刚刚，Workday 宣布收购Rallyteam，增强智能人才优化功能Workday Adds More Intelligence to Optimize Talent with Rallyteam Acquisition
Workday 刚刚宣布，收购Rallyteam ,Rallyteam总部位于旧金山，联合创始人兼CEO David Somers，创建于2013年，2014年产品上线，收购金额没有公布~
在2017年，HRTechChina报道过Rallyteam获得融资860万A轮融资，详细可以看新闻：Rallyteam完成860万美元A轮融资 。
Rallyteam 创办的原因在于CEO自己发现在工作中越来越沮丧，因为在当前组织中的发展和好的机会很难被发现（换岗），于是希望能够找到好的解决方案，于是乎就创建了这个公司，最早是有微软加速器孵化~~
关于Rallyteam在做什么，可以看这里：
Rallyteam发现，有才干的员工经常因为工作挑战不够，或不符合自己的职业生涯规划而离职。这家创企正在和eBay等公司合作，提高员工留职率。
近日，Rallyteam完成860万美元融资，Norwest Venture Partners领投。Storm Ventres、Cornerstone OnDemand和Wilson Sonsini跟投。
Rallyteam联合创始人兼CEO David Somers表示，他们所合作的都是员工人数超过5000的企业。
该公司拥有一套软件，能够利用公共数据来为内部员工建立档案，然后办起“媒人”的角色，帮员工寻找工作机会和特殊项目。
Somers说，他们希望“找到拥有相应技能，并正在寻求新挑战的人”。
以下为官方宣布新闻：
我们很高兴地宣布Workday通过收购Rallyteam不断投资于机器学习的努力再次迈出了一步！
通过Rallyteam，我们获得了令人难以置信的团队成员，他们创建了一个人才流动平台，使用机器学习，通过将员工的兴趣，技能和关系与相关工作，项目，任务和人员进行匹配，帮助公司更好地理解和优化员工队伍。
随着工作世界继续向人才和技能市场迈进，该团队将利用其深厚的专业知识为Workday的产品提供更强大的智能，帮助客户发现组织内外最优秀的人才，以满足业务需求。
对于Workday和我们的客户来说，这是一个激动人心的时刻，所以请加入我们，欢迎我们的新同事们，并在未来的一年中继续关注更多细节！
We’re excited to announce another step in Workday’s efforts to continually invest in machine learning with the acquisition of Rallyteam!
With Rallyteam, we gain incredible team members who created a talent mobility platform that uses machine learning to help companies better understand and optimize their workforces by matching a worker’s interests, skills, and connections with relevant jobs, projects, tasks, and people.
As the world of work continues moving toward a marketplace for talent and skills, this team will apply its deep expertise to power Workday’s products with even more intelligence that will help customers uncover the best talent—inside and outside of their organizations—to meet business needs.
It’s an exciting time for Workday and our customers, so please join us in welcoming our new colleagues, and stay tuned for more details in the coming year!
Future of Work
2018年06月09日
Future of Work
区块链真的会影响人才的获取吗?
“区块链使得rolodex和数据库方法基本无用。由于雇主可以即时查看技能，认证，证书和工作历史，因此许多高管招聘人员和猎头人员今天所做的初步审查可能会变得不那么有价值。“ - Maren Hogan
只要我一直在招聘和人力资源领域，人们已经谈论了未来的劳动力。每一个新的技术浪潮都应该让我们更接近这一点，而且在很多情况下，它们都有。我们被告知，未来的劳动力将更加全球化，痛苦点少得多，并且允许更多的候选人在组织，教育机构之间以及他们自己的职业道路之间进行无缝转移。
技能将成为候选人工作时间和地点的基础，而采购和培训对于雇主和工作人员而言将更少公司和地点，更简单。
事实上，随着员工队伍和经济的兴起，我们看到这一愿景的一部分成为现实，这些经济建立在旨在利用“喧嚣”的市场上。雇主有一系列的选择来满足他们的需求，除此之外典型的FTE路线。但是这使得很难找到适用于内部员工和外包员工的解决方案。关于向两个劳动力提供什么的平等问题正在合理地提出。
根据IDC的报告，2018年区块链解决方案的全球支出将达到21亿美元，而2017年的支出为9.45亿美元。自2017年秋季以来，围绕招聘和人力资源区块链的嗡嗡声一直在缓慢增长。起初，我只是感兴趣，因为我认识一个拥有大量比特币的人。然而，很明显，这将实质上改变人力资源。现在已经出现了几种“转型”技术，我是...怀疑。我的意思是，我经营一家B2B营销机构。我的中间名称是“变革技术”。所以我决定做一些挖掘。
几乎在我们学习区块链技术如何改变金融业的同时，我们看到了随机劳动力和商业经济的兴起（这两者也应该改变经济，在这两种情况下，都已经开始了至）。大数据和人工智能，以前的技术变革宠儿，正在接受新的审查，因为我们都知道他们到底是什么。
所以这里是区块链如何真正影响您的招聘需求。
猎头和猎头可能会受到打击。由于区块链使得信息无缝，透明和难以拟定，候选人以过去无法控制的方式控制自己的信息，因此TPR可能难以出售其作为仲裁者或信息监护人的服务。区块链使得rolodex和数据库方法基本无用。由于雇主可以即时查看技能，认证，证书和工作历史，因此许多高管招聘人员和猎头人员今天所做的初步审查可能会变得不那么有价值。更多（更好）审查候选人。区块链将允许候选人自己存储安全，私人和预先验证的凭证，从而减少运行背景调查所需的时间，以及像雅虎和RadioShack的前首席执行官一样的欺诈性教育声明（两位高管都说谎拥有大学学位）如果招聘人员和招聘经理可以立即看到候选人的技能，他们可以更好地匹配技能，并轻松消除那些不合格的人。
更容易遵守。任何在HR工作的人都知道保持员工记录的合规性是多么重要。当然，由于许多人力资源部门在多个地点管理多种类型的工作人员，其中许多人可能有不同的规章制度，因此，临时工和全球化使得这种工作变得非常复杂。如今的数字存储系统经常处理个人员工数据丰富的人力资源，容易受到可能导致欺诈或身份盗用的网络攻击。区块链的网络安全应用程序可以缓解这些风险，并使企业，特别是小型企业的合规性变得更加容易，这些企业可能没有超安全的做法。
入职和人力资源管理任务完成。虽然有一些很棒的无纸化和在线入门平台，但许多公司仍然需要通过重复的文书工作，背景筛选，参考检查和输入信息来进行沟通。区块链技术的一个关键优势是它所保存的数据不能被更改或删除，并且系统要求连接到每个区块的每个人都同意允许添加信息。这意味着不正确的信息或重复的记录将成为过去，大大降低了人力资源管理的两大部分 - 新员工和工资核算的行政和后台性质。
学习和发展可能会更好。我们已经知道，今天的员工队伍想要规划自己的职业生涯，所以终身组织的员工（大部分）都是过去的事情。这让雇主很难找出如何教育他们的员工。古老的格言“如果我们花这么多时间和金钱来训练他们，然后他们离开？”（接着是同样乏味的回答：如果你不花时间和金钱训练他们，他们留下来怎么办？）最后是用区块链回答。内部培训计划和技能验证可以跟随候选人，无论他们是FTE还是临时工。
好极了！我们实际上可能会减少'realsy'的招聘偏好。在我们目前的系统中，候选人几乎不能控制谁看到他们的信息，图片，简介，简历等。通过候选人控制自己的区块链，不仅可以保护候选人档案的某些部分，但它这可能是雇主采取积极措施，以防止偏见和雇用纯粹基于技能。种族，年龄，性别都可以从搜索中删除，甚至可以避免无意识的偏见。
让员工多元化的一种更简单的方法，尤其是在您从事医疗，金融或技术工作的情况下。采购和招聘继续按照他们一段时间的相同步伐进行。但是，如果检查候选人是否符合资格要快得多，请确定他们是否具有合格资格，或者他们是否有权在您的国家或州工作; 临时工，合同雇用和工作人员成为整个员工中更容易和无缝的部分。区块链对金融世界的影响使得任何地方的工作人员都能以自己的货币进行支付，从而使全球经济向小型企业又迈进了一步。
Maren Hogan
Maren Hogan是人力资源和招聘行业的经验丰富的营销人员和社区建设者。她领导Red Branch Media，一家提供营销策略和内容开发的咨询公司。Hogan一直倡导下一代营销技术，他已经建立了多个成功的在线社区，在B2B和B2C部门都部署了品牌战略，并在招聘和人才空间领域发挥了多产的思想领导力。
以上由HRTech AI 翻译完成，仅供参考！
英文原文请看：
For as long as I’ve been around the recruiting and HR space, people have talked about the workforce of the future. Every new wave of technology was supposed to bring us closer to this, and in many cases, they have. The workforce of the future, we were told, would be more global, have far fewer pain points and allow more candidates to transfer seamlessly between organizations, educational institutions and within their own career paths.
Skills would be the basis for when and where a candidate worked, while sourcing and training would be less company and location-focused and simpler for both employers and workers.
In truth, we are seeing parts of this vision coming true with the rise of the contingent workforce and the gig economy, built on the marketplaces designed to capitalize on the “side hustle.” Employers have a range of choices to fulfill their demands, besides the typical FTE route. But this has made it difficult to find solutions that work for both internal employees and outsourced workers. Questions about equity between what is offered to both workforces are being rightfully raised.
According to an IDC report, global spending on blockchain solutions will reach $2.1 billion in 2018 compared to the $945 million spent in 2017. Since the fall of 2017, the buzz around blockchain for recruiting and HR has been slowly building. Initially, I was only interested because I knew someone with a ton of bitcoin. However, it became clear that this was going to essentially transform HR. Having been around for several “transformational” technologies now, I was… suspect. I mean, I run a B2B marketing agency. My middle NAME is “transformational technology.” So I decided to do some digging.
At around the same time as we were learning how blockchain technology could transform the financial industry, we were seeing the rise of the contingent workforce and the gig economy (both of which were also supposed to transform the economy and in both cases, have already started to). Big Data and AI, formerly technology transformation darlings, were being subjected to new scrutiny as we all learned what the hell they were.
So here’s how blockchain will ACTUALLY impact your hiring needs.
More (and better) vetted candidates. Blockchain will allow secure, private and pre-validated credentials to be stored by the candidates themselves, reducing the time it takes to run background checks and fraudulent educational claims like those of former CEOs of both Yahoo and RadioShack (both executives lied about having college degrees.) If recruiters and hiring managers can instantly see candidate skills they can better match skills and easily eliminate those who aren’t qualified.
Executive search and headhunting may take a hit. Since blockchain makes information seamless, transparent and hard to fudge, and candidates control their own information in a way they haven’t been able to in the past, TPRs may have difficulty selling their services as arbiters or guardians of information. Blockchain makes the rolodex and database approach essentially useless. Because employers can instantly view skills, certifications, credentials and work history, the initial vetting many executive recruiters and headhunters do today, may become less valuable.
Easier compliance. Anyone working in HR knows how important it is to stay compliant with employee records. Of course, the contingent workforce and globalization have made this vastly more complicated, since many HR departments are managing multiple types of workers in multiple locations, many of which may have different rules and regulations. Today’s digital storage systems for the wealth of personal employee data HR handles regularly, are vulnerable to cyber attacks that can lead to fraud or identity theft. Blockchain’s cyber security application can mitigate these risks and make compliance much easier for businesses, particularly small businesses, who may not have hyper-secure practices.
Onboarding and HR admin tasks, done. While there are some great paperless and online onboarding platforms, many companies still have to wade through duplicate paperwork, background screenings, reference checks and inputting information. A key advantage of the blockchain technology is the data it holds cannot be changed or deleted and the system requires everyone connected to each block to agree to allow information to be added. This means incorrect information or duplicate records will be a thing of the past, dramatically reducing the administrative and back-office nature of onboarding and payroll, two giant sections of the HR purview.
Learning and development could get MUCH better. We already know that today’s workforce wants to plan their careers, so lifelong organizational employees are (mostly) a thing of the past. That’s made it difficult for employers to figure out how to educate their employees. The old adage “What if we spend all this time and money training them and then they leave?” (followed by the equally tedious rejoinder: What if you don’t spend all this time and money training them and they stay?) is finally answered with blockchain. Internal training programs and skills verification could follow the candidate, whether they’re an FTE or a contingent worker.
Yay! We might ACTUALLY reduce hiring bias for ‘realsies.’ In our current system, candidates have very little control over who sees their information, picture, profile, resume, etc. With the candidate in control of their own blockchain, not only is it possible to protect certain parts of a candidates profile, but it may be a proactive step taken by the employer to prevent bias and hire solely based on skills. Race, age, gender could all be removed from the search, allowing even unconscious biases to be prevented.
An easier way to diversify your workforce, especially if you work in healthcare, finance or technology. Sourcing and recruiting continue to move at the same pace they have for awhile. However, when it’s exponentially faster to check if a candidate is qualified, figure out if they’re properly credentialed or they have the right to work in your country or state; contingent workers, contract hiring and gig workers become a much easier and seamless part of your overall workforce. The impact of blockchain on the world of finance allows workers anywhere to be paid in their own currency, bringing the global economy one step closer to smaller businesses.
Google通过一封电子邮件提高了25％的新员工生产力。这是你需要知道的入职是一种用来描述工作录取接受和同化（取决于组织的任职期限从30天到一年不等）的术语，对于新员工来说是关键时刻。他们不仅要在发展重要关系的同时解决陡峭的学习曲线，还必须在确认聘用他们的决定的水平上执行。至少可以说，这可能是令人伤脑筋的。
为了帮助新的团队成员适应，许多组织都投入了结构化的入职培训计划，以帮助员工学习新系统，开发人际网络，理解他们的角色以及融入社会。
我在入职第三方招聘的几年前就开始关注入职培训。
长话短说，在我向客户提交候选人之后，该候选人不得不延长保证期（大约90天），否则我将欠我支付他/她的费用。而且赔率并不高。
OC Tanner是一家专门从事文化和员工认可项目的咨询公司，他发现 20 ％ 的员工流失率发生在头45天。联合劳动力流动性调查发现，在第一周年之前，有 23％ 的新员工流失。BambooHR调查发现，31％的人在六个月的周年纪念之前辞职。
我的工作为了我而被剪掉了。
最初，作为我保护自己的口袋的一种方式，最终变成了一种激情。实
施入职最佳做法不仅有助于我的求职者超过他们的试用期，而且他们还会蓬勃发展。直到今天，许多人仍然在同一雇主身上，并且产生了重大影响。
正确完成后，入职可以减少新的雇佣压力，提高参与度并提高生产力。
在他的书中，工作规则见解的谷歌，将改变你的生活和铅，拉斯洛·博克（谷歌的前HRSVP）强调，着手确定增加Noogler（新的Google）生产力的最佳途径内部试点项目。这个实验包括一封电子邮件，该团队在新员工第一天的周日前向经理发送了电子邮件。它包括以下清单：
1.进行角色和责任讨论。
2.将你的Noogler与同伴伙伴进行匹配。
3.帮助你的Noogler建立一个社交网络。
4.为您的Noogler前六个月每月设置一次入职登记入住手续。
5.鼓励公开对话。
虽然这个清单几乎光顾其简单，其结果是什么，但是。谷歌发现，Nooglers的管理人员按照这个清单在其角色中的效率比其他员工快25％。简单的电子邮件怎么可能产生这么大的影响？
这是我从这个实验中拿走的三件事。
1.不要过度设计入职经历。
我犯了这个错误。当我第一次着手在Welltower（我工作的地方）开发入门课程时，我花了一年的时间研究策略，阅读书籍，并采访新员工，试图确保我想到了一切。
我在整个员工第一年的多次签到中制定了一到六个月的清单。回想起来，我会分配我们的经理近50个不同的任务。这太多了。在某种程度上，收益递减规律成立。
幸运的是，我有很棒的领导者帮助我将其缩减为一个为期30天的计划，强调了提高新员工生产力的关键任务。我们发现，通过专注于缩短生产时间，所有其他数据都受益匪浅。这包括参与度，满意度和员工贡献。
这引导我到下一个要点。
2.强调基础知识并留下创造空间。
有时候，我们可能会陷入那些华而不实的“好心人”中，忘记“必须拥有的东西”。加入新员工并不是火箭科学。由于过程复杂化，您可能会忽视基础知识，同时为管理人员腾出空间创造空间。
谷歌的研究证明了最讽刺的事实，即最简单的事情往往被人们遗忘。采用同化过程的核心组成部分，让管理人员自由创新。在这一天结束时，任何入职培训计划的主要目标应该是帮助管理人员与员工建立更好的关系。我们都听过这样的说法：“人们离开经理人，而不是公司。”
3.不要害怕放弃一些提示。
所需要的只是一个简单的提醒。谷歌发现，通过“推动”其经理和员工，他们看到参与和完成率明显提高。
这些微妙的“建议”做了几件不同的事情。他们强化积极行为而不强加自由意志，让经理和员工留下自己的空间。
基于超出我理解水平的心理学，这些“推动”不仅是必不可少的提醒; 他们也鼓励Google员工更积极主动。
如果您一直在努力解决办公桌上的秘密问题，那么您可以从博克的书中找出一个页面，然后尝试回到基础知识。谁知道 - 一个简单的电子邮件可能是站在组织闲置和灵感之间的一件事。
以上由HRTECH AI 翻译，仅供参考，英文如下供参考
Google Increased New Employee Productivity by 25 Percent With 1 Email. Here's What You Need to Know
Onboarding, a term used to describe the period between job offer acceptance and assimilation (anywhere from 30 days to a year depending on the organization), is a critical time for new employees. Not only do they have to tackle a steep learning curve while developing vital relationships, but they also have to perform at a level that validates the decision to hire them. It can be nerve-racking, to say the least.
To help new team members adapt, many organizations invest in structured onboarding programs to assist employees with learning new systems, developing interpersonal networks, comprehending their roles, and acculturate.
My obsession with onboarding started a few years back when I was in third-party recruiting. Long story short, after I placed a candidate with a client, that candidate had to outlast a guarantee period (roughly 90 days), or I would owe back the fee I received for placing him or her. And the odds weren't great.
O.C. Tanner, a consulting company that specializes in culture and employee recognition programs, found that 20 percent of employee turnover happens in the first 45 days. An Allied Workforce Mobility Survey found that 23 percent of new employees turnover before their first anniversary. And, a BambooHR survey found that 31 percent had quit a job before their six month anniversary.
My work was cut out for me.
In what started out as a way for me to protect my own pocket, eventually turned into a passion. Not only did implementing onboarding best practices help my candidates outlast their probationary periods, but they flourished. Many are still with the same employer until this day and have made significant impacts.
When done correctly, onboarding can reduce new hire stress, increase engagement, and boost productivity.
In his book, Work Rules Insights From Inside Google That Will Transform How You Live and Lead, Laszlo Bock (Google's former SVP of People) highlighted an internal pilot project that set out to determine the best way to increase Noogler (new Googlers) productivity. The experiment included an email the team sent managers the Sunday before their new employee's first day. It included the following checklist:
1. Have a role-and-responsibilities discussion.
2. Match your Noogler with a peer buddy.
3. Help your Noogler build a social network.
4. Set up onboarding check-ins once a month for your Noogler's first six months.
5. Encourage open dialogue.
While this checklist was almost patronizing in its simplicity, its results were anything but. Google found that the Nooglers whose managers followed this checklist became effective in their roles 25 percent faster than other employees. How was it possible that a simple email could have this big of an impact?
Here are three things I took away from this experiment.
1. Don't over-engineer the onboarding experience.
I made this mistake. When I first set out to develop an onboarding program at Welltower (where I work), I spent a year researching strategy, reading books, and interviewing new employees trying to make sure I thought of everything.
I developed checklists for one to six months with multiple check-ins throughout the employee's first year. Looking back, I would have assigned our managers nearly 50 different tasks. That's too much. At some point, the law of diminishing returns sets in.
Luckily, I have great leaders who helped me condense it down to a 30-day program that emphasized tasks critical to enhancing our new employee's productivity. What we've found is that by focusing on reducing the time-to-productivity, every other stat benefited. This includes engagement, satisfaction, and employee contributions.
This leads me to my next point.
2. Emphasize the basics and leave room for creativity.
Sometimes we can get so caught up in the flashy "nice-to-haves" that we forget the "must-haves." Onboarding new employees isn't rocket science. By over-complicating the process, you run the risk of understating the basics while wiping out room for managers to be creative.
Google's research proves the ironic truth that the simplest things are the ones often forgotten. Hone in on the core components of your assimilation process and give managers the freedom to innovate. At the end of the day, a primary goal of any onboarding program should be to help managers foster better relationships with their employees. We've all heard the saying "People leave managers, not companies."
3. Don't be afraid to drop some hints.
All it takes is a simple reminder. Google found that by "nudging" its managers and employees, they saw a noticeable increase in participation and completion rates.
These subtle "suggestions" did a couple of different things. They reinforced positive behaviors without imposing upon free-will and left room for managers and employees to make it their own.
Based on psychology that is above my level of comprehension, these "nudges" not only served as essential reminders; they also encourage Googlers to be more proactive.
If you've been beating your head against the desk trying to decode the secret to productivity as I did, take a page from Bock's book and try going back to the basics. Who knows--a simple email could be the one thing standing between idleness and inspiration for your organization.
LinkedIn发布2018年职场学习报告--技能的短生命周期和日益短缺的劳动力市场技能的短期保质期和紧缩的劳动力市场正在引发众多技能差距。企业正在努力保持领先地位，努力保持最佳人才，并努力填补关键职位。个人意识到在自动化时代保持相关性。
进入人才发展职能
（5月25日 HRTechChina 人才发展技术论坛即将发布）
这些组织领导者创造学习机会，以实现员工成长和成就。他们有能力指导他们的组织在未来的劳动力市场取得成功，但他们无法单独完成。
The short shelf life of skills and a tightening labor market are giving rise to a multitude of skill gaps. Businesses are fighting to stay ahead of the curve, trying to hold onto their best talent and struggling to fill key positions. Individuals are conscious of staying relevant in the age of automation.
Enter the talent development function.
These organizational leaders create learning opportunities to enable employee growth and achievement. They have the ability to guide their organizations to success in tomorrow’s labor market, but they can’t do it alone.
2018年工作场所学习趋势
1、软技能培养是首要任务
The workforce agrees, training for soft skills is the #1 priority
人才开发人员，管理人员和人员经理们都认为培养软技能是人才开发团队的首要任务。
2、精明的人才开发者正在平衡今天的挑战与未来的机遇
Savvy talent developers are balancing today's challenges with tomorrow's opportunities
2018年人才发展最重要的领域是什么？
我们的研究表明，2018年，人才开发人员正在优先考虑当今员工的发展需求。虽然这是必不可少的，但高管和人事经理正在寻求人才开发者更多地专注于确定行业趋势以防止内部技能差距。
3、数字的兴起正在改变人才的发展
The rise of digital is transforming talent development
人才开发人员更多地依赖于在线学习解决方案来满足日益多样化，多代人员队伍的需求 - 而且不会退步。我们的调查显示，人才开发人员比以往更依赖于在线学习解决方案。
4、人才发展面临的首要挑战是让员工花时间学习（哈哈哈，全球都一个样，员工不愿意学习。。）
The #1 challenge for talent development is getting employees to make time for learning
员工说他们没有从事工作场所学习的首要原因是他们没有时间。高级管理人员和人员管理人员认为，让员工花时间学习是人才开发的首要挑战。
5、经理的参与是增加员工对学习的参与的关键因素（你发现经理是一个综合的任务体，不容易当啊）
Manager involvement is a critical ingredient to increase employee engagement with learning
经理是员工体验的重要组成部分。让管理者支持员工学习并不是增加学习者参与度的唯一途径，但我们的数据表明它可能会产生影响。
在所有行业中，新旧角色的技能变化速度加快，主动和创新的技能构建和人才管理是一个紧迫的问题。这需要的是[人才发展]职能正在迅速变得更加具有战略意义并且在座位上占有一席之地。“
- 世界经济论坛
[A]s the rate of skills change accelerates across both old and new roles in all industries, proactive and innovative skill-building and talent management is an urgent issue. What this requires is a [talent development] function that is rapidly becoming more strategic and has a seat at the table."
— World Economic Forum
点击这里下载58页原版报告
https://learning.linkedin.com/resources/workplace-learning-report-2018
以上部分AI翻译，仅供参考，HRTechChina 倾情奉献
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