Automating CV screening results in 15% more women hired

By Harriet Croxton

Business man and woman at a window togetherA professional services organisation that implemented an automated CV screening process to handle the 250,000 job applications they received every year were worried that the automation might undermine their efforts to achieve a healthy gender balance. In fact, the opposite happened. The number of women who successfully passed through the automated process increased by 15% compared to the manual process.

This and other revelations were reported in a recent article from McKinsey, People analytics reveals three things HR may be getting wrong.

Advances in data analysis are helping organisations identify, onboard and reward the best talent, however when analysing this data the results observed are often counter to expectations.

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How adaptive pathways make digital learning more elastic

By Nicholas Murphy

Close-up elastic band to illustrate making digital learning more elasticOne of the key challenges for digital learning design is creating solutions that meet the needs of all learners. Risk often drives decision-making when it comes to content: if we don’t know how much people already know, we create content that tries to teach everybody everything, regardless of their level of expertise. This is particularly true for any training that is driven by a regulatory or compliance motivation.

Challenging this approach has become a key driver for us at Lumesse in moving, with our clients, towards a more personalised, learner-centric dynamic.

Typically, courses teach and then test: it’s the foundation of most e-learning. But that model is founded on an assumption that the audience will have a low baseline of understanding. The reality, however, is that most learner populations will already know quite a bit about a given topic (even if some of that ‘knowledge’ comes from hearsay, myth or legend!).

One sure way of making the learner switch off is to make them sit through a lot of material they know already. So reversing the teach-test structure and running an initial diagnostic has been a principle in learning for some time. Test me first, teach me what I don’t know, and then test me again.

However, both of these approaches are limited. They work for content you need to remember, but much less well for behavioural competency, where we need to feed the subconscious to drive behavioural changes.

Increasingly, we are beginning to use adaptive learning paths to increase the effectiveness of digital learning. Here’s how it works.

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Learning analytics in the age of big data

By John Helmer

Graphic to illustrate Learning Analytics theme with graphs, etc. in a thought bubble What we can’t measure, we can’t manage, according to the business cliché. And suddenly, it seems we are able to measure a lot more than we could before: there has been an explosion in new data sources. So is this making businesses more manageable? It’s certainly having effects – in all parts of the enterprise, including learning. Learning analytics is becoming increasingly important for L&D. But do they know how to use the new learning analytics effectively?

Our latest Think Tank takes this as a subject, with a specific focus on how we can deploy actionable insights and analytics from data to fine-tune learning programmes.

As an introduction to the blog posts and reports that will come out of the Think Tank in the weeks and months to come, let’s take a look at this new data hoard, and the kinds of structured and unstructured data that are available to learning departments.

Highlights Report from the Think Tank is now available here 

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Leadership and Crocodile Shoes

By Harriet Croxton

‘If women want to succeed, they need to be thick-skinned – aggressiveCrocodile_Shoesly determined and impervious to criticism …’ So said Christine Lagarde, Head of the International Monetary Fund in a recent interview. But only to begin with. Ms Lagarde went on to say that once a woman is established in power, she, ‘can take off the crocodile skin and become a normal human being, without having to shield against horrible attacks and below the belt punches.’

We could be about to see a mass shedding of crocodile skin.

At the time of writing, a female prime minister is shortly to move into 10 Downing Street – the first in 26 years. As she gets to grips with the implications of Brexit, she will have to deal with Angela Merkel, the current Chancellor of Germany as her opposite number – undoubtedly the most powerful politician in Europe (and has been for some while). Meanwhile, across the Atlantic, Hillary Clinton is 3-1 favourite to win the US presidential election in November. (Let’s just not mention Trump).

By the end of the year we could be in an unprecedented situation where three of the most powerful and influential leadership positions on the planet are held by women.

Will this make for a better world?

Who knows? Women are often cited as being more emotionally intelligent than men, with better communication, collaboration, patience and stronger ethics. But this is – I’ll say it again – a completely unprecedented situation. So who can tell?

More answerable a question, perhaps, is how they got there – and how more women can be supported in attaining top leadership roles?

We recently hosted a Think Tank dinner, inviting a group of female HR and L&D professionals to discuss the role of Women in Leadership. The discussion looked to help us understand the issues they face and how HR and L&D professionals can better support them. The result of this discussion is collated in our report Creating 21st Century Female Leaders where we looked at the topics of embedding diversity, holding onto female leaders, collaboration, work-life balance and whether women want to be treated differently in the workplace at all.

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