Data-driven Job Search Engine Using Skills and Company Attribute Filters

According to a report online, more than 200 million unique users search for jobs online every month. This incredibly large and fast growing demand has enticed software giants such as Google and Facebook to enter this space, which was previously dominated by companies such as LinkedIn, Indeed and CareerBuilder. Recently, Google released their "AI-powered Jobs Search Engine", "Google For Jobs" while Facebook released "Facebook Jobs" within their platform. These current job search engines and platforms allow users to search for jobs based on general narrow filters such as job title, date posted, experience level, company and salary. However, they have severely limited filters relating to skill sets such as C++, Python, and Java and company related attributes such as employee size, revenue, technographics and micro-industries. These specialized filters can help applicants and companies connect at a very personalized, relevant and deeper level. In this paper we present a framework that provides an end-to-end "Data-driven Jobs Search Engine". In addition, users can also receive potential contacts of recruiters and senior positions for connection and networking opportunities. The high level implementation of the framework is described as follows: 1) Collect job postings data in the United States, 2) Extract meaningful tokens from the postings data using ETL pipelines, 3) Normalize the data set to link company names to their specific company websites, 4) Extract and ranking the skill sets, 5) Link the company names and websites to their respective company level attributes with the EVERSTRING Company API, 6) Run user-specific search queries on the database to identify relevant job postings and 7) Rank the job search results. This framework offers a highly customizable and highly targeted search experience for end users.Comment: 8 pages, 10 figures, ICDM 201

Black Women Nonprofit Executives’ Use of Sustainable Funding Strategies in Marginalized Communities

Lack of funding resources, inadequate staffing, poor capacity building, and difficulties in attracting individual donors are problems for small Black-led nonprofit organizations. Black women lead a majority of nonprofits in low socioeconomic and under resourced neighborhoods and have deep connections with and cultural awareness of community needs. However, little is known about how Black women leaders of nonprofits employ effective strategies to overcome funding and staff capacity challenges. The purpose of this study, which had resource dependency theory as its foundation, was to examine Black women nonprofit executives’ perceptions of obstacles in securing organizational funding and strategies for overcoming them. The research question focused on the perceptions of Black women nonprofit executives to securing funding to adequately lead organizations in under resourced communities. Data were collected from a purposive sample of 9 Black women nonprofit executive directors and senior executive staff who participated in semistructured, open-ended interviews. Thematic analysis involving inductive coding and categorization of interview data produced 3 key themes: Black women leaders emphasize adaptability and resiliency, fundraising practices are driven by resource dependency, and funding barriers are multilayered and structural. The key findings revealed Black women nonprofit executives employ multipronged approaches responsive to internal and external challenges. The implications for social change include informing public policy and grant makers of factors that impact nonprofits sustainability and the importance of expanding funding and capacity building resources to strengthen nonprofits in historically marginalized communities. Improved sustainability may redress historical inequities and promote social gains for the community members

On the Untapped Value of e-HRM: A Literature Review

The “war for talent” is still on. Annually conducted surveys have indicated for years that one third of all organizations are unable to fill vacant job positions with suitable candidates. Responding to these and other challenges, human resource management (HRM) is expected to transform itself. General opinion holds that the HRM transformation has just begun and that the potential of IT in HRM is not yet fully exploited. Examining the value potential of IT in HRM, existing IS research predominately studies the impact of IT on HRM. We contribute by examining the reverse impact in three steps. First, we use Thompson\u27s theory of organizations in action to examine the expected impact of the HRM transformation on IT ( to-be situation). Second, we use Kohli and Grover\u27s IT value typology and review 20 years of the publication history ( as-is situation). Finally, we relate expectations to actual review findings. We find that the HRM transformation should lead to a major shift in technology type used in organizations. However, this shift is not recognized yet, which is why our literature review reveals considerable unaddressed value potential of IT in HRM. We finish the paper by outlining IS research avenues in the context of HRM

Best Practices of Creating Innovation Exchange Web Portals Across the States

Since their initial development in the late 1990s, expert web portals have been an evolving tool for universities, systems of higher education, and economic development organizations. The web portals are searchable, web-based databases of university scholars and researchers that feature, at a minimum, information on their expertise, innovation products and publications. Many of the portals are growing to include information on universities’ physical assets and equipment, regional strengths, and additional services such as networking and analytical tools for research. Although these searchable databases have proven useful in helping economic development leaders, government, research colleagues, and internal university staff, their role in generating industry-university collaboration is disputable. Recently, more demonstrable and tangible results of deploying innovation and building partnerships from these portals are becoming a sought-after objective for funders and stakeholders. However, none of the portals’ administrative teams have been able to specifically measure the impact of interaction generated via the portal on industry or the regional economy at large. Developing and sustaining these tools is costly and time consuming; instead, many stakeholders involved deem them a necessary public good – a “non-rivalrous and non-excludable” knowledge resource that everyone can consume with no restrictions. Therefore, evaluation of the return on investment of these portals has been largely ignored by involved parties. This, along with the cost of developing and maintaining such portals, serves as a growing obstacle to sustaining them. It has been argued that unless these portals are specifically designed with industry in mind, they do very little for commercial users. This report is a summary of the results of a study assessing best practices and challenges facing existing web portals created to promote university resources to a broader audience. It intends to inform interested parties in Ohio about the ecosystems that surround existing web portals in other states. The report analyzes ecologies of existing web portals in other states, addresses the role of “super users” (i.e. organizations that can reach industry users, such as economic development agencies) play in enhancing the successful utilization of a web portal, and considers sustainable funding and training mechanisms surrounding existing web portals. This study was conducted by researchers from the Center for Economic Development at the Maxine Goodman Levin College of Urban Affairs at Cleveland State University. The research was funded by the Ohio Manufacturing Institute of Ohio State University through an Ohio Development Services Agency grant and with input from the Ohio Department of Higher Education Ohio Innovation Exchange industry engagement team. The study is based on a review of the latest academic literature concerning university-industry relationships, applied and technical reports provided by relevant web portals, and extensive interviews with selected portals’ managing teams. Additionally, the report provides a methodology, summarizes lessons learned, and illustrates a detailed description of seven web portals: Florida ExpertNet, Michigan MCRN, New York FuzeHub, North Carolina ReachNC, Texas InFluuent, Arizona Experts, and University of California’s Technology Transfer. The report concludes with recommendations for developing Innovation Exchange Hub in Ohio and Appendices detailing the literature review

Engaging Outside Counsel in Transactional Law Clinics

This article examines the plurality of objectives and methods by which transactional law clinics collaborate with outside attorneys to competently represent their organizational clients on a wide range of legal issues. Some transactional law clinics rely on outside counsel as informal legal advisors or consultants; others collaborate with outside counsel for the development of community projects or referral of legal work; many transactional law clinics engage outside counsel as “local counsel” when assisting a client in other jurisdictions or internationally; still others engage outside counsel more formally to assist in student supervision of client work. For some, the idea of a clinic working with outside counsel poses a credible threat to clinical pedagogy, clinical faculty status, and the permanent integration of clinics into the law school curriculum. To others, collaborating with outside counsel is a part of everyday client representation, and may be necessary for ethical and professional responsibility reasons. While identifying and discussing the import of these concerns, this article asserts the benefits of collaborating with outside attorneys for law school clinical programs and proposes a framework for deciding whether and how to collaborate with outside attorneys. Specifically, this article sets forth a deliberate and systematic decision-making process for the clinical law professor’s use. The decision-making process proposed is context-specific and dependent on the objectives of the clinical law professor. This article further recommends proactive steps that a clinical law professor can take to facilitate the clinical law professor’s objectives if she decides to engage outside counsel, such as entering into a Memorandum of Understanding to solidify roles and responsibilities of all parties involved in the collaboration. While this article examines collaboration with outside counsel primarily through the lens of transactional law based clinical programs, our discussion provides helpful guidance to law school clinical programs generally

Processes of Strategic Renewal, Competencies, and the Management of Speed

We discuss strategic renewal from a competence perspective. We argue that the management of speed and timing in this process is viewed distinctively when perceived through a cognitive lens. Managers need more firmly grounded process-understanding. The key idea of this paper is to dynamically conceptualize key activities of strategic renewal, and possible sources of break-down as they relate to the managment of speed and timing. Based on a case from the media industry, we identify managerial trade-offs and show how these can be influenced through managing subjective perception, strategic involvement and external knowledge-sourcing.Strategic Renewal, Process, Learning, Knowledge-Sourcing

Aligning IT To Business In Complex Multinational Corporations: The Case Of The U.N. Secretariat

Business-IT strategic alignment grows in importance as organizations strive to link business and technology in light of the internationalization of their businesses. This positivistic research method uses a field survey design to examine (a) the role of knowledge management processes in the relationship between contextual factors and alignment in the U.N. Secretariat, and (b) the role of IT projects in the relationship between alignment and the performance and effectiveness of the U.N. Secretariat. Structural equation modeling techniques are conducted to analyze data collected through a sample of 166 IT managers and 97 business managers from 50 offices in the U.N. Secretariat. The measurement model exhibited a fairly good fit. The results of the study have at least four implications to leaders in the U.N. Secretariat and in multinational corporations (MNCs). A theoretical and practical perspective of business-IT strategic alignment in the U.N. Secretariat is provided. The study draws upon the strategic alignment model and the typology of MNCs to propose and test an IT strategic alignment model for MNCs (mSAM). The business-IT strategic alignment implementation model for MNCs (mSAIM) is the model for application proposed as the critical recommendation of the research study

XP2021 Experience Report: Five Strategies for the Future of Work: Accelerating Innovation through Tech Transfer

This experience report outlines five tech transfer strategies developed over a period of 25 years at four Global 1000 companies (HP, Cisco, Qualcomm, and Nortel) to mitigate R&D challenges associated with duplicated effort, product quality, and time-to-market. The five strategies accelerate innovation through open knowledge sharing, rather than licensing intellectual property rights (IPR) such as patents, trade secrets, and copyrights. The strategies are based on corporate tech forums, conference panels, exploratory workshops, research reviews (at universities and companies), and talent exchanges. While the initial objective was to foster the corporate adoption of software best practices, over time the strategies had broader impact on company innovation, including incubating cross-company R&D collaborations, capturing organizational memory, cultivating and leveraging external research partnerships, and feeding company talent pipelines