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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.
【F2】
选项
答案这家银行有30个分支机构，员工超过8000人。当它开始一次重要的结构重整时，这套用人方案正是其中一项用来测试的程序。
解析 ①本句为包含两个从句的复合句，其中主句为简单的主系表结构，put to the test是修饰主句表语many的后置定语，主语The process指代前一句提到的一家亚洲银行的招聘过程。②when引导时间状语从句，说明主句所述内容所发生的时间点。③两个逗号间为which引导的非限定性定语从句，修饰先行词company，说明该企业的分支规模和员工数量；该定语从句中的which在从句中既是引导词又是主语。
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