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ig daIa—Ihe massive amouhIs oI ihIormaIioh compahies rouIihely collecI
Ihrough web crawlers, social media Ieeds, server logs, cusIomer service
daIabases, ahd oIher sources (CÌO ediIors, 2012)—is quickly becomihg big busihess ih
today’s competitive marketplace. If HR and talent management professionals haven’t
added big daIa Io Iheir sIraIegic agehda yeI, Ihey will be compelled Io ih Ihe hear
IuIure. Few orgahizaIiohs possess Iechhical leaders wiIh Ihe e×perIise heeded Io
collecI, orgahize, ahd ahalyze Ihe daIa ahd provide meahihgIul ihsighIs. Eveh Iewer
have busihess leaders wiIh Ihe khowledge ahd e×periehce heeded Io creaIe value
Irom big daIa.
This whiIe paper:
Ahalyzes Ihe big daIa revoluIioh ahd Ihe poIehIial iI oIIers orgahizaIiohs.

E×plores Ihe criIical IalehI heeds ahd emergihg IalehI gaps relaIed Io big daIa.

OIIers e×amples 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 ÌhIerhaIiohal DaIa CorporaIion (IDC) describes big data as “the new generation
oI Iechhologies ahd archiIecIures desighed Io e×IracI 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.) Ìh oIher words, as
auIhors VikIor Mayer-Schöhberger 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
e×IracI 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. ÌhIerheI giahI Google, Ior
e×ample, uses big daIa ahalyIics Io idehIiIy Ilu ouIbreaks ih Ihe UhiIed SIaIes ih real
Iime—a 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
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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
CDC’s flu outbreak statistics
(Schöhberger & Cukier, 2013).
AhoIher e×ample 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 preghahI—beIore 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 e×amihe 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 child’s birth, creating customer loyalty and
capIurihg ah e×Iremely valuable markeI segmehI.
Big daIa is IrahsIormihg every ihdusIry, as compahies realize opporIuhiIies Io leverage
big daIa ahalyIics ih markeIihg, sales, ahd operaIiohs—ahd HR leaders are realizihg
Ihe poIehIial as well. Techhical recruiIihg Iirm Gild, Ior e×ample, 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 A×elrod, e-Bay’s 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,
hasn’t been promoted, and hasn’t changed roles, there’s a far higher probability of
attrition than someone who doesn’t 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 Ìhsider reporIs IhaI Mayer
analyzed Yahoo’s computer logs for the company’s virtual private network (the
heIwork IelecommuIihg employees access wheh workihg remoIely) ahd deIermihed
that remote employees weren’t 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.
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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. ÌI 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 (CÌO 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 ÌDC 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-Schöhberger & Cukier, 2013). Mayer-Schöhberger 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.
That’s a lot of data.
Mayer-Schöhberger 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.”
-#. -#/.. 0' 12 ()* +$%$
Data challenges can be “big” in terms of
Lhree characLerlsLlcs, commonly known as
the “Three V’s”:
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$/).%7 – Challenges LhaL arlse from
Lhe many dlfferenL Lypes of daLa
needed Lo undersLand a slLuaLlon.
Source: AhalL, 2012.
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8.9.: &:')*#%' ):%1 ()* +$%$
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
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.

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$A9$:%$*. 12 >)* A$%$<

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.
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2*/ !-9 ,'&' 2'+/(& %*1.&'9/
he demahd Ior big daIa IalehI is growihg rapidly. A 2012 survey by
ÌhIormaIiohWeek 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 he×I Iwo years (Hehscheh,
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 CÌOs). 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
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.

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ccordihg Io Ihe ediIors oI CÌO, 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 (CÌO ediIors, 2012.)
Big daIa ahalysIs or sciehIisIs musI possess skills similar Io Iheir ÌT predecessors—
Ihey musI have a solid compuIer sciehce backgrouhd IhaI ihcludes khowledge oI
applicaIiohs, modelihg, sIaIisIics, ahalyIics, ahd maIh—buI Ihey also heed busihess
savvy ahd Ihe abiliIy Io commuhicaIe Iheir Iihdihgs Io busihess ahd ÌT 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
ÌhIerhaIiohal, hoIes ih ah ihIerview Ior Career Builder, big data analysts “need to
understand why they are using data. What is the end goal? Data is…like an assembly
(line) of facts, which aren’t 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 quesIiohs—and that is usually the hardest piece.” (Rooney, 2012).
CÌOs 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 CÌOs will heed Io realize IhaI
useIul daIa cah come Irom ahywhere ahd everywhere. Big daIa, Ior e×ample, cah
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come from the organization’s 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.
CÌOs 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, CÌOs 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 (CÌO
ediIors, 2012).
ÌI 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 e×periehce
Io be eIIecIive. As Jeahhe Harris, sehior e×ecuIive research Iellow Ior AccehIure
ÌhsIiIuIe 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).
ÌI 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 won’t 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 ,'&'
nfortunately, you won’t 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)
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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, Te×as A&M, Te×as 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).
ÌBM is Iollowing SAS’ footsteps in helping move formal big data analytics education
Iorward. Ìh laIe 2012, ÌBM 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). ÌBM plahs Io hire 500 big
daIa cohsulIahIs ahd researchers ih Ihe he×I 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.).
ÌBM ahd SAS are boIh ihvolved ih ahoIher eIIorI desighed Io uhiIe Ihe privaIe ahd
educaIiohal secIors Io meeI big daIa ahalyIics educaIiohal heeds. ÌBM, 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.
Ìh 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 ÌhIerheI sIarIup IhaI ruhs daIa predicIioh
compeIiIiohs has a degree ih philosophy. He believes IhaI Ihe key |ob requiremehIs ih
daIa sciehce is really curiosiIy, Ile×ibiliIy, 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 candidate’s 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 isn’t really the point of the exercise—Ihe poihI is Io assess a
candidate’s skills in experimental design, logic, and quantitative analysis (Harris,
CapiIal Ohe also assesses maIhemaIical reasohihg ih Ihe recruiIihg process. All
prospecIive employees—ihcludihg sehior e×ecuIive cahdidaIes—are IesIed Ior
maIhemaIical reasohihg, logic, ahd problem-solvihg skills. FrocIor & Gamble has
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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 e×pehsive. 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 e×isIihg ahalyIic proIessiohals Io geI up Io
speed (NewVahIage FarIhers sIaII, 2012).
Oh-Ihe-|ob Iraihihg ahd selI-Ieachihg may hoI be adequaIe ih developihg e×isIihg sIaII,
parIicularly iI Ihey “don’t know what they don’t know.” Fortunately, according to an
ÌhIormaIioh 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 e×ecuIives 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., Gild’s 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.

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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 CÌO) musI
also develop hew khowledge ahd skills—ahd Ihey musI uhdersIahd Ihe real poIehIial
oI big daIa. Busihess leaders musI develop ahd cohIihue Io hurIure a broad
perspective, to see what’s 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 comple×iIy 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 meahihg—ahd urgehcy—wheh
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 quesIiohs—ahd 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 e×periehce 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 & Gamble’s 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 ÌT who
possess ah apIiIude Ior, ahd ihIeresI ih, big daIa ahalysis.
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
e×isIihg IalehI ahd recruiI hew IalehI IhaI will be heeded Io realize Ihe Iull poIehIial oI
big daIa.

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/++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> => ? @ ) ' #

)J18& 3<=5:
RENCÌ (Rehaissahce CompuIihg ÌhsIiIuIe) develops ahd deploys advahced Iechhologies Io
ehable research discoveries ahd pracIical ihhovaIiohs. RENCÌ 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, RENCÌ 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 e×periehces 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
E×periehce. We combihe IradiIiohal wiIh e×periehIial 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 e×periehces have beeh meahihgIul ahd impacIIul.
This ihIegraIed approach cohsisIehIly drives sIrohg ouIcomes.

M8. )77.1'0*# 2*/ 3/48+&4# Our e×ecuIive educaIioh programs are desighed wiIh
resulIs ih mihd, ahd we are Iocused oh successIully meeIihg our cliehIs' busihess ahd
academic e×pecIaIiohs. Below are a Iew e×amples oI Ihe resulIs our cliehI parIhers have
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.

51(&'0& @4

WebsiIe: www.e× | Fhohe: 1.800.862.3932 | Email: uhc_e×ec©
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/++ 01,*#,* 2 340 56#78*&9# (#9#+1.:#,* ;<=> =A ? @ ) ' #

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