Description
(1) Which of the three company's approach to using people analytics for talent acquisition and development is most appealing (or most concerning)?; and (2) Should Fukuhara turn on the most advanced part of the artificial intelligence engine, allowing GROW not just to provide recommendations to clients about whom they should hire, but also (based on performance and attribute data of previous hires) to overrule clients' specifications (or biases) about the competencies they should be targeting in their ideal hires? Accompanying the case are the (anonymized) data one of these companies used to make their hiring decision, so that students can experience first-hand the opportunities and challenges of using people analytics in hiring. The case also provides an accessible yet thorough explanation of the key aspects of artificial intelligence (supervised, unsupervised, and reinforcement machine learning). The case is well-suited to courses in Managing Human Capital, People Analytics, Talent Development, Organizational Behavior, or General Management.