Salience and Market-aware Skill Extraction for Job Targeting

At LinkedIn, we want to create economic opportunity for everyone in the global workforce. To make this happen, LinkedIn offers a reactive Job Search system, and a proactive Jobs You May Be Interested In (JYMBII) system to match the best candidates with their dream jobs. One of the most challenging tasks for developing these systems is to properly extract important skill entities from job postings and then target members with matched attributes. In this work, we show that the commonly used text-based \emph{salience and market-agnostic} skill extraction approach is sub-optimal because it only considers skill mention and ignores the salient level of a skill and its market dynamics, i.e., the market supply and demand influence on the importance of skills. To address the above drawbacks, we present \model, our deployed \emph{salience and market-aware} skill extraction system. The proposed \model ~shows promising results in improving the online performance of job recommendation (JYMBII) ($+1.92\%$ job apply) and skill suggestions for job posters ($-37\%$ suggestion rejection rate). Lastly, we present case studies to show interesting insights that contrast traditional skill recognition method and the proposed \model~from occupation, industry, country, and individual skill levels. Based on the above promising results, we deployed the \model ~online to extract job targeting skills for all $20$M job postings served at LinkedIn.Comment: 9 pages, to appear in KDD202

The teacher educator as (re)negotiated professional: critical incidents in steering between state and market in Australia

[Abstract]: A dominant discourse in western higher education circles is currently concerned – even obsessed – with the marketisation of knowledge as a commodity to be purchased and traded (Healy, 1998; Poole, 1998; Richardson, 1998). These developments are broadly allied with managerial changes that some have called ‘steering at a distance’ (Kickert, 1991; Marceau, 1993), whereby the impact of the state on individual higher education workers is maintained and intensified at the same time that pressure is applied to ‘wean’ universities from government funding. This paper explores a different kind of ‘steering’, the kind that is being engaged by Australian teacher educators confronted by developing competitiveness in higher education. We argue that these changes compel teacher educators to (re)negotiate their professionalisms; to re-examine their attitudes towards, and values within, education and its practices as they (individually and collectively) steer new courses through the state and the market. We illustrate our argument by referring to three critical incidents in the professional lives of teacher educators located within a globalised, multi-campus and provincial Australian university, yet with important implications also for teacher educators outside Australia. We posit the (re)negotiated professionalisms manifested in those incidents as a few among several potential kinds of steering by Australian teacher educators

Internet recruiting power: Opportunities and effectiveness

Recruiting via the Internet, or e-Recruitment, is a phenomenon that has led to the appearance of a new market in which there is an unprecedented level of interaction between employers and potential employees. In this paper we describe the actual and emergent models in the e-Recruitment market, assess the changes this new recruitment tool is bringing about in companies' practices and strategies, and analyse the risks and opportunities of e-Recruitment for companies and for job candidates.Internet; e-Recruiting

"Brain Drain Competition" Policies in Europe: a Survey

To obtain the "1.2 million additional research personnel, including 700.000 additional researchers" necessary to "irrigate" the industries science-based, The EU stresses that it is not sufficient increase the investment in Research. We have to stop the European Brain Drain. We have to reverse it; "Europeans who have moved abroad would love to come home". We have to remember that the "Brain Drain should work in both directions", then we have to attract foreign brilliant scientists and compete to the US A. In this paper we give a survey of the principal “Brain Drain Competition” policies implemented in Europe. The key strategies and mechanisms found are: making the academic system more open and flexible; improving the regulatory conditions particularly on immigration; better sign-posting and information at national level; dedicated grants for foreign researchers; adapting income situations to market forces; providing tax reductions specifically for researchers and knowledge workers; more active international marketing and support for international researchers. Finally, we analyse the effects of these policies on the Brain Drain in Europe by giving examples of countries (i.e. UK, France, Germany, Belgium, etc) that that effectively reverse the Brain Drain and attract foreign researchers, and the exemplum of the Italy that it is “a countries that supplies talent to Europe and the Americas”.Brain Drain, Migration policies, Human Capital, High skilled workers.

Foundation Focus (Issue 18): Workers in Europe: Mobility and Migration

[Excerpt] This issue of Foundation Focus looks at mobility and migration in the EU. It reviews the policy background and the practical issues that relate to movement between EU countries by EU citizens and into the EU from third countries. What is the extent of labour mobility within the EU? How can the fundamental rights of refugees and migrants from outside the EU be protected? How does intra-EU mobility impact on public services? What have social partners done to address the integration of third-country nationals and challenges for EU labour markets? What has already been learned about successful local integration policies for migrants? It draws on Eurofound’s extensive research findings in this area

Career effectiveness and its determinants

Study of careers has become an important aspect in the fast changing organizational context. It has come to be increasingly recognized at present, that career management is the responsibility of both the individual as well as the organization. This empirical study tries to understand the important elements of individual and organizational career practices that affect an employee’s career effectiveness. Most of the previous studies have used the objective terms of career success such as remuneration and position as the criterion variable. But since career outcome expectations vary across individuals and also since the concept of career itself has evolved over time, it was decided to use a more comprehensive concept of career outcome namely career effectiveness as the outcome variable. Career effectiveness as defined by Hall (2002) has both long-term orientation such as identity and adaptability as well as short-term orientation such as career attitudes and performance. Further both behavioral aspects such as performance and adaptability and individual subjective aspects such as identity and attitudes make it a more comprehensive way of assessing career outcome. The results of this research study indicate that individual determinants such as career planning and knowledge of organizational politics and organizational level determinants such as training and development support, quality of performance feedback and supervisory support explain significant variances in the determination of employee career effectiveness.

In the Trenches at the Talent Wars: Competitive Interaction for Scarce Human Resources - A Qualitative Study

The purpose of this paper is to examine how firms are competing for scarce human resources in the talent wars. First, the paper makes the distinction between responding to labor shortages with investments in recruiting and retention and directly competing against identified labor market competitors for scarce human resources. It appears firms compete with rivals in the open labor market and in initiating and defending against talent raids. The process of identifying and responding to the tactics of labor market competitors is reviewed for both types of direct competition. Firms tend to respond to rivals’ tactics either by changing the employment relationship with threatened employees or engaging in tactics to influence the behavior of the competing firm. Factors that determine the propensity and type of response to competitor’s tactics are reviewed and integrated. The greater the threat posed by the rival’s tactics the greater the likelihood affected firms will respond with externally as opposed to internally oriented tactics. The greater the skill mobility of threatened employees, the more administrative and financial resources will be invested in the counter-response. Finally, firms use a variety of preemptive tactics to reduce the threat of talent raids. These tactics are listed and explained. The paper concludes with recommendations for firms seeking to gain or protect advantage relative to rivals in the war for talent

A rail revolution

This report summarises a number of initiatives undertaken across the Australian and New Zealand rail industry by the Australasian Railway Association from 2006 to 2008. It aims to provide a clear view on what the rail industry collectively needs in targeted occupations over the next five to 10 years and how skills and labour shortages need to be tackled. The report presents key findings and outlines actions required at company, industry and government levels. To conclude, a series of strategic recommendations are proposed offering a framework to the broader rail industry in order to facilitate continued industry growth and prosperity. This report was produced in partnership by Business Group Australia (BGA), InfoRM, APD HR Consulting and the Australasian Railway Association and funded by the Australian government

Linked Into a Job?: the Ethical Considerations of Recruiting Through LinkedIn

LinkedIn’s goal is to help business professionals meet, make business deals, inquire about jobs, and find careers through connections with people that members already know. This research study will investigate the ethical practices of LinkedIn recruitment. Students’ awareness of the methods for effective use, as well as the damaging elements of a LinkedIn profile will be examined. LinkedIn is an effective, helpful tool for recruiting candidates and for job searching; however, the best results will come to those who use LinkedIn professionally and with caution. Our findings indicate that despite its risks, jobseekers and employers can benefit from using LinkedIn