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  3. Over the past decade, big data analytics has been revolutionizing the way many companies do business. Chief marketing officers t

Over the past decade, big data analytics has been revolutionizing the way many companies do business. Chief marketing officers t

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问题    Over the past decade, big data analytics has been revolutionizing the way many companies do business. Chief marketing officers track detailed shopping patterns and preferences to predict and inform consumer behavior. Chief financial officers use real-time, forward-looking, integrated analytics to better understand different business lines. 【F1】And now, chief human-resources officers are starting to deploy predictive talent models that can more effectively—and more rapidly—identify, recruit, develop, and retain the right people. Mapping HR data helps organizations identify current pain points and prioritize future analytics investments. Surprisingly, however, the data do not always point in the direction that more seasoned HR officers might expect
   A bank in Asia had a well-worn plan for hiring: recruit the best and the brightest from the highest-regarded universities. 【F2】The process was one of many put to the test when the company, which employed more than 8,000 people across 30 branches, began a major organizational restructuring. As part of the effort, the bank turned to data analytics to identify high-potential employees, map new roles, and gain greater insight into key indicators of performance.
   Thirty data points aligned with five categories—demographics, branch information, performance, professional history, and tenure—were collected for each employee, using existing sources. Analytics were then applied to identify common performers among high (and low) performers. This information, in turn, helped create profiles for employees with a higher likelihood of succeeding in particular roles.
   Further machine learning-based analysis revealed that branch and team structures were highly predictive of financial outcomes. 【F3】It also highlighted how a few key roles had a particularly strong impact on the bank’s overall success. As a result, executives built new organizational structures around key teams and talent groups. In many instances, previous assumptions about how to find the right internal people for new roles were invalid.
   【F4】Whereas the bank had always thought top talent came from top academic programs, for example, hard analysis revealed that the most effective employees came from a wider variety of institutions, including five specific universities and an additional three certification programs. 【F5】An observable correlation was evident between certain employees who were regarded as "top performers" and those who had worked in previous roles, indicating that specific positions could serve as feeders for future ambition. Both of these findings have since been applied in how the bank recruits, measures performance, and matches people to roles.
【F1】
选项
答案目前，首席人力资源官正开始运用人才预测模式，以便更有效快速地甄别、招募、培养发展和留住那些合适人选。
解析 ①本句是包含一个定语从句的主从复合句，主句为简单的主谓宾结构，主句谓语为现在进行时态的start to do sth．“开始做某事”结构。②that至句末为定语从句，修饰先行词predictive talent models“人才预测模式”，that在该定语从句中既是引导词又是主语，该定语从句也是一个完整的主谓宾结构，包含四个并列谓语(identify、recruit、develop和retain)，第一个破折号前和两个破折号之间的more effectively“更有效”和more rapidly“更快速”为并列的副词共同修饰四个并列谓语。
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