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Preface | |
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Introduction | |
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Challenges and Opportunities with Optimal Decision Making and How Advanced Analytics Can Help | |
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How We Make Decisions and What Gets in the Way | |
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Intuition Versus Analytical Thinking | |
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Poor Intuitive Statisticians | |
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Understanding Human Nature | |
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Biases and Decisions | |
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Big Data and Information Overload | |
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The Problem with Certitude | |
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Advanced Analytics Does Not Care Who It Annoys | |
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Types of Decision Making | |
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Rise of the Machines: Advanced Analytics and Decision Making | |
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Advanced Analytics | |
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Predicting Outcomes | |
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Improper Linear Models: Combining Expert Intuition with Analytics | |
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Artificial Intelligence and Machine Learning | |
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Human and Machine: The Ideal Decision-Making Team | |
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A Word About AI Tools | |
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Collaboration, Cooperation, and Reciprocity | |
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Human Nature and Human Science | |
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Reciprocity and Fairness | |
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Selfish, Greedy, Lazy, and Dishonest | |
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Human Nature 2.0 | |
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Fierce Cooperation | |
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Collaboration | |
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Hard Wired to Share What We Know | |
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Collective Intelligence | |
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Asymmetric or Private Information | |
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Game Theory 101 | |
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The Power of Collaboration: The Scandinavian Model | |
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What Kinds of Organizations Could Benefit from a High Degree of Collaboration? | |
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The Benefits of Collaboration | |
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The Bottom-Line Impact of Participative Decision Making | |
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Organizational Culture | |
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Optimal Incentive Contract for Collaboration: Sharing Control and Return Rights | |
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Models of Collaboration | |
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The SAS Institute | |
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EMCOne | |
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Boston Scientific | |
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Advanced Analytics and Collaborative Decision Making | |
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Challenges and Opportunities with Participative Decision Making | |
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Software, Advanced Analytics, and Cooperation and Collaboration | |
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Deep Q&A Expert Systems | |
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Value Creation and Advanced Analytics | |
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The Wealth of Organizations and What Advanced Analytics Can Do | |
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Information Capital | |
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Constant and Unrelenting Experimentation | |
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Gold in Them There Databases: Human Capital Data | |
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Not Only Human Experts Are Prone to Biases | |
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Value and How to Create It: Intangible Capital | |
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Who Really Holds the Keys to the Kingdom | |
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The Nature of the Organization | |
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The Cost of Employee Turnover | |
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Strategic Choice and Advanced Analytics | |
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HCM Practice Choice and Advanced Analytics | |
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Business Intelligence Alignment of HCM Practices and Policies with Business Strategy | |
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Decision Science, Business Intelligence, and Implications for HCM Decisions | |
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Machine Learning and HR Practice Choice | |
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Software Applications, Analytics, and HR Decisions | |
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Software Options and Optimal HCM Practice | |
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Enterprise Resource Planning Software | |
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Talent Analytics | |
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SAS Business Intelligence | |
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Talent Scorecard | |
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Talent Management Suites and Advanced Analytics | |
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Human Science and Selection Decisions | |
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Optimizing Selection and Promotion Decisions | |
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Performance and Selection | |
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Making the Unobservable Observable | |
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Eliminating Biases from Selection Decisions | |
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Human Science and Employee Selection | |
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Skills Shortages | |
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Workforce Planning, Talent Acquisition, and Decision Analytics | |
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Workforce Planning and Predictive Analytics | |
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When Is Workforce Planning Necessary? | |
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Challenges with Forecasting | |
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External Big Data and Employee Recruitment and Selection | |
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Human Science and Selection and Promotions Decisions | |
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What We Have to Learn from the Use of Advanced Analytics for Player Selection in Professional Sports | |
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Biases and the Selection Decision | |
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Selection Tools: Augmented Biographical Survey | |
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Challenges with the Use of Bio Data | |
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Applications of Human Science to Selection Decisions | |
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The Application of Expert Intuition to Selection and Promotion Decisions | |
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Applied Game Theory and Selection Decisions | |
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Deep Q&A Expert Systems and Selection Decisions | |
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Predictive Modeling and Selections Decisions | |
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Applied Econometric and Machine Learning Techniques | |
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Human Science and Incentives | |
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Human Science and Incentives | |
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Incentives, Motivation, and Human Science | |
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Incentive Contracts | |
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Collaboration and Tournament Compensation Do Not Go Together | |
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We Get What We Pay For | |
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Human Science and Motivation | |
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Performance Management | |
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Biases Impacting Performance Management and Compensation Decisions | |
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Strategy Maps and Performance Management | |
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Applying Human Science to Incentive Contracts | |
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Irrational, Cooperative, and Looking for Meaning | |
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Complexity Theory and Incentive Contracts | |
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The Application of Expert Intuition to Incentive and Motivation Issues | |
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Applied Game Theory and Incentive Contracts | |
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Deep Q & A Expert Systems and Incentive Contract Decisions | |
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Predictive Modeling and Incentive Contracts | |
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Applied Econometric and Machine Learning Techniques | |
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Application of Human Science to Specific Incentive Issues | |
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Executive Compensation | |
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Other Possible Human Science Incentive Applications | |
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Conclusion | |
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Garbage In | |
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Our Argumentative Natures | |
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Advanced Analytics and Diagnosis of HCM Issues | |
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The Science (and Art) of Prediction | |
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The Challenges with Being Empirically Declarative | |
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Decision-Making Authority and Cooperation | |
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Sharing Control and Return Rights | |
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Individualization | |
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Definitions (Appendix) | |
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Endnotes | |
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Index | |