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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.
【F4】
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答案比如，该银行一直认为优秀人才来自顶级学术机构，然而，硬性分析显示工作效率最高的员工来自更为多样化的学术机构，其中包括五所特定的大学和其他三所认证机构。
解析 ①本句看起来结构复杂，不妨拆分一下，以看清句子的庐山真面目。主句为whereas引导的并列句，连接词whereas提示前后分句为转折关系。两个并列分句均为主谓宾结构，宾语均由从句充当，且句中两个宾语从句的结构对照工整，分别说明银行早前以为的人才出处和分析表明人才的实际出处。②分句1中，宾语由省略引导词的从句充当，作thought的宾语，表明银行早前的想法；分句2中宾语由that引导的从句充当，表明revealed的内容。③句末的现在分词短语作第二个分句的状语，补充说明a wider variety of institutions的所指。
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