Through a randomized double-blind controlled trial, we can guarantee predictive analysis though these trials sometimes fail. So in real-world the chances of true predictive analytics is virtually none as randomized double-blind control trials are also highly suspected. Thus workforce analysts should start using correlational analytics by first accepting that predictive analytics probably doesn't exist in most organizational settings and that we need to do with correlational analytics. Then they can assess the risk of investing large sums based on analytics which are correlational rather than predictive. Next always run a small pilot or two before spending big money on implementing the results of "predictive analytics" as we now know it is just correlational analytics. Read more about it by Max Blumberg (Workforce analytics and automation consultant) at:  https://www.linkedin.com/pulse/dont-waste-money-predictive-analytics-doesnt-exist-hr-max-blumberg?trk=hp-feed-article-title-like

The emergence of analytics in business has also contributed extensively in the field of talent management. Talent analytics has become an important area in both consulting firms and corporations. Not only it helps in acquiring and attracting new talent but also helps in talent utilization and maximization of organizational performance. In earlier days talent management was done by managers who trust their “intuition” or “common sense”, which led to bias and wrong decisions. But thanks to the development of information technology and availability of expertise in the field of data analytics, talent management is following a scientific path and a better system of workforce management.To know more read:

http://www.forbes.com/sites/edwardlawler/2015/05/20/talent-analytics-old-wine-in-new-bottles/

Importance of Big data and Talent Analytics is a much discussed topic for the last couple of years. One just has to know how to use talent analytics as it can do a whole lot of difficult task like quantifying different behaviors, skills, intelligence, and mindsets of a HR. Talent analytics uses data in management decisions like talent acquisition, retention, placement, promotion, compensation, and succession planning. By analyzing the skills and attributes of high performers in the present, it enables organizations to build a template for future hires. Advanced software algorithms can identify talent and match it to an organization's needs. Some intangible aspects like social skills, flexibility, emotional intelligence, initiative, attitudes are now measurable- thanks to talent analytics. Along with these, new mobile apps also make talent searches a matter of anytime and anywhere. However, as it's still growing, Gartner predicts that the market for Big Data and analytics will generate $3.7 trillion in products and services and generate 4.4 million new jobs by 2015. Read more at:http://analytics.theiegroup.com/article/53b2b9c13723a81923000046/Talent-Analytics-A-Crystal-Ball-For-Your-Workforce