"People analytics" should lead to better pay in all jobs

Anyone who reads Don Peck's deep dive into new advances in "the algorithmic assessment of workers' potential might be in varying degrees excited and disturbed by new means of predicting, assessing and improving performance. My chief reaction went in a different direction. The tests potentially highlight the huge performance differential in any type of work -- and hence, the value of good performance:

Teri Morse, the vice president for recruiting at Xerox Services, oversees hiring for the company’s 150 U.S. call and customer-care centers, which employ about 45,000 workers. When I spoke with her in July, she told me that as recently as 2010, Xerox had filled these positions through interviews and a few basic assessments conducted in the office—a typing test, for instance. Hiring managers would typically look for work experience in a similar role, but otherwise would just use their best judgment in evaluating candidates. In 2010, however, Xerox switched to an online evaluation that incorporates personality testing, cognitive-skill assessment,