IYS Skills Tech

The recruitment industry invests a lot of time and effort into the parsing and pulling of data from resumes and job descriptions. Once it has been extracted, resume data is matched with job descriptions to filter candidates. The whole process is quite tedious and gives rise to an urgent need for the standardization of data […]

The form and structures of skills data, has huge implications in the recruitment function. Resumes and Job Descriptions are two key documents that are used in recruitment technology. Both are usually very text heavy. This text, though easy enough to process, poses inherent challenges when it comes matching people to jobs. This might also impact

We have created an entirely new language for skills and then gone on to build multiple ways to align it effectively to existing HR processes. Many of you might be curious about how this really functions. In this article we will give you a quick lowdown on how the IYS Skills Ontology can be used

Skills data is typically over-complicated – in the form of resumes and job descriptions – or oversimplified – in the form of skills selection interfaces that are too basic. Resumes and job descriptions are text based and carry too much information for today’s world of skimming through content. At the other end of the spectrum,

Standards exist across almost every field – communication protocols, engineering, healthcare…the list goes on. Standards help in moving information from one pool of information to another and in creating a platform for rich analytics. In the case of healthcare, for instance, standardization supports a common understanding between doctors, insurers and others. Standardization of Data on

Maps enable us to know where we are, places near and far, how to get there et al. They make the world exciting to experience. Being an HR professional, I wondered why not a map of skills that can similarly help everyone become aware of their skills, appreciate them and perhaps explore new ones? At

Big Data, as I see it, is understanding one’s preferences in finer detail and then increasing the probability of the choices that fit our preferences to be presented to us. So, there are two things in play – First is profiling and the second is selection. Let me explain. I like reading books and a

Hiring managers today complain about not able to find candidates with the right skills for the job, but are they looking for the right skills? A candidate who has good visualizing and UX skills and has worked on CSS3 may be rejected just because they “know” but have not worked on JQuery is ridiculous! It

Abstractness of Talent in Skills Dimension Line functions and business leaders appreciate that ‘Talent’ is the key driver of the company or business. But ‘Talent’ visibility is fuzzy. There is a lack of clear information particularly if we focus on the “skills” dimension of Talent i.e. not just of age, demography, education, experience or qualification

Contemporary organizations are far more complex than what they used to be. Businesses require expertise in more than one area and organizations employ people with several different skill profiles. Gone are the days when there was a large number of employees with similar skill sets. There may exist many skills profiles in the company which

Knowing what skills employees possess and the proficiency levels in them, how they are deployed, what skills are available and what skills are deficient and such are valuable information that immensely impact businesses. This is called a ‘Skills Inventory’. The Skills Inventory is even more an imperative in the knowledge economy. Industries known for their

The proficiency levels within the role also play an important part in defining our capabilities. For example: Two salespersons, programmers or writers may have different levels of proficiencies, even though they might do the same job and have the same skills. To understand the concept, let us consider the simple example of proficiency with regard

An organization’s strength lies in the people that work there and the skills they hold.  Taking a skills-centered approach when managing your workforce will mean you can deploy the right personnel for a specific task, direct targeted training where it’s needed, and bring in the “right” people into your organization so that teams – and