• Future of Work
    人力资源走向敏捷--HR Goes Agile   人力资源走向敏捷   总览: 人力资源的敏捷性不断提高 敏捷不再仅仅是高科技的代名词,它已经从产品开发到制造到营销,渐渐步入了其他领域和功能中。现在人力资源的灵活性正在改变组织雇佣、发展和管理他们的员工的方式。(在2017德勤的一项调查中,79%的全球高管认为灵活的绩效管理是培养优秀组织中的重要一环。 员工体验的共同创造 那些采用更灵活的人才策略的公司更多的在思考这样一个问题,员工是对工作场所的体验度是怎样的,他们希望像对待顾客一样对待他们的员工。IBM首席人力资源官Diane Gherson,最近跟哈佛商业评论谈及,在标志性的技术公司中员工体验如何对其业务模式进行重组。 一家银行对灵活团队的实验 当网络和移动技术影响到了银行业,消费者越来越意识到他们要为自己做些什么,他们逐渐接受了全球银行集团首席执行官Ralph Hamers的观点,“Banking on the go.”   人力资源走向敏捷   敏捷不仅仅是为了技术而已。它一直在进入其他领域和功能,从产品开发到制造到营销 - 现在它正在改变组织如何雇用,开发和管理他们的员工。 你可以说人力资源正在“敏捷简化”,应用一般原则而不采用科技界的所有工具和协议。这是从基于规则和计划的方法转向由参与者反馈驱动的更简单和更快的模型。这种新的范式在绩效管理领域确实起了作用。(在2017年德勤的一项调查中,79%的全球高管将敏捷绩效管理评为高组织优先事项。)但其他人力资源流程也开始发生变化。 在许多正在逐渐发生的公司中,几乎是有组织的,因为IT的溢出效应,超过90%的组织已经在使用敏捷实践。例如,在蒙特利尔银行(BMO),这一转变始于技术人员加入跨职能产品开发团队,使银行更加关注客户。业务部门从IT同事那里学习了敏捷原则,IT部门从业务中了解到客户需求。其中一个结果是,BMO现在考虑的是团队绩效管理,而不仅仅是个人。在其他方面,敏捷人力资源部门的转变速度更快,更加慎重。GE是一个很好的例子。作为控制系统管理的典范,多年以来,它转而采用了FastWorks,这是一种精简方法,可以减少自上而下的财务控制,并使团队能够根据需求的变化管理项目。 人力资源的变化已经有很长一段时间了。第二次世界大战后,制造业主导了工业景观,计划是人力资源的核心:公司招募了生命力,为他们提供轮换任务以支持他们的发展,提前培养他们以承担更大和更大的角色,并将他们捆绑在一起直接提升到梯子上的每个增量移动。官僚主义是这样一个观点:组织希望他们的人才实践是基于规则和内部一致的,以便他们能够可靠地实现五年(有时是十五年)的计划。这是有道理的。从核心业务到行政职能,公司的其他各个方面都在其目标设定,预算和运营方面采取了长远眼光。人力资源反映并支持他们正在做的事情。 到了20世纪90年代,由于企业变得难以预测,企业需要快速获得新技能,传统方法开始弯曲 - 但并没有完全突破。为了获得更大的灵活性,从外部进行横向招聘取代了大量的内部开发和促销活动。“宽带”补偿为管理者提供了更大的自由度来奖励员工在角色中的成长和成就。然而,大多数情况下,旧模式依然存在。像其他职能一样,人力资源部门仍然是围绕着长期而建立的 继续进行员工队伍和继任计划,尽管经济和业务的变化常常使这些计划无关紧要。尽管几乎普遍不满,但年度评估仍在继续。 现在我们看到了更彻底的转变。为什么这是它的时刻?因为快速创新已经成为大多数公司的战略重点,而不仅仅是一个子集。为了得到它,企业已经向硅谷和软件公司寻找,模仿他们的敏捷实践来管理项目。因此,自上而下的规划模型正在让位于更适合近期适应的灵活的,用户驱动的方法,如快速原型设计,迭代反馈,基于团队的决策以及以任务为中心的“冲刺”。作为BMO首席转型官Lynn Roger表示:“速度是新的商业货币。” 随着旧的人力资源系统的业务合理化,以及敏捷的操作手册可供复制,人员管理终于也获得了期待已久的检修。在本文中,我们将说明公司在人才实践中所做的一些深刻变革,并描述他们在向敏捷人力资源转型过程中所面临的挑战。   我们在哪里看到最大的变化 因为人力资源涉及组织的每个方面 - 每个员工 - 所以它的敏捷转型可能比其他功能的变化更为广泛(也更困难)。公司正在重新设计他们在以下领域的人才实践: 绩效评估。 当企业在核心业务中采用敏捷方法时,他们放弃了试图提前一年或多年计划如何去做以及何时结束的猜忌。所以在很多情况下,第一个传统的人力资源实践是年度绩效评估,以及每年从业务和单位目标“下降”的员工目标。由于个人从事不同领域的短期项目,往往由不同领导人组织,并围绕团队组织,因此一年一次的业绩反馈意见将从一位老板开始,这种想法毫无意义。他们更需要更多的人,更多的人。 早期的行政首长协调会调查显示,人们实际上减少了反馈和支持,当他们的雇主丢弃年度评论时。但是,那是因为许多公司没有任何东西代替它们。管理者认为没有迫切需要采用新的反馈模式,并将注意力转移到其他优先事项上。但是,如果没有填补空白的计划而放弃评估当然是失败的秘诀。 自从学习这一艰难的教训以来,许多组织都转向频繁进行绩效评估,而且经常按项目逐项进行。这一变化已经蔓延到包括零售(Gap),大制药(Pfizer),保险(Cigna),投资(OppenheimerFunds),消费品(P&G)和会计(所有四大公司)等多个行业。它在通用电气,整个公司的业务范围以及IBM都是最有名的。总的来说,重点是全年提供更为即时的反馈,以便团队可以变得灵活,“过程正确”的错误,提高绩效并通过迭代学习 - 所有关键的敏捷原则。 在以用户为中心的方式中,管理人员和员工已经参与了塑造,测试和改进新流程。例如,强生为其企业提供了参与实验的机会:他们可以尝试新的持续反​​馈流程,使用定制的应用程序,员工,同事和老板可以实时交换意见。 新流程试图摆脱强生的事件驱动的“五个对话”框架(侧重于目标设定,职业讨论,年中绩效评估,年终评估和薪酬审查),并转向模型持续对话。那些尝试过的人被要求分享一切正常,漏洞是什么等等。实验持续了三个月。起初,只有20%的试点经理积极参与。前几年年度评估的惯性难以克服。但随后该公司利用培训向经理们展示了什么样的良好反馈,并指定了“变革之王”来模拟团队中所需的行为。到三个月结束时,试点组中的46%的经理人员加入,交换了3,000条反馈。 作为快速发展的生物技术公司,Regeneron制药公司正在进行进一步的评估检查。Regeneron公司劳动力发展主管Michelle Weitzman-Garcia认为,从事药物开发,产品供应集团,现场销售人员和公司职能的科学家的表现不应该以相同的周期或以相同的方式进行衡量。她观察到,这些员工群体需要不同的反馈意见,他们甚至在不同的日历上进行操作。 为什么Intuit向敏捷的转型几乎停滞不前   因此,该公司创建了四个独特的评估流程,针对各个群体的需求量身定制。例如,研究科学家和博士后渴望衡量标准并热衷于评估能力,因此他们每年与管理人员会面两次,以进行能力评估和里程碑评估。面向客户的群体包括来自客户和客户评估的反馈。虽然必须管理四个独立的流程增加了复杂性,但它们都强化了持续反馈的新规范。Weitzman-Garcia说,组织的收益远远超过了人力资源成本。 教练。 那些最有效地采用敏捷人才实践的公司投资于提高管理者的教练技能。Cigna的主管们通过为繁忙的管理人员设计的“教练”培训:它被分成每周90分钟的视频,可以被视为人们有时间。主管还参与学习课程,这些课程就像敏捷项目管理中的“学习冲刺”一样简短并且分散开来,以便个人在工作中反思和测试新技能。对等反馈也纳入信诺的经理培训中:同事组成学习小组分享想法和策略。他们正在进行各种公司希望主管与他们的直接报告进行对话,但他们觉得可以自由分享彼此的错误,而不必担心“评估”在他们头上。 DigitalOcean是一家专注于软件即服务(SaaS)基础架构的纽约新创公司,现场聘请全职专业教练帮助所有经理向员工提供更好的反馈,并且更广泛地说,可以开发内部指导功能。这个想法是,一旦经历了良好的教练,就会成为更好的教练。并不是每个人都可以成为一名优秀的教练 - 公司中那些喜欢编码教练的人可以在技术职业生涯中前进 - 但教练技能被认为是管理职业生涯的核心。 宝洁公司也打算让管理人员成为更好的教练。这是为上司重建培训和发展并加强其在组织中的角色的更大努力的一部分。通过简化绩效评估流程,将评估与开发讨论区分开来,并且消除人才校准环节(主管之间的任意马交易往往带有主观和政治化的排名模型),宝洁已经腾出了大量的时间来投入员工的工作,生长。但是,让监督人员从评判员工到在日常工作中指导他们,这一直是宝洁传统丰富文化中的挑战。因此,该公司在培训主管方面投入了大量资金,涉及如何建立员工的优先事项和目标,如何提供有关捐款的反馈,以及如何使员工的职业理想与业务需求和学习与发展计划保持一致。打赌是,建立员工的能力和与主管的关系将增加参与度,从而帮助公司创新并加快步伐。尽管陪审团仍然处于全公司范围内的文化转变之中,宝洁已经在这些领域报告了各级管理层的改进。 团队。 传统人力资源侧重于个人 - 他们的目标,绩效和需求。但是现在有那么多公司按项目组织他们的工作项目,他们的管理和人才系统正在变得更加专注于团队。团队通过Scrum创建,执行和修改他们的目标和任务 - 在团队层面上,现在正在快速适应新信息。(“Scrum”可能是敏捷词典中最着名的术语它来自于橄榄球,玩家紧紧围在一起重新开始游戏)。他们也在自己追踪自己的进步,找出障碍,评估他们的领导力,并且获得关于如何提高表现的见解。 在这种情况下,组织必须学会应对:多向 反馈。在敏捷的环境中,同伴反馈对课程改正和员工发展至关重要,因为团队成员比任何人都更了解每个人的贡献。这很少是一个正式的流程,并且评论通常针对的是员工,而不是主管。这使投入保持建设性,并防止有时在超级竞争性工作场所发生的破坏同事。 但一些高管认为,同行反馈应该对绩效评估产生影响。IBM人力资源主管Diane Gherson解释说:“管理人员和员工之间的关系会随着网络(员工工作的项目集合)而发生变化。”由于敏捷的环境使得“监控”绩效成为可能旧的意义上,IBM的管理人员征求其他人的意见,以帮助他们尽早发现并解决问题。除非它很敏感,否则该输入将在团队的日常站立式会议中共享并在应用程序中捕获。员工可以选择是否将经理和其他人的意见纳入同行。由于同事对主管的评论也转到团队中,因此可以减轻残酷行为的风险。任何试图削弱同事的人都会被暴露。 在敏捷组织中,员工对团队领导和主管的“向上”反馈也很受重视。Mitre公司的非营利研究中心已采取措施鼓励它,但他们发现这需要集中精力。他们开始定期进行机密的员工调查和焦点小组,以发现人们想与管理人员讨论哪些问题。然后人力资源部门将这些数据提供给主管,通过直接报告来通知他们的谈话。然而,员工们最初不愿意提供反馈意见 - 尽管它是匿名的,仅用于开发目的 - 因为他们不习惯表达他们对管理层所做事情的看法。 Mitre还了解到让下属坦诚的最关键因素是管理者明确表示他们想要并赞赏评论。否则,人们可能会合理地担心他们的领导者没有真正愿意接受反馈并准备好应用它。与任何员工调查一样,征求向上反馈并且不采取行动会对参与产生减弱的影响; 它削弱了员工与管理人员之间的辛苦信任。当米特的新绩效管理和反馈过程开始时,首席执行官承认,研究中心需要重复并进行改进。修订的向上反馈系统将于今年推出。 由于反馈流向团队的所有方向,因此许多公司都使用技术来管理团队的数量。应用程序允许主管,同事和客户从任何地方立即给予反馈。最重要的是,主管可以稍后下载所有评论,当时是评估的时候。在一些应用程序中,员工和主管可以对目标进行评分; 至少有一个可以帮助管理人员分析像Slack这样的项目管理平台上的对话,以提供合作反馈。思科利用专有技术收集员工每周的原始数据或“面包屑”,了解他们同行的表现。这些工具使管理者能够看到随着时间的推移个人表现的波动,即使在团队内部也是如此 当然,这些应用程序并不提供正式的性能记录,员工可能希望面对面讨论问题,以避免将问题记录在可下载的文件中。我们知道,企业认可并奖励改进以及实际表现,但隐藏问题并不总是为员工付出代价。 前线决策权。团队的根本转变也影响了决策权:组织正在将他们推向前线,为员工提供装备并赋予其独立性。但这是一个巨大的行为改变,人们需要支持才能实现。让我们回到蒙特利尔银行的例子来说明它如何工作。当BMO引入敏捷团队来设计一些新的客户服务时,高层领导者还没有准备好放弃控制权,而且他们下面的人不习惯接受。所以银行在业务团队中嵌入了敏捷教练。他们首先通过“回顾” - 包括高层管理人员 - 每次迭代后举行定期反思和反馈会议。这些是行动后评论的敏捷版本; 他们的目的是不断改进流程。 复杂的团队动态。最后,由于主管的角色已经从管理个人转向了促进生产性和健康团队动力学的复杂任务,人们也经常需要帮助。思科的特别团队智能部门提供了这种支持。负责识别公司表现最佳的团队,分析他们的运作方式,并帮助其他团队学习如何变得更像他们。它使用名为Team Space的企业级平台,该平台跟踪团队项目,需求和成就的数据,以衡量和改进团队在单位内部和整个公司内部进行的工作。 补偿。 工资也在变化。在梅西百货等零售公司看到,对于敏捷工作的简单调整就是使用现金奖励来确认发生的贡献,而不是仅仅依靠年终工资增长。研究和实践表明,在期望的行为发生后,尽快出现补偿最有利于激励。即时奖励以强大的方式强化即时反馈。由于时间过长,每年以绩效为基础的提高效率不高。 巴塔哥尼亚实际上已经取消了其知识型员工的年度加薪。相反,公司根据市场利率走向的研究,更频繁地调整每项工作的工资。当员工承担更多困难的项目或以其他方式超越时,也可以分配增加额。公司保留个人贡献者前1%的预算,并且主管可以为任何有利于该指定的贡献提供支持,包括对团队的贡献。 敏捷组织重视员工对团队领导的向上反馈。 补偿也被用来加强敏捷价值,如学习和知识共享。例如,在初创的世界里,在线服装租赁公司Rent the Runway分出了不同的奖金,将这笔钱滚到基本工资。首席执行官詹妮弗海曼报告说,奖金计划正在接受诚实的同行反馈。员工并没有分享建设性的批评意见,他们知道这会给他们的同事带来负面的经济后果。海曼说,新系统通过“解开两者”来防止这个问题。 DigitalOcean重新设计了奖励,以促进员工的公平待遇和合作文化。薪资调整现在每年发生两次,以应对外部劳动力市场以及工作和业绩的变化。更重要的是,DigitalOcean缩小了同等工作的薪酬差距。它故意不顾内部竞争,痛苦地意识到超级竞争文化中的问题(比如微软和亚马逊)。为了个性化薪酬,该公司绘制了人们对其角色有影响以及他们需要成长和发展的地点。有关个人对企业影响的数据是讨论薪酬的关键因素。谈判提高自己的薪水是非常沮丧的。而只有成就最高的1%才会获得财务奖励; 否则,没有奖励过程。所有员工都有资格获得奖金,这是基于公司业绩而不是个人缴款。为了进一步支持协作,DigitalOcean正在多元化其奖励组合,以包括非金融和有意义的礼物,如带有首席执行官“最佳书籍”选择的Kindle。 DigitalOcean如何激励人们在没有虚增财务奖励的情况下表现最好?其副总裁马特霍夫曼说,它着重于创造一种激发目的和创造力的文化。到目前为止,似乎工作。通过Culture Amp进行的最新参与调查将DigitalOcean评为高于行业基准的17分,以满足补偿。 招聘。 随着经济大衰退以来经济的改善,招聘和招聘变得更加紧迫和灵活。为了在2015年迅速扩大规模,GE新的数字部门率先进行了一些有趣的招聘实验。例如,一个跨职能团队就所有招聘申请一起工作。“人数经理”代表内部利益相关者的利益,他们希望他们的职位能够快速适当填补。招聘经理轮流和离开团队,取决于他们目前是否在招聘,而Scrum大师负责监督流程。 为了保持事情的顺利进行,团队专注于解决所有障碍的职位空缺 - 如果辩论仍在继续讨论候选人的期望属性,则无需开始工作。职位空缺被排名,并且团队专注于最优先的员工,直至他们完成。它可以同时雇佣多名雇员,以便成员可以分享有关可能更适合其他角色的候选人的信息。该团队跟踪其填充职位的周期时间,并监控看板上的所有未决申请,以确定瓶颈和被阻止的流程。IBM现在采用类似的招聘方式。 公司也越来越依赖技术来寻找和跟踪非常适合敏捷工作环境的候选人。通用电气,IBM和思科正在与Ascendify供应商合作开发可以实现这一目标的软件。IT招聘公司HackerRank提供了一个用于同样目的的在线工具。 学习和发展。 像招聘一样,L&D不得不改变,以更快速地将新技能带入组织。大多数公司已经有一套在线学习模块,员工可以按需访问。虽然对那些有明确需求的人有帮助,但这有点像给学生一个图书馆的钥匙,告诉她找出她必须知道的东西,然后学习它。较新的方法使用数据分析来识别特定工作和晋升所需的技能,然后根据他们的经验和兴趣向个别员工建议何种培训和未来工作对他们有意义。 IBM使用人工智能来产生这样的建议,从员工的简介开始,包括先前和当前的角色,预期的职业轨迹以及完成的培训计划。该公司还为敏捷环境创建了特殊培训 - 例如,使用围绕一系列“角色”构建的动画模拟来说明有用的行为,例如提供建设性的批评。 人力资源可以从技术中学习什么   传统上,L&D将继任计划包括在内 - 是自上而下的长期思维的缩影,由此人们提前几年挑选出最重要的领导角色,通常希望他们能够按计划发展某些能力。不过,世界往往不能与这些计划合作。公司经常发现,在高级领导职位开放之时,他们的需求已经发生了变化。最常见的解决方案是忽略计划并从头开始搜索。但是,无论如何组织通常会继续进行长期的继任计划。(大约一半的大公司有计划为顶尖工作开发接班人。)百事可乐公司通过缩短时间框架,从这个模型中脱身而出。 持续的挑战 可以肯定的是,并非每个组织或团体都在追求快速创新。有些工作必须基本以规则为基础。(考虑会计师,核控制室操作员和外科医生所做的工作。)在这种情况下,敏捷人才实践可能没有意义。 即使他们合适,他们也可能遇到阻力 - 尤其是在人力资源部门。许多流程必须改变,让组织摆脱基于规划的“瀑布”模型(这是线性的而不是灵活的和适应性的),并且其中一些流程被硬连接到信息系统,职位名称等等。向独立发生的基于云计算的IT迈进,使采用基于应用的工具变得更加容易。但人们的问题仍然是一个棘手的问题。许多人力资源工作,例如传统的招聘,入职和计划协调方法,将会变得过时,这些领域的专业知识也会过时。 同时,新的任务正在创建。帮助主管取代对教练的评价不仅是技术方面的挑战,也是因为它削弱了他们的地位和正式的权威。将管理重点从个人转移到团队可能更加困难,因为团队动态对于那些仍在努力理解如何指导个人的人来说可能是一个黑盒子。最大的问题是公司是否可以帮助管理者把所有这些都看好,并看到其中的价值。 人力资源职能也需要重新培训。它需要更多的IT支持方面的专业知识 - 尤其是考虑到新应用程序产生的所有性能数据 - 以及对团队和实际操作监督的深入了解。近几十年来,人力资源并没有像它所支持的生产线一样改变。但是现在压力已经开始了,它来自于经营层面,这使得坚守旧的人才实践变得更加困难。   共同创造员工体验 作者:Lisa Burrell 采用敏捷人才实践的公司正在对员工如何体验工作场所给予很多思考 - 在某些方面,将他们视为客户。IBM首席人力资源官Diane Gherson最近与HBR讨论了这个标志性科技公司如何改变其业务模式,这是如何发生的。编辑摘录如下。 HBR: IBM将人力资源经验放在人力资源管理的中心在什么意义上? 佳森律师事务所:和其他很多公司一样,我们始于相信如果人们与我们合作感觉很好,我们的客户也会这样。这不是一个新的想法,但它确实是我们非常认真对待的一个问题,大约需要四五年。我们已经看到它证实了。我们发现员工敬业度解释了我们客户体验分数的三分之二。如果我们能够将客户满意度提高5个点,我们平均可以获得额外20%的收入。很显然,这有一个影响。这是变革的商业案例。 但它需要思想转变。以前,我们倾向于依靠专家来建立我们的人力资源计划。现在,我们将员工带入设计流程,与他们共同创造,随着时间的推移迭代,以满足人们的需求。 IBM人力资源主管戴安·吉尔森 这在实践中看起来如何? 员工入职是一个很好的例子 - 我们非常认真地看待第一个流程。我们知道我们希望人们走出去思考,“我很高兴我在这里,我明白我需要知道要走的路。”但是我们开始太小了。我们以一种传统的方式接近了它,所有这些都是关于你的第一天的体验。一旦我们开始询问新员工他们的入职情况如何,我们听到了诸如“我没有及时拿到笔记本电脑”,或者“我无法及时获得我的信用卡来参加我的第一次会议”或“我在访问内部网络时遇到了问题。“所有这些都会影响到有人加入公司的感觉。 一旦你意识到这一点,入职团队的职责就变成了人们如何体验整个过程,从头到尾。为了做到这一点,你必须与更广泛的玩家合作。你带上安全设备以确保身份证件在那里。你带来房地产,以确保人们有一个物理空间,并知道去哪里。您可以使用Networking来确保其远程访问已启动并正在运行。所有这些都是入职培训的一部分。这不仅仅是在第一天和其他一批新员工进行一次精彩的会面。 我们花了一段时间才明白这一点。你必须扩大你的范围,并停止思考,以创造一个伟大的员工体验。 IBM的学习和开发方法如何改变? 人们现在在手机和平​​板电脑上消费内容 - 他们使用YouTube和TED会谈来加快他们不知道的事情。所以我们不得不放弃传统的学习管理体系,对教育和发展有不同的想法。再次,我们引进了我们的千禧一代,引入了我们的用户,并且为我们的380,000名IBM员工中的每一位提供了个性化的学习平台。 它是根据角色量身定制的,智能建议不断更新。它的组织有点像Netflix,有不同的渠道。你可以看到其他人如何评价各种产品。还有一位现场聊天顾问,他现在帮助学习者。 我们测量人力资源服务,如使用净推动力分数进行学习 - 这是不可抗拒体验的终极指标。之前,我们使用了经典的五点满意度量表。即使有人给你评分3.1,你最终会说他们很满意,而对于Net Promoter来说,你必须处于最后的规模,因为你必须减去所有的反对者。要做到这一点很难,它会给你提供更好的人们反馈信息。为了学习,最后我们的NPS为60.这是在“优秀”范围内,但当然还有改进的空间。 你用什么工具来定制学习? 通过Watson Analytics,我们能够从公司内部的数字足迹中推断出人们的专业知识,并将其与他们应该在其特定工作家庭中的位置进行比较。该系统是认知的,所以它知道你 - 它已经摄入了关于你的技能的数据,并能够给你个性化的学习建议。它会告诉你,“好的,你需要增加这些领域的深度 - 这里有一些产品可以帮助你做到这一点。”然后,你可以将它们固定在日历中,或者排列在日历中以备将来学习。该系统还研究了您可能距离获得数字徽章有多近,我们在过去几年中已经开始使用该徽章来展示哪些员工应用了技能。该工具可帮助您通过推荐特定的网络研讨会和内部和外部课程来实现徽章。这全都基于人工智能。在这一点上,技能推论的准确率大约为96%。 “人们在成型时不太可能抵制变革。” 你怎么知道? 我们过去一直在进行这种费力的手动过程,让人们填写技能调查问卷,让他们的经理签字。但那会很快过时。所以我们停止了这样做。相反,特定工作家庭或行业的领导者会对我们推断的结果进行抽查。他们采访员工并确定他们的位置,并将其与我们系统中的推断进行比较。 IBM也对其性能管理系统进行了改革。员工如何参与这个过程? 如你所知,绩效管理在大多数公司中都是一种避雷针。而不是做典型的事情 - 这将是做一些基准测试,集合一批专家,提出新设计并试用它 - 我们决定全力以赴和我们的员工共同创造一种延长的黑客马拉松。我们使用了设计思维,提出了你可能被描述为“概念车”的东西 - 这是人们试驾和踢轮胎的东西,而不是仅仅处理概念。我们在2015年夏天做到了这一点,并在五个月后在整个公司实施。这就是让全体员工参与的力量 - 人们在掌握变化时不太可能抵制变革。 为了开始共同创作过程,我有一天在博客上写道:“我们很乐意接受你的建议。如果你讨厌它,我们会重新开始,没问题。但我们真的想要你的想法。“我们做了一些关于我们认为可能的样子的视频。我在一夜之间得到了18,000个回应 幸运的是,我们有技术来分析这一切,看看人们喜欢和不喜欢的东西。 起初有人说:“这真是一个骗局 - 你已经知道你想做什么。”但我们解释说我们真的想听到他们的消息,并且我们把他们带到了各种讨论论坛。这花了一段时间,但我想我们确实把他们转过来了。我们不断沟通,说:“好吧,你喜欢这个; 你不喜欢那样。这里是你不能同意的地方。“与此同时,我们正在组装原型来向人们展示。 我清楚地知道有一些基本规则。例如,我们不会摆脱关于绩效的讨论,我们希望为绩效付费。但总的来说,它是开放的。与大多数公司相比,整个过程花费的时间少于重新设计绩效管理计划的时间,我们涉及大约10万名员工。最后,我们问道:“你想怎么称呼它?”成千上万的人投了票。我们最后有三个名字,并选择了检查站。 绩效管理永远不可能是完美的。但是你的宝宝从来不会很难看。我们的员工创建了自己的计划,并为此感到自豪。你可以在他们正在进行的博客中看到它,我们要求他们谈论什么在工作,什么不在,并告诉我们如何改进系统。自从我们把它放在那里以来,我们一直这么做。他们的总体信息是“这就是我们想要的”。它被认为是参与度提高的首要原因。人们以更加丰富的方式从这个系统中获得更多的反馈。更重要的是,他们在我们的转变中并不像是旁观者。他们是积极的参与者。 “我们能够迅速发现问题并承诺为他们做些事情。” 你如何利用“情绪分析”来进一步解决员工的需求? 情绪分析在人们总是在线评论的世界中非常有用。我们的认知技术着眼于人们选择的语言并提取语气。它确定它是正面的还是负面的,然后再深入,说明它是强烈的还是强烈的消极的。这样看起来就像看音乐 - 看看哪里有很高的音符或很低的音符很响。它始终在我们的防火墙之后,永远不会外部。它不会查看任何人传递的信息或电子邮件内容或浏览行为。它只是在他们的博客和防火墙内的评论中看到语气。 使用这种方法,如果您需要深入了解某个区域,您可以快速提取。我们已经能够迅速发现开始酿造的问题,并且更重要的是,承诺为他们做些事情。这是与社交平台合作最令人兴奋的部分。我们举了几个我们做错了事情的例子。我的一些人决定,我们不会赔偿共乘。员工变得焦躁不安,我可以迅速回应已经变成请愿书的问题。“我读了你的所有评论,”我告诉他们,“你提出了我们没有想到的一些伟大的观点。我们试图寻找您的安全,但总的来说,这不是正确的选择。让我们回到我们原来的政策。“所有这些都在24小时内发生。人们听到并非常感激。 一年前我们有类似的情况。当您前往客户网站整整一周时,我们不得不计算收入,而不是马上回家,您的配偶或朋友会在周末陪伴您。因为我们会报销客人的旅行,所以造成了税务问题。我们改变了这个计划,因为这个计划变得混乱了,员工们又被激怒了。我当然可以理解为什么。如果你一直在路上,当然你可能希望你的配偶陪你一个周末。人们不希望我们为他们做出决定。那是另外一个例子,我们很快就聚在一起说:“嘿,如果他们想为自己的税收负责,他们可以做到。”这是一个很好的警告,呼吁我们不要如此家长式。 在人们身体不在一起的组织中,您可以使用情感分析来了解哪些地方出现问题,哪些地方管理不够强大,哪些地区的人群表达否定意见。它允许你检查这些网站或组,并查明发生了什么。 现在的员工是否比过去拥有更多权力? 是。现在对组织内部的内容给予更多的重视,因为它也可以通过社交媒体在外面听到。Glassdoor就是一个很好的例子。在过去,你可能有一些公司不适合工作,但只有一小部分人知道。现在全世界都知道这件事,因为它在Glassdoor上 - 这使得公司变成了玻璃屋。人们可以看看发生了什么,并以他们以前无法做到的方式判断他们是否想在那里工作。 让我们回过头来看看IBM向敏捷人才实践转变的背后的商业原因 - 您能否更多地谈论这些? 我提到客户满意度。今天的客户正在寻找前所未有的速度和响应能力。在较早的时代,他们真正想要的是最好的产品,最好的价格 - 效率很重要,但速度并不如此。 在二十一世纪初,我们将为来自世界各地的专家组织一个项目,他们将花费一小部分时间在这个项目上,因为他们也在从事其他项目。他们会加入电话会议,因为人们处于不同的时区,这一直很难。我相信他们在进行这些电话时是多任务的。该项目可能需要六个月到一年的时间。现在,我们将采用一小组专门的人员,并将他们放在一起三个月,他们将使用敏捷方法完成所有工作。这是关于如何为客户创造价值的另一种思考方式。它响应他们对速度的需求。 是否有人希望敏捷的人才方法能够帮助IBM弥补其在向云计算和其他业务转型过程中失去的收入和增长? 我们是一家正在改变自己的公司:我们45%的收入来自我们五年前没有的企业,而我们是一家800亿美元的公司。当你正在经历这种转变,并看到你的一些传统业务出现低迷时,并且当你开始新业务时你正在翻新这些业务,你可能会看到一些不平衡的表现。你在开车的时候基本上是换胎。是的,这需要敏捷。   一家银行的敏捷团队实验 由Dominic Barton,Dennis Carey和Ram Charan撰写 当网络和移动技术打乱银行业时,消费者越来越意识到自己可以为自己做些什么。他们很快接受了全球银行集团ING首席执行官拉尔夫哈默斯称的“随时随地的银行业务”。 到2014年,与ING零售客户的所有互动中约有40%通过移动应用程序进入。(现在这个数字已经接近60%了 - 分支机构的访问量和联系中心的呼叫数已经下降到1%以下)。即便移动客户希望能够随时随地轻松访问最新的信息。例如,某人在乘火车回家的路上,他开始进行贷款交易,希望能够在当晚的桌面上继续使用。“我们的客户将大部分在线时间花费在Facebook和Netflix等平台上,”Hamers说。“这些为用户体验设定了标准。” 这意味着ING需要变得更加灵活和更加以用户为中心,在其金融之旅的每一个角落为全球3,000多万客户提供服务。因此,哈默尔与荷兰荷兰集团首席执行官Nick Jue一起,在ING最大的荷兰零售业务部门总部启动了试点转型。第一步是帮助其他高层领导和董事会设想一个新的灵活的,基于团队的系统来部署,开发和评估人才。(ING已经在荷兰IT部门采用敏捷和Scrum方法,但这些工作方式对组织其他部门来说是新的。)Hamers和他的领导团队随后在他们所崇拜的科技公司会见了人员,了解他们的人才系统提供更好的客户服务。到2015年春荷兰荷兰国际集团的总部,部落,小队和章节。 部落,小队和章节   创建了13个部落来解决特定的领域,例如抵押服务,证券和私人银行业务。每个部落最多可容纳150人。(例如,销售,服务和支持职能部门的员工在这种结构之外工作 - 例如在较小的客户忠诚团队中工作 - 但他们与部落合作)。并且每个部门都有领导者确定优先事项,分配预算并确保知识和见解在部落内部和部落之间共享。 部落领导还有另外一项重要责任:通过部落成员的投入,创建由九人或更少人组成的自我指导小组,通过交付和维护新产品和服务来解决特定客户需求。这些小组是跨学科的 - 通常由营销专家,数据分析师,用户体验设计师,IT工程师和产品专家组成。一名小队成员被指定为“产品负责人”,负责协调活动并确定优先事项。只要满足客户的需求,团队就会一直呆在一起 - 无论是提高移动应用程序的用户体验还是构建特定功能。有些任务在两周内完成; 其他人可能需要18个月。有时候团队解散,成员加入其他团队。最经常, 通过在这样的小单位工作,并与来自不同学科的同事一起工作,小队成员可以迅速解决之前可能从部门反弹到部门的问题。通过Scrum和日常站点等机制鼓励信息共享,这是您在科技初创公司可以找到的聚会类型。从开始到结束看到一个项目,让每个小组都感受到对客户的所有权和联系。 实施敏捷人才系统并不意味着陷入混乱。实际上,设计良好的系统遵循明确规定的规则和保障措施,以确保机构稳定。例如,每个部落都有一对敏捷教练,帮助队员和个人在鼓励员工在实地解决问题而不是传递给其他人的环境中有效协作。尽管你可能认为适应对于长期银行员工来说是最难的,但根据ING荷兰首席信息官Peter Jacobs的说法,情况并非如此。“他们中的许多人”比年轻一代更快,更容易适应“,他说,也许是因为他们的专业知识现在比过去有更多的影响力,因为需要签署这么多的签字。 在小型跨职能部门工作,班组可以快速解决问题。 然后是章节,它们协调同一学科的成员 - 数据分析或者系统过程 - 分散在班组中。章节负责人负责跟踪和分享最佳实践以及诸如专业开发和绩效评估之类的内容。即使在省去了耗时的交接和官僚作风的情况下,也可以将章节看作是保留传统管理的有用部分的一种方式。 系统内置定期评估。每两周一次的班组审查他们的工作。哈默斯说:“他们可以决定他们将如何继续为我们的客户改进产品,或者他们是否想'快速失败'。”(从失败中学习是值得称赞的)。小组在完成任务之后还会进行全面的自我评估参与和部落进行季度业务评论(QBR),观察他们最大的成功和失败,回顾他们最重要的学习,并明确未来三个月的目标。 这些保障措施有助于抵消ING荷兰公司现任首席执行官Vincent van den Boogert(以及启动新组织结构的团队的一部分)所认为的基于班组系统的两大挑战。一个是自负的小队主要响应客户的需求可能会采取与公司战略不同步的变化。QBRs可以缓解这种风险。第二个挑战有点违反直觉。自我评估小组有时满足于他们每两周进行的渐进式改进。QBR也在这方面提供帮助,因为高层管理人员使用它们来制定和加强延伸目标。 哈默尔在两年多的时间里认为这个人才实验取得了巨大的成功。客户满意度和员工敬业度都提高了,ING更快地推出新产品。因此,该银行已开始推出这种新工作方式,为本国以外的约4万名员工工作。对于哈默斯来说,改变不会很快。每个ING 13个零售市场的应用程序在外观,设计和功能上各不相同。Hamers希望让事情变得更简单,这样任何地方的任何客户都会遇到同样的ING。“技术公司在全球有一个平台,”他说。“无论您在哪里使用Netflix,Facebook或Google,都可以获得相同的服务。ING必须这样做。这是我们将所有客户带入银行业未来的唯一途径。“   以上由AI翻译完成,HRTechChina.com倾情奉献,转载请注明。   HR Goes Agile   by Peter Cappelli & Anna Tavis   Agile isn’t just for tech anymore. It’s been working its way into other areas and functions, from product development to manufacturing to marketing—and now it’s transforming how organizations hire, develop, and manage their people. You could say HR is going “agile lite,” applying the general principles without adopting all the tools and protocols from the tech world. It’s a move away from a rules- and planning-based approach toward a simpler and faster model driven by feedback from participants. This new paradigm has really taken off in the area of performance management. (In a 2017 Deloitte survey, 79% of global executives rated agile performance management as a high organizational priority.) But other HR processes are starting to change too. In many companies that’s happening gradually, almost organically, as a spillover from IT, where more than 90% of organizations already use agile practices. At the Bank of Montreal (BMO), for example, the shift began as tech employees joined cross-functional product-development teams to make the bank more customer focused. The business side has learned agile principles from IT colleagues, and IT has learned about customer needs from the business. One result is that BMO now thinks about performance management in terms of teams, not just individuals. Elsewhere the move to agile HR has been faster and more deliberate. GE is a prime example. Seen for many years as a paragon of management through control systems, it switched to FastWorks, a lean approach that cuts back on top-down financial controls and empowers teams to manage projects as needs evolve. The changes in HR have been a long time coming. After World War II, when manufacturing dominated the industrial landscape, planning was at the heart of human resources: Companies recruited lifers, gave them rotational assignments to support their development, groomed them years in advance to take on bigger and bigger roles, and tied their raises directly to each incremental move up the ladder. The bureaucracy was the point: Organizations wanted their talent practices to be rules-based and internally consistent so that they could reliably meet five-year (and sometimes 15-year) plans. That made sense. Every other aspect of companies, from core businesses to administrative functions, took the long view in their goal setting, budgeting, and operations. HR reflected and supported what they were doing. By the 1990s, as business became less predictable and companies needed to acquire new skills fast, that traditional approach began to bend—but it didn’t quite break. Lateral hiring from the outside—to get more flexibility—replaced a good deal of the internal development and promotions. “Broadband” compensation gave managers greater latitude to reward people for growth and achievement within roles. For the most part, though, the old model persisted. Like other functions, HR was still built around the long term. Workforce and succession planning carried on, even though changes in the economy and in the business often rendered those plans irrelevant. Annual appraisals continued, despite almost universal dissatisfaction with them. Now we’re seeing a more sweeping transformation. Why is this the moment for it? Because rapid innovation has become a strategic imperative for most companies, not just a subset. To get it, businesses have looked to Silicon Valley and to software companies in particular, emulating their agile practices for managing projects. So top-down planning models are giving way to nimbler, user-driven methods that are better suited for adapting in the near term, such as rapid prototyping, iterative feedback, team-based decisions, and task-centered “sprints.” As BMO’s chief transformation officer, Lynn Roger, puts it, “Speed is the new business currency.” With the business justification for the old HR systems gone and the agile playbook available to copy, people management is finally getting its long-awaited overhaul too. In this article we’ll illustrate some of the profound changes companies are making in their talent practices and describe the challenges they face in their transition to agile HR. Where We’re Seeing the Biggest Changes Because HR touches every aspect—and every employee—of an organization, its agile transformation may be even more extensive (and more difficult) than the changes in other functions. Companies are redesigning their talent practices in the following areas: Performance appraisals. When businesses adopted agile methods in their core operations, they dropped the charade of trying to plan a year or more in advance how projects would go and when they would end. So in many cases the first traditional HR practice to go was the annual performance review, along with employee goals that “cascaded” down from business and unit objectives each year. As individuals worked on shorter-term projects of various lengths, often run by different leaders and organized around teams, the notion that performance feedback would come once a year, from one boss, made little sense. They needed more of it, more often, from more people. An early-days CEB survey suggested that people actually got less feedback and support when their employers dropped annual reviews. However, that’s because many companies put nothing in their place. Managers felt no pressing need to adopt a new feedback model and shifted their attention to other priorities. But dropping appraisals without a plan to fill the void was of course a recipe for failure. Since learning that hard lesson, many organizations have switched to frequent performance assessments, often conducted project by project. This change has spread to a number of industries, including retail (Gap), big pharma (Pfizer), insurance (Cigna), investing (OppenheimerFunds), consumer products (P&G), and accounting (all Big Four firms). It is most famous at GE, across the firm’s range of businesses, and at IBM. Overall, the focus is on delivering more-immediate feedback throughout the year so that teams can become nimbler, “course-correct” mistakes, improve performance, and learn through iteration—all key agile principles. In user-centered fashion, managers and employees have had a hand in shaping, testing, and refining new processes. For instance, Johnson & Johnson offered its businesses the chance to participate in an experiment: They could try out a new continual-feedback process, using a customized app with which employees, peers, and bosses could exchange comments in real time. The new process was an attempt to move away from J&J’s event-driven “five conversations” framework (which focused on goal setting, career discussion, a midyear performance review, a year-end appraisal, and a compensation review) and toward a model of ongoing dialogue. Those who tried it were asked to share how well everything worked, what the bugs were, and so on. The experiment lasted three months. At first only 20% of the managers in the pilot actively participated. The inertia from prior years of annual appraisals was hard to overcome. But then the company used training to show managers what good feedback could look like and designated “change champions” to model the desired behaviors on their teams. By the end of the three months, 46% of managers in the pilot group had joined in, exchanging 3,000 pieces of feedback. Regeneron Pharmaceuticals, a fast-growing biotech company, is going even further with its appraisals overhaul. Michelle Weitzman-Garcia, Regeneron’s head of workforce development, argued that the performance of the scientists working on drug development, the product supply group, the field sales force, and the corporate functions should not be measured on the same cycle or in the same way. She observed that these employee groups needed varying feedback and that they even operated on different calendars. Why Intuit’s Transition to Agile Almost Stalled Out So the company created four distinct appraisal processes, tailored to the various groups’ needs. The research scientists and postdocs, for example, crave metrics and are keen on assessing competencies, so they meet with managers twice a year for competency evaluations and milestones reviews. Customer-facing groups include feedback from clients and customers in their assessments. Although having to manage four separate processes adds complexity, they all reinforce the new norm of continual feedback. And Weitzman-Garcia says the benefits to the organization far outweigh the costs to HR. Coaching. The companies that most effectively adopt agile talent practices invest in sharpening managers’ coaching skills. Supervisors at Cigna go through “coach” training designed for busy managers: It’s broken into weekly 90-minute videos that can be viewed as people have time. The supervisors also engage in learning sessions, which, like “learning sprints” in agile project management, are brief and spread out to allow individuals to reflect and test-drive new skills on the job. Peer-to-peer feedback is incorporated in Cigna’s manager training too: Colleagues form learning cohorts to share ideas and tactics. They’re having the kinds of conversations companies want supervisors to have with their direct reports, but they feel freer to share mistakes with one another, without the fear of “evaluation” hanging over their heads. DigitalOcean, a New York–based start-up focused on software as a service (SaaS) infrastructure, engages a full-time professional coach on-site to help all managers give better feedback to employees and, more broadly, to develop internal coaching capabilities. The idea is that once one experiences good coaching, one becomes a better coach. Not everyone is expected to become a great coach—those in the company who prefer coding to coaching can advance along a technical career track—but coaching skills are considered central to a managerial career. P&G, too, is intent on making managers better coaches. That’s part of a larger effort to rebuild training and development for supervisors and enhance their role in the organization. By simplifying the performance review process, separating evaluation from development discussions, and eliminating talent calibration sessions (the arbitrary horse trading between supervisors that often comes with a subjective and politicized ranking model), P&G has freed up a lot of time to devote to employees’ growth. But getting supervisors to move from judging employees to coaching them in their day-to-day work has been a challenge in P&G’s tradition-rich culture. So the company has invested heavily in training supervisors on topics such as how to establish employees’ priorities and goals, how to provide feedback about contributions, and how to align employees’ career aspirations with business needs and learning and development plans. The bet is that building employees’ capabilities and relationships with supervisors will increase engagement and therefore help the company innovate and move faster. Even though the jury is still out on the companywide culture shift, P&G is already reporting improvements in these areas, at all levels of management. Teams. Traditional HR focused on individuals—their goals, their performance, their needs. But now that so many companies are organizing their work project by project, their management and talent systems are becoming more team focused. Groups are creating, executing, and revising their goals and tasks with scrums—at the team level, in the moment, to adapt quickly to new information as it comes in. (“Scrum” may be the best-known term in the agile lexicon. It comes from rugby, where players pack tightly together to restart play.) They are also taking it upon themselves to track their own progress, identify obstacles, assess their leadership, and generate insights about how to improve performance. In that context, organizations must learn to contend with: Multidirectional feedback. Peer feedback is essential to course corrections and employee development in an agile environment, because team members know better than anyone else what each person is contributing. It’s rarely a formal process, and comments are generally directed to the employee, not the supervisor. That keeps input constructive and prevents the undermining of colleagues that sometimes occurs in hypercompetitive workplaces. But some executives believe that peer feedback should have an impact on performance evaluations. Diane Gherson, IBM’s head of HR, explains that “the relationships between managers and employees change in the context of a network [the collection of projects across which employees work].” Because an agile environment makes it practically impossible to “monitor” performance in the old sense, managers at IBM solicit input from others to help them identify and address issues early on. Unless it’s sensitive, that input is shared in the team’s daily stand-up meetings and captured in an app. Employees may choose whether to include managers and others in their comments to peers. The risk of cutthroat behavior is mitigated by the fact that peer comments to the supervisor also go to the team. Anyone trying to undercut colleagues will be exposed. In agile organizations, “upward” feedback from employees to team leaders and supervisors is highly valued too. The Mitre Corporation’s not-for-profit research centers have taken steps to encourage it, but they’re finding that this requires concentrated effort. They started with periodic confidential employee surveys and focus groups to discover which issues people wanted to discuss with their managers. HR then distilled that data for supervisors to inform their conversations with direct reports. However, employees were initially hesitant to provide upward feedback—even though it was anonymous and was used for development purposes only—because they weren’t accustomed to voicing their thoughts about what management was doing. Mitre also learned that the most critical factor in getting subordinates to be candid was having managers explicitly say that they wanted and appreciated comments. Otherwise people might worry, reasonably, that their leaders weren’t really open to feedback and ready to apply it. As with any employee survey, soliciting upward feedback and not acting on it has a diminishing effect on participation; it erodes the hard-earned trust between employees and their managers. When Mitre’s new performance-management and feedback process began, the CEO acknowledged that the research centers would need to iterate and make improvements. A revised system for upward feedback will roll out this year. Because feedback flows in all directions on teams, many companies use technology to manage the sheer volume of it. Apps allow supervisors, coworkers, and clients to give one another immediate feedback from wherever they are. Crucially, supervisors can download all the comments later on, when it’s time to do evaluations. In some apps, employees and supervisors can score progress on goals; at least one helps managers analyze conversations on project management platforms like Slack to provide feedback on collaboration. Cisco uses proprietary technology to collect weekly raw data, or “breadcrumbs,” from employees about their peers’ performance. Such tools enable managers to see fluctuations in individual performance over time, even within teams. The apps don’t provide an official record of performance, of course, and employees may want to discuss problems face-to-face to avoid having them recorded in a file that can be downloaded. We know that companies recognize and reward improvement as well as actual performance, however, so hiding problems may not always pay off for employees. Frontline decision rights. The fundamental shift toward teams has also affected decision rights: Organizations are pushing them down to the front lines, equipping and empowering employees to operate more independently. But that’s a huge behavioral change, and people need support to pull it off. Let’s return to the Bank of Montreal example to illustrate how it can work. When BMO introduced agile teams to design some new customer services, senior leaders weren’t quite ready to give up control, and the people under them were not used to taking it. So the bank embedded agile coaches in business teams. They began by putting everyone, including high-level executives, through “retrospectives”—regular reflection and feedback sessions held after each iteration. These are the agile version of after-action reviews; their purpose is to keep improving processes. Because the retrospectives quickly identified concrete successes, failures, and root causes, senior leaders at BMO immediately recognized their value, which helped them get on board with agile generally and loosen their grip on decision making. Complex team dynamics. Finally, since the supervisor’s role has moved away from just managing individuals and toward the much more complicated task of promoting productive, healthy team dynamics, people often need help with that, too. Cisco’s special Team Intelligence unit provides that kind of support. It’s charged with identifying the company’s best-performing teams, analyzing how they operate, and helping other teams learn how to become more like them. It uses an enterprise-wide platform called Team Space, which tracks data on team projects, needs, and achievements to both measure and improve what teams are doing within units and across the company. Compensation. Pay is changing as well. A simple adaptation to agile work, seen in retail companies such as Macy’s, is to use spot bonuses to recognize contributions when they happen rather than rely solely on end-of-year salary increases. Research and practice have shown that compensation works best as a motivator when it comes as soon as possible after the desired behavior. Instant rewards reinforce instant feedback in a powerful way. Annual merit-based raises are less effective, because too much time goes by. Patagonia has actually eliminated annual raises for its knowledge workers. Instead the company adjusts wages for each job much more frequently, according to research on where market rates are going. Increases can also be allocated when employees take on more-difficult projects or go above and beyond in other ways. The company retains a budget for the top 1% of individual contributors, and supervisors can make a case for any contribution that merits that designation, including contributions to teams. Upward feedback from employees to team leaders is valued in agile organizations. Compensation is also being used to reinforce agile values such as learning and knowledge sharing. In the start-up world, for instance, the online clothing-rental company Rent the Runway dropped separate bonuses, rolling the money into base pay. CEO Jennifer Hyman reports that the bonus program was getting in the way of honest peer feedback. Employees weren’t sharing constructive criticism, knowing it could have negative financial consequences for their colleagues. The new system prevents that problem by “untangling the two, ” Hyman says. DigitalOcean redesigned its rewards to promote equitable treatment of employees and a culture of collaboration. Salary adjustments now happen twice a year to respond to changes in the outside labor market and in jobs and performance. More important, DigitalOcean has closed gaps in pay for equivalent work. It’s deliberately heading off internal rivalry, painfully aware of the problems in hypercompetitive cultures (think Microsoft and Amazon). To personalize compensation, the firm maps where people are having impact in their roles and where they need to grow and develop. The data on individuals’ impact on the business is a key factor in discussions about pay. Negotiating to raise your own salary is fiercely discouraged. And only the top 1% of achievement is rewarded financially; otherwise, there is no merit-pay process. All employees are eligible for bonuses, which are based on company performance rather than individual contributions. To further support collaboration, DigitalOcean is diversifying its portfolio of rewards to include nonfinancial, meaningful gifts, such as a Kindle loaded with the CEO’s “best books” picks. How does DigitalOcean motivate people to perform their best without inflated financial rewards? Matt Hoffman, its vice president of people, says it focuses on creating a culture that inspires purpose and creativity. So far that seems to be working. The latest engagement survey, via Culture Amp, ranks DigitalOcean 17 points above the industry benchmark in satisfaction with compensation. Recruiting. With the improvements in the economy since the Great Recession, recruiting and hiring have become more urgent—and more agile. To scale up quickly in 2015, GE’s new digital division pioneered some interesting recruiting experiments. For instance, a cross-functional team works together on all hiring requisitions. A “head count manager” represents the interests of internal stakeholders who want their positions filled quickly and appropriately. Hiring managers rotate on and off the team, depending on whether they’re currently hiring, and a scrum master oversees the process. To keep things moving, the team focuses on vacancies that have cleared all the hurdles—no req’s get started if debate is still ongoing about the desired attributes of candidates. Openings are ranked, and the team concentrates on the top-priority hires until they are completed. It works on several hires at once so that members can share information about candidates who may fit better in other roles. The team keeps track of its cycle time for filling positions and monitors all open requisitions on a kanban board to identify bottlenecks and blocked processes. IBM now takes a similar approach to recruitment. Companies are also relying more heavily on technology to find and track candidates who are well suited to an agile work environment. GE, IBM, and Cisco are working with the vendor Ascendify to create software that does just this. The IT recruiting company HackerRank offers an online tool for the same purpose. Learning and development. Like hiring, L&D had to change to bring new skills into organizations more quickly. Most companies already have a suite of online learning modules that employees can access on demand. Although helpful for those who have clearly defined needs, this is a bit like giving a student the key to a library and telling her to figure out what she must know and then learn it. Newer approaches use data analysis to identify the skills required for particular jobs and for advancement and then suggest to individual employees what kinds of training and future jobs make sense for them, given their experience and interests. IBM uses artificial intelligence to generate such advice, starting with employees’ profiles, which include prior and current roles, expected career trajectory, and training programs completed. The company has also created special training for agile environments—using, for example, animated simulations built around a series of “personas” to illustrate useful behaviors, such as offering constructive criticism. What HR Can Learn from Tech Traditionally, L&D has included succession planning—the epitome of top-down, long-range thinking, whereby individuals are picked years in advance to take on the most crucial leadership roles, usually in the hope that they will develop certain capabilities on schedule. The world often fails to cooperate with those plans, though. Companies routinely find that by the time senior leadership positions open up, their needs have changed. The most common solution is to ignore the plan and start a search from scratch. But organizations often continue doing long-term succession planning anyway. (About half of large companies have a plan to develop successors for the top job.) Pepsi is one company taking a simple step away from this model by shortening the time frame. It provides brief quarterly updates on the development of possible successors—in contrast to the usual annual updates—and delays appointments so that they happen closer to when successors are likely to step into their roles. Ongoing Challenges To be sure, not every organization or group is in hot pursuit of rapid innovation. Some jobs must remain largely rules based. (Consider the work that accountants, nuclear control-room operators, and surgeons do.) In such cases agile talent practices may not make sense. And even when they’re appropriate, they may meet resistance—especially within HR. A lot of processes have to change for an organization to move away from a planning-based, “waterfall” model (which is linear rather than flexible and adaptive), and some of them are hardwired into information systems, job titles, and so forth. The move toward cloud-based IT, which is happening independently, has made it easier to adopt app-based tools. But people issues remain a sticking point. Many HR tasks, such as traditional approaches to recruitment, onboarding, and program coordination, will become obsolete, as will expertise in those areas. Meanwhile, new tasks are being created. Helping supervisors replace judging with coaching is a big challenge not just in terms of skills but also because it undercuts their status and formal authority. Shifting the focus of management from individuals to teams may be even more difficult, because team dynamics can be a black box to those who are still struggling to understand how to coach individuals. The big question is whether companies can help managers take all this on and see the value in it. The HR function will also require reskilling. It will need more expertise in IT support—especially given all the performance data generated by the new apps—and deeper knowledge about teams and hands-on supervision. HR has not had to change in recent decades nearly as much as have the line operations it supports. But now the pressure is on, and it’s coming from the operating level, which makes it much harder to cling to old talent practices. Co-Creating the Employee Experience by Lisa Burrell   Companies that are adopting agile talent practices are giving a lot of thought to how employees experience the workplace—in some ways, treating them like customers. Diane Gherson, the chief human resources officer at IBM, recently spoke with HBR about how that’s playing out as the iconic tech company revamps its business model. Edited excerpts follow. HBR: In what sense is IBM putting employee experience at the center of people management? GHERSON: Like a lot of other companies, we started with the belief that if people felt great about working with us, our clients would too. That wasn’t a new thought, but it’s certainly one we took very seriously, going back about four or five years. We’ve since seen it borne out. We’ve found that employee engagement explains two-thirds of our client experience scores. And if we’re able to increase client satisfaction by five points on an account, we see an extra 20% in revenue, on average. So clearly there’s an impact. That’s the business case for the change. But it has required a shift in mindset. Before, we tended to rely on experts to build our HR programs. Now we bring employees into the design process, co-create with them, and iterate over time so that we meet people’s needs. Diane Gherson, IBM’s head of HR What does that look like in practice? A good example is employee onboarding—the first process we took a very hard look at. We knew we wanted people to walk out thinking, “I’m superexcited I’m here, and I understand what I need to know to get going.” But we started too small. We approached it in a traditional way that made it all about the orientation class, all about the experience you have on your first day. Once we began asking new hires how their onboarding had gone, we heard things like “I didn’t get my laptop on time,” or “I couldn’t get my credit card in time to get to my first meeting,” or “I had problems accessing the internal network.” All those things affect how someone feels about having joined the company. Once you realize that, the remit for the onboarding team becomes how people experience the whole process, end to end. To get it right, you have to work with a broader set of players. You bring in Security to make sure the ID badges are there. You bring in Real Estate to make sure people have a physical space and know where to go. You bring in Networking to make sure their remote access is up and running. All that is part of onboarding. It’s not just having a great meeting with a bunch of other new hires on your first day. It took a while for us to understand that. You have to broaden your scope and stop thinking in silos in order to create a great employee experience. How has IBM’s approach to learning and development changed? People consume content on their phones and tablets now—they use YouTube and TED talks to get up to speed on things they don’t know. So we had to put aside our traditional learning-management system and think differently about education and development. Again, we brought in our Millennials, brought in our users, and codesigned a learning platform that is individually personalized for every one of our 380,000 IBMers. It’s tailored by role, with intelligent recommendations that are continually updated. And it’s organized sort of like Netflix, with different channels. You can see how others have rated the various offerings. There’s also a live-chat adviser, who helps learners in the moment. We measure HR offerings such as learning with a Net Promoter Score—the ultimate metric for an irresistible experience. Before, we used a classic five-point satisfaction scale. Even if someone rated you a 3.1, you ended up saying they were satisfied, whereas with Net Promoter, you have to be at the far end of the scale for it to mean anything, because you have to subtract all the detractors. It’s much harder to get that, and it gives you much better feedback on what people are experiencing. For learning, at last count, our NPS was 60. That’s in the “excellent” range, but of course there’s still room to improve. What kinds of tools do you use to customize learning? With Watson Analytics, we’re able to infer people’s expertise from their digital footprint inside the company, and we compare that with where they should be in their particular job family. The system is cognitive, so it knows you—it has ingested the data about your skills and is able to give you personalized learning recommendations. It tells you, “OK, you need to increase your depth in these areas—and here are the offerings that will help you do that.” You can then pin those or queue them up in your calendar for future learning. The system also looks at how close you may be to earning a digital badge, which we’ve started using in just the past couple of years to demonstrate which employees have applied skills. The tool then helps you achieve the badge by recommending specific webinars and internal and external courses. It’s all based on artificial intelligence. Skills inference is at about 96% accuracy at this point. “People are less likely to resist change when they’ve had a hand in shaping it.” How do you know that? We used to have this laborious manual process of getting people to fill out skills questionnaires and having their managers sign off on them. But that gets outdated really fast. So we stopped doing that. Instead, leaders in particular job families or industries do spot checks on how well we are inferring. They interview employees and identify where they are, comparing that with what the inference was in our system. IBM has given its performance management system an overhaul as well. How have employees been involved in that process? As you know, performance management is kind of a lightning rod in most companies. Rather than do the typical thing—which would be to do some benchmarking, pull together a bunch of experts, come up with a new design, and pilot it—we decided to go all out and co-create it with our employees in a sort of extended hackathon. We used design thinking and came up with what you might describe as a “concept car”—something for people to test drive and kick the tires on, instead of just dealing with concepts. We did that in the summer of 2015 and implemented it across the company five months later. That’s the power of engaging the whole workforce—people are much less likely to resist the change when they’ve had a hand in shaping it. To start the co-creation process, I blogged about it one day and said, “We’d love your input. If you hate it, we’ll start over, no problem. But we really want your thoughts.” We made a few videos about what we thought it might look like. I got 18,000 responses overnight. Fortunately, we had the technology to analyze it all and see what people liked and didn’t like. At first some people said, “This is such a sham—you already know what you want to do.” But we explained that we really wanted to hear from them, and we got them into various discussion forums. It took a while, but I think we did turn them around. We kept communicating, saying, “OK, you liked this; you didn’t like that. And here are areas where you can’t seem to agree.” Meanwhile, we were putting together prototypes to show people. I was clear up front that there were some ground rules. For example, we were not going to get rid of performance discussions, and we wanted pay-for-performance. But in general, it was wide open. The whole process took less time than most companies take to redesign their performance management programs, and we involved about 100,000 employees. Finally, we asked, “What do you want to call it?” Tens of thousands of people voted. We had three names in the end, and Checkpoint was selected. Performance management can never be perfect. But your baby is never ugly. Our employees created their own program, and there is pride in that. You can see it in their ongoing blogs, where we ask them to talk about what’s working and what’s not and to tell us how we can improve the system. We’ve been doing that ever since we put it out there. Their overall message has been “This is what we wanted.” It was cited as the top reason engagement improved. People are getting much more feedback out of this system, in much richer ways. And more important, they are not feeling like spectators in our transformation; they are active participants. “We’ve been able to swiftly detect problems and commit to doing something about them.” How are you using “sentiment analysis” to further address employees’ needs? Sentiment analysis is very helpful in a world where people are always commenting online. Our cognitive technology looks at the words people choose and picks up the tone. It identifies whether it’s positive or negative and then goes deeper, saying whether it’s strongly positive or strongly negative. In that way it’s almost like looking at music—seeing where there are very high notes or very low notes that are loud. It’s always behind our firewall, never external. It’s not looking at any of the information people pass around or at their e-mail content or browsing behavior. It’s just looking at tone in their blogs and comments inside the firewall. With this approach you can pick up pretty quickly if there’s an area you need to dive into. We’ve been able to swiftly detect problems that are starting to brew and, more important, make a commitment to do something about them. This is the most exciting part of having a social platform to work with. We’ve had several examples of things we did wrong. Some of my folks decided we wouldn’t reimburse for ridesharing. Employees became agitated, and I could quickly respond to a concern that had turned into a petition. “I read all your comments,” I told them, “and you made some great points we hadn’t thought of. We were trying to look out for your security, but on balance, this wasn’t the right choice. Let’s return to our original policy.” All this happened within 24 hours. People felt listened to and were very appreciative. We had a similar situation about a year ago. We had to impute income when you were traveling to a client site for a full week and, instead of returning home right away, you had your spouse or a friend join you for the weekend. Because we would reimburse the guest’s travel, it created a tax issue. We altered the program because that was getting messy, and again employees were incensed. I can certainly understand why. If you’re on the road all the time, of course you might want your spouse to join you for a weekend. People didn’t want us making the decision for them. That was another case where we quickly got together and said, “Hey, if they want to be responsible for their own taxes, they can do it.” It was a good wake-up call for us to not be so paternalistic. In organizations where people aren’t physically all together, you can use sentiment analysis to get a sense of where you’ve got trouble spots, where your management isn’t strong enough, where groups of people are expressing negative opinions. It allows you to check in on those sites or groups and find out what’s going on. Do employees have more power now than in the past? Yes. So much more weight is now given to what is said inside an organization, because it can be heard outside as well, through social media. Glassdoor is a perfect example. In the past you might have had companies that weren’t great to work for, but only a small circle of people knew about it. Now the whole world knows about it, because it’s on Glassdoor—and that’s turned companies into glass houses. People can look in and see what’s going on and make judgments about whether they want to work there in a way that they weren’t able to before. Let’s go back to the business reasons behind IBM’s shift to agile talent practices—can you say more about those? I mentioned client satisfaction. Clients today are looking for speed and responsiveness like never before. In an earlier era what they really wanted was the best product at the best price—efficiency was important, but speed was less so. In the early 2000s we would have staffed a project with experts from all over the world, and they would have spent a fraction of their time on that project, because they were also working on other projects. They would have joined conference calls, which is always hard because people are in different time zones. And I’m sure they were multitasking while they were on those calls. That project might have taken six months to a year. Now we would take a smaller group of dedicated people and put them together for three months, and they would get it all done using agile methodology. It’s a different way of thinking about how to create value for clients. It responds to their need for speed. Is there some hope that an agile approach to talent will help IBM make up ground in revenue and growth that it lost in its transition to cloud computing and other businesses? We’re a company that’s transforming itself: 45% of our revenue comes from businesses we were not in five years ago, and we are an $80 billion company. When you’re going through that kind of shift and seeing a downturn in some of your legacy businesses, and you’re renovating those while you’re launching new businesses, you may see some unevenness in performance. You’re basically changing the tires while you’re driving the car. And yes, that takes agility.   One Bank’s Agile Team Experiment   by Dominic Barton,Dennis Carey & Ram Charan   When web and mobile technologies disrupted the banking industry, consumers became more and more aware of what they could do for themselves. They quickly embraced what Ralph Hamers, CEO of the global banking group ING, calls “banking on the go.” By 2014 about 40% of all interactions with ING retail customers were coming in through mobile apps. (Now the figure is closer to 60%—and branch visits and calls to contact centers have dropped below 1%.) Even then mobile customers expected easy access to up-to-date information whenever and wherever they logged in. For instance, someone who started a loan transaction during the train ride home from work wanted to be able to continue it on a desktop that night. “Our customers were spending most of their online time on platforms like Facebook and Netflix,” says Hamers. “Those set the standard for user experience.” That meant ING needed to become nimbler and more user-focused to serve its 30 million–plus customers across the world at every point in their financial journeys. So Hamers worked with Nick Jue, then the CEO of ING’s Netherlands group, to launch a pilot transformation in the headquarters of ING’s largest unit, its Dutch retail operations. The first step was to help other senior leaders and the board envision a new agile, team-based system for deploying, developing, and assessing talent. (ING had already adopted agile and scrum methodologies in its Dutch IT unit, but those ways of working were new to other parts of the organization.) Hamers and his leadership team then met with people at tech companies they admired, learning how their talent systems enabled better customer service. By the spring of 2015 the headquarters of ING Netherlands, home to some 3,500 full-time employees, had replaced most of its traditional structure with a fluid, agile organization composed of tribes, squads, and chapters. Tribes, Squads, and Chapters Thirteen tribes were created to address specific domains, such as mortgage services, securities, and private banking. Each tribe contains up to 150 people. (Employees in sales, service, and support functions work outside this structure—in smaller customer-loyalty teams, for instance—but they collaborate with the tribes.) And each has a lead who establishes priorities, allocates budgets, and ensures that knowledge and insights are shared both within and across tribes. The tribe lead has one other critical responsibility: to create, with input from tribe members, self-steering squads of nine or fewer people to address specific customer needs by delivering and maintaining new products and services. These squads are cross-disciplinary—typically, a mix of marketing specialists, data analysts, user-experience designers, IT engineers, and product specialists. One squad member is designated the “product owner,” responsible for coordinating activities and setting priorities. The squad stays together as long as is required to meet the customer need from start to finish—whether it is, for example, improving user experience on the mobile app or building a particular feature. Some tasks are completed in two weeks; others might take 18 months. Sometimes the squads disband and the members join other ones. Most often, however, squads that are working well stay together and move on to address other customer needs. By working in such small units and with colleagues from various disciplines, squad members can quickly resolve issues that might previously have bounced from department to department. Information sharing is encouraged through mechanisms such as scrums and daily stand-ups—the kinds of gatherings you’d find at a tech start-up. Seeing a project through from start to finish gives each squad a sense of ownership and connection to the customer. Implementing an agile talent system doesn’t mean embracing chaos. In fact, a system that’s well designed observes clearly defined rules and safeguards to ensure institutional stability. Every tribe, for example, has a couple of agile coaches to help squads and individuals collaborate effectively in an environment where employees are encouraged to solve problems on the ground rather than pass them on to someone else. Although you might think adapting would be most difficult for long-term bank employees, that’s not so, according to ING Netherlands CIO Peter Jacobs. Many of them “adapted even more quickly and more readily than the younger generation,” he says, perhaps because their expertise now has more impact than in the past, when so many sign-offs were required. Working in small, cross-functional units, squads can resolve issues quickly. Then there are the chapters, which coordinate members of the same discipline—data analytics, say, or systems processes—who are scattered among squads. Chapter leads are responsible for tracking and sharing best practices and for such things as professional development and performance reviews. Think of chapters as a way of retaining the helpful parts of traditional management even while dispensing with time-consuming handoffs and bureaucracy. Regular assessments are built into the system. Every two weeks squads review their work. Says Hamers, “They get to decide how they will continue to improve the product for our customers, or if they want to ‘fail fast.’” (Learning from failure is applauded.) Squads also do a thorough self-assessment after completing any engagement, and tribes perform quarterly business reviews (QBRs), looking at their biggest successes and failures, reviewing their most important learnings, and articulating goals for the next three months. These safeguards help counter what Vincent van den Boogert, the current CEO of ING Netherlands (and part of the team that launched the new organizational structure), sees as the two biggest challenges of a squad-based system. One is the possibility that self-empowered squads responding primarily to the needs of customers might embark on changes that aren’t in sync with company strategy. The QBRs mitigate that risk. The second challenge is somewhat counterintuitive. Self-evaluating squads are sometimes content with the incremental improvements they make every two weeks. The QBRs help in that regard, too, because top management uses them to formulate and reinforce stretch goals. More than two years in, Hamers considers the talent experiment a big success. Customer satisfaction and employee engagement are both up, and ING is quicker to market with new products. So the bank has started to roll out this new way of working to the roughly 40,000 employees outside its home country. For Hamers, the change can’t come soon enough. The apps for each of ING’s 13 retail markets vary in appearance, design, and function. Hamers wants to make things much simpler so that any customer, anywhere, will encounter the same ING. “Tech companies have one platform across the globe,” he says. “No matter where you use Netflix, Facebook, or Google, you get the same service. ING must do the same. That is the only way we will bring all our customers along into the future of banking.”    
    Future of Work
    2018年02月26日
  • Future of Work
    员工快乐如何更有利于公司 How Employee Happiness Benefits Your Bottom Line 你的员工有多开心?员工的幸福感是低或高? 你知道,人们在脱离情绪时表现不佳,但你可能没有意识到问题的严重程度。 最新的盖洛普民意调查(超过8万名员工)对员工敬业度的调查显示,这是一个令人沮丧的故事。 2015年,只有32%的美国员工表示他们“参与”了工作。超过50%的人表示他们“没有参与”,而另外17%的人表示他们“积极分离”。自从盖洛普2000年首次开始这项年度调查以来,这一数据并未发生重大变化,因此问题持续存在。 事实上,最近的盖洛普研究表明,在英国,“参与式”工人的数量下降到惊人的8%。 为什么员工参与至关重要 当你每天早上去办公室时,你都希望你的工作人员感到精力充沛,因为它可以为每个人提供更好的办公环境。但员工的幸福感如何转化为实际的表现和生产力?数字很​​明显:雇佣员工的公司比其他公司的表现要好202%。管理学院发表的研究发现,“与组织的紧密情感联系有助于显着降低员工离职的可能性。”还要考虑替换成本入门级的工人是他们年薪的30%到50%。随着所填补的职位变得更加专业化,这笔费用也会增加 替换顶级员工可能会让他们的薪水高达400%。而这些统计数据甚至没有开始解决同事离职后承担额外负担的同事的倦怠成本。 员工的幸福与你同在 作为经理,你的行为会对你的团队产生深远的影响。盖洛普研究指出,管理人员占员工激励水平差异的70%。对7000多名员工进行的一项调查发现,每两人中就有一人离开了一位工作,以脱离特定的经理。鉴于你有能力提高员工的幸福感,你可以做些什么来使你的公司成为一个理想的工作场所? 自己动手 首先,评估你自己的个人参与。盖洛普美国经理人报告确定,只有约35%的主管和人力资源经理自己参与其中。这有很高的成本:报告说他们“没有参与”的管理者的成本估计每年为770亿美元到960亿美元,而另外14%“积极脱离”的成本每年超过3000亿美元年。(从积极的角度来看,你正在阅读和思考员工认知的事实表明你是少数管理者试图让事情变得更好。) 赋予员工权力 当他们对如何完成工作有一定的权力时,人们会对他们的工作有更深的承诺。以下是如何赋予员工权力: 让他们控制他们的时间表,让他们转移开始时间或在一周的部分时间内远程工作。如果工人能够履行其外部义务,那么他们在工作时会感到压力较小,分心。 沟通每个人的工作对公司的重要性。如果员工了解他们的贡献如何促进公司目标,员工将会做出更大的努力。 为职业发展提供机会,包括辅导或辅导计划。如果你知道你重视他们的长期幸福,你的员工会对你的组织感到更大的承诺。 寻求建议和反馈。不管工资水平如何,让每个工人都能对发生事情有发言权。 提供奖励和认可 每个人都应该承认自己的努力。这导致对组织的更大承诺和更深层次的个人认同感。员工的奖励和表彰可以采取多种形式,而非货币形式可能是最有意义的。百分之四十八的员工表示,管理层对工作绩效的认可,无论是通过反馈,奖励或奖励,都是“非常重要”。出于这些原因,为任何有竞争力的公司建立员工升值体系是必须的。 使用技术衡量员工快乐 有必要能够衡量你的成功。你可能能够感知你工作场所的整体情绪,但你需要一些有形的东西。HR技术被称为“脉冲”或“交互式听力”调查。这些是员工在工作日中定期点击并提交的调查。这些每日信息为您的公司和您的直接团队的福利提供了一个快照,并追踪了一段时间内快乐的趋势。 员工的幸福感会影响公司的底线。人力资源技术已经足够成熟,可以衡量和响应我们的一些基本社会需求。考虑到这些想法,实施调查和员工认可度最佳实践对于加强组织和建立员工敬业度和成功有效。 来源:achievers
    Future of Work
    2018年02月25日
  • Future of Work
    开放办公创建协作文化VS开放式办公令人分心 两个观点,我们一起来看下! 开放办公创建协作文化 VS 开放式办公令人分心 本周,我们与两位人力资源专业人员就开放式办公空间的优缺点进行了交流。The Daily Dot运营总监Tiffany Bennett 分享了在开放环境中工作如何促进公司透明和协作的文化,但有些人强烈反对开放式。蒂芙尼的意见如下: 开放办公创建协作文化 我已经在The Daily Dot工作了近四年,并且我们有一个开放的平面图。我曾经在更传统的办公空间工作,所以当我第一次上船时我很怀疑。现在,我看不到自己回头了。开放式办公室平面图还有很多好处,因为员工可以很容易地找到合作的机会,并建立跨部门的团结。作为新闻编辑室,这对于报道故事的记者尤其有用。 我们的领导层重视透明度,但实际上,每家公司都必须拥有一些私人领域。这个隐私与开放式平面图并不矛盾:我们配置了办公桌,让首席执行官和人力资源/财务部门的电脑屏幕面向后墙。通过这种方式,我们既能够兼容并成为更大团队的积极成员。这对我来说非常重要,因为人力资源往往是孤立的做法。事实上,在以前的角色中,我甚至不得不坐在球队的完全不同的场上!我更喜欢在一个社区环境中,在那里我可以与员工一起工作。 尽管有这些好处,但有两个关键要素可以让我们的布局成功:私人会议空间和灵活的时间安排。我们最近从一个百分之百开放的空间搬迁到一个新的地点,这个地方实际上是奥斯汀的一个联排别墅。在我们的新空间中,我们有两个会议室,两个阳台,员工可以随时在家工作。这确保了通话或会议的隐私性,并且在绩效评估季节对我尤其有用。 我们的许多编辑人员都是远程工作的,所以Daily Dot已经建立了一个紧密的在线状态,以补充我们的合作文化。在繁忙的一天,有15名左右的员工进入办公室,所以我们的文化有助于我们开放式布局的成功。我们鼓励透明度,并建立了一个让员工感觉舒服的环境。好的奥斯汀气候还允许我们在需要时在外面开会。 作为人力资源部门,开放式办公室使我能够更加融入公司,更好地完成工作。由于我们都在一个房间里,所以我可以更加实际操作,并在问题出现时加以解决,而不是事后或根据传闻。我们有一个非常紧密的文化开始,但开放的办公室带来了我们所有的一起,无论是在周末赶上,边玩边玩,或在厨房共享烘焙食品(和家常菜)。 因为与其他部门的同事聊天很容易,所以不会觉得我们的团队是孤立的,或者受制于严格的等级结构。此外,团队中的每个人都能与位于我们大家旁边的首席执行官紧密合作,而不是在一个封闭的角落办公室里工作。 随着公司超过办公空间并寻找下一步行动,我相信相同的原则是成立的。一个成功的开放式办公室平面图可以在补充远程工作策略,私人会议空间以及公开沟通和透明度文化的情况下最好地成功。与所有与员工体验相关的事情一样,请务必要求定期反馈,并确保员工拥有他们需要的一切,以充分利用他们的工作空间。 开放式办公令人分心 Hannah Flood,Total Veterinary Care员工健康总监分享了私人办公室如何减少分心并提高员工工作效率。这是汉娜不得不说的: 我曾在开放式平面图的社区空间以及小隔间工作过,而且我总是发现自己被周围的谈话分散注意力。在Total Veterinary Care,我们是一家小公司,分布在五个不同的国家地区,有30名员工。因为我们是一个精干的团队,所以我们都戴着多个帽子,每个都有很多东西在我们的盘子上。这就是为什么我非常重视在需要的时候能够集中精力和集中精力。 作为人力资源部门,在信息隐私和员工沟通方面保持边界也很重要。我们的私人信息太多,所以对我来说,访问私人空间是至关重要的。在一个开放式的布局中,我必须非常清楚我的桌子上保留着什么,但是在封闭的办公室里,我只需关上门就能保持隐私。 当我在办公室的时候,我喜欢我可以决定什么时候打开我的门,当我想不中断地工作。我也经常在家工作,并且在我需要一些安静时间的日子里,这种灵活性非常有用。 即使没有开放式的办公室平面图,人力资源仍然非常重要,因为他们必须身处现场并积极参与团队活动。你可以有一个私人办公室,而且仍然友好和善良。我主动与同事建立关系,并尽力与发生的任何事情保持一致。当员工执行困难的医疗程序,在线获得优质的服务评估,或者有生日或工作周年纪念时,我总是努力工作。 尽管我们重视隐私和专注时间,但我们的团队仍然有很多机会进行联系。我发现我们的办公室设置鼓励我们更有意识地连接 - 无论是带来食物,发起对话,还是仅仅确保员工知道我总是可以聊天。有些员工可能会犹豫不决,如果他们需要某些事情,他们可能会提出问题或进入人力资源部门,所以重要的是要勤于将团队带到一起,并提醒他们我们都是更大的一部分。就此而言,我们确保我们雇用的员工具有较强的沟通技巧。 我们的办公室有不同的休息空间,作为兽医医院,总是有客户和病人,所以有充足的社交机会。另一方面,在完全开放式的计划中,当需要关注时,具有不同优先级的员工可能很难调整和摆脱周围的噪音或对话。 我们目前正在制定新举措,以确保团队中的每个人都感到统一。例如,我们开始为所有地点的整个公司提供月度通话服务。这让每个人都有机会了解任何变化,分享成功案例或提出问题,并改善了员工间的沟通。 在大公司,每个员工都可能不可能拥有私人办公室。如果是这样的话,我认为拥有各种不同的空间非常重要,这些空间可以为员工提供两全其美的解决方案。一定要满足员工的不同需求 - 无论这意味着将需要安静工作空间的员工变成私人办公室,还是提供员工可以预约的共享私人空间。 以上由AI翻译,HRTechChina倾情奉献。 作者:蕾切尔芬顿
    Future of Work
    2018年02月24日
  • Future of Work
    LinkedIn上的工作职位中将显示薪水情况--Salary Insights 在2016年,我们推出LinkedIn薪资 - 一种工具,允许用户根据LinkedIn成员私下提交的信息,按职位和地点查看工资详细分类。LinkedIn Salary的目标是为薪酬信息带来透明度,帮助专业人士了解他们的收入潜力并就其职业生涯做出明智的决定。 从那以后,我们一直在努力确定如何为工资谈话带来更多的透明度。这就是为什么今天我们推出Salary Insights:求职者探索公开角色薪酬细节的新方法。此功能将显示在工作列表中,并根据我们超过5亿3千多万成员的数据和雇主提供的信息显示角色的估计或预期工资。 对于公司来说,Salary Insights意味着考生的期望值得到了预先考虑,所以你可以获得更多优质的申请者,并且可以花更多的时间把注意力集中在你的公司文化和发展机会上。Salary Insights还可以让您更好地控制薪资数据,因为您可以提供预期范围,求职者不再需要去多个不同的来源才能完整了解您的角色。 薪资洞察如何工作 如上所述,有两种类型的薪酬见解: 期望薪水:这是由公司提供的,他们在LinkedIn上有职位发布的具体职位。 LinkedIn预计薪水:只有在雇主不提供薪水的情况下才会显示 - 并且只有当我们有足够的成员与该职位,公司和地点相匹配的意见时才会提供薪水。 当您在LinkedIn上发布工作时,您现在可以选择添加工资范围。这将显示为“预期工资”,如雇主提供的那样。 如果您不提供薪资信息,可能会在职位上显示“LinkedIn估计薪水”。这个范围是从会员提交的对LinkedIn薪金的回应中挑选出来的,并且明确标记为LinkedIn的估算值。 只有当我们有足够的输入与该角色,公司和地点相匹配时,估计的薪水才会显示 - 否则,我们不会显示任何薪资信息。 雇主可以通过提供预期的工资范围来覆盖给定工作的估计工资。 提供Salary Insights前期吸引更多的人才,专注于对话,加快速度,并增加候选人体验的清晰度 在你公司的网站上,LinkedIn是求职者在申请工作前获得信息的第一名。通过在工作岗位上添加薪水洞察,候选人不必离开LinkedIn来搜索多个来源。这意味着他们可以坚持不懈地继续学习公司,接触,申请并与您讨论他们的优先事项。 在面试过程结束之前,您不必离开薪资谈判,而是可以尽早调整预期,这样您就可以将谈话花在谈论与候选人有关的所有事情上,例如他们的职业,文化以及他们如何加入。而且,由于薪酬是人们换工作的最主要原因之一,薪资信息可能成为被动候选人回应或伸出援手的强大动力。 虽然还有其他网站可以看到用户提交的薪水,但他们发现的数字往往是杂乱无章,互相冲突和过时的 - 而且你无法控制他们看到的内容。提供雇主提供的薪资范围可以让考生清晰和安心,并且您可以轻松地知道他们不会因其他来源的不可靠信息而辍学。 最后,随着薪酬透明度继续成为新的现状,您将更容易了解自己的竞争格局,并了解薪酬如何增长。 总体而言,无论是雇主提供的还是以LinkedIn会员提供的数据为基础的薪酬透明度,都可以通过立即设定期望值来帮助改善雇主和求职者的招聘流程,使每个人都能够专注于工作的其他重要部分。
    Future of Work
    2018年02月23日
  • Future of Work
    在数字招聘革命中如何确保人性化的接触不会丢失,这并不容易! 在ATS、人工智能和算法时代,技术有望使招聘变得更容易 - 但个人接触可能会在数字洗牌中迷失方向。 随着人才市场继续收紧,雇主们不能让申请人面临一个没有真正联系的防腐过程。 幸运的是,招聘和招聘中的个性化并不一定是一项巨大的任务。 将流程人性化 如果招聘流程缺乏个人互动,申请人可能会认为一旦被聘用,他们就会成为另一个齿轮。如果你正在寻找可以脱颖而出的员工,那么给人的印象并不是很好。 Beamery副总裁Ben Slater说,候选人已经改变了他们的期望。“他们在招聘过程中寻找着根本不同的经历,”他告诉HR Dive。他表示:“如果他们不满意他们的待遇,他们会准备在网上分享他们的疑虑,破坏你的品牌。” 结果将会让你未来的申请人付出代价。“个性化”,他说,“真正归结为让每个候选人都感觉他们正在获得一种习惯,一对一的体验。” 很明显,雇主并没有摆脱他们的新招聘工具,但他们可以做更多的工作来实现人性化。营销活动经理Dan Westmoreland说,你不必废弃自动化。通过使用您的CRM,ATS甚至是营销自动化系统,他建议您将候选人细分为人口统计学和行为学领域,以使自动化外展更加个性化。 “最后,为这个过程增添一些人情味,”他说。“自动化很重要也很好,但是像LinkedIn这样的社交平台上的快速通话或消息可以产生巨大的差异。” 候选人友好的网站 今天的申请人在他们发送简历电子邮件之前很久就开始研究你的公司。雇主必须确保他们的在线状态是用户友好的,并且友好。 当你进入你的网站时,你第一次与你的下一个伟大的雇佣沟通发生。它告诉他们关于你的是什么?(快乐的)人是突出的; 是否容易找到可用的开口; 应用程序过程是否简单?所有这些因素都会推动候选人向你,或从你那里。确保你正在制作的印象是你想要制作的印象。 一个真实的活人 根据扩音器首席人员Kim Castelda的说法,当你对雇用某人感兴趣时,允许他们通过该人的真实电子邮件地址与真人进行交流很重要。没有人希望将他们的引用发送到贵公司的“信息”电子邮件地址。 整个过程中的单点联系让他们知道你认为他们是一个可行的候选人,值得你花时间和考虑 - 并且包括分享你的电子邮件地址。让他们知道你可以随时回答问题,并在他们这样做时留在那里。 “我们希望每位候选人都有独特的难以置信的经验,尤其是当他们进入与招聘经理见面的阶段时,”Castelda说。扩音器通过在候选人和人才招聘专家之间建立咨询关系来实现这一目标。“每个候选人都有一个在整个过程中去找人。“ 提供时间表并坚持下去 从最初的筛选到最终的面试,让候选人知道期望什么和什么时候是重要的。没有人愿意留下来,想知道他们是否应该联系你,看看这份工作是否还有空。 让候选人知道面试需要多长时间,以及他们什么时候能够做出决定是一个简单的礼貌,可以产生很大的差异。把日期放在你的日历上,如果你不打算见面,就让候选人进入循环。每个阶段的跟进都会使个性化过程继续进行。 要诚实 参与招聘的最好的部分是给别人一份工作。最糟糕的部分是告诉某人他们没有裁员,但这是工作的一部分。忽略那些花时间与你会面的人可能会变得不专业和粗鲁,并导致前面提到的那些糟糕的在线评论。 对那些今天想要填补空缺的人不要诚实。如果他们是优秀的候选人,但只是稍稍多一些人而已,那么在未来讨论可能的开局。一定要保持良好的天赋。 讨厌通过电话提供坏消息的想法?一封专业的电子邮件感谢他们的时间,并提醒他们,如果真的,将会考虑他们在未来的职位空缺,这是一个适当而简单的解决方案。但一定要尽快做到这一点。 黄金法则 如果没有别的,Slater建议像对待客户一样对待候选人。 “假设他们今天不适合并不意味着你将来无法进行销售。他们可能会告诉他们的朋友,“斯莱特赛尼。Castelda对此表示赞同:“在劳动力短缺的情况下,我们正在经历,很可能我们会再次向候选人伸出援手 - 他们会重新聘请或推荐他们认识的人,如果他们有很棒的经历。” Westmoreland说,这些小步骤可以以更多的方式为商业带来好处,而不仅仅是一次优秀的招聘。“对流程进行个性化有助于提高候选人的质量,推荐人,未来的招聘渠道,并使您的品牌看起来很好,并且对潜在员工具有吸引力。”   AUTHOR:Riia O'Donnell 以上由AI翻译完成,HRTechChina 倾情奉献。
    Future of Work
    2018年02月23日
  • Future of Work
    为什么区块链招聘可能是未来的人力资源趋势 Why blockchain for recruitment might be a future HR trend 区块链能否验证事实和交易?能否提高招聘效率和人力资源领导者的其他关注领域的效率?我们看看。  by Pam Baker 在人力资源和招聘工作中,有时候会觉得自己在玩弄两个事实和一个谎言 - 不知道谁在玩什么或什么时候玩。如果我们现在玩游戏,它会看起来像这样:区块链是确保准确性的突破。(真相)一些人认为区块链是未来人力资源重要趋势。(真相)。使用HR区块链的细节全部解决。(谎言。) 事实上,尽管在招聘和其他人力资源流程中使用区块链的承诺确实存在,但现实充满了复杂性。这里看看两者。 作为人力资源趋势的雷达上的区块链 区块链是由一系列经过验证的事实组成的分布式共享数字分类帐。这些事实可以是从金钱到信息的任何事物。作为记录保存的数字系统的一部分,每笔交易及其细节都经过验证,然后通过计算机网络进行记录。每个有权访问分布式分类账的人都会收到这些信息,并且各方在块之间被复制,共享和实体之间同步之前达成一致。区块链几乎不可能被篡改,因为每个信息块都会引用它之前的区块。 在这个信任既难以捉摸又高昂的时代,区块链的吸引力正在飙升,因为它提供了一种确认,验证和验证价值和事件的方式。这就是为什么多个垂直行业(如银行业,制造业和保险业)和多个业务横向行业(诸如会计,履行,供应链和运输等部门)被吸引到并且非常兴奋的地方 - 在他们的工作中使用区块链。 为什么区块链吸引人力资源专业人士 “很容易看出,如何能够确保个人教育或工作经历的细节 - 以及可能更多的个人事实 - 是不可改变的,这对人力资源部门来说非常有吸引力,”Carol Van Cleef说,与律师事务所Baker&Hostetler合作,经常就金融科技问题向客户提供建议,包括区块链。 她说:“假设原始输入是准确的,重复验证相同信息的成本可能会显着降低,对结果的信心增加。” 鉴于近期工作性质发生了变化,这不是一项小任务 - 或者是小额费用。 企业软件供应商Workday的学习产品战略主管James Cross说:“十年前,求职者可能拥有一所或两所大学的学位,并明确定义了两三位以前雇主的长期职位。提供基于云计算的人力资本管理和金融云应用程序。“即便如此,验证员工的经验和教育费时费钱,通常在招聘流程结束时以及通过外包背景调查提供商进行,”他说。 Cross指出,在当今的商业环境中,招聘与过去截然不同。“一位候选人可能会有比以前更多的工作和更多样化的职业,个人和学习经历,”他说。 美国劳工统计局的调查结果证实了这一点。2016年,25至34岁的千年工人的平均工作年限为2。8年。这很重要。根据皮尤研究中心的资料,千禧一代现在是劳动力中最大的一代。教育也发生了巨大变化,现在更难追踪和验证。 “候选人可能曾为一家经营人才市场的雇主工作,或者已经完成了几次轮岗'职责之旅' - 一路获得技能,知识和反馈,”克罗斯说。“他们也可能已经完成了按需在线培训,并获得了徽章或数字凭证,甚至可能为多家雇主开展了'演出'。” 这只是为了初学者。考虑到人力资源是一项数据密集型功能,区块链可以在部门范围内拥有更多的应用程序。 Baker&Hostetler的Van Cleef在区块链上提供了一些关于人力资源趋势的警告。她说:“我们在建立区块链技术和这个术语涉及的所有领域都处于非常早期的阶段。“对于像HR这样的数据密集型功能来说,潜力可能并不是真正的无限,但实际用途将会非常多。” 教育验证可能是人力资源首次使用区块链 由于人员及其背景可能如此复杂,因此在招聘过程中使用区块链有一些棘手的因素。要让区块链技术成为一份坚实的履历或无可置疑的就业历史,谁在每个区块贡献和验证数据是关键。在某些用途中,如教育验证,这些问题的答案相对简单。非常如此,一些大学已经为他们的学生提供了这些数据块。这不仅是您在那里找到的成绩和学位。 “在区块链的世界里,成绩单是防篡改的,基本上是由发行机构签署的,我们已经为卡尔加里大学的学生做了这个,允许他们在他们的”cocurricular record“上放上志愿者职位,然后我们“卡尔加里大学计算机科学教授,以及上周在旧金山举行的RSA 2017区块链非金融应用的发言人Thomas P. Keenan解释说。 工作时间,达到目标以及由此产生的工资和奖金都是雇主和员工的有用记录,获得的奖金记录对未来的就业机会也是有利的。   机构之间共享教育数据也很简单。 “另一个很大的优势是降低成本,”基南说。他说:“我们花时间检查来自国外大学和大学本身的申请人的证书。用于验证机构的区块链注册将大大消除这一繁重的任务。” 然而,人力资源专业人士可能希望以区块链形式提供这些信息,以打击欺诈行为,从而降低验证流程的成本。 Keenan说:“虽然大学成绩单通常具有较高的认证水平,但我可以告诉你,我们已经看到一些完全虚假的成绩单,在遥远的国家被编造出来并被认为是真实的。” 事实上,欺诈性教育索赔在外包时期猖獗,并且仍然对在多个国家运营的公司构成问题,因为这些公司有时难以跨地域同步信息,并且将学位与学位的差异等同起来。 区块链可能有助于建立此信息,然后为将来可能需要此信息的公司保留该信息。此外,区块链有可能追踪员工从工作到工作,并为员工提供快速可靠的手段,以提供教育证书并快速聘用。 记录工作历史中的问题 验证教育是一回事,记录就业历史的细微差别是另一回事。 “虽然你可以对特定事情进行核查,例如申请人是否拥有学位,但是很难有独立咨询或合同工作经验的明确公式,或者在工作时可以清楚地了解职位的头衔是什么意思即使它们属于同一行业,甚至在不同业务中也会有所不同,“Saba Software Inc.产品和合作伙伴市场营销高级总监Paul Ardoin表示,该公司生产依赖机器学习的基于云的人才管理应用程序。 验证历史数据也会遇到问题。 Ardoin解释说:“公司或教育机构在收购中失业或被吞并,可能根本没有这些信息,或者它可能是一个挑战,找到合适的人。” 如果我们试图以追溯的方式记录职业道路,“这将会导致人力资源部门和他们尝试招聘的人们头痛数十年,”他说。 简而言之,这表明从现在起为就业目的构建区块链比回溯并建立完整的过去记录更实际。反过来,对于许多员工来说,区块链只会是部分就业纪录。 另一个棘手问题是应用程序跟踪系统的广泛使用,或者更具体地说,人力资源依靠关键字对申请人进行分类。尽管自动化对人力资源有帮助,但对于申请人来说,这往往是一个障碍,他们随后写出多个版本的简历来触发各种工作中的特定关键字搜索。在当前的区块链概念中,申请人不太可能这样做,而招聘公司可能错过伟大的人才。 HR使用区块链与法律,隐私问题 SAP公司人力资源副总裁Bianca McCann表示:“当然,这种[长期员工记录保存]可以在法律和数据隐私的背景下加以考虑。 例如,现在有些地方向候选人询问过去的工资或当前的年龄是违法的。但是,这些信息可以存储在区块链中,根据就业相关用途的发展情况以及围绕隐私的概念如何发展,求职者的私人信息可能会在未经他人许可的情况下被访问。这引发了许多问题。例如,如果招聘组织在区块链中查看某些信息,是否承担法律风险?或者,潜在雇主是否可以访问这些信息,对不想放任它的员工构成真正的风险? 另一方面,区块链在招聘过程中成为人力资源趋势在某些情况下可能是双赢的。 “在需要确保正常工作许可并促进海外安全支付的国际招聘方案中,区块链的可信安全可以帮助雇主和员工,”技术和管理Keyrus的首席顾问Hannah Curtis说。该公司最近发布了区块链连接器。 工作时间,达到目标以及由此产生的工资和奖金都是雇主和员工的有用记录,获得的奖金记录对未来的就业机会也是有利的。 “在候选人被聘用后,区块链智能合约可能会对员工的工资,福利和退休计划产生影响,例如,在另一个事件(例如根据达到既定目标收到奖金)的情况下,编码并通过智能合约自动触发,“柯蒂斯说。 智能合约 - 帮助促进和管理数字流转移的计算机协议是资产 - 存储在区块链中。 她说:“这对自由职业者和承包商职位来说特别有用,因为智能合约可以确保只为完成的工作付款。” 区块链作为人力资源趋势开始显而易见 虽然大多数专家都认为区块链将在某些时候被人力资源部门用于招聘和管理目的,但这还不是一种常见的甚至趋势的做法。还有很多细节需要解决。 “与财务应用程序不同,招聘,简历或工作经历没有任何目前可信的历史情景,”Saba Software的Ardoin说。 这意味着人力资源使用区块链技术可能仅限于验证和记录教育和培训 - 至少,起初是如此。 Ardoin说:“ 黑白分布式分类账方法在跟踪公司和非正式学习和培训时仍然是一个有用的模型。“我们已经在Learning Record Stores(一种数字教育资料库)中看到了这种功能,同样存在一些挑战 - 例如支持新类型的内容,并确保非正式学习得到适当的评估 - 但是实施区块链学习应用程序比处理简历和作业历史记录的细微差别要简单得多。 以上由AI翻译完成,仅供参考。HRTechChina呈现   Working in HR and recruitment can sometimes feel like playing a game of two truths and a lie -- without knowing who's playing or when. If we were playing the game now, it would look something like this: Blockchain is a breakthrough in ensuring accuracy. (Truth.) Some see blockchain as an important future HR trend. (Truth.) The details of using blockchain for HR are all resolved. (Lie.) Indeed, while the promise of using blockchain for recruitment and other HR processes does exist, the reality is filled with complexities. Here's a look at both. Blockchain on the radar as an HR trend A blockchain is a distributed, shared digital ledger made up of a trail of validated facts. These facts can be anything from money to information. As part of this digital system of record keeping, each transaction and its details are validated and then recorded across a network of computers. Everyone who has access to the distributed ledger receives this information, and the parties agree on the accuracy before the block is replicated, shared and synchronized among the entities. A blockchain is virtually impossible to tamper with since each block of information references the block before it. In an age when trust is both elusive and held at a high premium, blockchain's appeal is soaring since it presents a way to confirm, validate and authenticate both values and events. This is why multiple verticals (such as banking, manufacturing and insurance) and multiple business horizontals (departments such as accounting, fulfillment, supply chain and shipping) are drawn to -- and very excited about -- using blockchain in their work. Why blockchain appeals to HR professionals "It is easy to see how the idea of being able to ensure [that] the details of one's educational or work experience -- and potentially more personal facts -- are immutable could be very attractive to HR offices," said Carol Van Cleef, partner with law firm Baker & Hostetler, which regularly advises clients on fintech issues, including blockchain.   "Costs associated with repetitive verifications of the same information could be reduced significantly and confidence in the results increased, assuming the original input was accurate," she said. That's no small task -- or small expense -- given how much the nature of work has changed recently. "Ten years ago, a job candidate may have had a degree from one or two universities and clearly defined long-term roles with two or three previous employers," said James Cross, director of learning product strategy at Workday, an enterprise software vendor that offers cloud-based human capital management and financial cloud-based applications. "Even then, verifying an employee's experience and education was time-consuming and expensive, typically happening right at the end of the hiring process and through an outsourced background check provider," he said. Cross points out that in today's business landscape, recruitment is quite different than in the past. "A candidate is likely to have had more jobs and a more diverse tapestry of career, personal and learning experiences than previously," he said. Findings from the U.S. Bureau of Labor Statistics bear this out. In 2016, the average job tenure for millennial workers ages 25 to 34 was 2.8 years. This is significant. According to Pew Research Center, millennials now make up the largest generation in the labor force. Education, too, has changed drastically and now is much harder to track and validate. "Candidates may have worked for an employer that operates a talent marketplace or have completed several rotational 'tours of duty' -- gaining skills, knowledge and feedback along the way," Cross said. "They may also have completed on-demand online training, and been awarded badges or digital credentials. And they may even have worked 'gigs' for several employers." And that's just for starters. Considering HR is a data-intensive function, blockchain could have many more applications within the department's scope. Baker & Hostetler's Van Cleef offers some caveats on blockchain as fledgling HR trend. "We are at a very early stage in the build-out of blockchain technology and all that the term involves," she said. "For data-heavy functions like HR, the potential may not be truly unlimited, but practical uses will be numerous." Education verification likely the first blockchain use for HR Because people and their backgrounds can be so complicated, using blockchain in the recruitment process has some tricky elements. For blockchain technology to work as a solid resume or unquestionable employment history, the question of who contributes and who verifies the data in each block is key. In some uses, such as education verification, the answers to those questions are relatively straightforward. So much so, that some universities are already providing these data blocks for their students. And it isn't only grades and degrees you'll find there. "In a blockchain world, the transcripts would be tamperproof and, basically, signed by the issuing institution. We already do this for our students at the University of Calgary by allowing them to put volunteer positions on their 'cocurricular record,' which we then certify for them," explained Thomas P. Keenan, M.A., professor of Computer Science at the University of Calgary and a presenter on nonfinancial uses of the blockchain at RSA 2017 in San Francisco last week. Time worked, goals met, and resulting pay and bonuses due and paid are useful records for both the employer and the employee, and a record of earned bonuses could be a plus for future employment opportunities, too.   The sharing of education data between institutions is potentially straightforward, too. "Another great advantage will be cost reduction," Keenan said. "We spend time checking the credentials of applicants from foreign universities, and the universities themselves. A blockchain registry to validate institutions would go a long way to eliminating this onerous task," he said. HR professionals, however, are likely to want this information in blockchain form as much to combat fraud as to cut costs in the verification process. "While college transcripts usually carry a high level of authentication, I can tell you that we have seen some totally bogus ones, fabricated in faraway countries and submitted as authentic," said Keenan. Indeed, fraudulent education claims were rampant at the height of outsourcing and still pose problems for companies operating in multiple countries where it is sometimes difficult to sync information across geographies and to equate differences in degrees and schools. Blockchains could be helpful in establishing this information and then preserving it for companies that may need this information in the future. In addition, a blockchain has the potential to follow an employee from job to job and provide a fast and reliable means for that employee to present education credentials and get hired quicker. Problems in documenting work history Verifying education is one thing, documenting the nuances of employment history is quite another. "While you can check off boxes on specific things like if the applicant has a degree, it's harder to have a definite formula for things like experience in independent consulting or a contract job, or a clear understanding of what titles for jobs mean when they can even vary from one business to another, even if it's the same industry," said Paul Ardoin, senior director of product and partner marketing at Saba Software Inc., which makes cloud-based talent management applications that rely on machine learning. There are problems with validating historical data to contend with, as well. "Companies or educational institutions that have gone out of business or been gobbled up in an acquisition may simply not have the information available, or it may be a challenge getting to the right person," explained Ardoin. If we attempt to document career paths retroactively, "it will cause headaches for decades for both HR departments and the people [who] they try to recruit," he said. In short, this indicates that it is more practical to build blockchains for employment purposes from this point forward than it is to backtrack and build a complete past record. In turn, for many employees, a blockchain would only be a partial employment record. Another thorny issue is the widespread use of applicant tracking systems, or more specifically, HR's reliance on keywords to sort applicants. While automation is helpful to HR, it's often an obstacle to applicants, who then resort to writing multiple versions of their resume to trigger specific keyword searches in various jobs. It would be unlikely that applicants could do that in the current conceptions of blockchain, and hiring companies may miss out on great talent. HR's use of blockchain vs. legal, privacy issues "Of course, this [long-term employee record keeping] would be something to consider in context of laws and data privacy," said Bianca McCann, vice president of HR at SAP. Right now, for example, it's illegal in some places to ask a candidate their past wages or current age. But such information could be stored in a blockchain and, depending on how its employment-related use develops and how concepts of privacy surrounding that develop, the jobseeker's private information could potentially be accessed without his or her permission. This raises a number of questions. For example, if a hiring organization views certain information in a blockchain, is it taking a legal risk? Or, could a potential employer's access to this information pose a real risk to the employee who did not wish to indulge it? On the other hand, blockchain becoming an HR trend in the hiring process could be win-win in certain scenarios. "The trusted security of blockchain can additionally assist both employers and employees when it comes to international hiring scenarios where there is a need to ensure proper work permits and facilitate secure payments overseas," said Hannah Curtis, principal consultant at Keyrus, a technology and management firm that recently released blockchain connectors. Time worked, goals met, and resulting pay and bonuses due and paid are useful records for both the employer and the employee, and a record of earned bonuses could be a plus for future employment opportunities, too. "After candidates are hired, blockchain smart contracts could have an impact on employee wages, benefits and retirement packages, as well. As an example, any benefit contingent on another event, such as receiving a bonus based on hitting a set target goal, could be encoded and automatically triggered via a smart contract," said Curtis. Smart contracts -- computer protocols that help to facilitate and manage the transfer of digital currents are assets -- are stored in a blockchain. "This is particularly useful in the case of freelance and contractor positions where smart contracts could ensure payment only for completed work," she said. "Unlike financial applications, recruiting, resumes or job histories don't have any current scenarios in which the history is currently trusted," said Saba Software's Ardoin. What this means is that HR's use of blockchain technology will likely be confined to verifying and documenting education and training -- at least, at first. "The black-and-white distributed ledger approach can still be a useful model when tracking corporate and informal learning and training," Ardoin said. "We're already seeing this kind of functionality within Learning Record Stores (a form of digital education repository). Again, there are challenges -- such as supporting a new type of content, and making sure that informal learning is properly valued --but the implementation of a blockchain for learning applications is much more straightforward than dealing with the nuances of resumes and job histories."
    Future of Work
    2018年02月21日
  • Future of Work
    人工智能如何改变人才获取 How Artificial Intelligence Is Changing Talent Acquisition 现在大家都在关注招聘AI,并就如何改变招聘方式进行了大量的讨论。招募人工智能是下一代软件,旨在改进或自动化招聘工作流程的某些部分。 作者:Ji-A Min 人工智能对招聘的兴趣已经由三大趋势引发 经济的改善:最近的经济收益创造了一个候选人驱动型市场,这使得人才竞争比以往更加激烈。这一竞争只会继续增加 - LinkedIn调查的 56%的人才招聘领导者认为他们的招聘数量将在2017年增长。 对更好技术的需求:虽然人才招聘预计会增加,但是66%的人才招聘负责人表示他们的招聘团队将保持相同规模甚至缩小规模。这意味着时间有限的招聘人员需要更好的工具来有效地简化或自动化他们的工作流程的一部分,理想情况下用于最耗时的任务。 数据分析的进步:随着技术变得快速和成本效益足以收集和分析大量数据,人才招聘领导者越来越多地要求他们的招聘团队展示基于数据的雇佣质量指标,如新员工的表现和营业额。 人工智能在招聘中越来越受欢迎,这为招聘人员提高他们的能力提供了令人兴奋的机会,但同时也存在很多关于如何最佳利用人才的困惑。 为了帮助您理解这一切,以下是招聘人工智能最有前途的三个应用程序。 应用#1:AI用于候选人采购 候选人采购仍然是一个主要的招聘挑战:最近的一项调查发现,46%的人才招聘领导表示他们的招聘团队正在为吸引合格的候选人而奋斗。 候选人采购人工智能技术可以搜索人们离线的数据(例如简历,专业投资组合或社交媒体档案),以找到符合您工作要求的被动候选人。 这种用于招聘的AI可以简化采购流程,因为它可以同时搜索多个候选人来源。这取代了自己手动搜索它们的需求,并可能节省每个请求的小时数。您节省采购的时间可以用来吸引,预选和面试最强大的候选人。 应用#2:人工智能进行候选人筛选 当您收到的75-88%的简历不合格时,很容易明白为什么简历筛选是招聘中最令人沮丧和耗时的部分。对于零售和客户服务等大批量招聘,大多数招聘团队没有时间手动筛选他们每个公开角色收到的数百到数千份简历。 AI筛选旨在自动执行简历筛选流程。这种智能筛选软件通过使用岗位聘用数据(例如业绩和营业额)为新申请人提供招聘建议,为ATS增添了功能。 它通过应用所学到的关于现有员工的经验,技能和其他资质的信息来自动筛选和评分新候选人,从而提出这些建议。这种类型的技术还可以通过使用关于以前的雇主和候选人的社交媒体档案的公共数据源来丰富简历。 AI进行简历筛选可实现低价值,重复性任务,并允许招聘人员将时间重点放在更高价值的优先事项上,如与候选人交谈并与其进行交流以评估他们的适合度。 应用#3:AI用于候选人匹配 与采购相比,候选人匹配可能是一个更大的挑战:52%的招聘人员表示,他们工作中最难的部分是从大型申请人池中确定合适的人选。 用于候选人匹配的AI使用一种算法来识别打开的请求的最强匹配。匹配算法分析候选人的个性特征,技能和工资偏好等多种数据来源,根据工作要求自动评估候选人。 例如,LinkedIn求职公告通过将求职者描述中的技能与其LinkedIn个人资料中的申请人技能进行匹配来对候选人进行排名。人才市场使用匹配算法来匹配候选人社区以开放角色。这些人才市场通常迎合特定的候选技能,如软件开发或销售。 人工智能匹配用于从那些已经加入并且正在积极寻找新角色或者对新机会非常开放的人中找出最合格的候选人。这意味着招聘人员不需要浪费时间来吸引那些对新角色不感兴趣的被动应聘者。 关于人工智能的力量,让候选人与工作岗位相匹配的不同观点,请参阅“ 尽管您阅读或听取的内容,采购活动和确实如此”。 AI和招聘的未来 专家预测人工智能招聘会转变招聘人员的角色。由于低价值,耗时的招聘任务通过人工智能技术变得简化和自动化,招聘人员的角色有可能变得更具战略性。 了解AI如何提高其能力的招聘人员将通过在采购,简历筛选和候选人匹配方面节省几十个小时,从而提高效率。 人工智能招聘承诺释放招聘人员与候选人交流的时间,以确定合适人选,并确定候选人的需求并希望说服他们担任角色。它有可能授权他们与招聘经理和人才招聘领导者合作,根据未来增长和收入计划积极的招聘举措,而不是反应性回填。 了解如何最好地利用这项新技术的招聘人员将获得更高的KPI,如更高的招聘质量和更低的营业额。    以上由AI翻译完成。供参考 How Artificial Intelligence Is Changing Talent Acquisition AI for recruiting is on everyone’s mind these days with a lot of talk on how it’s going to transform recruiting. Artificial intelligence for recruiting is the next generation of software designed to improve or automate some part of the recruiting workflow. Interest in AI for recruiting has been sparked by three major trends: The improving economy: The recent economic gains have created a candidate-driven market that’s made competing for talent tougher than ever. This competition will only continue to increase – 56% talent acquisition leaders surveyed by LinkedIn believe their hiring volume will grow in 2017. The need for better technology: Although hiring is predicted to increase, 66% of talent acquisition leaders state their recruiting teams will stay the same size or even shrink. This means time-constrained recruiters need better tools to effectively streamline or automate a part of their workflow, ideally for tasks that are the most time-consuming. The advancements in data analytics: As technology becomes fast and cost-effective enough to collect and analyze vast quantities of data, talent acquisition leaders are increasingly asking their recruiting teams to demonstrate data-based quality of hire metrics such as new hires’ performance and turnover. The growing popularity of AI for recruiting represents exciting opportunities for recruiters to enhance their capabilities but there’s also a lot of confusion about how to best leverage it. To help you make sense of it all, here are the three most promising applications for AI for recruiting. Application #1: AI for candidate sourcing Candidate sourcing is still a major recruiting challenge: a recent survey found 46% of talent acquisition leaders say their recruiting teams struggle with attracting qualified candidates. AI for candidate sourcing is technology that searches for data people leave online (e.g., resumes, professional portfolios, or social media profiles) to find passive candidates that match your job requirements. This type of AI for recruiting streamlines the sourcing process because it can simultaneously search through multiple sources of candidates for you. This replaces the need to manually search them yourself and potentially saves you hours per req. The time you save sourcing can be spent attracting, pre-qualifying, and interviewing the strongest candidates instead. Application #2: AI for candidate screening When 75-88% of the resumes you receive are unqualified, it’s easy to see why resume screening is the most frustrating and time-consuming part of recruiting. For high-volume recruitment such as retail and customer service roles, most recruiting teams just don’t have the time to manually screen the hundreds to thousands of resumes they receive per open role. AI for screening is designed to automate the resume screening process. This type of intelligent screening software adds functionality to the ATS by using post-hire data such as performance and turnover to make hiring recommendations for new applicants. It makes these recommendations by applying the information it learned about existing employees’ experience, skills, and other qualifications to automatically screen and grade new candidates. This type of technology can also enrich resumes by using public data sources about previous employers and candidates’ social media profiles. AI for resume screening automates a low-value, repetitive task and allows recruiters to re-focus their time on higher value priorities such as talking and engaging with candidates to assess their fit. Application #3: AI for candidate matching Candidate matching can be an even bigger challenge than sourcing: 52% of recruiters say the hardest part of their job is identifying the right candidates from a large applicant pool. AI for candidate matching uses an algorithm to identify the strongest matches for your open req. Matching algorithms analyze multiple sources of data such as candidates’ personality traits, skills, and salary preferences to automatically assess candidates against the job requirements. For example, a LinkedIn job posting ranks candidates by matching the skills on your job description to applicants’ skills on their LinkedIn profiles. Talent marketplaces use matching algorithms to match their community of candidates to open roles. These talent marketplaces usually cater to specific candidate skill sets such as software development or sales. AI for matching is used to identify the most qualified candidates from those who have opted-in and are either actively looking for a new role or are very open to a new opportunity. This means recruiters don’t need to waste time trying to attract passive candidates who just aren’t interested in a new role.
    Future of Work
    2018年02月19日
  • Future of Work
    人工智能在招聘中的3种实际用途 尽管所有候选人的经验都有炒作和兴趣,但人才董事会最近的一份报告显示,许多雇主都犯了一些重大失误:只有28%的受访候选人表示他们被告知他们没有被考虑担任角色,只有31%的人表示他们会在经验后重新申请特定组织。 在品牌和招聘人员的接触点上,组织和他们想要聘用的人员之间显然存在沟通失败。但任务已经不堪重负的招聘人员如果不是失败,单凭改善候选人沟通是缓慢成功的秘诀。 输入人工智能。这似乎有悖常理的是  人工 情报可以提供的洞察力和支持,以帮助招聘人员是更加个性化和真实的,但也有关键的用例添加AI到您现有的招聘高科技人性化候选体验。  AI可以提供洞察力和支持,帮助招聘人员更加个性化和真实 使用AI回复每个候选人 人力资源管理学调查发现,招聘人员平均需要9天才能开始筛选候选人,更不用说回到他们身上了。人才委员会报告近一半(47%)的候选人申请后两个多月没有收到回复。 那么AI如何提供帮助? 具有讽刺意味的是,AI帮助人性化候选人体验的一个主要方式是让候选人知道他们已经更快地从招聘过程中移除,并允许他们继续寻找工作。 当候选人申请工作时,AI招聘软件可以立即扫描他们的简历获得技能,经验和其他资格,并自动评分和排列他们与角色要求的匹配程度。 使用与ATS或CRM集成的AI筛选工具,每位候选人都会在24小时内收到答复 - 要么在过程中提出要求,要么拒绝。虽然拒绝总是很糟糕,但不知道更糟糕。正如他们在销售中所说的,“ 接下来最好的事情是一个公司没有。” 自动筛选,评分和排列候选人的AI技术也可以为您提供候选人缺乏哪些资格的详细信息,以及可以提交给被拒绝的候选人的信息,以作为改进空间。向被拒绝的候选人提供反馈意见,说明他们为什么没有前进,有助于创造一个高水平的候选人体验 在申请进展后更新候选人已经让你领先于竞争对手; 在此基础上添加有用的反馈意见使品牌互动变得更加难忘。 但是,为什么要停止反馈?使用您现有的招聘技术,如CRM或招聘营销平台,您可以添加银牌获得者发送电子邮件培育活动,提供其他可能对他们感兴趣的职位。您甚至可以定期检查以确定他们是否获得了未来角色所需的任何缺失资格。   使用AI与候选人进行实时沟通 软件咨询调查发现,第二大投诉求职者缺乏来自雇主的沟通。 传统上用于面向服务的公司的消费者营销中,chatbots使得人才招聘团队能够通过数字体验为候选人提供实时的个人参与。这些招聘聊天机器人可用于从候选人收集信息,提出筛选问题,回答常见问题解答,并安排与招聘人员的面谈。 IT服务提供商Sutherland专门建立了自己的聊天机构Tasha,以便在早期筛选阶段成为候选人的联系人。考生可以通过短信,电子邮件或对话框与Tasha进行互动,她可以回答基本问题,提示求职者如果脱离工作,返回求职申请表并安排面试。 萨瑟兰全球人才招聘副总裁凯利卡勒解释说,“如果你犹豫不决,或者你没有完成一项行动 - 这可能是你的评估或安排你的面试 - 她会问你为什么,并提示你重新回到旅程中。“ 人工智能不是完全负责制定完美的候选人体验,但它是难题的一个重要部分。 Tasha更进一步向招聘人员提供有关候选人体验的反馈。如果候选人确实想放弃这一过程,Tasha会发现原因并“将信息重新纳入我们的流程和采购过程中”,Kelly说。 这种反馈机制可能被证明对萨瑟兰来说是至关重要的,以改善他们的招聘流程并降低候选人的下降率。 Allegis进行的一项调查发现,大多数候选人(58%)表示在应用程序的早期阶段,他们会很乐意与聊天机器人进行互动。 所以,时间会告诉我们主流的聊天机器人如何成为求职者,但是早期的迹象对于候选人和组织来说都是有希望的。   使用AI消除人的偏见 在招聘中使用人工智能在很大程度上忽略了一个好处,那就是有可能让招聘人员回到他们开始时的信仰:帮助公司找到合适的人......反之亦然。为了找到合适的人,你需要考虑每个申请人,没有我们固有的偏见(我知道,这很难!)。 人工智能可以进行智能编程,通过忽略候选人详细信息(如姓名,毕业日期和出席的可以表明性别,年龄和种族的学校名称)来避免无意识偏见。例如,男性招聘者可能会自动感受到男性工程师申请人对女性申请人的亲和力。人工智能可以帮助提升现场水平,同时呈现所有简历或应用程序,无需任何可能影响性别或年龄的技巧或品质。 对于招聘人员来说,绕过这些常见的偏见扩大了潜在的人才库,因为否则合格的候选人不太可能被忽视,因为具体但可能没有根据的理由。 现代候选人经验的核心是实现个性化和自动化的平衡。人工智能可能不是完全负责制定完美的候选人体验,但它肯定是难题的重要部分。   以上由AI翻译完成。供参考
    Future of Work
    2018年02月19日
  • Future of Work
    您将在2018年看到10个工作场所趋势   每年我都会对即将到来的一年的前十名职场趋势进行预测。其目的是通过收集,评估和报告最能影响它们的趋势来帮助组织准备未来。您可以从阅读我预测 2013, 2014,2015年,2016年 和2017年。这些趋势是基于与管理人员和员工的数百次对话,来自450多个不同研究来源(包括大学,咨询公司,非营利组织,政府和贸易协会)的一系列国家和全球在线调查和二次研究。 所有经济指标均显示2018年美国经济持乐观态度。劳工统计局预测失业率将从2017年的4.3%持续下滑至2018年的4.2%,总体预测为2050万个就业岗位到2020年。虽然大部分职业预计会增长,但明年增长最快的是医疗,个人护理,社会援助和建筑业。老年工人的劳动力参与率将增加,但整体劳动力增长率将在明年下降。美国工资 预计将从2017年的3.1%上升到2018年的3.2%。预计国内生产总值将从2017年的2.3%增加到2018年的2.5%。 2018年的主要工作场所趋势包括:   1.领导者鼓励更多的人际交往。公司将继续推广他们的工作空间并进行设计,以促进员工之间的人际关系。IBM停止了他们的远程工作计划,将数千名支持其品牌的核心团队的员工推回办公室。苹果的创新设施旨在促进员工关系,想法共享和协作。Google咖啡厅旨在鼓励跨部门和团队的员工之间的互动。三家公司都发现,当员工在物理环境中互相碰撞时,会激发创造力和建立关系,从而产生积极的结果。一项研究发现,同事之间的谈话时刻可以提高20%的表现另一项研究 发现,72%拥有最好朋友的员工对他们的工作更满意。在我们的研究中,我们与任仕达合作,发现Gen Z和千禧一代选择使用技术进行面对面的对话,并选择企业办公室进行远程办公。虽然技术可以使我们更有效率,并且感觉彼此高度相关,但它永远不会取代面对面的对话。鼓励个人关系的领导者将有更多的承诺,满意和生产力的工人。研究人员Mahdi Roghanizad和Vanessa K. Bohns 发现一次面对面的对话相当于34封电子邮件。你会看到更多的公司明年撤回他们的远程办公计划,以及更重视电话,视频会议和面对面会议的领导者。 2.下一波的考证的浪潮。受影响最大的行业之一是教育,更多的第三方提供的课程,证书和认证比以往任何时候都多。现在,LinkedIn Learning,Coursera,edX,Udemy,Udacity,The Khan Academy等提供了丰富的在线课程。皮尤研究报告自我导向学习正在推动对新认证体系的需求。越来越多的员工将接受不同类型的凭证,因为他们试图建立多元化的人才库并扩大其影响力。每四名成年人中就有三分之一同意个人有责任确保劳动力在当今的经济环境中拥有合适的技能和教育才能取得成功,而只有52%的大学和49%的雇主拥有这些技能和教育。由于日益增加的学费成本增长了9%,年轻一代开始抵制传统学位从去年开始为四年制公立学校。一些学校完全避免大学,并且正在追求这些免费或低成本的在线课程,这些课程提供足够的重要技能教育以获得。随着公司继续接受非传统证书,学生将能够避免债务,并在自己方便的时候学习,而不用担心失业。 3.公司专注于提升和培训现有员工。 虽然政治讨论的重点是将制造业工作带回美国,而新闻媒体将继续发表关于自动化将如何消除就业的文章,但我们应该真正关注日益增长的技能差距。美国目前有620万个新员工空缺,比2016年同期的560万增加。公司无法在正确的时间找到合适的员工,这些员工在正确的时间拥有合适的技能,从而减缓了增长速度在经济中。全国独立商业联合会报告称,45%的小企业无法找到合格的候选人来填补职位空缺,60%的雇主有12个星期或更长时间的空缺职位,每年因丧失生产力和广告费而花费800,000美元。在我们目前的经济体中,变化发生得比以往任何时候都快,学习技能的半衰期仅为五年。随着越来越多的行业被打乱,各公司正在发展其业务模式以适应新的客户需求。例如,AT&T通知他们的10万雇员,他们的工作角色在十年内不会相关,随后创建了劳动力2020计划,投资超过10亿美元,以帮助提升员工基数。我们不仅缺乏正确的技能,而且我们目前拥有的技能随着时间的推移逐渐变得不那么重要。 接近一半人们每天付费完成的所有任务都有可能被自动化,多项研究表明总人数将减少12%到50%。2018年,雇主将投入更多资金到他们的培训和发展计划中,以填补他们的技能差距并达到他们的全部能力。IBM发现,表现最好的组织中有84%的员工正在接受他们需要的培训,而在表现最差的组织中只有16%的员工正在接受培训。如果团队经过适当的培训,公司每年平均节省70,000美元,生产力提高10%。随着Z世代进入工作场所,他们面临更大的技能差距,他们需要填补的工作中65%甚至还不存在。 4.人工智能进一步进入工作场所。 人力资源部门最大的话题就是人工智能,因为这个话题既有兴奋又有恐惧,因为它涉及到我们如何做我们的工作。几乎每个新设备和服务都将在未来几年内包含人工智能。谷歌,Facebook,亚马逊,微软,苹果和其他公司都致力于使用AI创建更智能的产品,现在有超过1000家AI供应商支持所有类型的公司和人员。作为世界经济论坛“ 全球塑造者研究”的一部分“,他们向千禧一代询问全球下一个重大技术趋势是什么,近三分之一的人工智能是AI。由AI推动的Chatbots将在2018年继续渗透到工作场所.Chartbots是促进文本对话的程序,预计每年为公司节省超过7900万美元的薪资支出,并且使用它们的效率超过30%,近20%的公司已经在工作场所部署了聊天机器人,预计到2021年将达到57%。公司正在使用聊天机器人个人助理,为按需客户支持,挖掘数据,简化业务流程,回收的产品信息,并回答员工的问题。例如在Overstock,他们有一个叫做Mila的聊天机器人,让管理人员知道员工何时生病,而在英特尔,他们使用人力资源虚拟助理来回答有关薪酬和福利的问题。随着越来越多的员工看到chatbots和AI的效率优势,他们将以更快的速度采用。 5.优先考虑金融和心理健康。随着78%的美国人生活月光族和学生贷款债务超过1.4万亿$,工人们正在苦苦挣扎,它的影响身体健康。工人们感到压力很大,不仅影响他们的生产力,而且影响他们对工作的满意度。西北互惠公司报告说,超过四分之一的千禧一代认为财务压力影响他们的工作表现,并使他们感到身体不适和沮丧。近一半的员工有财务问题,导致他们每年平均失去六个工作日。因此,有很多公司正在帮助员工偿还学生贷款以缓解其财务负担,其中包括富达,普华永道,安泰,Penguin Randomhouse和Chegg。精神健康长期以来一直是工作场所的耻辱,现在正变得越来越普遍和被领导者接受。现在,人力资源部门担当着心理健康顾问的角色,帮助那些患有抑郁症,焦虑症,双相情感障碍和多动症等各种心理健康问题的员工。尽管这些疾病中有许多是隐藏的,但84%的员工经历过心理健康欠佳的身体,心理或行为症状。像抑郁症这样的症状会导致大约五个错过工作日 和每三个月减少11.5天的生产力,每年损失2亿美元的工作日,导致总体生产力损失达到1700亿美元至440亿美元。在关于Madalyn Parker的故事发生后,许多公司开始围绕这个话题进行真正的认真对话,这位网站开发人员的经理正在接受她的心理健康日。例如,普华永道提供全天候的咨询服务,精神卫生工具包和一组六名精神卫生倡导者,以支持工作场所心理健康的去污名化。 6.员工倦怠导致更多人员流失。员工因工作时间延长而无法获得额外补偿,同时公司也录得创纪录的利润。全职员工平均每周工作47小时,任期从2016年的4.6下降到2017年的4.2。根据权利管理,超过三分之一的员工从管理层获得非工作时间电子邮件,几乎有10%的人可以收到电子邮件假期。技术已经扩大了工作日,并迫使员工在工作期间花更多时间获得相同的薪水并且没有奖金。在一项研究中与Kronos合作,我们发现几乎有一半的人力资源部门领导表示员工职业倦怠是其年度劳动力流失率的一半。他们认为职业倦怠是由不公平的薪酬,不合理的工作量和过多的工作时间造成的。即使在美国以外,工作蠕变已成为一个主要的就业问题,以至于法国政府颁布立法,赋予工人“ 脱离权利 ”。为了防止员工职业倦怠,公司专注于制定健康和灵活性计划,让他们能够抽出时间并保持健康。 7.人力决定影响消费者行为。多年来,人力资源和人才领导者都希望在座席上有一席之地,影响CEO的议程。现在,随着我公司和其他公司的大数据和新研究的出现,他们最终可以将积极的员工和候选人的经验和实际收入相联系。在一项与CareerArc 的研究中,我们发现候选人体验实际上影响了消费者的行为。64%的求职者表示,糟糕的求职经历会使他们不太可能向雇主购买商品和服务。尽管91%的雇主同意候选人的体验会影响消费者的购买决定,但只有26%的人会衡量这种影响。根据CareerBuilder独立研究他们发现如果没有得到他们的申请回复,58%的员工从他们申请的公司购买的可能性较小。除了候选人的行为,当企业没有投资于他们的招聘和培训计划时,他们就失去了顶尖人才,最终导致资金和生产力的损失。 8.公司更加重视多样性。虽然多元化主题已成为多年来的话题,但它几乎已经到了一个临界点,企业正在投入资金改善员工队伍的构成。部分原因在于Google工程师的一份十页文档的病毒式传播违背了他的雇主多元化计划。他认为,女性在技术上的代表性不足,并不是因为她们在工作场所面临偏见和歧视,而是因为性别之间的心理差异。树液审查了他们自己的性别工资差距,并考虑了多年的经验,过去的表现和员工的地点等几个因素。当他们发现性别报酬出现差异时,他们进行了调整,他们花费了大约100万美元增加薪水以缩小差距。越来越多的公司正在建立员工资源小组来支持所有类型的多样性,包括性别,种族和年龄。他们觉得这些支持团体将有助于促进拥有不同类型员工基础的积极方面。我们将看到更多的公司,特别是硅谷的公司,明年将取得重大进展,以促进多元化,因为他们拥有不到5%的非洲裔美国员工,并不断受到审查。 9.放宽对劳动法的管制。 在目前的行政管理下,越来越多的劳动法正在放松管制,这会给企业带来成本,并影响他们促进多样性和保护工人权利的能力。在与Kronos合作的一项研究中,我们发现超过一半的人认为每次监管变更平均花费高达10万美元。超过三分之二的人表示,在过去的一年中,合规性变得更加昂贵,74%的受访者表示合规性比十年前更加昂贵。在目前的管理下,64%的受访者表示他们预计劳动相关法规的复杂性会更加复杂,而只有14%的受访者表示他们不那么复杂。Nathan Mehrens 正在运作DOL监管改革办公室,该办公室旨在重新考虑政府法规,并将奥巴马加入法律的很多内容删除。白宫正在取消一项规定,要求公司按种族,性别和种族报告工人赔偿,另一项规定迫使公司记录工伤事故。这些与成本公司同时放松管制并节省资金 - 但大多数对于工人来说真的很糟糕。 10.老龄化的劳动力。劳动力正在持续老龄化,婴儿潮出生的人比前几代人活得更久,并在晚些时候退休。每四名美国人中就有三名计划在退休年龄前工作,近三分之二的人表示他们将继续兼职工作。皮尤研究公司估计,到65年代中期,65岁及以上的人口数量预计将从2010年的5.31亿增加到2010年的15亿,美国老年人口数量预计将增加一倍多,从41万增加到86万。中国的时间和接近三倍,从2010年的8.3%上升到2050年的24%。每天有大约一万名婴儿潮出生的人每天转65次,但不到一半人表示他们预计将退休65岁。只有三分之一以上的公司正在为预计年长员工数量的增加做准备,这将给企业带来退休福利,医疗保健和机会均等等重大成本。随着婴儿潮一代保持其领导地位,年轻员工在组织中站稳脚跟将更难,并可能导致更高的营业额,压力和挫折感。 Dan Schawbel是主题演讲人,也是纽约时报畅销书“促进你自己和我2.0”的作者。 Dan Schawbel :是Future Workplace的一名合伙人兼研究总监,Future Workplace是一家致力于重新思考和重新构想工作场所的高管发展公司。 还写了“纽约时报”畅销书“促进你自己”和“我2.0”。2012年,我被“福布斯”杂志评选为“30岁以下名单”。作者是福布斯撰稿人。所表达的意见是作者的意见。
    Future of Work
    2018年02月17日
  • Future of Work
    在争夺最佳人才方面,员工的体验越来越重要Josh Bersin教你五大策略来最大化员工体验 在争夺最佳人才方面,员工的体验越来越重要,人力资源需要关注授权,发展和吸引人才进入热门就业市场的核心优势,Josh Bersin写道。 作者:Josh Bersin 我们生活在有趣的时代。几十年来,全球经济第一次增长。失业率几乎处于30年来的最低点,薪水终于开始上涨,雇主正在积极争夺一套新的技能(“机器学习技巧”现在是LinkedIn领域最热门的工作,需求增加在过去五年中近10倍)。 但是这个地平线上有一片小小的灰色云。正如我在2000年股市崩盘时所记得的那样,在非常高的经济增长时期,就业市场变得非常困难,雇主不得不改变他们的策略。 突然之间,每个人都在争夺同样的人才(大会董事会首席执行官的研究表明,“找到并留住人才”现在已成为首席执行官的头号问题),企业开始担心人力资源战略和领导力,以及求职者开始快速跳来跳去。事实上,具有按需技能的人突然开始像电影明星一样行事,游说高薪,比较雇主,并进一步推动公司改善他们的就业品牌。 对于人力资源领导者来说,“员工体验”的整个主题突然成为一个成败的问题。如果你的公司没有得到很好的尊重,在社交媒体网站上获得高评价,并被认为是“不断增长的工作场所”,你会发现吸引人才越来越难。当然,大多数人不会经常换工作,但拥有非常独特技能的人开始走动。销售人员,工程师,产品专家甚至入门级员工开始转向增长最快的公司,使得发展缓慢的公司陷入低谷。 “对于人力资源领导者来说,'员工体验'的整个主题突然成为一个决定性的问题” 人力资源的新挑战 这种情况的问题在于它对人力资源造成了全新的压力。突然间,公司突出了员工体验,生产力,参与度,留存率,福利,奖励以及诸如福利,附加福利,工作环境以及免费午餐,免费晚餐,免费洗衣等各种奇怪的事情。免费健身房和锻炼项目。在我住的硅谷,如果你不给人们美味的早餐,午餐,(经常晚餐),你根本无法吸引工程师。这种不断升级的战争利益不断增加。 在我的职业生涯中,我经历了许多这样的循环,而且我的个人经历表明,许多人只是继续耕耘,留在原地,从经济改善中受益。但高潜力和领导者可以轻松找到新工作,所以我们必须密切关注他们。大多数公司正在重新设计他们的继任管理计划,促进人才流动性,入职培训,按需学习和职业发展,因此需要做很多事情。 最糟糕的是,正如我在2001年和2008年所记得的那样,这一切最终都会崩溃。在未来的某个时候,全球增长将停止,我们都会怀疑这些昂贵的,以员工为中心的计划是否可以承受。我记得我们2008年IMPACT会议的主题是“少用少得多”。我们现在不在这里,但最终会来。 重新调整员工体验策略 人力资源是否准备好了?绝对。我一直在与世界上一些最具标志性和重要性的公司会面,他们的人力资源团队重新关注职业管理,员工体验,新奖励计划以及各种有趣的数字生产力和福利策略。 让我们都在这里享受美好时光。是的,这个热门的就业市场造成了很大的压力,但如果你专注于赋权,发展和引人入胜的核心优势 - 你就会蓬勃发展。现在云层在地平线上,让我们享受阳光吧。 “如果你不给人们美味的早餐,午餐(经常晚餐),你根本无法吸引工程师” 5个最大化新全球经济中员工体验的策略 关注就业品牌。了解并研究候选人如何看待你的公司,并将这些信息反馈给首席执行官和高级商业领袖,以便推动管理层改进文化,参与度和工作环境。 保持当前的工资和福利。现在我认为公司必须每六个月刷新一次奖励计划。每年都不够快。我曾经和那些给员工半年一次审查和加薪的公司谈过,即使这在某些情况下可能还不够。现在公布大量的薪酬信息 - 员工可以找到它,所以您应该领先于此。 重点了解员工的旅程,并关注端到端的员工体验。这意味着从候选人到新员工到第一天,第一个月,第一季度,第一年,第一次促销等等。设计思维的概念现在已经被很好地理解,因此您需要使用它们来构建一种数字化的体验,以帮助人们在职业生涯中茁壮成长。 重新设计您的L&D战略。今年是2018年,采用微型学习策略的一年,更新您的LMS和工具,并深入了解“工作流程中的学习”的概念。我很快就会写更多内容 - 但让我提醒你,当人们觉得自己“没有学习”时,他们会离开公司。你可以解决这个问题。 通知首席执行官和高层领导。让他或她知道你的留任率,聘用的难度,以及哪些业务领域正面临人才短缺或技能差距。如果您需要聘用更多招聘人员,投资新的开发计划,或从根本上改变工作模式以适应,您需要他们的帮助才能迅速动员。在竞争激烈的时期,首席执行官希望尽其所能帮助,所以要抓住机遇。 图片来源:iStock 以上由AI自动翻译,原文请阅读:   Josh Bersin’s top 5 strategies to maximise the employee experience The employee experience is increasingly important in the battle for the best talent, and HR needs to focus on core strengths of empowering, developing and engaging people in a hot jobs market, writes Josh Bersin We are living in interesting times. For the first time in decades the entire global economy is growing. Unemployment rates are almost at a 30 year low, salaries are finally starting to rise, and employers are competing vigorously for a new set of skills (“machine learning skills” are now the hottest according to LinkedIn, a job that has increased in demand by almost 10 times in the last five years.) But there is a small grey cloud over this horizon. As I remember quite well during the 2000 stock market crash, during very high growth economic times the job market becomes very difficult and employers have to shift their strategies. Suddenly everyone is competing for the same talent (Conference Board CEO research indicates that “finding and retaining talent” is now the #1 issue on the mind of CEOs), companies start to worry about HR strategies and their leadership pipeline, and job candidates start hopping around quickly. In fact people with in-demand skills suddenly start to behave like movie stars, lobbying for high salaries, comparing employers, and further pushing companies to improve their employment brand. For HR leaders the whole topic of the “employee experience” suddenly becomes a make or break issue. If your company is not well respected, highly rated on social media websites, and considered a “growing place to work,” you find it harder and harder to attract talent. Sure most people don’t change jobs that often, but people with very unique skills start to move around. Salespeople, engineers, products specialists, and even entry-level employees start to move to the fastest growing companies, leaving the slow growth companies in waves. “For HR leaders the whole topic of the ’employee experience’ suddenly becomes a make or break issue” New challenges for HR The problem with this situation is that it creates a whole new stress on HR. Suddenly companies are focused on the employee experience, productivity, engagement, retention, benefits, rewards, and things like well-being, fringe benefits, the work environment, and all sorts of strange things like free lunch, free dinner, free laundry, and free gym and exercise programs. Here in Silicon Valley, where I live, if you don’t give people a gourmet breakfast, lunch, (and often dinner) you simply cannot attract engineers. This escalating war of benefits keeps going up. I’ve been through many of these cycles in my career, and my personal experiences shows that many people just plow along and stay where they are, benefiting from the improved economy. But high potentials and leaders can find new jobs easily, so we have to watch them closely. And most companies are re-engineering their programs for succession management, facilitated talent mobility, onboarding, on-demand learning, and career development, so there is a lot to do. And worst of all, as I remember in the year 2001 and 2008, this all will eventually come to a crashing end. Sometime in the future this global growth will stop, and we will all wonder if these expensive, employee-centric programs are affordable. I remember the theme of our 2008 IMPACT conference was “doing less with less.” We aren’t there now, but it will come eventually. Refocusing strategies on the employee experience Is HR ready for this? Absolutely. I have been traveling around meeting with some of the most iconic and important companies in the world, and their HR teams are refocusing on career management, the employee experience, new rewards programs, and all sorts of interesting digital productivity and wellbeing strategies. Let’s all enjoy the good times while they’re here. Yes, this hot job market creates a lot of stress, but if you focus on your core strengths of empowering, developing, and engaging people – you will thrive. The clouds are out on the horizon for now, let’s enjoy the sun. “If you don’t give people a gourmet breakfast, lunch, (and often dinner) you simply cannot attract engineers” 5 strategies for maximising the employee experience in the new global economy Focus on employment brand. Understand and study how candidates view your company, and bring this information back to your CEO and top business leaders so you can push your management to improve culture, engagement, and the work environment. Keep salaries and benefits current. Right now I believe companies have to refresh their rewards programs every six months. Annually is just no fast enough. I’ve talked with companies that give employees reviews and raises semi-annually and even this may not be enough in some cases. A tremendous amount of compensation information is now public – employees can find it so you should get ahead of this. Focus on understanding the employee journey, and focus on the end-to-end employee experience. This means everything from candidate to new hire to first day, first month, first quarter, first year, first promotion, and on. The concepts of design thinking are well understood now, so you need to use them to build a digital-enabled experience that helps people thrive throughout their career. Re-engineer your L&D strategy. This year, 2018, is the year to adopt a micro-learning strategy, refresh your LMS and tools, and get behind the concepts of “learning in the flow of work.” I’ll be writing a lot more on this soon – but let me remind you, people leave companies when they feel they are “not learning.” You can fix this. Keep the CEO and senior leadership informed. Let him or her know your retention rate, how hard it is to hire, and what areas of the business are suffering from talent shortages or skills gaps. You will need their help to mobilise quickly if you need to hire more recruiters, invest in a new development program, or radically change job models to adapt. In times of competitive growth CEOs want to do everything they can to help, so take advantage of the opportunity. Image source: iStock
    Future of Work
    2018年02月17日