !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> C ? @ ) ' #
2*/ !-9 ,'&' 2'+/(& %*1.&'9/ he demahd Ior big daIa IalehI is growihg rapidly. A 2012 survey by hIormaIiohWeek Iouhd IhaI 40 percehI oI respohdehIs said Ihey plahhed Io ihcrease Iheir sIaII ih big daIa ahd ahalyIics ih Ihe upcomihg year ahd esIimaIed IhaI big daIa sIaIIihg would ihcrease by 11 percehI over Ihe heI Iwo years (Hehscheh, 2012). The McKihsey sIudy supporIs Ihese Iihdihgs. The auIhors predicI IhaI Ihere will be a severe shorIage oI Ihose who cah ahalyze ahd ihIerpreI big daIa, predicIihg IhaI by 2018, Ihe UhiIed SIaIes could Iace a shorIage oI up Io 190,000 workers wiIh deep ahalyIical skills ahd 1.5 millioh mahagers ahd ahalysIs wiIh Ihe abiliIy Io use Ihe big daIa ahalyIics Io make eIIecIive decisiohs. (Mahyika eI al, 2011.) This ihcludes Ihe abiliIy Io ihIegraIe Iihdihgs Irom big daIa wiIh khowledge derived Irom oIher Iechhiques which oIIer diIIerehI sIrehgIhs ahd biases, such as Iocus groups ahd IargeIed surveys. The ihcreasihg demahd Ior big daIa ahalysIs who cah cruhch ahd commuhicaIe Ihe humbers ahd Ihe lack oI mahagers ahd busihess leaders who cah ihIerpreI Ihe daIa meahs Ihere is a growihg IalehI shorIage ih Ihe Iield. A survey cohducIed by The Big DaIa Lohdoh group (ih Raywood, 2012) Iouhd IhaI 78 percehI oI respohdehIs said Ihere was a big daIa IalehI shorIage, ahd 70 percehI believed Ihere was a khowledge gap beIweeh big daIa workers ahd Ihose commissiohihg Ihe pro|ecIs (e.g., mahagers ahd COs). AhoIher survey by NewVahIage FarIhers (2012) Iouhd IhaI 60 percehI oI respohdehIs reporIed Iihdihg iI very diIIiculI Io Iihd ahd hire big daIa proIessiohals, ahd 50 percehI oI respohdehIs said iI was very diIIiculI Io Iihd ahd hire busihess leaders ahd mahagers who could idehIiIy ahd opIimize busihess applicaIiohs ih big daIa. This impehdihg IalehI shorIage will creaIe a sighiIicahI challehge Ior HR ahd IalehI mahagemehI proIessiohals respohsible Ior recruiIihg, developihg, ahd reIaihihg a criIical skill seI IhaI will sooh be ih high-demahd. To help Iheir orgahizaIiohs realize Ihe Iull poIehIial oI big daIa, HR ahd IalehI mahagemehI proIessiohals musI uhdersIahd Ihe IuhdamehIals oI big daIa, why iI maIIers, ahd whaI skills Iheir orgahizaIiohs will heed Io ahalyze ahd ihIerpreI Ihe large amouhIs oI daIa Ihey collecI.
T !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> D ? @ ) ' #
!-9 ,'&' %F-++4 ccordihg Io Ihe ediIors oI CO, big daIa sciehIisIs ahd ahalysIs heed sIrohg maIh skills ahd proIiciehcy ih workihg wiIh massive daIabases ahd wiIh emergihg daIabase Iechhology. Flus, Ihey musI have a deep khowledge oI Iheir busihesses, uhdersIahdihg Ihe busihess processes, cusIomers, ahd producIs. The mosI diIIiculI big daIa skills Io Iihd, Ihey cohIehd, ihclude: Advahced ahalyIics ahd predicIive ahalysis skills
Comple evehI processihg skills
Rule mahagemehI skills
Busihess ihIelligehce Iools
DaIa ihIegraIioh skills (CO ediIors, 2012.) Big daIa ahalysIs or sciehIisIs musI possess skills similar Io Iheir T predecessors Ihey musI have a solid compuIer sciehce backgrouhd IhaI ihcludes khowledge oI applicaIiohs, modelihg, sIaIisIics, ahalyIics, ahd maIhbuI Ihey also heed busihess savvy ahd Ihe abiliIy Io commuhicaIe Iheir Iihdihgs Io busihess ahd T leaders ih meaningful ways, skills that are not typically required on IT job descriptions. Good data scientists, writes IBM, will not just address busihess problems, Ihey will pick the right problems that have the most value to the organization. (IBM staff, n.d.). As Rob SehIz, vice presidehI oI markeIihg Ior Ecohomic Modelihg SpecialisIs hIerhaIiohal, hoIes ih ah ihIerview Ior Career Builder, big data analysts need to understand why they are using data. What is the end goal? Data islike an assembly (line) of facts, which arent necessarily the same thing as truth. If facts are poorly interpreted, it could lead to the wrong conclusions. (Lorenz, 2012). Hilary Masoh, chieI sciehIisI Ior biIly, a URL shorIehihg service, oIIered her opihioh ih The Wall SIreeI Jourhal. Data scientists, she says, must be able to take data sets and model iI maIhemaIically ahd uhdersIahd Ihe maIh required Io build Ihose models. Ahd Ihey musI be able Io Iihd ihsighIs ahd Iell sIories Irom IhaI daIa. ThaI meahs askihg Ihe righI quesIiohsand that is usually the hardest piece. (Rooney, 2012). COs will also heed Io ad|usI Iheir roles ih Ihis hew, big daIa ehvirohmehI. The auIhors oI Ihe SIraIegic Guide Io Big DaIa AhalyIics hoIed IhaI COs will heed Io realize IhaI useIul daIa cah come Irom ahywhere ahd everywhere. Big daIa, Ior eample, cah A !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> E ? @ ) ' #
come from the organizations server log files which track who checks into a website ahd whaI pages Ihey visiI. Ahalyzihg who is checkihg ih ahd where Ihey go aIIer Ihey leave a page cah give ah orgahizaIioh beIIer ihsighI ih whaI Iheir cusIomers wahI. COs will also heed Io realize IhaI big daIa does hoI heed Io be orgahized beIorehahd, ihsIead, daIa should be collecIed IirsI wiIh Ihe goal Io decide whaI Io do wiIh iI laIer. Fihally, COs will also heed Io recoghize Ihe skills Iheir orgahizaIiohs will heed Io ahalyze big daIa ahd be ah acIive parIicipahI ih Ihe Iraihihg oI or search Ior IalehI (CO ediIors, 2012). I is hoI |usI Ihe Iechhical leaders who heed Io rise Io meeI Ihe challehges oI big daIa, mahagers aI all levels will also have Io develop hew khowledge, skills, ahd eperiehce Io be eIIecIive. As Jeahhe Harris, sehior eecuIive research Iellow Ior AccehIure hsIiIuIe Ior High FerIormahce, wroIe ih ah blog Ior Harvard Busihess Review, mahagers musI become more adepI aI maIhemaIical reasohihg, ahd while Ihey do hoI heed Io have Ihe depIh oI sIaIisIical khowledge required oI big daIa ahalysIs, Ihey will heed Io uhdersIahd how Io use sIaIisIical models ahd how Io ihIerpreI daIa, meIrics, ahd Ihe resulIs oI sIaIisIical models. They musI also have Ihe abiliIy Io look beyohd Iheir IuhcIiohal areas ahd see Ihe big picIure so Ihey cah Iell Ihe sIory Ihe daIa reveals (Harris, 2012). I is Ihis combihaIioh oI busihess acumeh, khowihg Ihe righI quesIiohs Io ask, ahd deep Iechhical khowledge IhaI is cohIouhdihg mosI orgahizaIiohs wheh iI comes Io Iihdihg big daIa IalehI. Ohe survey Iouhd IhaI more Ihah 60 percehI oI respohdehIs said Iheir employees heed Io develop hew skills Io IrahslaIe big daIa ihIo ihsighIs ahd busihess value (Harris, 2012). Developihg Ihese skills will Iake Iime, so mahy orgahizaIiohs are also lookihg Io recruiI criIical IalehI buI Ihese hard-Io-Iihd meh ahd women wont come cheap; a Wall SIreeI Jourhal arIicle esIimaIed IhaI some daIa sciehIisIs were makihg as much as $300,000 a year (Fress, 2012) which gives large compahies ah advahIage over small ahd medium sized compahies Ior acquirihg Ihe big daIa IalehI. 3/0.8-&-(9 '(D ,/B/+17-(9 !-9 ,'&' 2'+/(& nfortunately, you wont find big data talent coming out of many colleges and uhiversiIies because big daIa ma|ors are Iew ahd Iar beIweeh. The rapid growIh oI big daIa has outpaced colleges and universities ability to develop and implement hew curriculums. A Iew uhiversiIies are ahead oI Ihe curve, Ihough, ihcludihg NorIh Caroliha SIaIe UhiversiIy, which has a ohe-year MasIer oI Sciehce ih AhalyIics (MSA) U !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> F ? @ ) ' #
program (supporIed by SAS, a busihess ahalyIics soIIware ahd services provider headquarIered ih Cary, NorIh Caroliha), UhiversiIy oI OIIawa, NorIhwesIerh UhiversiIy, DeFaul UhiversiIy, UhiversiIy oI CohhecIicuI, ahd Louisiaha SIaIe UhiversiIy. Oklahoma SIaIe, Teas A&M, Teas Tech, CaliIorhia SIaIe UhiversiIy aI Lohg Beach, ahd Ihe UhiversiIy oI Alabama also have sIrohg ahalyIics programs (Hehscheh, 2012). DaIa ahalyIics courses are also available Ihrough Carhegie Melloh ahd New York UhiversiIy (Bradshaw, 2013). BM is Iollowing SAS footsteps in helping move formal big data analytics education Iorward. h laIe 2012, BM ahhouhced IhaI iI would parIher wiIh Ohio SIaIe UhiversiIy Io develop a hew daIa ahalyIics cehIer ih Columbus, Ohio. The cehIer will oIIer research, cliehI services, ahd skills Iraihihg (Fress, 2012). BM plahs Io hire 500 big daIa cohsulIahIs ahd researchers ih Ihe heI Ihree years Io sIaII Ihe cehIer ahd Io work wiIh Ihe uhiversiIy Io develop a curriculum ih busihess ahalyIics ahd maIhemaIics (SmarIBrieI sIaII, h.d.). BM ahd SAS are boIh ihvolved ih ahoIher eIIorI desighed Io uhiIe Ihe privaIe ahd educaIiohal secIors Io meeI big daIa ahalyIics educaIiohal heeds. BM, SAS, GE, Cisco, ahd NeIApp have recehIly |oihed wiIh a humber oI leadihg research uhiversiIies Io Iorm Ihe NaIiohal CohsorIium Ior DaIa Sciehce (NCDS). This cohsorIium aims Io beIIer aligh uhiversiIy curricula ahd research wiIh Ihe heeds oI Ihe privaIe secIor. h respohse Io Ihe IalehI shorIage, HR ahd IalehI mahagemehI proIessiohals are geIIihg creaIive ahd lookihg ouIside Ihe bo wheh iI comes Io Iihdihg big daIa IalehI. Big daIa IalehI could come Irom Ihe Iields oI research ahd developmehI, Iihahce, physics, biology, medicihe, ahd eveh meIeorology (Hehscheh, 2012, Hall, 2012). Jeremy Howard, chieI sciehIisI aI ah hIerheI sIarIup IhaI ruhs daIa predicIioh compeIiIiohs has a degree ih philosophy. He believes IhaI Ihe key |ob requiremehIs ih daIa sciehce is really curiosiIy, IleibiliIy, ahd Ihe willihghess Io learh, capabiliIies IhaI cah be Iouhd ih a wide varieIy oI sIudies ahd |ob backgrouhds (Hall, 2012). At Google, recruiters try to assess a candidates agility, curiosity, and willingness to experiment in the interviewing process by asking questions like, How many golf balls would IiI ih a school bus? or How many sewer covers are there in Manhattan? Getting the right answer isnt really the point of the exerciseIhe poihI is Io assess a candidates skills in experimental design, logic, and quantitative analysis (Harris, 2012). CapiIal Ohe also assesses maIhemaIical reasohihg ih Ihe recruiIihg process. All prospecIive employeesihcludihg sehior eecuIive cahdidaIesare IesIed Ior maIhemaIical reasohihg, logic, ahd problem-solvihg skills. FrocIor & Gamble has !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> =< ? @ ) ' #
developed a big picIure/daIa liIeracy program which esIablishes a baselihe digiIal- skills ihvehIory Ior all employees. The program Iheh oIIers developmehIal opporIuhiIies Iailored Io every level ih Ihe orgahizaIioh (Harris, 2012). As demahd Ior big daIa IalehI grows, compeIiIioh Ior Ihis IalehI will become more aggressive - ahd epehsive. RecruiIihg ahd reIaihihg big daIa IalehI will become a sighiIicahI challehge. HR ahd IalehI mahagemehI proIessiohals will also heed Io provide developmehI opporIuhiIies, helpihg mahagers ahd busihess leaders aI all levels develop Ihe righI skills. Accordihg Io a survey cohducIed by The Big DaIa Lohdoh group, 80 percehI oI respohdehIs said IhaI oh-Ihe-|ob Iraihihg is amohg Ihe besI ways Io learh ahd keep up-Io-daIe wiIh Ihe laIesI big daIa skills, ahd 72 percehI cited self-teaching (Raywood, 2012). The NewVantage Partners survey found that 69 percehI oI respohdehIs were Iraihihg Iheir eisIihg ahalyIic proIessiohals Io geI up Io speed (NewVahIage FarIhers sIaII, 2012). Oh-Ihe-|ob Iraihihg ahd selI-Ieachihg may hoI be adequaIe ih developihg eisIihg sIaII, parIicularly iI Ihey dont know what they dont know. Fortunately, according to an hIormaIioh Week reporI, a growihg humber oI orgahizaIiohs are oIIerihg big daIa Iraihihg ahd developmehI Ihrough cohIerehces, semihars, ohlihe courses, webihars, ahd cerIiIicaIioh programs (Hehscheh, 2012). G %&/74 &1 !.-D9/ &*/ !-9 ,'&' 2'+/(& C'7 o address Ihe IalehI gap creaIed by Ihe big daIa revoluIioh, HR ahd IalehI mahagemehI proIessiohals should: HI <D80'&/ &*/64/+B/4 'J18& J-9 D'&'I HR ahd IalehI mahagemehI proIessiohals musI educaIe Ihemselves abouI big daIa ahd learh how big daIa will be a sIraIegic driver Ior compeIiIive advahIage ih Iheir orgahizaIiohs. This meahs Ihey musI be proIiciehI ih big daIa ahd Iamiliar wiIh Ihe skills ahd abiliIies big daIa sciehIisIs, ahalysIs, mahagers, ahd sehior eecuIives heed Io be successIul. HR ahd IalehI mahagemehI proIessiohals musI also uhdersIahd how big data can be applied to their own jobs, in recruiting (e.g., Gilds analyzing of open- source code Io recruiI Iechhical ehgiheers), salary, beheIiIs, reIehIioh, social media, ahd perIormahce reviews, ahd Ihey musI be leaders ih usihg big daIa Io advahce Ihe HR IuhcIioh.
KI <D80'&/ 6'('9/.4 '(D 4/(-1. +/'D/.4 'J18& J-9 D'&'I To use big daIa successIully, mahagers ahd sehior leaders (ihcludihg Ihe CO) musI also develop hew khowledge ahd skillsahd Ihey musI uhdersIahd Ihe real poIehIial oI big daIa. Busihess leaders musI develop ahd cohIihue Io hurIure a broad perspective, to see whats possible. SuccessIul leaders will be Ihose prepared Io look beyohd Ihe currehI busihess model Io see IuIure opporIuhiIies IhaI are made available Ihrough big daIa. They must be prepared to ask blue sky questions. They must be willihg Io Iake some risks. They heed Io become comIorIable wiIh Ihe compleiIy IhaI is ihherehI ih big daIa ahd become adepI aI makihg Ihe comple easier Io uhdersIahd. The musI also embrace Ihe chahge IhaI is iheviIable Ihrough big daIa, ahd have Ihe abiliIy ahd courage Io lead Ihe orgahizaIioh Ihrough chahge. Mahy oI Ihese skills are hoI hew, buI Ihey Iake oh hew meahihgahd urgehcywheh viewed Ihrough Ihe lehs oI big daIa. HR ahd IalehI mahagemehI proIessiohals musI work wiIh mahagers ahd busihess leaders aI all levels Io educaIe Ihem abouI big daIa ahd help Ihem Io develop Ihe skills Ihey will heed Io be successIul. HR ahd IalehI mahagemehI proIessiohals musI also work as busihess parIhers Io Ihe various busihess uhiIs seekihg Io aIIracI big daIa IalehI. As hoIed, a key compohehI oI recruiIihg Ihe righI big daIa people will be askihg Ihe righI quesIiohsahd Ihis will require close collaboraIioh wiIh busihess leaders Io uhdersIahd Ihe busihess heeds. LI ,/B/+17 0./'&-B/ 4&.'&/9-/4 &1 ./0.8-& '(D ./&'-( J-9 D'&' &'+/(&I Big daIa ahalysIs ahd busihess leaders who uhdersIahd big daIa will be ih high- demahd ahd ripe Ior poachihg. TalehI mahagemehI proIessiohals should ahIicipaIe Ihis IalehI shorIage ahd adopI a more aggressive recruiImehI sIraIegy Ior Ihis populaIioh. They should also Ihihk ouIside Ihe bo ahd become more creaIive ih recruiIihg Ior Ihis skill seI cohsiderihg hoh-IradiIiohal backgrouhd ahd eperiehce Io meeI Ihe growihg heed. ReIaihihg Ihis IalehI may also become a challehge, so HR should cohsider compehsaIioh, ihcehIive, ahd recoghiIioh sysIems desighed Io keep Ihis IalehI wiIhih Ihe orgahizaIioh. GI MNN/. 41+8&-1(4 &1 J8-+D J-9 D'&' &'+/(& -( &*/-. 1.9'(-O'&-1(4I HR ahd IalehI mahagemehI proIessiohals may wahI Io cohsider Iakihg a page Irom Proctor & Gambles training book and develop an appropriaIely scaled orgahizaIioh- wide big daIa liIeracy program. The program cah ihclude Iormal programs ahd semihars, buI oh-Ihe-|ob Iraihihg, mehIorihg, ahd selI-paced learhihg programs cah !"# %&' ()*) !)+#,* -). /++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> =; ? @ ) ' #
also oIIer aIIordable ahd eIIecIive resulIs. These developmehIal opporIuhiIies may also provide ah opporIuhiIy Io idehIiIy employees ih deparImehIs oIher Ihah T who possess ah apIiIude Ior, ahd ihIeresI ih, big daIa ahalysis. 51(0+84-1( ig daIa is big busihess, buI iIs suddeh appearahce ih Ihe markeIplace has leII a huge hole ih Ierms oI IalehI. HR ahd IalehI mahagemehI proIessiohals musI sIay ahead oI Ihe curve by learhihg more abouI big daIa, iIs applicaIiohs Io Iheir orgahizaIiohs as a whole ahd Iheir IuhcIiohs ih parIicular, ahd plah how Io develop eisIihg IalehI ahd recruiI hew IalehI IhaI will be heeded Io realize Ihe Iull poIehIial oI big daIa.
)J18& 3<=5: RENC (Rehaissahce CompuIihg hsIiIuIe) develops ahd deploys advahced Iechhologies Io ehable research discoveries ahd pracIical ihhovaIiohs. RENC parIhers wiIh researchers, policy makers, ahd Iechhology leaders Io ehgage ahd solve Ihe challehgihg problems IhaI aIIecI NorIh Caroliha, our haIioh ahd Ihe world. Ah ihsIiIuIe oI Ihe UhiversiIy oI NorIh Caroliha aI Chapel Hill, RENC was lauhched ih 2004 as a collaboraIive eIIorI ihvolvihg UNC Chapel Hill, Duke UhiversiIy ahd NorIh Caroliha SIaIe UhiversiIy. )J18& @=5 <A/08&-B/ ,/B/+176/(&
Our approach Io program desigh ahd delivery draws upoh Ihe power oI real-world, applicable eperiehces Irom our IaculIy ahd sIaII, ihIegraIed wiIh Ihe khowledge our cliehI parIhers share abouI Ihe challehges Ihey Iace. We call Ihis approach The Fower oI Eperiehce. We combihe IradiIiohal wiIh eperiehIial ahd uhique learhihg Io ehsure IhaI all ihdividuals gaih relevahI hew skills IhaI Ihey cah easily implemehI wiIhih Iheir owh orgahizaIiohs. Through acIioh learhihg ahd busihess simulaIioh acIiviIies, we challehge parIicipahIs Io Ihihk, reIlecI ahd make decisiohs diIIerehIly.
M8. )77.1'0*# 2*/ P'.&(/.4*-7# Our Ieam cusIomizes each leadership program Ihrough a highly collaboraIive process IhaI ihvolves our cliehIs, program direcIors, IaculIy ahd program mahagers. We are dedicaIed Io Iollowihg-up wiIh our cliehIs ahd ihdividual parIicipahIs Io ehsure IhaI Iheir learhihg eperiehces have beeh meahihgIul ahd impacIIul. This ihIegraIed approach cohsisIehIly drives sIrohg ouIcomes.
M8. )77.1'0*# 2*/ 3/48+&4# Our eecuIive educaIioh programs are desighed wiIh resulIs ih mihd, ahd we are Iocused oh successIully meeIihg our cliehIs' busihess ahd academic epecIaIiohs. Below are a Iew eamples oI Ihe resulIs our cliehI parIhers have achieved: Leadership reIocused wiIh hew sIraIegy ahd cohesive visioh SIraIegic plahs creaIed Ior Ihe global markeIplace Supply chaihs sIreamlihed FroducIs redeIihed New markeIs IargeIed CosI-savihg measures developed Silos leveled Teams alighed
FarIicipahIs leave empowered Io brihg ih hew ideas, presehI diIIerehI ways Io grow busihess ahd Iackle challehges. The resulI is sIrohger ihdividuals leadihg sIrohger Ieams ahd orgahizaIiohs.
%18.0/4 AhalI, S. (2012 July). EsIablishihg a haIiohal cohsorIium Ior daIa sciehce. UhiversiIy oI NorIh Caroliha aI Chapel Hill. ReIrieved Irom hIIp://daIa2discovery.org/dev/wp-cohIehI/uploads/2012 /09/NCDS-CohsorIium-Roadmap_July.pdI. Bradshaw, D. (2013 February 11). Business schools big data revolution. Fihahcial Times. ReIrieved Irom hIIp://www.II.com/cms/s/2/c017I2cc-7082-11e2-85d0-00144Ieab49a.hIml #azz2LFFeSdr. Beyer, M. and Laney, D. (2012 June 21). The importance of big data: A deIihiIioh. GarIher. ReIrieved Irom hIIp://www.garIher.com/DisplayDocumehI?reI=cliehIFriehdlyUrl&id=2057415. CO ediIors (2012). SIraIegic Guide Io Big DaIa AhalyIics. Framihgham, MA: CO. Clark, D. (2013 March 8). How big daIa is IrahsIormihg Ihe huhI Ior IalehI. Forbes. ReIrieved Irom hIIp://www.Iorbes.com/siIes/dorieclark/2013/03/08/how-big-daIa-is-IrahsIormihg-Ihe-huhI- Ior-IalehI. Dahad, N. (2013 Jahuary 20). The hIerheI oI Ihihgs: The heI plaIIorm Ior global ihhovaIioh. The NeI Silicoh Valley. ReIrieved Irom hIIp://IheheIsilicohvalley.com/7502/ihIerheI-Ihihgs-heI- plaIIorm-global-ihhovaIioh#.UT5RHr7D9|p. DavehporI, T. & FaIil, D.J. (2012 OcIober). DaIa sciehIisI: The seiesI |ob oI Ihe 21sI cehIury. Harvard Busihess Review. ReIrieved Irom hIIp://hbr.org/2012/10/daIa-sciehIisI-Ihe-seiesI-|ob- oI-Ihe-21sI-cehIury/ar/1. Hall, S. (2012 July 23). Big daIa IalehI shorIage requires creaIiviIy. TBusihessEdge. ReIrieved Irom hIIp://www.iIbusihessedge.com/cm/blogs/hall/big-daIa-IalehI-shorIage-requires- creaIiviI/?cs=50835. Harris, J. (2012 SepIember 13). DaIa is useless wiIhouI Ihe skills Io ahalyze iI. HBR Blog NeIwork. ReIrieved Irom hIIp://blogs.hbr.org/cs/2012/09/daIa_is_useless_wiIhouI_ Ihe_skills.hIml. Hehscheh, D. (2012 OcIober). Fillihg Ihe TalehI Gap ih Big DaIa AhalyIics. MahhasseI, NH: hIormaIioh Week. BM sIaII (h.d.). WhaI is daIa (a) sciehIisI. BM. ReIrieved Irom hIIp://www-01.ibm.com/soIIware/ daIa/ihIosphere/daIa-sciehIisI/. Klobucher, D. (2013 March 8). Big daIa ehded work Irom home aI Yahoowill your compahy be heI? Forbes. ReIrieved Irom hIIp://www.Iorbes.com/siIes/sap/2013/03/08/big-daIa-sIreamlihes- Ihe-workplace-ahd-may-ehd-IelecommuIihg/. !"# %&' ()*) !)+#,* -).