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LinkedIn's Forthcoming Analytics Tool May Boost Job Poaching (techtarget.com)
dcblogs writes: LinkedIn has developed a new analytics platform that should make it easier to poach job candidates. It will use its vast database of nearly 600 million profiles to help recruiters find pockets of talent, know the attrition rate and glean competitive data. The platform, due in September, was discussed at a recent HR conference. One attendee asked a LinkedIn official: "Does that set up an environment for poaching talent?" And then she immediately answered her own question. "I think the answer is yes. And so why would I sign off on that?" In response to the attendees' question, Eric Owski, the head of product for Talent Insights at LinkedIn, said there was nothing wrong with making this data available. The LinkedIn team concluded that "the world is becoming more transparent," and "very sophisticated teams at large companies were able to figure out a lot of the calculations that we're making available in this product," he said. "We think by packaging it up nicely, it levels the playing field," Owski said. "We feel like we're on safe ground."
It's pretty shameless to use the term 'poaching'; when it specifically implies that the animal being hunted is the property of someone other than the hunter.
Not that I'd ever suspect that HR sees us a prey animals who are owned by our feudal overlords or anything; that sort of negativity just isn't in keeping with company values.
"Today, those agreements are illegal. So why should a company invest in you if they don't know if they can recoup the cost?"
Because they think of the consequences of *not* training you?
They can have a productive worker that *may* go, or a inefficient worker that *will* stay.
Years ago it was common for employers to invest in training because they could require the employee to agree to either continue to work for X years, or reimburse the company for the cost of the training if they quit early.
I have had people complain to me that they had been sent on courses in which they had no interest and been asked to pay for them when they left.
An employer should make valued employees want to stay by making working for them attractive. A good wage, pleasant environment, being sent on courses all help to make the employer attractive.