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Recruitment

AI并非裁员元凶：财富100强陷入“解雇—再招聘”循环，250亿美元换不来AI转型美国财富100强的裁员潮与AI关系不大。报告分析了超过一万条招聘信息，发现仅有11%的岗位提及AI，6%要求具体技能。过去一年，这些企业共裁员8.6万人，但又在2025年7月新增5.8万个职位。所谓的“解雇—再招聘”循环让企业仅在2024年就支付了250亿美元的遣散费，平均每节省1美元，实际支出却高达1.27美元。在AI热潮席卷全球的当下，企业大规模裁员似乎成了数字化转型的必经之路。但来自 Orgvue 的最新研究却揭示了一个令人意外的事实：AI并不是驱动裁员的核心力量，美国财富100强企业正陷入一场高成本、低回报的“Fire-to-Hire（解雇—再招聘）”循环。一、AI“高声量、低落地”：仅一成岗位提及AI Orgvue 对财富100强企业最新招聘信息的分析显示，在所有岗位中，仅有 11% 提及AI，其中仅 6% 明确要求具体AI技能或平台经验。换句话说，大多数企业在招聘层面并未显现出对AI能力的迫切需求。行业差异同样显著：科技行业的AI需求最高，占比 26%；金融与医疗行业分别仅为 9% 和 8%；非管理岗位仅 8% 要求AI技能，而总监级以上职位则高达 18%。这一结果揭示出一个趋势：AI素养正成为决策层的“战略语言”，而非一线员工的“执行工具”。 Orgvue 首席产品官 Jessica Modrall 指出： “AI 技能的真实需求远低于市场想象。企业似乎尚未明确AI究竟能在哪些岗位、哪些场景中真正创造价值。” 她补充说，AI 投资在实践中“屡屡令人失望”，暴露出雄心与落地之间的巨大断层。二、裁员不是AI的结果，而是效率幻觉的代价过去一年，48家财富100强企业共裁员86,000人，但其中 46家又在2025年重新招聘。仅2025年7月，这些企业就新增了 58,000个职位。 Orgvue 将此现象定义为“Fire-to-Hire Cycle”——一种表面上削减成本、实则代价高昂的循环。报告显示： 2024年财富100强企业仅遣散费支出就达 250亿美元；扩展至财富500强，总额高达 430亿美元；平均而言，企业每节省1美元人力成本，反而要额外支出 1.27美元的隐性成本（包括招聘、培训与生产力损失）。这意味着所谓“AI驱动的精简”并未带来效率提升，反而使企业在重组中不断失血。 Jessica Modrall 评论道： “AI经常被用作裁员的理由，但缺乏对岗位、技能与工作内容的数据洞察，企业实际上是在丢失宝贵的组织记忆与知识资产。” 三、“AI取代人类”是误解，企业更倾向招募年轻可塑性人才研究还发现，64% 的新招聘岗位面向工作经验不足5年的候选人，其中近一半为基层岗位。这意味着AI并未消灭初级职位，反而让企业更青睐“灵活、学习能力强”的新生代劳动力。然而，只有 24% 的招聘信息提及职业发展机会，18% 未公开薪资区间，显示企业更关注“短期补位”而非“长期培养”。这种策略虽然能降低薪资支出，却可能削弱企业的知识沉淀与文化连续性。四、行业画像：AI需求冷热不均，文化与灵活性成关键差异点科技行业（Tech）：处于AI与文化双重引领地位。92% 的招聘岗位提到企业文化，70% 提供股权激励。医疗行业（Healthcare）：以灵活工作模式和职业发展机会领先，42% 岗位支持远程或混合办公。金融行业（Finance）：高层招聘比例最高（39%），但AI应用仍处早期，仅9% 岗位提及AI技能。五、解读：AI不是“裁员导火索”，而是“转型信号灯” Orgvue 的研究为当前“AI导致大规模裁员”的论调泼下冷水。AI并未直接带来岗位消失，而是暴露出企业在组织规划与技能转型上的盲区。真正的挑战不在于“AI取代人”，而在于“如何用AI重塑人”。企业若持续依赖短期的“裁员—补员”循环，而不建立系统性的人才与技能规划能力，将在AI浪潮中失去竞争力。 Modrall 总结道： “未来的关键，不是是否转型，而是你是否基于数据、有计划地转型。那些依赖直觉裁员、盲目重组的企业，正在为短期利益牺牲长期韧性。” AI并非洪水猛兽，也不是万能解药。真正的竞争优势来自于企业能否以数据为基础进行劳动力洞察，找到“技术—人—组织”三者的最优平衡点。在AI时代，管理者的任务不再是裁掉人，而是设计出让“人+AI”协同创造价值的新工作体系。

Recruitment
2025年10月30日
Recruitment

Despite Political Firestorm, Diversity Investments Are Alive And Well Josh Bersin 发表文章：尽管政治压力和社会对多元化与包容性（DEI）计划的批评日益加剧，许多公司依然重视相关投资。这些企业将DEI从单独的HR计划融入到领导力、绩效管理和招聘战略中，形成了更加全面的文化建设方式。在员工对企业领导层信任度下降的背景下（如Edelman信任晴雨表指出的68%员工认为CEO不诚实），信任、透明和公平已成为企业文化的核心要素。企业如今更注重绩效文化，通过构建基于能力与高绩效的包容环境，吸引各年龄、性别及种族的优秀人才。杰米·戴蒙等领导者已公开表示支持DEI，证明高绩效与包容性是现代企业成功的关键。尽管DEI独立职能角色在减少，但相关实践已经深度融入企业运营。各行业的领先企业正通过这种方式实现快速转型和增长，进一步强调了DEI对企业文化和绩效的重要性。下面是全文，请欣赏： As the WSJ has reported extensively, companies like Harley Davidson, Tractor Supply, Walmart, and McDonalds are publicly pulling back on DEI programs, largely under pressure by political activists. Fueled by the supreme court’s striking down of affirmative action in 2023, there is a political movement to dismantle the “social justice” movement that took hold in corporate HR departments. Now, driven by the new administration, the Federal Government is “ending radical and wasteful” government DEI programs. And the executive order is asking the Justice Department to litigate up to 9 private companies as examples. As a part of this plan, each agency shall identify up to nine potential civil compliance investigations of publicly traded corporations, large non-profit corporations or associations, foundations with assets of 500 million dollars or more, State and local bar and medical associations, and institutions of higher education with endowments over 1 billion dollars. Of course this has created a firestorm of debate, and many companies are doing away with dedicated DEI roles in HR. But our research, which includes discussions with many dozens of Chief HR Officers, heads of recruitment, and others, finds that the investments are alive and well. Here’s where I sense we are. While DEI and pay equity programs have been around since the 1960s (companies like Coca Cola and Google have been sued for gender and racial pay inequities), the topic got out of hand. Post George Floyd, which was a traumatic event in the United States, companies went overboard with training and messaging about social justice, oppression, micro-aggression, and other uncomfortable topics. Many programs included discussions of topics like “white fragility,” “intersectionality,” “oppression,” and other social topics. While this was trending in the media, many employees told us these programs made them uncomfortable. In a country like the United States (I just got back from two weeks in South Africa, where these issues are front and center) where we have a long history of immigration and diversity, this topic has been debated for hundreds of years. I worked at IBM during the days of affirmative action (1970s and 1980s) and my personal experience was very positive. Black and Asian professionals were actively recruited and promoted at IBM during my tenure and I have fond memories of IBM as a company with a powerful culture of “respect for the individual” (IBM’s motto). (Read Thomas Watson’s 1963 manifesto: it’s a bit gender-biased but remains relevant today. Watson, the founder of IBM, talks extensively about equity between white and blue collar work, fair wages and benefits, and opportunities for all. Note that IBM is one of the only tech companies that has survived more than 100 years so these principles have served the company well.) Now that we’ve entered a business focus on productivity, AI, and technology transformation, companies want to build a culture of meritocracy, skills, leadership, and internal mobility. The #1 issue we hear from CHROs and CEOs is “how do we transform our company faster?” Sitting around to debate diversity targets or DEI agendas just doesn’t feel important. That said, as we discuss regularly with leaders in every industry, CEOs and CHROs are very concerned about corporate culture. The new Edelman Trust Barometer describes a shocking drop in trust among workers. More than half of all employees believe CEOs are overpaid and 68% believe they lie on a regular basis. So cultural topics of inclusion, fairness, and respect are extremely important. (The Edelman research even points out that 40% employees believe that hostile activism against their employer is acceptable (violence, property damage, social media attacks). So building a culture of trust, transparency, and listening remains essential. And that’s why culture still matters. As I discuss in our research “The Rise of the Superworker,” (and PwC’s 2025 CEO survey also points this out), companies that transform faster make more money. And transformation, regardless of the technology behind it, is always dependent on people. So when we read about corporate transformations at companies like Boeing, Intel, and Nike, we know that there are always issues of culture. Where does the DEI agenda now fit? As I talk with leaders around the world, it has clearly not gone away. Today, rather than focus on representation targets or social issues, companies are embedding their focus on meritocracy within the business, moving it out of the world of an “HR program.” And this, despite the political backlash, is a good thing. As even Robby Starbuck points out, every leader believes in meritocracy. We want our teams to reward high performance and encourage everyone to learn, grow, and advance in a fair way. DEI, which became a standalone mission of its own, is now a part of “building a culture of performance,” and that means respecting high performance among all genders, races, disabilities, and ages. It means creating a culture of psychological safety where people can speak up, and it means being crystal clear with feedback, accountability, and behaviors we value. Finally, let me celebrate the public statement by Jamie Dimon, one of the most respected CEOs in the world. When asked about DEI activists at the World Economic Forum, he answered “bring them on, we’re proud of what we do.” While much of the political focus against DEI seems to focus on “moving companies to the right,” I think the real trend is quite different. Leaders and HR departments are taking the high-profile DEI agenda and embedding it into the disciplines of leadership, recruitment, performance management, and rewards. And even today, as Lightcast data shows, there are more than 7,000 DEI roles posted for hire. The highest performing companies in the world are inclusive and fair by nature – that’s why high-performers want to work there. Let’s let “DEI” as an HR agenda move aside, and move the topic back into the business of leadership where it belongs. (Listen to real-world case studies in The Josh Bersin Academy or browse all our DEI research in Galileo.)

Recruitment
2025年01月27日
Recruitment

Josh Bersin:Digital Twins, Digital Employees, And Agents Everywhere 2025 年，数字员工和人工智能助理的崛起将彻底改变人力资源运营，改变招聘、数据分析和员工管理等任务。这些技术包括数字双胞胎和智能代理，它们将与人类专业人员一起工作，以提高生产力和优化工作流程。随着人工智能工具成为日常业务不可或缺的一部分，人力资源领导者必须拥抱这些创新，同时继续关注技能培训、心理健康和包容性工作环境。向人工智能的转变还将重塑团队动态，这对人力资源部门重新设计角色和流程以保持竞争力提出了挑战。 I recently heard Elon Musk predict that every citizen would have multiple Optimus robots in their homes within five years. And while I often ignore his predictions because they’re exaggerated, I think he’s on to something. We are about to witness an explosion of Digital Employees in our companies, and these may be the “robots” we’ve heard about for years. Let me explain. This week I talked with dozens of vendors and clients at Unleash and then visited our development partner Sana Labs in Stockholm. It’s now clear that we’re going to be working with multitudes of “digital employees” in the year ahead. (And as Dario Amodei, the founder of Anthropic explains, AI can do many more positive things in business, science, and health than we ever imagined.) By “digital employee” I mean a software powered agent that can talk with us, answer detailed questions, solve complex analytic problems, and navigate a multitude of systems. ChatGPT and its peers, which introduced the idea of an agent, has now spawned dozens of “agentic” use cases, which I’d be willing to refer to as personalities. Let me start with a “Digital Twin.” Imagine you have a superb customer service agent with years of experience helping your most demanding clients. If you load the last five years of their emails, coupled with all their internal documentation, and a log history of their last two years of service calls, you can essentially “create him or her” digitally with all the knowledge, style, and internal contacts this person has developed. This twin, which may look initially like an AI assistant, could then carry on this employee’s work when the real life worker is on vacation. One of our clients, a large insurance company, has already built “digital twins” for claims processing. If you think about the complexity and workflow of processing a claim, much of it could be learned by an agent, making the “claims robot” an expert on this important process. And as you change claims rules and limits, the agent will learn new guidelines in only seconds. Our AI assistant Galileo, a trained expert on HR (Galileo is trained on 25 years of research and thousands of conversations with clients and vendors), is essentially a “digital twin” of me and the other analysts in our firm. I’m not saying Galileo is as fun to talk with as we are, but I can assure you that he (or she) is as knowledgeable and supportive. And Galileo is even smarter than I am: he has instant knowledge of skills models, compensation benchmarks, turnover statistics, and other data bases which I can only access by looking them up on demand. And using the Sana platform we can configure Galileo to have multiple personalities. Galileo the “Recruitment Agent” might have in-depth knowledge of screening, interviewing, and candidate skills assessment and he may have direct linkage to SeekOut, Eightfold, or any other sourcing applications. In his candidate facing personality he may be able to answer candidate questions, explain shift schedules, and “sell” the company to top job candidates. (This is what Paradox has done for years and vendors like Eightfold and LinkedIn are launching now.) But there’s more. Imagine that this “digital twin” or “digital employee” has intimate knowledge of Workday, SuccessFactors, or a variety of other systems. Now the assistant can not only answer questions and help solve problems, he can also process transactions, look things up, and run reports against multiple system. The digital employee has turned into a “digital analyst,” who can find things and do work for you, saving you hours of effort in your daily life. (Vee from Visier is designed for this.) Suppose you ask your digital friend to attend meetings for you, participate in conversations on certain topics, and alert you in real time when urgent issues come up for discussion. He could help you scale your time, keep you informed about decisions you need to know about, and help you manage your action items. And the list goes on and on and on. Best of all, what if your digital twin can talk to you. Suppose he “checks in” with you about the project you asked for help with last week, so you inform him how things are going and he gets “smarter” about what you may need next. Galileo does this today, prompting you to dig into a problem and explore areas you may not have considered. And if you ask him about management or people issues, he could give you advice and coaching, based on the leadership models or even CEO interviews in your own company. (BetterUp, Valence and others are working on this.) This is not science fiction, my friends. All this is becoming reality and will certainly be common next year. Every vendor has a slightly different focus. The Microsoft Copilot specializes in MS Office-related activities, ServiceNow’s focuses on internal service and support, Galileo is focused on the needs of HR, and Joule is an expert on all the functions of SAP. Each of these “digital employees” needs training, feedback, and connections to stay current and relevant. So it’s doubtful that one digital employee will do everything. (Training a digital employee means managing his or her corpus of information, which will be a major new role in HR.) One thing is very clear: we are going to be living and working with these guys. And as we use them and see what they’re capable of, we’re going to redesign work. Little by little we’ll offload tasks, projects, and workflows. And as we do, we’ll get smarter and smarter about redesigning our teams. I liken the process to that of a carpenter who gets a new multi-function power drill. Before the drill he may have manually drilled holes, carefully selecting the drill bit and the level of pressure based on wood density. Now he drills holes faster, more accurately, and with more precision. Soon he just speeds through the process, spending more time on cabinet fit, finish, or design. The same thing will happen to our HR tasks, projects, and designs. And these new digital employees are programmable! So once we figure out what they’re capable of we can adjust them, customize them, and connect them together. Eventually we’ll have intelligent assistants that operate as entire applications. And that’s the threat to incumbent software companies – the agents hollow out many of our existing applications. How Do Our Digital Employees Impact Our Own Work? One more observation. Many a few of the clients I talked with kept asking “what about our softskills?” What work is truly human? I think that’s the wrong question. Rather we should ask the opposite: how much can I delegate to my new friends as fast as possible! Have you been upset that your vacuum cleaner took away the rewarding human work of sweeping a floor? How much joy do you get from washing dishes? Did your dishwasher make you feel deflated when you stopped splashing around in the soapy water? Of course not – these tools eliminated tasks we considered to be “drudgery.” Well today, thanks to digital assistants, creating a pivot table to do cross-tab analysis has become drudgery. You can stop getting your hands wet with that task – ask Galileo or Copilot to analyze the data, and then ask him to chart it, add more data, and try new assumptions. The more we learn to use these new digital employees the more “drudgery” we can stop doing. And consider complex “human-centered” activities like “change management.” A client asked me “how could Galileo help me with change management for our new HCM system?” I answered her with dozens of ideas: ask Galileo for case studies of other companies and have it build a checklist to consider based on what other companies did. Then ask Galileo to build a training plan; ask it to read the user documentation and create a table of what features are new; then ask Galileo to rewrite that change plan by role. And finally ask Galileo to write a press release about success, craft some compelling communications to employees, and ask it to compute the ROI of all the steps eliminated. These are all “manual” human tasks we do today and they take time and ingenuity to figure out. If you went through this process in Galileo you could ask your digital employee to save these steps and prompts in a “template,” and you have just taught your digital employee how to do change management. The next time you need him he can step you through the process. As I started to explain this to my client I stopped and said: wait a minute. I can’t possibly show you everything Galileo can do. You have to try it for yourself. And that’s my big message. Don’t wait for a vendor to drop a finished solution in your lap. These are intelligent, trainable, digital experts. You have to get to know them so you can figure out where they fit in your job, your projects, and your company. Just like you do with any new hire. I say it’s time to get started. No more sweeping floors or washing dishes by hand. Let’s meet our digital employees, tell them about our projects, and ask for their help. Step by step, day by day, we can redesign our jobs to be more more productive, liberating us to do greater things.

Recruitment
2024年10月19日
Recruitment

2025年HR领域的6大关键趋势：迎接未来工作的变革随着技术的进步和员工期望的不断变化，2025年的人力资源管理将面临前所未有的挑战和机遇。以下是六大关键趋势，它们将推动未来职场的发展： 1. 远程和混合办公模式的普及远程和混合办公已成为员工最期待的工作形式。2025年，更多企业将采用灵活的工作安排，不仅能提高员工的满意度，还能减少运营成本。HR团队需要确保远程员工享有与办公室员工相同的支持和资源。 2. 人工智能（AI）深度融入HR流程 AI技术正在快速改变HR流程，如招聘和绩效管理。2025年，AI将更加普及，帮助HR自动化日常任务，并提供数据洞察以优化决策。但企业在使用AI时必须保持透明，定期进行偏见审查。 3. 强调员工健康和心理健康员工心理健康在疫情后成为企业的首要关注点。到2025年，企业将进一步加大对员工健康的投入，如提供灵活的工作安排、心理健康资源等，以提高生产力并减少员工流失。 4. 多样性、公平性和包容性（DEI） DEI是未来工作的核心。2025年，更多公司将推进多元化招聘和公平政策，培养包容性的企业文化，以推动创新和更好的决策。 5. 技能提升与再培训技术的快速发展导致技能过时的速度加快。到2025年，50%的员工需要再培训。企业将需要投资于员工的持续学习计划，以确保其技能与未来工作需求匹配。 6. 人才分析的兴起人才分析通过数据驱动决策，使HR能够更有效地管理员工并优化业务成果。2025年，企业将加大对数据工具的投入，提升HR决策的科学性和精准性。 2025年，企业若能掌握这些趋势，将在未来职场中占据竞争优势。

Recruitment
2024年10月19日
Recruitment

招聘黑幕揭秘：金融猎头公司Odin Partners如何通过假招聘电话获取机密数据？据彭博社报道，知名招聘公司Odin Partners涉嫌通过假招聘电话误导华尔街顶级银行的交易员，获取敏感信息如薪资和损益报表。这一策略被称为“rusing”，通过虚假身份获取数据，帮助Odin绘制市场竞争对手的表现图。该公司以市场情报闻名，但这些指控引发了关于数据隐私和欺诈的担忧。虽然Odin否认，但越来越多证据表明其行为可能涉及金融欺诈。彭博社报道：全球一些最大的银行的交易员据称被电话推销员误导，这些推销员通过提供在像高盛集团和摩根士丹利等公司的职位为诱饵，换取他们的薪资详情、团队构成，甚至是他们工作台的机密损益报表。然而，这些职位通常并不存在，打电话的人也不存在，甚至连所谓的雇主——如Omertion Group或AMO Search——也都是假的。据彭博社看到的文件和10位熟悉此事的匿名人士透露，这些电话是由Odin Partners的员工拨打的。Odin是一家招聘和市场情报公司。据其网站介绍，Odin在伦敦、新加坡和香港设有办事处，过去十年里已为国际金融机构安置了900多名高管，使其成为金融行业最重要的招聘公司之一。 Odin的许多信息来自与交易员的合法互动，包括面对面的会议。据了解情况的人透露，Odin员工还涉嫌使用假身份从全球一些最大银行的交易员那里获取敏感的市场情报。这些信息随后被无意中分享给客户，导致多个知情人士对此提出担忧。 Odin的客户包括花旗集团、摩根士丹利以及欧洲的瑞银集团、德意志银行、巴克莱银行和法国巴黎银行等金融巨头。这些银行对此事件均拒绝置评。据彭博社看到的文件显示，Odin员工最近一次使用这种内部称为“rusing”的手段是在去年。这个词可以追溯到16世纪，意思是用来误导或欺骗的行为。公司利用从这些电话中获得的信息来绘制所谓“市场映射”，提供给客户的报告中包括世界上最大资产类别（如利率和货币）中重要交易员的表现分析。 Odin的联合创始人James Hext和Mounaver Thomas也是市场研究公司Vali Analytics的唯一董事。根据公开文件，Vali销售关于市场的汇总数据给银行，且其数据曾被包括彭博新闻在内的媒体引用。这篇报道基于18位直接了解Odin业务实践及其与全球最大银行关系的受访者所提供的信息。由于对未来就业的担忧以及问题的敏感性，他们都要求保持匿名。几名前Odin员工承认参与了“rusing”，并表示他们是由公司高层（包括Hext）指导如何获取银行交易台的信息的。 Hext和Thomas拒绝了彭博社多次的公开回应请求。Odin Partners Asia Ltd.的董事Tom Bury也未对多封邮件和消息作出回应。在9月13日的一封信中，代表Odin、Vali、Hext和Thomas的律师事务所Quastels将这些指控称为“虚假”。在回应进一步提问时，他们于10月9日发表了一份简短声明：“Odin Partners目前正在与他们认为是这些指控背后的人士进行争端，并已被建议不要在此时公开回应彭博社提出的问题。至于Vali，其业务完全独立于Odin。” 彭博新闻尚未发现任何证据表明Vali Analytics使用了通过“rusing”获得的数据。据知情人士和彭博社看到的书面交流显示，Hext在2022年曾鼓励Odin员工进行“rusing”。这些员工会详细记录他们的通话内容，记下他们采用的假名以及他们收集到的信息。据了解情况的人士透露，Credit Suisse、德意志银行、野村控股、法国巴黎银行和摩根士丹利的交易员和销售人员成为了目标。这些银行的代表拒绝对此事发表评论。文件显示，除了获取个人交易台的损益数据和交易员薪资外，骗子们还记录了目标的教育背景和其他个人信息。有一次，一名疑心较重的交易员询问了虚假公司名称和其委托的详细信息，并对透露自己的信息保持警惕，尽管他对声称提供的摩根士丹利职位表现出兴趣。彭博社看到的2022年Odin记录中提到的一位交易员表示，他不记得曾接到过这样的电话，但他补充说，Odin存储的部分年度损益数据是准确的，且有关他与同事的专业关系的信息也是正确的。另一名出现在文件中的交易员则表示，近年来他接到了超过1000个猎头电话，因此不记得2023年的这个电话。冷不防打来的猎头电话往往在提供对交易员有用的薪资或工作信息时打赌对方不会问太多问题。银行家表示，当他们在寻找另一份工作时，猎头电话有时是有用的，尤其是在一个以小道消息闻名且信息可以成为有价值货币的行业里。然而，许多人对与随机来电的互动持怀疑态度。一名伦敦的高级利率交易员表示，猎头通常在奖金发放时打来电话以获取信息，并在全年通过与他们保持联系以了解损益情况。但除非接近收到报价，否则很少会讨论薪资。利润丰厚的工作当华尔街银行及其在亚洲和欧洲的同行需要聘用一名顶尖交易员时，他们通常依赖少数几家猎头公司来完成这项任务。这些公司运作着一项需要详细了解现有银行家薪资和交易台表现的复杂业务，而这些是银行业中最严格保密的信息。这项工作可能非常有利可图。一位在知名公司工作的成功交易员可以谈判出数百万美元的薪酬方案。猎头的安置费可能达到首年总薪酬的25%，但通常会被限制在大约10万英镑（约13万美元）左右。 Odin被认为是这个行业中最活跃的参与者之一。据其网站介绍，公司雇佣了大约25人，其中9人在伦敦，10人在香港，4人在新加坡。公司文件显示，2023年Odin发放了约220万英镑（约285.9万美元）的股息。几位曾在Odin工作过的员工对彭博社描述了公司通过故意误导交易员获取信息的系统性做法。一名员工表示，当交易员因为虚假的职位开始与伴侣讨论并规划未来时，他对此感到内疚。一些Odin员工表示，他们被指示进行“rusing”，但拒绝参与。另一名员工则表示他们因不满该做法而辞职。一名前员工说，是否进行“rusing”取决于个人经理的决定。据一名前Odin员工透露，“rusing”被公司包装为一种“必要的恶”。他们会被鼓励联系之前与Odin有过接触的人，使用假名和公司信息，但在谈话中掺杂一些从早期讨论中获得的真实信息和对方回报率的“恭维”。然后他们会告诉目标，他们与一家知名银行有关系，并且某位董事有兴趣了解固定收益或金融市场其他部门的人才库。 “我不确定自己是否曾用真名打电话，我不记得有这么做过。大多数时候我用的是假名，”一名前Odin初级员工说，他要求匿名。“我打电话给一位候选人，他们表现出极大的兴趣并提出了很多问题。他们说，‘我觉得这是个非常有趣的机会。我想和我的伴侣讨论一下，我们能在本周晚些时候再聊吗？’”这名前Odin员工表示，误导对方让他们感到内疚，如果再次被要求这样做，他们会拒绝，但当时他们作为初级员工感到脆弱。 Odin的网站称，公司对其提供的市场数据质量要求极高，并对客户推荐的候选人进行严格筛选。 “作为一个全球团队，我们收集来自每个区域的每一条信息，”Odin的总经理Thomas在公司网站上说道。“我们共享、提炼并分析这些信息，所有有价值的内容都会立即传递给我们的个人客户。” 信息流据熟悉该行业的人士透露，“rusing”曾在其他猎头公司发生过。一些专家建议，这种做法可能违反数据隐私规定，甚至触犯欺诈法。伦敦Peters & Peters律师事务所的商业犯罪部门负责人Nick Vamos表示，根据2006年《欺诈法》，仅仅通过欺骗获取机密信息并不构成犯罪。然而，如果招聘人员明显打算利用这些信息谋取经济利益——例如将其出售给付费客户、增加佣金或普遍提升公司利润，那么这可能会构成虚假陈述欺诈。其他招聘策略已经危及Odin与其最大客户之一、日本投资银行野村证券的关系。据了解情况的匿名人士透露，2022年初，野村因对Odin的信任度下降，并怀疑该公司违反了不挖角协议，主动终止了与Odin的关系。野村拒绝对此事发表评论。Odin的律师在被问及此事时未回应其与野村的关系。 Odin在其网站上表示：“我们的关系并不始于一次招聘任务，也不会结束于此。我们提供的市场情报让客户始终走在前面。这是一种目标一致的合作伙伴关系。” （本文在Cathy Chan和Donal Griffin的协助下完成。）

Recruitment
2024年10月18日

Recruitment

德州联邦法官全国范围内推翻联邦贸易委员会禁止竞业限制协议的禁令 On August 20, 2024, a federal judge in Texas struck down the Federal Trade Commission's (FTC) nationwide ban on noncompete agreements, ruling that the ban exceeded the agency's statutory authority and violated the Administrative Procedure Act. This decision, just 15 days before the ban was set to take effect, marks a significant victory for employers, particularly in the healthcare sector, and a setback for medical workers who anticipated increased job mobility and wage growth. The ruling also aligns with concerns from the American Hospital Association and other industry groups regarding the potential disruptive impact of the ban. The FTC is considering an appeal, but the ruling emphasizes the ongoing legal challenges surrounding the agency's authority to regulate noncompete agreements. 德克萨斯州一位联邦法官周二推翻了联邦贸易委员会（FTC）对雇佣合同中竞业限制协议的禁令，裁定该禁令违反了《行政程序法》并超出了该机构的法定权限。这一裁决适用于全国范围，并在禁令原定于9月4日生效前15天作出。美国德克萨斯北区地方法院的艾达·布朗法官上个月已经做出裁定，初步禁止FTC的竞业限制禁令，但仅限于本案的原告。然而，布朗法官在8月20日的决定中完全取消了这一规定，因为她写道，APA“并未考虑针对特定当事方的救济”。这一决定是对美国商会——全国最大的商业游说团体——的胜利，商会与一家税务公司一起提起了诉讼。对于医疗行业而言，这一裁决则是喜忧参半。禁令原本被认为可以帮助被限制性合同束缚的医生、护士和其他医疗工作者更容易换工作，并可能促使工资上涨。据美国医学会称，大约35%到45%的医生受到竞业限制协议的约束。然而，关于禁令仍有一些悬而未决的问题，包括FTC是否有法律权力颁布此禁令、是否适用于非营利性医院以及它将如何影响并购活动、医生短缺和招聘工作，特别是对较小的地区系统。强烈反对这一禁令的强大医院游说团体——美国医院协会，对法官的决定表示了赞扬。 “这一规定是监管权力的惊人宣示……更糟糕的是，委员会没有尝试理解它对医院、卫生系统以及他们所服务的患者所产生的破坏性影响，”AHA总法律顾问查德·戈尔德在与Healthcare Dive分享的声明中说。与此同时，FTC发言人维多利亚·格雷厄姆表示，FTC正在“认真考虑”上诉。格雷厄姆指出，布朗的裁决并未阻止监管机构通过个案执法来追究过度限制性的竞业限制协议。今年4月，FTC以3票对2票通过了这项禁令，该禁令将使所有现有的竞业限制协议（除了一些高级管理人员外）不可执行，并禁止签订新的此类合同。两位共和党委员投票反对这一禁令，认为FTC没有国会授权来实施它。在周二的裁决中，布朗法官认为《联邦贸易委员会法》确实赋予FTC“制定规则以排除不公平竞争方法”的某些权力，但该机构“没有创建实质性规则”的权力，比如竞业限制协议禁令。这一观点得到了这样一个事实的支持，即国会没有为某些FTC法规的违反规定制裁措施，“这表明缺乏实质性效力”，她说。布朗还得出结论认为，FTC的禁令在《行政程序法》意义上是任意和反复无常的，因为它不合理地过于宽泛且没有合理解释。法官表示，该机构未能为其决定禁止所有竞业限制协议而不是针对具体有害协议提供证据。布朗的裁决与7月23日支持FTC的宾夕法尼亚州联邦法官的裁决相冲突，该法官拒绝阻止禁令。上周，佛罗里达州的一位联邦法官也对禁令发布了有限的禁令，认为FTC可能超越了其法定权限。这些不同的裁决表明，FTC是否有权禁止竞业限制条款的问题可能会面临上诉审查。

Recruitment
2024年08月24日
Recruitment

Josh Bersin: When Will The Trillions Invested In AI Pay Off? Sooner Than You Think. 近年来，生成式人工智能（GenAI）的投资已达数万亿美元，但围绕其回报问题的争论不断升级。一些分析师，如麻省理工学院教授达隆·阿西莫格鲁（Daron Acemoglu）和纽约大学心理学与神经科学教授加里·马库斯（Gary Marcus），对AI的经济影响持悲观态度，认为其对美国生产力和GDP增长的推动作用有限，甚至可能导致市场崩溃。相反，另一派如高盛的全球经济学家则乐观地认为，AI有望在未来十年内大幅提高生产力。然而，文章指出，生成式AI的真正价值在于其特定领域的应用。例如，Paradox和Galileo等HR技术平台通过高度专业化的解决方案，显著提升了招聘和人才管理的效率。最终，文章强调，AI行业仍处于早期阶段，成功的关键在于找到具有专注性和精确性的创新解决方案。 In the last few weeks there has been a lot of concern that Gen AI is a “bubble” and companies may never see the return on the $Trillion being spent on infrastructure. Let me cite four analyst’s opinions. Will Today’s Massive AI Investments Pay Off? MIT professor Daron Acemoglu estimates that over the next ten years AI will impact less than 5% of all tasks, concluding that AI will only increase US productivity by .5% and GDP growth by .9% over the next decade. As he puts it, the impact of AI is not “a law of nature.” On a similar vein, Gary Marcus, professor emeritus of psychology and neural science at New York University, believes Gen AI is soon to collapse, and the trillions spent will largely result in a loss of privacy, increase in cyber terror, and a lack of differentiation between providers. The result: a market with low profits and big losses. Goldman Sachs Head of Equity Research Jim Covello is similarly pessimistic, arguing simply that the $1 Trillion spent on AI is focused on tech that cannot truly automate complex tasks, and that vendors’ over-focus on “human-like features” will miss the boat in delivering business productivity. (He studies stocks, not the economy.) And Goldman Sachs Global Economist, who is a fan, estimates that AI could automate 25% of work tasks and raise US productivity by 9T and GDP by 6.1% over the next decade. He follows the traditional business meme that “AI changes everything” for the better. What’s going on? Quite simply this new technology is very expensive to build, so we’re all unsure where the payoffs will be. Buyers Are Looking For A Return Soon If we discount the work going on at Google, Meta, Perplexity, and Microsoft to build AI-based search businesses, which make money on advertising (Zuckerberg essentially just said that in a few years AI will guarantee your ad spend pays off), corporate IT managers are asking questions. An article in Business Insider pointed to a large Pharma company that cancelled their Microsoft Copilot licenses because the tool was not adding any significant value (Chevron’s CIO was quoted similarly in The Information). Another quoted a Chief Marketing Officer who stated Google Gemini’s email marketing tool and the new AI-powered ad-buying tool performed worse than the human workers it was intended to replace (or support). Given that these tools almost double the “price per user” for the productivity suites, I think it’s fair that CIOs, CMOs, to expect them to pay for themselves fairly quickly. What’s Going On? The Big Wins Will Be Domain Specific As with all new technologies that enter the market quickly, “the blush on the rose” is over. We’ve been dazzled by the power of ChatGPT and now we’re searching for real solutions to problems. And unlike the internet, where research was funded by the government, there’s going to be a lag (and some risk) between the trillions we spend and the trillions we save. Given that ChatGPT is less than two years old and OpenAI has morphed from a research company into a product company, it’s easy to see what’s happening. Every vendor and tool provider is narrowing its AI “strategy” and not just pasting little AI “stars” on their websites, looking for useful things to do. And this process may take a few years. In the world of HR, I think we can all agree that a “push the button job description generator” is a bit of a commodity. However if the AI analyzes the job title, identifies the skills needed through a large skills engine, and tunes the job description by company size, industry, and role, then it’s a fantastic solution. (Galileo does this, as does SeekOut, SAP, and some other vendors.) The more “specific” and “narrow” the AI is, the more useful it becomes. Generic LLMs that aren’t highly trained, optimized, and tuned to your company, business, and job are simply not going to command high prices. So while we all thought ChatGPT was Nirvana, we’re now figuring out that highly specialized solutions are the answer. Let me give you some examples. The first is the platform built by Paradox, a pioneering company that started work on AI-based recruiting agents in 2016. Paradox, now valued at around $2 Billion, delivers an end-to-end recruitment platform that automates the entire process of candidate marketing, candidate experience, assessment, selection, interview scheduling, hiring, and onboarding. Most people believe its a “Chatbot” but in reality it’s an AI-powered end-to-end system that radically simplifies and speeds the recruitment process in a groundbreaking way. Companies like 7-11, FedEx, GM, and others see massive improvements in operational efficiency and both candidates, managers, and recruiter adore it. It took Paradox eight years to build this level of integrated solution. The second is our platform Galileo. Galileo, which is now licensed by more than 10,000 HR professionals, is a highly tuned AI agent specifically designed to help HR professionals (leaders, business partners, consultants, recruiters, and other roles) do the “complex work” HR professionals do. It’s not a generic LLM: it’s a highly specialized solution designed specifically for HR professionals, and we’ve added specialized content partners and are building special integrations with other HR platforms. Our clients tell us it’s saving them 1-2 hours a day. The third is the platform HiredScore, that was recently acquired by Workday. Founded in 2012, the HiredScore team built tools to help identify “fit” between individuals and jobs, and tuned its AI to be highly explainable, unbiased, and very easy to use. It took Athena Karp and the team a few years to nail down the use-cases and user interface but now HiredScore is considered one of the most powerful recruitment “orchestration” tools in the market, and is also used for internal hiring and many other applications. Every customer I talk with tells me it’s essential and saves them months of manual, error-prone effort. The fourth is the platform Eightfold, which was invented in 2016 as a way to build “Google-scale” matching between job seekers and jobs. Through many years of engineering, product management, and ongoing sales process the company has become the leader in a new space called “Talent Intelligence,” now a billion dollar rapid-growing category. The company is about ten years old and now has some of the world’s largest companies building their hiring, career management, and talent management processes using AI. Companies like EY, Bayer, and Chevron now use it for all their strategic talent programs. Each of these vendors, including others like Gloat, Sana, Arist, Lightcast, Draup, Uplimit, Firstup, and hundreds of others have patiently taken the power of Generative AI and applied it with laser precision to their solutions. Each of these companies is different, and as we work with them we see lightning bolts of innovation: not in AI itself, but in finding new ways to solve problems and do what I call “crawling up the value curve.” This is the path for AI in the coming years. As with all new technologies, the “trough of disappointment” is always followed by the “bowling pin” of hitting the nail on the head. Innovators, entrepreneurs, and startup founders are the ones who will take GenAI and apply it in unique ways to solve problems. And soon enough, “AI-powered” will be a phrase we barely even need to say. The Best Solutions Will Be Narrow Not Wide GenAI solutions require a large “platform” of data, infrastructure, and software. That alone is not where the value resides. Rather, the big productivity advantages come after years of effort, focusing the data sets and working with customers to find the features, UI designs, and data sets that add enormous value. And we are still in the early stages. If you want to learn more about HR Technology and AI, join me at the HR Technology Conference on September 24-25 in Vegas, or at Unleash in Paris in October 16-17. While I can’t predict who will win the core AI platform game (Microsoft, OpenAI, Google, Meta, Amazon will fight it out), I can predicts this: Generative AI will deliver massive improvements in business productivity. You just have to shop around a bit and wait for just the right solutions to arrive.

Recruitment
2024年08月10日
Recruitment

2024年组织中人力资源部门的21个关键角色-来自AIHR 组织中人力资源部门的21个关键角色，分为“关键角色”、“合规角色”和“新兴角色”三个部分，如下所示：关键角色吸引候选人：开发和执行策略以吸引合适的候选人。选择候选人：从众多申请者中挑选出最适合的候选人。内部和外部招聘：内部晋升和外部招聘的管理。绩效评估：对员工的工作表现进行评估。薪酬：设计和实施薪酬策略。员工福利管理：设计和管理员工福利计划。学习与发展：确保员工技能与组织需求保持一致。合规角色晋升：晋升机制的设计与实施。问题解决小组：创建和管理解决问题的小组。全面质量管理（TQM）：实施全面质量管理以提高服务或产品质量。信息共享：确保重要信息能够及时传达给所有员工。组织发展：通过战略性的人力资源管理提升组织效能。调查管理：管理各种员工调查，收集反馈以改进工作环境。合规管理：确保公司遵守所有相关法律和规章制度。商业合作伙伴：HR作为管理层的战略合作伙伴，提供人力资源解决方案。新兴角色数据与分析管理：使用数据分析来支持决策过程。人力资源技术管理：管理和优化HR相关的技术和系统。变更管理：领导和管理组织变更。员工体验：设计和改进员工的整体工作体验。多元化、公平、包容和归属感（DEIB）：推广和实施多元化和包容性策略。公关：管理公司的公共形象和应对公关危机。原文来自：https://www.aihr.com/blog/human-resources-roles/ Attracting candidates, Selecting candidates, Hiring from within and from outside, Performance appraisals, Compensation, Employee benefit management, Learning & development, Promotions, Problem-solving groups, Total quality management (TQM), Information sharing, Organizational development, Survey management, Compliance management, Business partnering, Data & analytics management, HR technology management, Change management, Employee experience, DEIB, PR 吸引候选人、选择候选人、内部和外部招聘、绩效评估、薪酬、员工福利管理、学习与发展、晋升、问题解决小组、全面质量管理 (TQM)、信息共享、组织发展、调查管理、合规管理、业务合作、数据与分析管理、人力资源技术管理、变革管理、员工体验、DEIB、公共关系

Recruitment
2024年05月12日
Recruitment

How to Strategically Plan a Budget for HR in 2024 The article discusses strategies for planning an HR budget for 2024, emphasizing the need for advanced HR technology and digital tools to enhance employee experience. It highlights the importance of focusing on talent retention due to high attrition rates in Asia and adapting to changes in the workforce market. The article stresses compliance with labor law changes and the need for a data-driven approach to budgeting. It outlines key budget components, including recruitment, training, salaries, HR technology, and employee well-being, to ensure a comprehensive plan for organizational growth and success. As companies brace themselves for 2024, many HR teams are busy preparing comprehensive budgets for the coming year. Fortunately, with a host of cutting-edge HR technology and digital tools available, companies can plan a budget with more resources at their fingertips to better plan for the year ahead, significantly enhancing the overall employee experience. In terms of a direction for 2024, companies are encouraged to channel more efforts towards talent retention, given the high attrition rates across Asia. In an effort to further empower their workforce and improve organisational culture, having the right HR tech is also a crucial consideration. On that note, let’s look at how to create your 2024 HR budget and what to include in it. What’s Most Important in Your 2024 Budget Plan Keeping up with recent advancements for your workforce: Understand how the talent market in 2023 will differ from 2024’s and plan for your manpower accordingly. Consider if there has been a new shift towards or an increased use of AI tools to enhance both employee experience and candidate experience. According to analytics and advisory company Gallup, higher employee engagement translates to increased profitability – 23% more, according to their research. Compare the workforce flexibility levels in your company with that of the overall job market – bearing in mind that there is a greater inclination towards a more flexible workforce, in terms of temporary and contract vs. permanent staffing. Consider any increase in costs due to inflation, as salary (and potentially benefit) increments will have to be made accordingly. A greater focus on talent retention: To be able to maintain a robust and healthy workforce means to prioritise talent retention. With high employee attrition rates and talent retention being a top HR challenge in 2023, a key focus for businesses should be on how to retain their workforce better in 2024. After conducting a thorough review internally, consider looking into programmes, practices and systems that can improve employee satisfaction, provide stronger employee assistance programmes and support, as well as streamline the overall HR experience for your employees. Remaining compliant with labour law changes: Given that 2023 has been a year with many labour law developments across various countries in APAC – such as Malaysia’s massive overhaul of its Employment Act and Singapore’s introduction of the COMPASS framework for Employment Pass applications – it is highly crucial for companies to remain compliant with upcoming labour law changes in all locations, particularly those with a presence in multiple countries. Compliance can come in the form of adhering to minimum wage hikes, new tax brackets, increased number of leave, and so on – all of which can incur additional costs and would need to be accounted for in the HR budget. Additionally, remaining compliant with labour laws ensures there are minimal legal and financial repercussions, leading to a more prudent budget. How Do You Prepare an HR Budget? When you plan a budget for HR, some crucial pointers to have in mind when listing down what to include are: Building a Strategy for Smart Expansion: Consider your company’s expansion plans for 2024 – if any. Coming up with a solid plan if you want to expand in 2024 is crucial, and you can consider a low-cost and minimal-risk option such as an employer of record. According to an article by Yahoo! Finance, in 2023, the worldwide EOR market reached a value of USD 1890.29 million and is projected to grow at a compound annual growth rate (CAGR) of 12.07% over the forecast period, ultimately reaching USD 3745.43 million by 2030. For companies with multiple locations, when revising the budget, HR will look at which locations are now more mature and stable compared to last year to allocate the budget more evenly. Investing in The Right Software and HR Tech: Get acquainted with the latest AI trends in hiring and find out how the right tools can enhance your journey of finding the right people to join your workforce. Integration Options for Different Business Sizes: Speaking of knowing what works for your company size, if you’re a regional company, you’d likely work with a payroll outsourcing provider to streamline your regional payroll. Revisit your current service to see if its integration capabilities are still suited to your business – depending on if your headcount has been expanded or downsized recently. A Data-Driven 2024 budget: A budget that is tailored heavily based on data allows for better foresight, less errors and allows you to make better informed decisions for your businesses. A report by McKinsey Global Institute shows that data-driven organisations are likely to be 19 times more profitable, and 6 times more likely to retain those customers. You can use data from previous budgets to get insights on what to do differently this time. What are the must-haves in your HR budget? If you’re wondering what a complete 2024 budget should entail, the following list can serve as a general checklist of what to cover: Recruitment and hiring Hiring Agency / Job advertisements Employee assistance programmes Interviews, screening candidates and background checks HCM software management Onboarding procedures Employee relocations Recruitment marketing Talent retention Outplacement Services (if required) Visas and work permits Training and development Employee Certifications Trainer/expert/consultant fees Addressing skills gaps Learning systems Salaries and other benefits Employee salaries Overtime pay Payroll system management and maintenance Insurance & healthcare Other statutory contributions Retirement plans Paid time off Employee bonuses HR Technology HR Information Systems Payroll Outsourcing Systems and Integration costs HR Vendor HR Team Upskilling HR Certifications Workshop and Training budgets for HR team Diversity and Inclusion Increase in diversity hiring Implementation of inclusive hiring practices Employee safety and well-being Employee health Security at work Physical and mental employee well-being Others Employee/employer appraisals and surveys Upkeep of recreational areas in the office Company trips Fitness facilities Safety trainings Some resources to use when you plan a budget for HR: Having a wealth of handy information can help you plan a budget more efficiently. If you’re looking for resources on the latest HR developments across idea, here are a few you might want to look at. Resources Guide to Hiring in Asia – A compilation of in-depth guides for various countries across Asia on how to compliantly hire employees in each country. APAC Labour Law Insider – Quarterly updates on HR legislations across 17 locations in Asia. China Labour Law Updates – Monthly updates on China’s labour laws. Labour Law and Compliance Workshop Webinars – Complimentary webinars on labour law updates across various locations in Asia. Templates and Checklists HR Onboarding Checklist Template Payroll Request For Payroll Template (RFP) Template Handover List Template Layoff Planning Checklist China Personal Information Protection Law HR Compliance Checklist Out of Office Message Template In conclusion, having an HR budget is essential for companies as it provides a structured financial plan to effectively manage and optimise their most valuable asset – their workforce. It ensures that resources are allocated for hiring, training, and retaining employees, ultimately contributing to organisational success and growth. Looking for a HR provider that can offer you HR outsourcing, advisory and HR tech services? At Links, we look forward to providing you with complete HR solutions to drive your organisation. Contact us today for more information!

Recruitment
2023年11月28日

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