JUNE 2018CIOAPPLICATIONS.COM8IN MY VIEWvery company knows that filling a vacancy with internal talent accelerates onboarding. Even with only a few data points, like performance and tenure, an internal candidate is almost always less "unknown" than an external candidate. It is assumed that an internal candidate is a "fit" within the company culture and that they are engaged--at least enough to take on a new role. The assumptions that are made about employees don't stop there. Companies assume they know the career desires of employees as well as the employee's willingness to relocate. Companies also assign "potential" and tend to quantify potential in ways that are nothing more than an expression of what is assumed. What's wrong with this approach? Nothing, unless your company finds itself moving internal talent to roles that don't seem to work out long term or hearing that employees feel as if they "can't say no" when asked. Would companies choose to direct or nudge people in to potentially life-altering roles if they had an option? Of course not. So, what is missing from the process? Technology.In today's environment, employees of all types want to feel "known" by EHow HR Technology Enhances Talent DecisionsTIFFANY C DIEHL, DIRECTOR-WORKFORCE ANALYTICS AND SUCCESSION, BROWN-FORMANThe uses of HCM-driven tools that incorporate the employee's profile render a better succession plan and afford companies the opportunity to think beyond critical rolesTiffany C Diehl
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