• 观点
    Josh Bersin谈首席人力资源官 (CHRO) 职责的扩展 推荐介绍:这是Josh Bersin最新的一篇文章,谈到了CHRO角色的问题,这确实是一个好问题!在当今快速变化的商业环境中,首席人力资源官(CHRO)的角色变得尤为重要。随着人工智能变革、全球劳工实践和组织重组等挑战,CHRO的职责显著扩大。企业面临广泛的人事问题,包括混合工作带来的压力、劳动力短缺以及需要提高生产力和内部流动性。CHRO在重新设计传统人力资源实践和整合全球及技术进步方面至关重要。 在劳动力短缺的背景下,CHRO需要将旧的“雇用以增长”模式转变为“提高生产力和内部流动性”的模式,这比看起来更难。全球化也是一个挑战,CHRO必须引领公司进行全球化领导力和薪酬实践的调整。此外,行业整合使得大多数CHRO都在处理收购或被收购的前景,带来裁员和组织整合等问题。 领导力的发展同样是CHRO的重要职责。随着组织趋向扁平化,公司需要在各个层面培养领导技能,这是所有人力资源投资中最重要的。 技术也是一个复杂的问题,CHRO必须整理遗留的人力资源系统,并应对技术带来的挑战。 优秀的CHRO不仅是聪明、有创造力的变革领导者,还是精明的商业人士。他们展示了在我们的领域内进行业务转型的能力。我们的CHRO研究计划将为CHRO的专业发展提供支持。   我们一起来看正文: 随着时代变迁,曾被认为是C级高管中地位较低的职位,如今CHRO可能是最重要的职位之一。随着AI不断改变我们的业务,CHRO的职责每天都在增加。(Jack Welch经常说 CHRO是公司中第二重要的职位,甚至比CFO更重要。) 公司面临着各处的人力挑战 首先显而易见的是:公司在各个方面都面临人力问题。大多数公司仍在努力适应混合办公模式,经理和员工压力巨大,员工幸福感处于历史最低点。疫情的创伤切断了公司与员工之间的联系,使各类员工能够自主做出许多决定。 应对劳动力短缺 在这种背景下,我们还面临着持续的劳动力短缺。低生育率和退休的婴儿潮一代将失业率推至50年来的最低点,这个问题在几十年内都不会消失。旧的“雇佣增长”模式正在失效,我们在快速增长的科技公司中看到了“雇佣,然后裁员”的循环。 CHRO们必须将这种模式转变为“提高生产力和内部流动性”,这个转变比看起来要困难得多。 重新设计组织 此外,在过去几年里,公司终于决定废除职能层级结构。我们交谈的大多数公司都在扁平化,取消中层管理人员,并以更跨职能的方式运营。前瞻性组织(如Bayer、ING Bank、Telstra、Mastercard、Netflix)正在采用我们称之为“动态组织 (Dynamic Organization)”的运营模式,创造新的敏捷性和市场响应时间。CHRO必须领导这一努力,并找出如何重新设计工作设计、薪酬、绩效管理和职业发展的传统实践。 每家公司现在都是全球性的 随着远程工作的普及,每家公司现在都具有全球性。这意味着我们必须了解全球劳工实践、不同的人才市场以及如何领导远程团队。CHRO必须领导决策,例如在哪里雇佣、在哪里设立设施,以及如何全球化领导力、薪酬实践、雇佣政策和劳资关系。 并购 我们也处于一个整合的周期。媒体、零售、医疗和科技等行业正在整合。这意味着大多数CHRO都在处理并购或被收购的前景。这些交易带来了裁员、组织整合和高级领导团队对齐的问题。许多人将波音的问题归咎于1997年收购McDonnell Douglas,这次收购创造了一种新的文化。我觉得我们都在成为收购新公司的专家,这迫使CHRO领导不断的整合和变革。 改变领导力培养路径 CHRO还有另一个棘手的角色:领导力模型已经发生了变化。我们不仅需要培养总经理,领导者现在无处不在。扁平化的组织迫使公司在各个层面建立领导技能。当做得好时(如我在下面讨论的Marriott和Delta),领导力发展是至关重要的。在我们所有的HR投资中,领导力发展带来的价值最大。这也落在了CHRO的肩上。 更新传统HR技术 HR技术有些混乱。公司拥有几十甚至上百个传统的HR系统,这些系统充斥着招聘、培训、排班、入职、调查和合规的工具。AI有望提供帮助,但即使是Workday的客户也对他们的系统感到厌倦,(阅读“为什么每个人都讨厌Workday”)。CHRO不能再忽视技术:他们必须解决这些问题。 重新设计HR职能 最后是运行HR这一极其复杂的工作。CHRO领导着公司中最复杂的职能之一,通常被认为是成本中心。CHRO必须改造自己的团队,建立一个敏捷、智能和咨询型的组织。这意味着创建一个系统性HR运营模型 (Systemic HR operating model),简化员工体验,并培养能够与高级运营领导者咨询和建议的HR领导者。 高绩效的CHRO是什么样的? 我们每年与数百位CHRO交谈,有许多衡量成功的方法。优秀的CHRO不仅是聪明、有创意的变革领导者,他们也是精明的商业人士。 这些个人帮助领导他们的消费导向公司渡过了疫情,达到了有史以来最大的增长。Delta现在是美国排名第一的航空公司,Marriott现在是世界上排名第一的酒店公司。在这两种情况下,正如我们的HR Hero奖所指出的,这些人展示了创意、商业头脑和我们领域的广泛技能。 介绍我们的CHRO研究计划:CHRO Insights™ 我们正在启动一个以CHRO为导向的大型研究计划,研究CHRO的角色。该计划包括研究、教育、工具和信息。我们已经发现了一些重要的事情(我们查看了47000名全球CHRO的数据,并将他们的职业与许多业务结果进行了比较)。 首先,我们看到CHRO角色在C级高管中的重要性大幅增加。 CHRO的薪酬迅速增加,越来越多的公司告诉我们,HR正在领导公司的AI计划、生产力计划和文化变革。 其次,CHRO的工作比看起来要难。 大多数公司没有为CHRO提供良好的继任计划(84%的高影响力CHRO职位是外部填补的),这告诉我们需要关注这个角色。这激励我们在这里集中精力,您将在接下来的几个月中看到我们关于CHRO职业发展的更多内容。 第三,CHRO角色必须融合对业务、技术、文化和多种HR领域的深刻理解。 我们的全球HR能力模型涵盖了94个不同的领域,超过11000名HR专业人士的平均信心水平约为3分(满分5分)。想象一下CHRO必须面对的各种问题:从AI战略到全球文化、员工体验、薪酬、多样性等等。 第四,CHRO角色正在扩展。 我交谈的许多CHRO现在负责设施战略(因为设施影响混合工作、福利和工作体验)、整体员工体验战略(包括健康和福祉)、员工沟通战略,以及公司中的所有合规、培训、招聘、薪酬和绩效计划。 最后,强大的CHRO正在改造他们的HR职能。 公司正在使用我们的系统性HR模型来整合HR中的职能孤岛,创建新的产品和解决方案团队,并对HR团队进行交叉培训,以应对AI和这些新问题。优秀的CHRO不仅是出色的领导者和高级HR从业者,他们还是商业变革专家。 今年夏天晚些时候,我们将发布我们的第一份CHRO角色研究,并详细描述我们的CHRO Insights计划。 与此同时,我想庆祝那些承担这些角色或渴望承担这些角色的人,并告诉你们我们正在准备一些令人兴奋的事情。
    观点
    2024年06月22日
  • 观点
    HR如何可以成为组织中的影响者 How HR Can Become an Organizational Influencer 文章《HR如何成为组织的影响者》强调了HR在推动组织变革中的关键作用,通过战略影响而非正式权力来驱动变革。HR专业人员可以通过利用他们对人力动态的深入理解、战略思维和沟通技巧,成为关键的影响者。文章列出了HR需要掌握的八项核心能力,包括战略影响力、讲故事的能力、公共演讲、协作影响力、外交、信息传递、冲突解决和执行力。 通过发展这些技能,HR可以有效地驾驭变革,激励行动,并将人员战略与业务目标对齐。 变革不仅是不可避免的,而且是推动个人和组织成长与创新的动力。在工作中,变革可以推动一个组织向前发展并提升其水平,也可以摧毁它(包括其中的员工)。组织如何应对变革?是通过纯粹的角色权威?还是通过高层领导的强制命令?亦或是通过那些没有“正式权威”的人以更微妙的方式来推动和引导变革的方向? 在大多数组织中,人力资源(HR)没有像其他部门那样拥有正式的权力或影响力。通常,HR人员不足,资源匮乏。即使在过去几年中人力资源职能快速发展,HR在工作中仍在努力建立其战略价值。对于HR来说,推动或引导变革的力量不是正式的权力或“蛮力”,而是战略影响力(strategic influence)。 本质上,战略影响力不是关于权威,而是关于灵感、创新以及对工作中人类元素的深刻理解。讽刺的是,一些拥有强大职位的领导者除了他们头衔赋予的权力外,没有任何影响力。相反,一些在工作中没有头衔的普通人,却是通过利用他们的影响力来推动和引导变革的真正变革者。 有时HR确实有正式的权力,但更多时候没有。这就是为什么它必须更多地依赖影响力而不是正式的权威。 组织中的影响者 组织中的影响者是变革的催化剂,是能够理解业务战略与人类动态之间联系的愿景者。不同于源自层级权力的传统影响力,组织中的影响者的影响力来自于他们连接、理解和激励人的能力。 组织中的影响者具有一些基本特质,包括: 战略思考:看到更大的图景,并将努力与整体组织目标对齐。 以同理心领导:理解并重视他人的观点和需求。 有效沟通:通过清晰和信念表达想法并激励行动。 适应力强:拥抱变革并帮助他人应对变革。 用数据决策:利用数据洞察来决策和制定策略。 与他人合作并建立伙伴关系:建立伙伴关系并在组织各个层面促进团队合作。 创新:不断寻找和实施创造性的解决方案。 有韧性:在面对挫折时保持专注和积极。 伦理和诚信:坚持诚信并促进信任和尊重的文化。 让HR成为组织影响者的8种方式 以下是HR可以用来成为组织影响者的八种方法: 1 - 战略影响力 战略影响力是关于利用HR在人员领导和业务管理方面的独特见解来推动业务策略,确保人员与业务目标对齐并推动其前进。这个概念体现了HR领导者不仅是参与者,而且是董事会中的关键策略家,倡导促进组织成长和员工满意度的政策和实践。 这些是需要掌握的五项能力: 制定并执行与组织领导力对齐的有影响力的HR策略。 通过战略性HR举措影响高层管理和决策。 在整个组织中建立战略伙伴关系以增强HR的影响力。 使用HR洞察分析和解决复杂的组织挑战。 指导和发展HR团队以增强战略思维能力。 2 - 讲故事 讲故事是HR专业人士的一个强大工具,使他们能够将组织的价值观、文化和目标联系起来形成引人入胜的叙述。这种方法不仅增强了沟通,还建立了情感连接,使HR举措更易于理解和影响深远。通过讲故事,HR可以有效地倡导变革,庆祝成功,并阐明业务决策中的人性化一面,将抽象概念转化为在整个组织中产生共鸣的有意义的故事。 这些是需要掌握的五项能力: 创作引人入胜的叙述以传达HR的愿景和价值观。 使用有说服力的讲故事技巧吸引多样化的受众。 利用讲故事推动组织变革。 根据不同的沟通媒介调整讲故事的风格。 使用叙事智能增强HR的说服力。 3 - 出色的公众演讲 出色的公众演讲使HR领导者能够以权威和激情进行沟通,影响并激励他人。出色的公众演讲不仅仅是大声说话或喋喋不休,而是关于自信、同理心和理解。这项技能对于倡导HR举措、分享洞察和引导塑造组织未来的讨论至关重要。精通的公众演讲使HR领导者成为能够吸引听众的强大演说者,无论是在小型团队会议还是大型企业聚会上,都能有效传达HR的战略价值。 这些是需要掌握的五项能力: 掌握适用于HR背景的公众演讲技巧。 通过有效的演讲技巧吸引和激励受众。 利用公众演讲作为HR倡导和影响的工具。 根据不同类型的受众和组织层级调整演讲内容。 制作能够引起利益相关者共鸣的引人入胜的演讲内容。 4 - 协作影响力 协作影响力侧重于HR建立和维护推动组织成功的战略业务伙伴关系的能力。它突显了HR在弥合部门间差距、促进跨职能团队合作以及将HR策略与更广泛的业务目标对齐方面的作用。通过协作,HR可以打破孤岛,促进团结,并确保人员策略是实现公司目标的重要组成部分。 这些是需要掌握的五项能力: 建立和维持支持HR目标的有影响力的业务伙伴关系。 促进HR与其他业务单位之间的合作。 利用人际交往技能增强HR的协作影响力。 协商并对齐HR策略与更广泛的业务目标。 培养支持和倡导HR举措的盟友网络。 5 - 外交技巧 HR的外交技巧是关于以策略性智慧和策略性技巧驾驭复杂的组织政治网络。它涉及以尊重不同观点的方式倡导HR政策和举措,同时推动进步性变革。HR外交官善于建立共识、管理冲突,并将HR定位为组织决策中的中立但有影响力的参与者,确保在业务策略中始终考虑人员因素。 这些是需要掌握的五项能力: 利用外交技巧驾驭和影响组织政治。 使用策略性沟通技巧倡导HR驱动的变革。 通过外交解决复杂的组织问题。 在不同利益相关者群体中建立共识。 在所有HR举措中以诚信和伦理领导。 6 - 信息掌控 HR的信息掌控是关于编写和传达清晰表述HR策略价值和影响的信息。它是将沟通调整到不同受众的能力,确保清晰、参与和支持HR举措。通过有效的信息传达,HR专业人士可以解密HR政策,倡导组织变革,并巩固HR在组织内作为关键沟通者的角色。 这些是需要掌握的五项能力: 制定清晰有影响力的HR举措沟通策略。 调整HR信息以引起不同组织受众的共鸣。 以易于理解的方式传达复杂的HR概念。 有效利用各种沟通渠道传递HR信息。 测量和分析HR沟通策略的影响。 7 - 冲突解决和达成共识 冲突解决和达成共识在维护和谐和高效的工作环境中至关重要。这个概念围绕HR调解争议、促进谈判和培养合作与相互尊重环境的能力。通过为HR专业人士配备解决冲突的技能,组织可以确保更顺畅的运营、增强的团队合作以及一个重视建设性对话而非对抗的文化。 这些是需要掌握的五项能力: 有效调解和解决工作场所冲突。 促进合作和建设性的谈判过程。 在冲突各方之间建立共识以实现组织和谐。 实施预防和管理冲突的主动策略。 培训和指导团队冲突解决和达成共识的技能。 8 - 领导风范 HR影响者的领导风范和领导力是关于体现那些在组织各个层面上赢得尊重和激发信心的品质。这包括培养一种真实、权威和平易近人的领导风格,使HR领导者能够有效地倡导战略举措并以身作则。凭借强大的领导风范,HR专业人士可以更有效地影响结果、推动战略决策,并倡导以人为本的业务方法。 这些是需要掌握的五项能力: 培养权威且真实的领导风格。 提升高层沟通技巧。 建立战略关系。 以自信和愿景领导。 通过变革性领导实践激励团队和个人。 英文原来来自:https://www.linkedin.com/pulse/how-hr-can-become-organizational-influencer-hacking-hr-0xnlc/ 作者:Hacking HR Change is not just inevitable, but the driving force behind personal and organizational growth and innovation. At work, change can either propel an organization forward and lift it up, or break it (including its people). How can organizations navigate change? Is it through pure role-based authority? Is it through the brute force of senior leadership mandates? Or is there a more subtle way in which people, without “formal authority”, may drive and even steer the direction of change? In most organizations, Human Resources (HR) does not have the formal authority or power that some of its counterparts have. Generally, HR is understaffed and under-resourced. And, even with the rapid advancement of the people function in the past few years, HR is still on the road to building its strategic value at work. For HR, it is not formal authority or “brute force” that drives or steers change, it is the power of strategic influence. In essence, strategic influence is not about authority, but inspiration, innovation, and a deep understanding of the human element at work. Ironically, some leaders with a powerful position have no influence other than that given to them by their titles. In contrast, some ordinary people at work, without a title, are real change makers with potent network effects at work given how they leverage their influence to drive and steer change. Sometimes HR does have the formal authority, but often it does not. That’s why it has to rely more on the power of influence than on the power of formal authority. Organizational Influencers An organizational influencer is a catalyst for change, a visionary who understands the connection business strategy and human dynamics. Unlike traditional notions of influence that stem from hierarchical power, organizational influencers derive their impact from their ability to connect, understand, and inspire people. An organizational influencer has some foundational attributes, including: Thinking strategically: Sees the bigger picture and aligns efforts with overarching organizational goals. Leading with empathy: Understands and values the perspectives and needs of others. Communicating effectively: Articulates ideas and inspires action through clarity and conviction. Adapting: Embraces change and helps others navigate through it. Informing decisions with data: Leverages insights from data to inform decisions and strategies. Collaborating with others and building partnerships: Builds partnerships and fosters teamwork across all levels of the organization. Innovating: Constantly seeks and implements creative solutions to challenges. Being resilient: Maintains focus and positivity in the face of setbacks. Behaving ethically and with integrity: Upholds integrity and promotes a culture of trust and respect. 8 Ways for HR to Becomes an Organizational Influencer These are nine ways HR can use to become an organizational influencer. 1 - Strategic Influence Strategic influence is about leveraging HR's unique insights into people leadership and business management to drive business strategies, ensuring that people align with and propels business objectives forward. This concept embodies the idea that HR leaders are not just participants but key strategists in the boardroom, advocating for policies and practices that foster both organizational growth and employee satisfaction. These are five competencies to master: Develop and execute impactful HR strategies aligned with organizational leadership. Influence top-level management and decision-making through strategic HR initiatives. Foster strategic partnerships across the organization to enhance HR's influence. Analyze and address complex organizational challenges using HR insights. Mentor and develop HR teams to strengthen strategic thinking skills. 2 - Storytelling Storytelling is a powerful tool for HR professionals, enabling them to connect the dots between organization's values, culture, and goals into compelling narratives. This approach not only enhances communication but also builds emotional connections, making HR initiatives more relatable and impactful. Through storytelling, HR can effectively champion change, celebrate successes, and articulate the human side of business decisions, transforming abstract concepts into meaningful stories that resonate across the organization. These are five competencies to master: Craft compelling narratives to communicate HR vision and values. Engage diverse audiences with persuasive storytelling techniques. Leverage storytelling to drive organizational change. Adapt storytelling styles to fit various communication mediums. Use narrative intelligence to enhance HR's persuasive power. 3 - Public Speaking Excellence Public speaking excellence empowers HR leaders to communicate with authority and passion, influencing and inspiring others at work. People speaking excellence is not about being loud or never shutting up, but about confidence, empathy and understanding. This skill is crucial for advocating HR initiatives, sharing insights, and leading discussions that shape the organization's future. Masterful public speaking turns HR leaders into powerful orators who can captivate their listeners, whether in small team meetings or large corporate gatherings, effectively conveying the strategic value of HR. These are five competencies to master: Master public speaking skills tailored for HR contexts. Engage and motivate audiences through effective speech delivery techniques. Utilize public speaking as a tool for HR advocacy and influence. Adapt speeches to various audience types and organizational levels. Develop compelling presentation content that resonates with stakeholders. 4 - Collaborative Influence Collaborative influence focuses on HR’s capacity to forge and maintain strategic business partnerships that drive organizational success. It highlights HR’s role in bridging gaps between departments, facilitating cross-functional teams, and aligning HR strategies with broader business objectives. Through collaboration, HR can dismantle silos, encourage unity, and ensure that people strategies are integral to achieving corporate goals. These are five competencies to master: Build and sustain influential business partnerships that support HR goals. Facilitate collaboration between HR and other business units. Leverage interpersonal skills to enhance HR’s collaborative impact. Negotiate and align HR strategies with broader business objectives. Cultivate a network of allies to support and advocate for HR initiatives. 5 - Diplomacy HR diplomacy is about navigating the complex web of organizational politics with tact and strategic acumen. It involves advocating for HR policies and initiatives in a way that respects differing viewpoints while pushing for progressive change. HR diplomats are adept at building consensus, managing conflicts, and positioning HR as a neutral yet influential player in organizational decisions, ensuring that the people aspect is always considered in business strategies. These are five competencies to master: Utilize diplomacy to navigate and influence organizational politics. Advocate for HR-driven change using tactful and strategic communication. Resolve complex organizational issues with diplomatic problem-solving. Build consensus among diverse stakeholder groups. Lead with integrity and ethical considerations in all HR initiatives. 6 - Message Mastery Message mastery in HR is about crafting and delivering messages that clearly articulate the value and impact of HR strategies. It’s the ability to tailor communication to diverse audiences, ensuring clarity, engagement, and support for HR initiatives. Through effective messaging, HR professionals can demystify HR policies, champion organizational change, and solidify HR’s role as a key communicator within the organization. These are five competencies to master: Develop clear and impactful communication strategies for HR initiatives. Tailor HR messaging to resonate with different organizational audiences. Communicate complex HR concepts in an accessible manner. Utilize various communication channels effectively for HR messaging. Measure and analyze the impact of HR communication strategies. 7 - Conflict Resolution and Agreement Building Conflict resolution and agreement building are fundamental in maintaining a harmonious and productive workplace. This concept revolves around HR's ability to mediate disputes, facilitate negotiations, and foster an environment of cooperation and mutual respect. By equipping HR professionals with the skills to navigate and resolve conflicts, organizations can ensure smoother operations, enhanced teamwork, and a culture that values constructive dialogue over confrontation. These are five competencies to master: Mediate and resolve workplace conflicts effectively. Facilitate collaborative and constructive negotiation processes. Build consensus among conflicting parties to achieve organizational harmony. Implement proactive strategies to prevent and manage conflicts. Train and guide teams in conflict resolution and agreement-building skills. 8 - Executive Presence Executive presence and leadership for HR influencers are about embodying the qualities that command respect and inspire confidence at all levels of the organization. This includes cultivating a leadership style that is authentic, authoritative, and approachable, enabling HR leaders to effectively advocate for strategic initiatives and lead by example. With a strong executive presence, HR professionals can more effectively influence outcomes, drive strategic decisions, and champion a people-centric approach to business. These are five competencies to master: Cultivate an authoritative and authentic leadership style. Enhance executive communication skills. Build strategic relationships. Lead with confidence and vision. Inspire teams and individuals with transformative leadership practices.
    观点
    2024年06月20日
  • 观点
    利用组织网络分析(ONA) - 衡量员工绩效并优化战略 作者: Maya Bodan, Don Miller, Sue Cantrell, Gary Parilis, 和 Carissa Kilgour 在快速变化的工作环境中,传统的办公室、工作时间和组织结构已逐渐失效,组织需要新的洞察力来理解、衡量和评估员工的绩效。特别是现在,了解人们如何互动、互动模式如何影响业务结果以及如何调整行为以改善这些结果变得更加重要。数据分析和人工智能 (AI) 的创新使这一切成为可能。 组织网络分析利用网络科学和特定指标来分析和可视化组织内部的沟通和信息流动。通过收集和分析调查和工作应用中的数据,组织可以利用数据、分析和 AI 的力量。组织网络分析揭示了传统组织结构图中没有的洞察力,例如人们如何协作、谁在决策中起到关键作用或者独立工作,以及关于信任和影响的情感。组织网络分析可以帮助领导者理解人际关系、可视化关系并找出成功的潜在障碍(图1)。 图1: 组织网络分析可以帮助发现组织内部的协作 衡量员工绩效 业务结果可以通过多种方式衡量。有时具体的定量指标是适用的;例如,一个专注于生产力的网络营销团队可能会强调点击次数、下载次数或发布的社交媒体帖子数量。改进指标,如“将网络流量增加X%”,使团队能够创新实现这一目标的方法。其他业务结果包括质量率和客户保留率的衡量。 然而,仅靠容易衡量的关键绩效指标并不能完整地呈现员工的生产力和业务影响。推动关系、发展和其他非量化人类结果的软性目标的结果对业务至关重要,尽管难以衡量。 雇主需要创造员工重视的工作场所。德勤研究显示,79%的领导者认识到他们有责任为员工创造价值,但只有27%的员工认为他们的雇主正在取得有意义的进展。在当前质疑面对面工作价值的环境中,量化人类结果带来了挑战。组织网络分析为领导者提供了分析洞察,优先考虑以人为本的指标,优化工作场所策略以提升整体员工体验。 理解个人员工绩效 组织网络分析 (ONA) 的洞察力在结合评估个人和团队绩效时尤其有用,这些绩效衡量会影响业务结果或生产力。 组织网络分析通过衡量与生产力相关的行为模式来评估生产力(需要对不同团队、职能和业务的生产力进行客观定义)。这些定义可以通过专家判断、焦点小组和访谈确定,或者通过数据分析进行量化。哪种模式是最优的取决于业务情况和需求。例如,有时,广泛的网络互动(与团队外部合作)是必要的,而在其他情况下,这可能会分散注意力——与直接同事合作是最好的(孤立的团队也可以是好的)。 非正式影响者通常不同于组织的正式领导者,他们可以提供关于如何独立于正式层级结构高效工作的宝贵视角。这些洞察力展示了员工人口在整个网络中的分布,以及职能、业务单元或地理位置等因素如何影响团队动态和生产力。在一个无边界的组织中,员工绩效超越了传统指标,突出了对非正式协作可见性的重要性。组织网络分析可以揭示隐藏的洞察力,展示信息在组织内部的真实流动方式,给领导者提供做出明智决策和优化员工绩效的洞察。 利用 ONA 优化工作场所策略 组织在平衡面对面和虚拟互动方面面临挑战。尽管许多组织鼓励员工返回办公室,期望面对面的互动能提升员工绩效和创新,但需要对人们如何实际工作的细致理解。高管希望办公室工作能激发创造力和联系,但往往面临昂贵的长期房地产承诺未得到充分利用的压力,这增加了定义办公室目的和价值的难度。通勤也会增加环境足迹,员工可能不愿失去灵活性。 通过组织网络分析,领导者可以回答一些关键问题: 有多少团队成员是共址的? 在什么情况下以及为什么需要共址? 什么工作可以或最好独立完成? 哪些工具和应用程序最能支持不同地点的工作? 一个重要因素是现场密度,它衡量一个人在办公室内近距离合作者网络的比例。更高的现场密度与更高的面对面工作的认可度相关。领导者可以利用组织网络分析的洞察来了解谁应该在一起工作以及何时在一起工作。理解这些非正式网络和影响范围可以为领导者解锁巨大的价值,以确定哪些团队应该共址以及共址时如何组织空间。通过虚拟方式沟通的独立工作者可能在办公室工作中看到的收益有限。有趣的是,新的数据显示“在松散联系网络中更可能产生创意”,这意味着与自己的直接网络外的合作可以促进创新。 结论 组织应负责任地使用数据、分析和 AI,以实时洞察员工在当今工作环境中的操作、协作和战略。这种改进的理解可以在多个组织层面支持价值创造和决策。组织网络分析提供了有关员工如何在混合工作模式和远程工作模式中跨职能和地理“边界”协作的绩效洞察,可以帮助领导层制定工作场所策略和政策。 作者 Maya Bodan Don Miller Sue Cantrell Gary Parilis Carissa Kilgour 贡献者 Yuki Iwase Shruti Kalaiselvan Ramyasri T M Brennan Conway Katherine Arriola 尾注 1 Deloitte, “Using network analysis to build an agile organization: Create organizational collaboration in a remote workplace,” 2020年10月27日。 2 Stephen Lancaster-Hall 等人, Humanizing productivity and performance: Productivity and performance in times of disruption, Deloitte, 2020; Deloitte, Beyond productivity: The journey to the quantified organization, 2023年5月。 3 Deloitte, Beyond Productivity: The journey to the quantified organization, 2023年5月。 4 Sue Cantrell 和 Corrie Commisso, “Outcomes over outputs: Why productivity is no longer the metric that matters most,” Deloitte Insights, 2023年7月19日。 5 Steve Hatfield, “Rethinking the ways we look at productivity in a Work from Anywhere world: How to evaluate remote worker productivity post-pandemic,” Deloitte’s Capital H blog, 2021年8月24日。 6 Worklytics, “12 metrics for more effective meetings,” 访问时间 2024年1月4日。 7 Deloitte Insights, New fundamentals for a boundaryless world: 2023 Global Human Capital Trends Report, 2023, 第80页。   来源:https://www2.deloitte.com/us/en/blog/human-capital-blog/2024/harnessing-organization-network-analysis.html
    观点
    2024年06月19日
  • 观点
    美国公民自由联盟对Aon人工智能招聘工具发起投诉 美国公民自由联盟(ACLU)于2024年6月6日向美国联邦贸易委员会提交了针对Aon的投诉,挑战其候选人评估工具的合法性和偏见问题。ACLU指控Aon的评估工具,如Adept-15人格测试和vidAssess-AI视频评估工具,在市场上虚假宣称“无偏见”并能“增进多样性”,实际上这些工具可能基于种族和残疾(如自闭症和心理健康障碍)歧视求职者。此外,ACLU还提到,Aon的gridChallenge认知能力评估也显示出种族表现上的差异。针对这些指控,Aon回应称其评估工具遵循行业最佳实践和EEOC、法律及专业指导原则。ACLU此举揭示了在职场包容性与合规性之间的紧张关系,呼吁更严格审查这些广泛使用的人力资源技术工具。 在人力资源技术迅速发展的世界中,人工智能(AI)扮演着关键角色,承诺将简化流程并增强招聘实践的效率。然而,AI整合到这些实践中经常引发关于公平性和歧视的重大争议。最近的一个例子涉及到全球专业服务公司Aon,该公司的AI驱动的招聘评估工具因美国公民自由联盟(ACLU)的指控而受到审查。ACLU向美国联邦贸易委员会(FTC)正式投诉Aon,突显了关于AI在招聘中应用的重要对话。 ACLU投诉的基础 ACLU指控Aon欺骗性地营销其招聘评估工具——特别是Adept-15性格评估、vidAssess-AI视频面试工具和gridChallenge认知能力测试——这些工具被宣称为无偏见并有助于提高工作场所的多样性。根据ACLU的说法,这些声明不仅具有误导性,而且可能违法,因为这些工具可能会基于种族和残疾(如自闭症、抑郁症和焦虑症)歧视求职者。这些工具使用算法和AI进行评估,根据候选人的积极性、情感意识和活力等特征进行评估,这些特征往往与工作表现无直接关联,且可能对某些残疾人群产生不成比例的影响。 Aon的辩护和行业实践 面对ACLU的指控,Aon为其产品辩护,声称这些工具是根据法律和专业指南(包括平等就业机会委员会EEOC设定的指南)设计的。Aon强调他们的工具是雇主用于做出更具包容性招聘决策的更广泛评估工具集的一部分。此外,Aon还指出其工具的效率和成本效益,认为这些工具比传统方法更少歧视性。 法律和道德含义 这场争议引发了关于使用AI进行就业的重要法律和道德问题。美国的法律,包括美国残疾人法案(ADA)和民权法案第七章,要求就业中的非歧视实践,涵盖从招聘到工作场所的所有方面。ACLU向FTC的投诉不仅提示可能违反这些法律,还将问题框定为不仅是就业歧视,还涉及消费者欺诈的问题。 更广泛的行业关注 ACLU对Aon的行动是更广泛运动的一部分,旨在审查用于招聘的AI工具。批评者认为,虽然这些技术提供了无偏见决策的潜力,但它们常常缺乏透明度,并可能无意中编码了其开发者或它们所训练的数据集的偏见。这一问题由于这些工具的专有性质而变得更加复杂,这阻碍了对它们的公平性和效率进行彻底的公众评估。 潜在后果和改革 ACLU对Aon的投诸可能对人力资源技术行业产生深远影响。如果FTC决定调查或制裁Aon,可能会导致对AI在招聘中的使用进行更严格的监管,可能为整个行业中类似工具的市场营销和实施设定先例。对依赖这些工具的公司而言,此案可能是重新评估其算法以确保符合反歧视法律的关键提示。 此外,此案凸显了技术专家、法律专家、政策制定者和民权倡导者之间需要进行持续对话的需求,以确保AI的进步能够增强而非破坏工作场所的平等。随着AI继续渗透到各种人力资源方面,制定维护反歧视和坚持道德原则的标准和最佳实践将至关重要。 结论 ACLU对Aon的投诉提醒我们在AI时代,创新、监管和权利之间的复杂相互作用。虽然AI为HR提供了变革的潜力,但它也需要谨慎处理以防止新形式的歧视。这个案例可能会成为AI在招聘伦理辩论中的一个里程碑,促使所有利益相关者考虑其技术选择的更广泛影响。随着法律程序的展开,人力资源技术行业将密切关注,意识到AI在招聘中的未来现在受到更审慎的公众和法律审视。   Unveiling Bias: The Controversy Over Aon's AI Hiring Tools and the ACLU's Challenge In the rapidly evolving world of human resources technology, artificial intelligence (AI) plays a pivotal role, promising to streamline processes and enhance the efficiency of hiring practices. However, the integration of AI into these practices often sparks significant debate regarding fairness and discrimination. A recent example of this controversy involves Aon, a global professional services firm, whose AI-driven hiring assessment tools have come under scrutiny by the American Civil Liberties Union (ACLU). The ACLU's allegations against Aon, leading to a formal complaint to the U.S. Federal Trade Commission (FTC), underline a critical dialogue about the implications of AI in hiring. The Basis of the ACLU’s Complaint The ACLU has accused Aon of deceptively marketing its hiring assessment tools — specifically the Adept-15 personality assessment, the vidAssess-AI video interviewing tool, and the gridChallenge cognitive ability test — as bias-free and conducive to improving diversity in the workplace. According to the ACLU, these claims are not only misleading but also potentially unlawful, as the tools may perpetuate discrimination against job seekers based on race and disabilities such as autism, depression, and anxiety. These tools, which utilize algorithmic processes and AI, are said to evaluate candidates on traits like positivity, emotional awareness, and liveliness, which are often not directly relevant to job performance and may disproportionately affect individuals with certain disabilities. Aon’s Defense and Industry Practices In response to the ACLU's claims, Aon has defended its products by asserting that they are designed in compliance with legal and professional guidelines, including those set forth by the Equal Employment Opportunity Commission (EEOC). Aon emphasizes that their tools are part of a broader array of assessments used by employers to make more inclusive hiring decisions. Moreover, Aon points to the efficiency and cost-effectiveness of their tools, arguing that they are less discriminatory than traditional methods. Legal and Ethical Implications The controversy raises significant legal and ethical questions about the use of AI in employment. U.S. laws, including the Americans with Disabilities Act (ADA) and Title VII of the Civil Rights Act, mandate non-discriminatory practices in employment, covering all aspects from hiring to workplace accommodation. The ACLU's complaint to the FTC, an agency tasked with protecting America’s consumers and competition, suggests potential violations of these laws, framing the issue not only as one of employment discrimination but also of consumer deception. Broader Industry Concerns The ACLU's actions against Aon are part of a larger movement to scrutinize AI tools used for hiring. Critics argue that while these technologies offer the potential for unbiased decision-making, they often lack transparency and can inadvertently encode the biases of their developers or the data sets they are trained on. This issue is compounded by the proprietary nature of these tools, which prevents a thorough public assessment of their fairness and effectiveness. Potential Repercussions and Reforms The outcome of the ACLU’s complaint could have far-reaching implications for the HR technology industry. A decision by the FTC to investigate or sanction Aon could lead to more stringent regulations governing the development and use of AI in hiring, potentially setting a precedent for how similar tools are marketed and implemented across the industry. For companies that rely on these tools, the case may serve as a critical prompt to reevaluate their algorithms to ensure compliance with anti-discrimination laws. Moreover, this case highlights the need for ongoing dialogue between technologists, legal experts, policymakers, and civil rights advocates to ensure that advancements in AI serve to enhance, rather than undermine, workplace equality. As AI continues to permeate various aspects of human resources, the development of standards and best practices that safeguard against discrimination and uphold ethical principles will be crucial. Conclusion The ACLU's complaint against Aon is a reminder of the complex interplay between innovation, regulation, and rights in the age of AI. While AI offers transformative potentials for HR, it also demands a cautious approach to prevent new forms of discrimination. This case may well become a landmark in the ongoing debate over AI ethics in hiring, urging all stakeholders to consider the broader implications of their technological choices. As the legal proceedings unfold, the HR technology industry will be watching closely, aware that the future of AI in hiring is now under a more discerning public and legal microscope.
    观点
    2024年06月06日
  • 观点
    美国劳工部发布职场人工智能使用原则,保护员工权益(附录原文) 今天5月16日,美国劳工部发布了一套针对人工智能(AI)在职场使用的原则,旨在为雇主提供指导,确保人工智能技术的开发和使用以员工为核心,提升所有员工的工作质量和生活质量。代理劳工部长朱莉·苏在声明中指出:“员工必须是我们国家AI技术发展和使用方法的核心。这些原则反映了拜登-哈里斯政府的信念,人工智能不仅要遵守现有法律,还要提升所有员工的工作和生活质量。” 根据劳工部发布的内容,这些AI原则包括: 以员工赋权为中心:员工及其代表,特别是来自弱势群体的代表,应被告知并有真正的发言权参与AI系统的设计、开发、测试、培训、使用和监督。这确保了AI技术在整个生命周期中考虑到员工的需求和反馈。 道德开发AI:AI系统应以保护员工为目标设计、开发和培训。这意味着在开发AI时,需要优先考虑员工的安全、健康和福祉,防止技术对员工造成不利影响。 建立AI治理和人工监督:组织应有明确的治理体系、程序、人工监督和评估流程,确保AI系统在职场中的使用符合伦理规范,并有适当的监督机制来防止误用。 确保AI使用的透明度:雇主应对员工和求职者透明地展示其使用的AI系统。这包括向员工说明AI系统的功能、目的以及其在工作中的具体应用,增强员工的信任感。 保护劳动和就业权利:AI系统不应违反或破坏员工的组织权、健康和安全权、工资和工时权以及反歧视和反报复保护。这确保了员工在AI技术的应用下,其基本劳动权益不受侵害。 使用AI来支持员工:AI系统应协助、补充和支持员工,并改善工作质量。这意味着AI应被用来提升员工的工作效率和舒适度,而不是取代员工或增加其工作负担。 支持受AI影响的员工:雇主应在与AI相关的工作转换期间支持或提升员工的技能。这包括提供培训和职业发展机会,帮助员工适应新的工作环境和技术要求。 确保负责任地使用员工数据:AI系统收集、使用或创建的员工数据应限于合法商业目的,并被负责地保护和处理。这确保了员工数据的隐私和安全,防止数据滥用。 这些原则是根据拜登总统发布的《安全、可靠和可信赖的人工智能开发和使用行政命令》制定的,旨在为开发者和雇主提供路线图,确保员工在AI技术带来的新机遇中受益,同时避免潜在的危害。 拜登政府强调,这些原则不仅适用于特定行业,而是应在各个领域广泛应用。原则不是详尽的列表,而是一个指导框架,供企业根据自身情况进行定制,并在员工参与下实施最佳实践。通过这种方式,拜登政府希望能在确保AI技术推动创新和机会的同时,保护员工的权益,避免技术可能带来的负面影响。 这套原则发布后,您认为它会对贵公司的AI技术使用和员工权益保护产生怎样的影响? 英文如下: Department of Labor's Artificial Intelligence and Worker Well-being: Principles for Developers and Employers Since taking office, President Biden, Vice President Harris, and the entire Biden-Harris Administration have moved with urgency to harness AI's potential to spur innovation, advance opportunity, and transform the nature of many jobs and industries, while also protecting workers from the risk that they might not share in these gains. As part of this commitment, the AI Executive Order directed the Department of Labor to create Principles for Developers and Employers when using AI in the workplace. These Principles will create a roadmap for developers and employers on how to harness AI technologies for their businesses while ensuring workers benefit from new opportunities created by AI and are protected from its potential harms. The precise scope and nature of how AI will change the workplace remains uncertain. AI can positively augment work by replacing and automating repetitive tasks or assisting with routine decisions, which may reduce the burden on workers and allow them to better perform other responsibilities. Consequently, the introduction of AI-augmented work will create demand for workers to gain new skills and training to learn how to use AI in their day-to-day work. AI will also continue creating new jobs, including those focused on the development, deployment, and human oversight of AI. But AI-augmented work also poses risks if workers no longer have autonomy and direction over their work or their job quality declines. The risks of AI for workers are greater if it undermines workers' rights, embeds bias and discrimination in decision-making processes, or makes consequential workplace decisions without transparency, human oversight and review. There are also risks that workers will be displaced entirely from their jobs by AI. In recent years, unions and employers have come together to collectively bargain new agreements setting sensible, worker-protective guardrails around the use of AI and automated systems in the workplace. In order to provide AI developers and employers across the country with a shared set of guidelines, the Department of Labor developed "Artificial Intelligence and Worker Well-being: Principles for Developers and Employers" as directed by President Biden's Executive Order on the Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence, with input from workers, unions, researchers, academics, employers, and developers, among others, and through public listening sessions. APPLYING THE PRINCIPLES The following Principles apply to the development and deployment of AI systems in the workplace, and should be considered during the whole lifecycle of AI – from design to development, testing, training, deployment and use, oversight, and auditing. The Principles are applicable to all sectors and intended to be mutually reinforcing, though not all Principles will apply to the same extent in every industry or workplace. The Principles are not intended to be an exhaustive list but instead a guiding framework for businesses. AI developers and employers should review and customize the best practices based on their own context and with input from workers. The Department's AI Principles for Developers and Employers include: [North Star] Centering Worker Empowerment: Workers and their representatives, especially those from underserved communities, should be informed of and have genuine input in the design, development, testing, training, use, and oversight of AI systems for use in the workplace. Ethically Developing AI: AI systems should be designed, developed, and trained in a way that protects workers. Establishing AI Governance and Human Oversight: Organizations should have clear governance systems, procedures, human oversight, and evaluation processes for AI systems for use in the workplace. Ensuring Transparency in AI Use: Employers should be transparent with workers and job seekers about the AI systems that are being used in the workplace. Protecting Labor and Employment Rights: AI systems should not violate or undermine workers' right to organize, health and safety rights, wage and hour rights, and anti-discrimination and anti-retaliation protections. Using AI to Enable Workers: AI systems should assist, complement, and enable workers, and improve job quality. Supporting Workers Impacted by AI: Employers should support or upskill workers during job transitions related to AI. Ensuring Responsible Use of Worker Data: Workers' data collected, used, or created by AI systems should be limited in scope and location, used only to support legitimate business aims, and protected and handled responsibly.
    观点
    2024年05月16日
  • 观点
    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  
    观点
    2024年05月12日
  • 观点
    David Green : The best HR & People Analytics articles of April 2024 My highlight for April, and indeed of the year so far, was the People Analytics Worldconference in London. I first chaired the event in 2014, and over the last decade People Analytics World has established itself as the go-to event in Europe for the field. The 2024 edition was sold out with close to 400 people attending across the two days (4x compared to 2014!). I had the privilege of co-chairing, along with Cole Napper and Michael M. Moon, PhD and also delivering the opening keynote on how leading companies deliver value with people analytics, based on our research at Insight222. You can find the slides I shared in the keynote below. These include the results of three polls I ran with attendees at People Analytics World on (1) the current state of people analytics in their organisation, (2) the financial impact of people analytics in the last 12 months, and (3) the data literacy of HR professionals. Additionally, you can also access the Insight222 research I shared here. The conference only ended a few days ago, but already many of the attendees have shared some of their key takeaways and learnings. Do check out the ones from Patrick Coolen (here), Giovanna Constant (here), Sebastian Knepper (here), Mariana Rossi Campos (here), Fatma Hedeya (here), Pietro Mazzoleni (here), Maria Manso Garcia (here), Ekkehard Ernst (here), Marcela Mury (here) and Jaejin Lee (here). Finally on People Analytics World, congratulations to Barry Swales and the Tucana team for organising such a successful event, thank you to all those who attended the Insight222 dinner, visited the Insight222 stand and who took the time to interact with me over the two days. Lastly, thank you to all of the brilliant speakers and panellists in the Plenary sessions and Strategy track that I moderated: Richard Rosenow Ian Cook Sue Lam Rob Briner Peter Cheese Aizhan Tursunbayeva, PhD, GRP Abigail Gilbert Alexis Saussinan Michael Cox Gemma McNair David Shontz Amit Mohindra Clare Moncrieff Jo Thackray Lucie Vottova Andrew Elston Rob Etheridge Isabel Naidoo James Fenlon and Ekkehard Ernst. People Analytics World 2024 | London Share the love! Enjoy reading the collection of resources for April and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on March’s compendium (including those in the Thank You section below). If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is published every Tuesday – subscribe here. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK DIANE GHERSON AND LYNDA GRATTON - Highly Skilled Professionals Want Your Work But Not Your Job Without question, there has been a huge shift. Many of the individuals we’re looking to attract—in technology, data sciences, machine learning, blockchain, and the internet of things—have a different mindset now. They want more-flexible working arrangements. This quote from Peter Fasolo, Ph.D. chief human resources officer at Johnson & Johnson, perfectly captures the challenge that Diane Gherson and Lynda Grattonhighlight in their article for Harvard Business Review: more and more workers want to work as freelancers. As the article highlights, Gartner predict that independent workers will make up 35% to 40% of the global workforce by 2025. Moreover, one-third earn more than $150,000 per year, and just over half were providing knowledge services—such as computer programming, marketing, IT, and business consulting. Integrating and managing what this ‘blended workforce’ will be one of the main managerial challenges in the years ahead. Based on their interviews with executives at leading companies that are experimenting with how best to bring freelancers into their organisations, Diane and Lynda set out some guidance and highlight emerging management practices that forward-looking companies are embracing. These include: (1) Helping freelancers understand and embrace company culture. (2) Following rigorous practices to retain institutional knowledge. (3) Adopting a ‘sponsor’ mindset to guide freelancers’ performance. (4) Leveraging digital workflows and building trust to manage changes in project needs. FIG 1: The Emerging Blended Workforce (Source: Diane Gherson and Lynda Gratton) LEILA HOTEIT, ANTON STEPANENKO, PAVEL LUKSHA, SAGAR GOEL, AND LEONID GORENBURG - The Next 50 Years of Work Contrary to popular fears that the future will offer fewer work opportunities for people, most experts anticipate that rewarding work options will be plentiful. The key finding of a recent BCG study is that workforce experts anticipate that jobs will flourish over the next fifty years, with four boundaries framing the future growth of the economy (see FIG 2). The study, authored by Leila Hoteit Anton Stepanenko Pavel Luksha Sagar Goel and Leonid Gorenburgalso highlights bionic skills (e.g. tech literacy, data-driven decision making, AI-enhanced creativity, and ease with human-machine collaboration) and creativity as the skills that will be in highest demand. But to complement these skills, workers should also cultivate adaptability and the ability to take initiative. FIG 2: The four boundaries within which the future economy will grow (Source: BCG) ETHAN MOLLICK - Reinventing the Organization for GenAI and LLMs Consider this an early eulogy for the traditional organizational structure, which began in 1855 with the first modern organizational chart and thrived, more or less successfully, until the 2020s, when it succumbed to a new technology, the large language model (LLM). That’s the bold claim by Ethan Mollick in his compulsive article in MIT Sloan Management Review. While he concedes that previous waves of technology have ushered in innovations that have strengthened traditional organisational structures, Mollick makes the case that GenAI and LLMs are different. He then outlines three principles for reorganising work around AI: (1) Identify and enlist your current AI users. (2) Let teams develop their own methods. (3) Build for the not-so-distant future. If you enjoy this article, I recommend subscribing to Mollick’s One Useful Thing blog. BCG - What GenAI’s Top Performers Do Differently The top GenAI performers have the biggest lead across five main capabilities: a clear link to business performance, modern technology infrastructure, strong data capabilities, leadership support, and a grounding in responsible AI. While GenAI is becoming an integral part of business ecosystems, only 10% of companies have mastered scaling GenAI to create value and secure other benefits from this transformative technology (see FIG 3). That’s according to recent research by BCG, which finds that 10% of companies lead in five key areas: (1) a clear link to business performance, (2) modern technology infrastructure, (3) strong data capabilities, (4) leadership support, and (5) a grounding in responsible AI. A helpful read for HR leaders as they think how HR can lead organisational transformation in the age of AI as well as incorporate the technology into HR programs too. (Authors: Amanda Luther Romain de Laubier Nicolas de Bellefonds Tauseef Charanya Suraj Shah Kevin Nnaemeka Ifiora and Patrick Forth) FIG 3: Three categories of companies in relation to GenAI adoption (Source: BCG) PEOPLE ANALYTICS PATRICK COOLEN - The 10 golden rules for establishing a people analytics practice A successful people analytics practice starts with the right people analytics leader Patrick Coolen’s first iteration of his ’10 golden rules for people analytics’ (one prescient ‘rule’ was to combine strategic workforce planning and analytics) was published in 2014 when he was in the early stages of building the function at ABN Amro. A decade on, Patrick updates his seminal article, with insights from his own career journey, Ph.D research, and the evolution of the field itself. As ever, Patrick is right on the mark with his ten selections including these three: (1) The people analytics leader can make the difference, (2) Create a clear people analytics operating model, and (3) Upskill HR in data-driven decision making. PIETRO MAZZOLENI - Mastering data governance for effective people data platforms: lessons from what we did at IBM Data Governance is the process that ensures the availability, usability, integrity, and security of data in enterprise systems Pietro Mazzoleni shares the three key elements related to ‘governance-by-design’ that together provided the fundamental principles underlying the design and implementation of Workforce360, IBM’s people data platform. In the article, Pietro presents the three elements – trust, transparency and compliance (see FIG 4) – and provides a detailed description of each. FIG 4: Key governance questions to consider when designing a people data platform (Source: Pietro Mazzoleni) JASDEEP KAREER - The Importance of Data and Upskilling in Driving Growth Jasdeep Kareer, PhD (née Bhambra) shares key learnings from the recent Peer Meeting for North American member companies of the Insight222 People Analytics Program, which was hosted by Colgate-Palmolive in their global headquarters in New York. The Peer Meeting, which was attended by more than 60 people analytics leaders and practitioners from more than 40 companies was framed on the key findings from the Insight222 People Analytics Trends study for 2023. In her article, Jas highlights five themes from the Peer Meeting: (1) The importance of data and upskilling in driving growth (with insights from Sally Massey). (2) How strategic partnerships and data governance pave the way for successful People Analytics initiatives (with insights from Courtney McMahon Pavel Nouel and Nayana Pai). (3) How insights-driven decision-making and storytelling can drive impactful outcomes in People Analytics (with insights from Durrell Blake Robinson and Mona Routray). (4) Factors influencing the adoption of people analytics (with insights from Patrick Coolen and Brydie Lear). (5) Influencing senior stakeholders with people analytics (with insights from Piyush Mathur). If you would like to learn more about our People Analytics Program, contact us today. FIG 5: 8 Characteristics of Leading Companies. (Source: Insight222 People Analytics Trends Report 2023) BURAK BAKKALOGLU – Deploying GenAI in HR | KEITH MCNULTY – How I Created an AI Version of Myself | KATE GUARINO - How to Turn ChatGPT into Your Personal Consultant: A 5-Step Approach | NATALIA GORMANN - Improving Employee Experience with a Solid Data Strategy | PATRICK GALLAGHER - Is It Time to Stop Measuring Employee Engagement? In recent editions of the Data Driven HR Monthly, I’ve been featuring a collection of articles by current and recent people analytics leaders. These act as a spur and inspiration to the field. Five are highlighted here. (1) Burak Bakkaloglu dedicates an edition of his If Interested blog to the topic of GenAI including breaking down three layers of GenAI for HR (see FIG 6). (2) Keith McNulty provides a tutorial (including code) on how he built a 'Keith-bot' to answer questions on statistics based on the content of his regression textbook, using a Retrieval Augmented Generation (RAG) architecture. (3) Katie Guarino also provides a practical framework on how to use ChatGPT as your personal consultant and coach on any topic, regardless of your expertise in it. (4) Natalia Gormann discusses challenges for people teams to build partnerships with finance before guidance on how to build an effective data strategy to support employee experience strategies. (5) Patrick Gallagher looks at the case for and against measuring employee engagement, concluding that organisations with mature employee listening and PA functions just don’t need it anymore. FIG 6: Three layers of GenAI in HR (Source: Burak Bakkaloglu) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE VINCENT BÉRUBÉ, BEN FOGARTY, NEEL GANDHI, RAHUL MATHEW, MARINO MUGYAR-BALDOCCHI, AND CHARLOTTE SEILEROUTLINE - Increasing your return on talent: The moves and metrics that matter An organization that views its employees as its most important resource can maximize its return on talent by following a holistic strategy—with HR in the driver’s seat. Drawing on McKinsey research that finds companies that put talent at the centre of their business strategy realise higher total shareholder returns than their competitors, Vincent Bérubé Ben Fogarty Neel Gandhi Rahul Mathew Marino Mugayar-Baldocchi and Charlotte Seiler outline five actions organisations can take to maximise their return on talent. The five actions are: (1) Build a skills-based strategic workforce planning capability. (2) Create a hiring engine that brings in the right talent to fill critical roles. (3) Invest in learning and development. ((4) Establish a stellar performance-oriented culture. (5) Elevate HR’s operating model to become a true talent steward. FIG 7: Factors that drag down employee and organisational productivity (Source: McKinsey) PETER CAPPELLI AND RANYA NEHMEH – HR’s New Role If leaders realized that the true cost of turnover is often a multiple of an employee’s annual salary, they would immediately demand changes. In their thoughtful article for Harvard Business Review, Peter Cappelli and Ranya Nehmeh set out the case for the HR function to return to its roots as employee advocates. They argue that in a period of low unemployment and labour supply shortages, focusing on cost-cutting and restructuring is counterproductive and the onus should instead be on retention and preventing burnout. To realise this, HR needs to change outdated policies on compensation, training and development, layoffs, vacancies, outsourcing, and restructuring. Cappelli and Nehmeh recommend the first step should be for HR to create dashboards with metrics on the true costs of turnover, absenteeism, reasons for quitting, illness rates, and employee engagement. They contend that: “If leaders realized that the true cost of turnover is often a multiple of an employee’s annual salary, they would immediately demand changes." They also outline guidance on why and how to measure employee stress – particularly with regards to AI and restructuring. The article also provides examples of companies with HR functions that are moving to an employee advocacy approach. These include the likes of Walmart and Neiman Marcus (both on compensation and reward), as well as IBM and Unilever (both internal talent mobility). DAVE ULRICH - Upgrading HR Professionals: How to Develop HR Professionals so They Rise to Their Opportunity HR matters. Now more than ever. In a recent article from his Human Capability Impact LinkedIn newsletter, Dave Ulrich explains why HR functions and professionals are rising in importance, and then lays out a playbook, process and assessment designed to develop HR professionals so they can fulfil expectations and rise to the opportunity (see FIG 8). FIG 8: Summary and assessment of ways to upgrade HR professionals (Source: Dave Ulrich) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS NICK VAN DER MEULEN, OLGERTA TONA, AND DOROTHY E. LEIDNER – Resolving Workforce Skills Gaps with AI-Powered Insights As Christina Norris-Watts and Doug Shagam shared with me in an episode of the Digital HR Leaders podcast, Johnson & Johnson has used AI-driven skills inference as part of their skills transformation (see: How Johnson & Johnson are Scaling Their Skills-Based Approach to Talent). In their paper for MIT, Nick van der Meulen Olgerta Tona and Dorothy Leidner provide an in-depth case study on Johnson & Johnson to demonstrate how skills inference can provide detailed insight into workforce skills gaps and thereby guide employees’ career development and leaders’ strategic workforce planning. The paper includes a detailed description of the three steps of the skills inference process (see FIG 9). The sections in the paper on employee trust, privacy and  use cases are particularly instructional for companies looking to emulate this work in their organisations. FIG 9: The three steps of the skills inference process (Source: MIT Center for Information Systems Research) JORDAN PETTMAN - Workforce Planning: A Beginner's Guide to Strategic Success Jordan Pettman, one of my many talented colleagues at Insight222, shares some tips and guidance for practitioners looking to start or accelerate their workforce planning efforts. He highlights the Nine Dimensions for Excellence in Strategic Workforce Planning model we use with clients at Insight222 (see FIG 10), explaining that you need to consider each of the decision points that the model presents in terms of getting the foundations right, ensuring your resources are fit for purpose and that you deliver value out of the cycle for the business and employees. Jordan also shares insights from the likes of Jonas Ottiger and Gergo Safar as part of his guidance on two key elements: workforce planning essentials and building skills-based workforce planning. FIG 10: Nine Dimensions for Excellence in Stategic Workforce Planning (Source: Insight222) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING EMILY KILLHAM - From Insight to Action: New Data on the State of Employee Listening (Article) | The State of Employee Listening 2024 (Report) (Leading firms ensure) listening efforts are aimed at the most important business and talent priorities facing their organizations today. Emily Killham highlights the key findings from Perceptyx’s third annual State of Employee Listening report, which is informed by survey of more than 750 senior HR leaders from global firms with at least 1,000 employees. These include: (1) 78% of firms surveyed conduct some kind of listening event at least once a quarter, compared to 70% in 2023 and 60% in 2022. (2) Nearly 40% of organisations can share listening data with managers within two weeks. (3) When compared with their peers, the most mature listening organisations are 6x more likely to exceed financial targets, 9x more likely to achieve high levels of customer satisfaction, 4x more likely to retain talent, even during times of high attrition, 7x more likely to adapt well to change, and 7x more likely to innovate effectively. FIG 11: Employee Listening Maturity (Source: Perceptyx) NICK LYNN - Trust and Distrust: Why and how you may need to tackle both Building trust is not always sufficient, you may also need to tackle the causes of distrust. The problems are not always the same. They may sometimes require different solutions. Nick Lynn constructs a wonderful treatise on ‘trust’ and ‘distrust’ in organisations and offers potential solutions to build the former and tackle the latter. Through analysing four models to build trust, Nick identifies some common ingredients including: communication, consistency, integrity, fairness, empathy, and psychological safety. When it comes to tackling distrust, he assembles four elements of organisational health: work, total rewards, people, and purpose into a framework of employee experience leadership (see FIG 12). FIG 12: Driving employee experience through connection and contribution (Source: Nick Lynn) STEPHANIE DENINO, TIMO TISCHER, AND DAVID GREEN - Moving Towards Excellence in EX Management In the January edition of Data-Driven HR Monthly, I highlighted the fascinating report State of EX 2023-24 study, published by The EXchange, Inc, TI PEOPLE and FOUNT Global, Inc. In this article, for myHRfuture, I interview Stephanie Denino and Timo Tischer, two of the contributors to the study. We dig into what constitutes ‘excellence’ in EX management, the barriers and how to overcome them, and the priorities for EX teams in 2024 (see FIG 13). Stephanie and Timo also provide tips for organisations looking to manage EX more deliberately, which includes: (1) Identifying the moments that matter, (2) Measuring and listening continuously to people’s experiences across these moments, and (3) Clarifying responsibilities (who ‘owns’ which journeys, moments and/or touchpoints) to ensure accountability, and improving high importance / low satisfaction moments. FIG 13: Top five priorities for EX teams in 2024 (Source: State of EX 2023-24 study) LEADERSHIP, CULTURE, AND INCLUSION ANNA BINDER - Build Your Culture Like a Product Anna Binder, Asana's Head of People, shares her step-by-step guide to intentionally building the company culture, which has helped Asana scale from 100 to over 2,000 employees during the last eight years. The article includes tips on building a people strategy from the ground-up, constructing a culture pyramid to supercharge your organisation (see FIG 14), how to bring conscious leadership to the executive suite, and building trust. A highly insightful and practical guide. FIG 14: The pyramid of company culture (Source: Anna Binder) ARNAUD CHEVALLIER, FRÉDÉRIC DALSACE, AND JEAN-LOUIS BARSOUX - The Art of Asking Smarter Questions Advances in AI have caused a seismic shift from a world in which answers were crucial to one in which questions are. The big differentiator is the ability to craft smart prompts. The ability to ask great questions is a powerful skill for unlocking value – especially in the age of AI. As such, the cover article of the current edition of the Harvard Business Review by Arnaud Chevallier Frédéric Dalsace and Jean-Louis Barsoux of IMD Business School is well worth digging into. The authors provide a typology of five topics of questions to ask during strategic decision making: (1) investigative, (2) speculative, (3) productive, (4) interpretive, and (5) subjective (see FIG 15). The article also includes a self-assessment that enables readers to evaluate the types of questions that are their strong and weak points, and then provides guidance to help you improve. From completing the assessment myself, it seems I need to work on my subjective questioning technique. FIG 15: What’s your question mix? (Source: Chevallier et al) CHRISTIAN HAUDE, IVO BLOHM, AND XAVIER LAGARDÈRE - How Lufthansa Shapes Data-Driven Transformation Leaders Effective data leaders bridge a crucial gap that still exists in too many organizations. These leaders play a key role in transforming organizations that are leveraging data and AI to increase business value. An excellent example from Lufthansa on how they created a program to educate leaders on data leadership, and how it provided insights on the roles that people play in data-driven change. In their article, Christian Haude Ivo Blohm and Xavier Lagardere outline the challenge the program was designed to solve, the six different roles for data leaders that were defined (see FIG 16), details of the three training modules: Spark, Inspire and Activate, and four key strategies for success. FIG 16: Data Leadership: Six key roles (Source: Haude et al) SHARNA WIBLEN AND DAVID GREEN - Rethinking Talent Decisions and Navigating Subjectivity in HR Accumulating deliberate, intentional, and informed decisions can unleash exponential returns. In her book, Rethinking Talent Decisions, Sharna Wiblen highlights an uncomfortable truth: Talent decisions are always subjective. As such, I was delighted to explore this in more depth with Sharna in an article for myHRfuture. In the article, Sharna, an Assistant Professor and Senior Lecturer at Sydney Business School, University of Wollongong, unpacks the nuanced role of subjectivity in talent decisions and the symbiotic relationship between technology and human judgment in the workplace. The uncomfortable truth is that decisions about talent are invariably coloured by personal perceptions, and instead of shying away, Sharna argues that we should lean into this discomfort to emerge with more informed and nuanced strategies. HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor community, and I’ve picked out a few resources from April that I recommend readers delve into: FRANZ GILBERT, MATTHEW SHANNON, AND ERIN SPENCER - 2024 HR tech predictions: Headless platforms place HR tech in the flow of work – The Deloitte Human Capital Forward team of Franz Gilbert Matthew Shannon and Erin Spencer outline the key HR technology trends they believe will drive innovation in the field in 2024 (see FIG 17). FIG 17: HR technology trends primed to innovate further in 2024 (Source: Deloitte) JARED SPATARO, KATHLEEN HOGAN, AND CHRIS FERNANDEZ - Our Year with Copilot: What Microsoft Has Learned About AI at Work - Senior leaders at Microsoft, including Jared Spataro Kathleen Hogan and Christopher J. Fernandezshare insights, learnings and guidance from their experience of using Copilot. For example, Hogan reveals: Our HR service professionals are able to handle employee inquiries more efficiently. So far we are seeing a 26 percent reduction in initial response time thanks to Copilot. CATHERINE COPPINGER - Manager Effectiveness: It’s Time for a New Playbook – Catherine Coppinger shares Worklytics research on how companies can understand and improve manager effectiveness. Insights include the impact of isolation on ‘quiet quitting’ and how low manager engagement is a big predictor of isolation (see FIG 18). For more, please listen to Catherine’s discussion with me on the Digital HR Leaders podcast: How to enhance manager effectiveness. FIG 18: Source - Worklytics FRANCISCO MARIN - The Role of AI-Powered Passive Organizational Network Analysis (ONA) in Mitigating Burnout, Absenteeism, and Turnover Risk – Francisco Marin of Cognitive Talent Solutions explains how ONA has emerged as a critical tool in identifying and mitigating the risks of burnout, absenteeism, and turnover. ANDREW PITTS AND CHAD MITCHELL - Mapping and Understanding the Connections Between SIOP 2024 Conference Presenters – Andrew Pitts and Chad Mitchell provide a practical example of ONA by utilising Polinode to understand and map the connections of the presenters at the recent Society for Industrial and Organizational Psychology (SIOP) 2024 conference in Chicago. PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): ANDREW STRAUSS AND MATT ALDER - Talent Lessons From Elite Sport – I’ll happily admit to some green-eyed envy towards Matt Alder for the coup of getting former England cricket captain Andrew Strauss onto his Recruiting Future podcast to discuss what elite sports can teach business about leadership. JOHANNES SUNDLO AND LARS SCHMIDT - Practical Use Cases for Generative AI in Human Resources – Johannes Sundlo joins Lars Schmidt on his Redefining Work podcast to dig into use cases for GenAI in HR including in learning and compensation. MALISSA CLARK AND CURT NICKISCH - Companies Can Win by Reducing Overwork - Malissa Clark, associate professor and head of the Healthy Work Lab at the University of Georgia, joins Curt Nickisch on HBR IdeaCast to explain how companies unwittingly create a workaholic culture, and what they can do to change this. ALAN COLQUITT, COLE NAPPER AND SCOTT HINES - Is Performance Management Fine, Or Rotten To The Core? – An interesting discussion ensues as Alan Colquitt, Ph.D. joins hosts Cole Napper and Scott Hines, PhD to discuss the pros and cons of performance management. BOOK OF THE MONTH ANNA TAVIS AND WOODY WOODWARD - The Digital Coaching Revolution: How to Support Employee Development with Coaching Tech According to Anna A. Tavis, PhD, and Dr. Woody Woodward, PhD, PCC: “Digital coaching is transforming employee experience and the future of work as we know it.” In their book, The Digital Coaching Revolution, they provide guidance on how to scale digital coaching in your organisation – whether the C-suite is already on board or not. The book features case studies from the likes of Visa, CVS, and Hilton, and is a recommended resource for HR, EX, and L&D professionals looking to understand and/or roll digital coaching within their companies. RESEARCH REPORT OF THE MONTH ROB BRINER – Evidence-Based HR: A New Paradigm Evidence-based HR (EBHR) is a process which delivers more informed and hence more accurate answers to two fundamental questions: first, which are the most important problems (or opportunities) facing the organisation which are relevant to HR? Second, which solutions (or interventions) are most likely to help? These are the opening words to a recently published report from the Corporate Research Forum (CRF), authored by Rob Briner, on Evidence-Based HR (EBHR). The report tackles, the why, what, and how of EBHR, explains why it is not the same as people analytics, provides case studies from Thales, Uber and the Financial Conduct Authority, and provides a practical toolkit for practitioners on the EBHR process (see FIG 19). For more, have a listen to Rob speaking to me in a recent episode of the Digital HR Leaders podcast: What is evidence-based HR and why is it important? FIG 19: The Evidence-Based HR Process (Source: Rob Briner, Corporate Research Forum) FROM MY DESK April saw three episodes from Series 38 of the Digital HR Leaders podcast, sponsored by our friends at Worklytics - thank you to Philip Arkcoll and Laura Morris, as well as a round-up of series 37: NICKLE LAMOREAUX - How IBM Uses AI to Transform Their HR Strategies – Nickle LaMoreaux, CHRO at IBM, joins me to share how IBM is harnessing AI to transform HR practices, drive business outcomes, and elevate employee experience. One of the examples Nickle shares is IBM’s digital worker, HiRo, which takes on the manual, repetitive tasks of data gathering during our quarterly promotions process and in 2023 saved IBM managers 50,000 hours. COLE NUSSBAUMER-KNAFLIC - How HR Professionals can Master Storytelling with Data - Cole Nussbaumer Knaflic joins me for a deeply insightful conversation on the transformative power of storytelling in the context of people data and analytics. CATHERINE COPPINGER – How to Use Passive Data to Enhance Manager Effectiveness - Catherine Coppinger, Head of Customer Insight at Worklytics joins me to discuss her recent research on manager effectiveness, which includes discussion on the impact of network density, team size, and span of control on team and manager effectiveness. DAVID GREEN - How can HR help create a thriving organisational culture? - A round-up of series 37 of the Digital HR Leaders podcast, with insights from episodes featuring Rebecca Thielen Dorie Clark Didier Elzinga Rob Briner Louise Millar and Olivia Edwards. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? ’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 550 roles. THANK YOU Reem Janho, JD Michael Griffiths Obed Garcia-Colato Kim Eberbach and the rest of the Deloitte team for inviting me to speak at their Workforce Innovation Forumat the Deloitte University in Texas. Olimpiusz Papiez for sharing his key learnings on advancing your career in people analytics (with insights from the Digital HR Leaders podcast episode with Serena H. Huang, Ph.D.), on how to quantify the impact of a thriving company culture (with insights from the episode with Didier Elzinga), and on IBM’s HiRo digital assistant (with inisghts from the episode with Nickle LaMoreaux) Luis Miguel González Soriano for posting about Excellence in People Analytics. Juliette Matharan for writing about Excellence in People Analytics, and Arnaud COULON for recommending the book to Juliette. Ancile Digital for including my quote on how HR can harness AI in its post on the best advice for HR professionals. Mirro.io for featuring me as one of their top HR thought leaders to follow in 2024. Employ.com for also featuring me as one of their top 16 HR influencers to follow on LinkedIn. Ganesh Iyer for including the Digital HR Leaders podcast in his list of 25 HR leadership podcasts to subscribe to. Thomas Otter for endorsing the Digital HR Leaders podcast here. Kevin Green for recommending series 37 of the Digital HR Leaders podcast. Thomas Kohler for including the March edition of Data Driven HR in his round-up of recommended HR resources. Yen Dang for including the Data-Driven HR Monthly in her top 3 newsletters for HR professionals. Neha Asthana for including me in her group of HR thought leaders and influencers. Caroline Arora and JooBee Yeow, PhD for recommending me on Mark Shortall’s list of content creators in the people and talent space. Lars Schmidt for also the Data-Driven HR Monthly (this newsletter!) in his excellent list of HR newsletters to subscribe to. To the following people who sharing the March edition of Data Driven HR Monthly. It's much appreciated: David Simmonds FCIPD Hafiz Adam Hanafi Reshma Mawji Hakki Ozdenoren Jo Iwasaki Aravind Warrier Katrina A. Stevens, CHRE Muhammad Firdaus Chrechen Jeja Kouros Behzad Arin Buawatthana Abid Hamid Robert Rogowski Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Anvita Patnaik Paola Valerin Francisca Solano Beneitez Beverly Tarulli, Ph.D. Nicola Vogel Alexander S. Locher Kingsley Taylor Jacqui Brassey, PhD, MA, MAfN (née Schouten) Ralf Buechsenschuss Aysegul Tigli Philipe Ferreira Jane Datta Malgorzata (GOSIA) LANGLOIS Karen Edelman Indre Radzeviciute Hallie Bregman, PhD Adam McKinnon, PhD. Amanda Painter Adam Tombor (Wojciechowski) Chris Lovato Nabil Dewsi Tatu Westling Kristina Schoemmel Janeen Rabinowitz Susan Knolla Dan George Catriona Lindsay Patricia Carmona Ulrich E. Basler Caitie Jacobson Warren Howlett Jackson C. Trent Melissa Hopper Fritz Ankit Saxena, MBA Martha Curioni Anna Nord ?? Amardeep Singh, MBA Irada Sadykhova Christina Bui Higor Gomes Tanya Pastor Danielle Bushen Nicole Lettich Ken Clar Kerrian Soong Laurent Reich Stephen Hickey Olivier Bougarel Jana Glogowski Marcela Mury Tina Peeters, PhD Aimee Wilkinson Ludek Stehlik, Ph.D. Phil Inskip Adam Gibson Daniel Bosman Todd Tauber Violeta Lennon Soojeong Bae Aurélie Crégut. UNLOCK THE POTENTIAL OF YOUR PEOPLE ANALYTICS FUNCTION THROUGH THE INSIGHT222 PEOPLE ANALYTICS PROGRAM At Insight222, our mission is to make organisations better by putting people analytics at the centre of business and upskilling the HR profession The Insight222 People Analytics Program® is your gateway to a world of knowledge, networking, and growth. Developed exclusively for people analytics leaders and their teams, the program equips you with the frameworks, guidance, learnings, and connections you need to create greater impact. As the landscape of people analytics becomes increasingly complex, with data, technology, and ethical considerations at the forefront, our program brings together over one hundred organisations to collectively address these shared challenges. Insight222 Peer Meetings, like this event in London, are a core component of the Insight222 People Analytics Program®. They allow participants to learn, network and co-create solutions together with the purpose of ultimately growing the business value that people analytics can deliver to their organisations. If you would like to learn more, contact us today. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. SEE ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2024: June 4-5 - Insight222 European Peer Meeting (hosted by Nestlé in Vevey, Switzerland) - exclusively for member organisations of the Insight222 People Analytics Program June 25-26 - Insight222 North American Peer Meeting (Minneapolis, US) - exclusively for member organisations of the Insight222 People Analytics Program September 16-19 - Workday Rising (Las Vegas) September 24-26 - Insight222 Global Executive Retreat (Colorado, US) - exclusively for member organisations of the Insight222 People Analytics Program October 16-17 - UNLEASH World (Paris) October 22-23 - Insight222 North American Peer Meeting (hosted by Workday in Pleasanton, CA) - exclusively for member organisations of the Insight222 People Analytics Program November 12-14 - Workday Rising EMEA (London) November 19-20 - Insight222 European Peer Meeting (hosted by Merck in Darmstadt, Germany) - exclusively for member organisations of the Insight222 People Analytics Program More events will be added as they are confirmed.
    观点
    2024年05月02日
  • 观点
    是时候重塑人才招聘了 -Research Shows It’s Time To Reinvent Talent Acquisition Josh Bersin 的文章 "研究表明,是时候重塑人才招聘了 "强调了人才招聘亟需进行的变革。由于只有 32% 的人力资源高管参与战略规划,而且许多人觉得自己只是个接单员,因此这篇文章呼吁进行战略改革。在劳动力短缺和急需技能型招聘的情况下,目前削减成本和减少招聘力度的方法与对技能型专业人才日益增长的需求相矛盾。文章敦促企业将人才招聘作为一项重要的战略职能,利用现代技术并将其与学习和发展相结合,以提高效率并关注内部人才流动。 原文如下: This week we published a disappointing research study, Talent Acquisition at a Crossroads. The study, conducted in partnership with AMS, points out that talent acquisition leaders (this is a senior position) are largely left out of their company’s strategic planning process and many feel they operate as “order takers.” In today’s world of labor and skills shortages, this is a wakeup call for change. Here’s the data: Among these 130+ HR executives only 32% are involved in any form of strategic workforce planning, 42% believe their company has no workforce plan at all, and 46% say “they’re running around to keep up.” And when layoffs do occur, often the recruiters go first. (Witness Tesla this week.) All this is happening in a world where 58% of companies feel skills shortages are significantly impacting their business plans, more than three-quarters believe they must transform their talent practices to grow, and “skills-based hiring” is a top priority yet difficult to implement. Here’s the paradox: companies are cutting their talent acquisition spending at the same time CEOs feel that skills shortages are getting worse. What’s going on? Talent Acquisition Needs A Reinvention Let’s just face it: recruiting as a business function has to change. Once considered the “staffing department,” where companies posted jobs and scanned resumes, talent acquisition has become highly strategic operation. What skills do we need? How do we find people who will fit our culture? What internal candidates should fill our key positions? Who are the right leaders for us to hire? Unfortunately, almost 80% of talent acquisition functions are quite tactical. PwC’s CEO survey found that CEOs rate “hiring” as the third most bureaucratic process in their companies, tied with “too many emails” and “too many meetings” as a time-wasting process. And that explains why two-thirds of TA leaders are being asked to cut costs. I had a conversation last week with a former TA leader for one of the Big Three automakers. He told me that in the fervor to hire staff for EV engineering he was asked to hire “any engineer he could find, regardless of skill,” because the company was in such a hurry. No time for skills assessment, competitive planning, or even location analysis. Just “go out there and hire engineers.” We have been studying the auto industry as part of our GWI study and found that important EV roles (reliability engineer or power plant engineer, for example), are quite specialized and hard to find. Strategic recruiting departments need to understand these roles and source these individuals carefully. Just hiring engineering grads from a local community college is not going to move this needle. (Consider the data by Draup on what these roles are. Talent Acquisition teams with talent intelligence skills can pinpoint who to hire.) And it gets worse. In our Dynamic Organization research we found that high performing companies focus heavily on internal hiring, talent intelligence tools to find hidden talent, and continuous internal development to fill skills gaps. We can’t simply throw job requisitions over to the recruiting function any more: the people we need may be buried inside the company. This week Tesla announced a layoff of 10% of their workforce. Was their time to balance and redeploy talent internally? Absolutely not. According to my sources every business unit had to let 10% go, and and many of the people being fired were talent acquisition leaders, the very people who help with these issues. We talk with many HR executives and there is an enlightened group. Companies that understand this issue (about one in eight) have elevated Talent Acquisition to a strategic function, they merge or integrate TA with L&D, and they redefine their recruiters as “talent advisors.” Mastercard, as a leader, just renamed their recruiters as “Career Coaches,” demonstrating their role in helping people find the right jobs. Despite the onslaught of AI, this role is becoming even more human-centric. High-powered recruiting teams source internal candidates, understand company culture, and have a deep knowledge of jobs, roles, and organizational dynamics. When well supported and trained, these professionals are strategic advisors, not just “recruiters.” And companies that understand this often outsource or automate much of the administration in recruiting. Technology plays a major role in this reinvention. Most large companies have dozens of legacy systems, many of which make the candidate experience difficult. When organizations focus on modernizing and streamlining their technology, talent acquisition can become 10-100X more efficient. This, in turn, gives recruiters and talent advisors the time to search for the right skills, carefully select the best candidates, and focus on internal hiring and development as a strategy. Technology Is Here But Not The Entire Answer Of all the HR technology markets, recruiting is the most innovative of all. New AI-powered systems like HiredScore (just acquired by Workday), Paradox (leader in conversational AI), Eightfold, Gloat, Draup, and Lightcast (pioneers in talent intelligence), and many others can reduce time to hire from months to weeks and weeks to days. But none of this technology works if the Talent Acquisition team is left on an island. In the last year I have met with more than 50 heads of talent acquisition and once the door is closed and we talk honestly, they always tell me the same thing. “We are not treated as a strategic function, we are being asked to cut costs, and we are constantly running from fire to fire to keep executives happy.” This type of “service-delivery” focus simply will not work in the new economy. What should companies do? As part of our Systemic HR initiative, we help companies evolve their TA Function to operate in a more strategic way. Organizations like Bayer, Verizon, and many others have elevated the role of recruiter to talent advisor, they’re building skills in talent intelligence, and they’re integrating the recruiting function with L&D, career management, and employee engagement. I’ve always felt that recruiting is the most important things HR professionals do. If we can’t get the “right” people into the company, no amount of management can recover. But what does “right” mean? And how can we source, locate, and attract these particular people? This is a highly strategic operation, and one that must integrate with internal mobility, culture, and employee experience. I encourage you to read our Systemic HR research, join our Academy, or reach out to us or AMS for advice. In this new era of talent and skills shortages, we simply cannot run recruiting in this tactical way any longer.
    观点
    2024年04月24日
  • 观点
    Josh Bersin 谈Workday的创新论坛:Why I’m Bullish On Workday Again: The Innovation Summit 本周Workday创新峰会揭示了公司由产品主导向市场主导的战略转型。Workday一直以云技术为核心,自主开发了面向对象的数据系统和全球安全架构。然而,随着市场的演进和竞争的加剧,公司在新任CEO Carl Eschenbach的领导下,开始转向市场导向的商业模式。 在这次转型中,Workday开始拓宽其业务模型,更加开放地与合作伙伴合作。公司不再限制API的使用和合作伙伴的接入,而是致力于构建一个像苹果iPhone那样的开放平台,允许更多的行业应用集成到其系统中。这一策略旨在提供更加灵活和综合的企业解决方案,以适应不同行业的需求。 同时,Workday也大力投入到人工智能技术的开发中,推出了基于企业自有数据的微型机器学习模型(micro-LLMs),并在全球范围内调整这些模型以满足本地客户的需求。此外,Workday正在将其人才智能市场向外扩展,通过与多个行业解决方案提供商的合作,强化其在健康护理和金融等领域的业务。 AI技术的应用不仅仅限于技术层面的改进,Workday还通过这些技术优化了用户体验,使得各种任务的完成变得更加便捷。例如,在Workday平台上,用户可以看到AI图标,通过点击即可获得智能辅助完成工作。 在人才管理方面,Workday引入了许多新功能,如智能工作架构中心(Intelligent Job Architecture Hub)以及加强的Workday人才市场,这些都是为了帮助企业简化和改进职位描述和技能需求。 此外,Workday的领导层也展现出了更开放和实用的态度,这对公司未来的发展是一个积极的信号。总的来说,Workday的这一系列战略调整,旨在更好地适应快速变化的市场需求,提高公司的竞争力和市场份额。 Josh Bersin 写了这篇文章,强烈推荐给大家了解下:以下是中英文的供参考   This week I attended the Workday Innovation Summit and there’s a lot to discuss. Having just celebrated its 19th birthday, the company is embarking on a major transformation . And it’s not just product innovation that’s happening, the company is greatly expanding its business model. Workday Has Been A Product Led Company Much of Workday’s success goes back to its focus on being “born for the cloud.” Rather than build business apps in a typical database-centric architecture, Workday developed its own object-oriented data system, integrated workflow system, and global security architecture from scratch. Nobody knew the cloud would be so big nor that we’d have “superscalers” like Google, Microsoft, and Amazon as platforms. Nor could we predict the advent of global data governance, AI, or data and apps distributed across thousands of servers. Well Workday, led by Aneel Bhusri, pulled this off. And not only did they sell architecture, they sold “the Power of One.” In Workday, unlike other ERP business systems, all the applications were designed to work together. No acquisitions, no integrations, no open systems: just a beautifully designed, easy-to-use, scalable enterprise application. (I noted that it reminded me of the i-Phone at the time: beautiful, easy to use, and closed.) This “beautiful walled garden” served Workday well. While Oracle, SAP, and other vendors struggled to redesign their client-server apps and acquire missing pieces, Workday grew like wildfire and is now a global ERP vendor with more than $7.3 Billion in recurring revenue, 10,000+ enterprise and mid-market customers, and a brand known for trust, customer focus, and quality. And all this happened with a founding team that was largely still in place. Last year Workday’s co-founder and CEO Aneel Bhusri decided it was time to step back and the company brought in Carl Eschenbach to be CEO. And now things are starting to change. The company is becoming a “markets-led” business. The “product-led” focus for Workday was both good and bad. Workday was not easy to integrate, there were few APIs for developers, and the company limited its partners. As part of its mission to be pure, Workday prevented many vendors from “partnering” and forced integrators to pay large fees and certify dedicated teams. This “scarcity” strategy created high demand and high prices, and customers actually appreciated it. All was good, until things started to change. Today, with many competing vendors at all levels of the ERP stack, Workday is becoming more pragmatic. And as I’ll explain below, they’re changing their message from “The Power of One” to “Workday is a Platform.” Workday Is Becoming A Markets-Led Company The HCM and Financials market is complex. There are dozens of sub-markets, application areas, and industry solutions to address. An HR system designed for a large hospital system is unlikely to need the same features as a system for a global insurance company. So Workday started to realize its system, while integrated and highly functional, couldn’t keep up. And within HR itself there are hundreds of vendors who sell recruiting tools, career systems, learning platforms, engagement tools, mobile apps, benefits, and data analytics systems. And each of these sub-markets are being transformed by AI. (Our upcoming research on Talent Intelligence, for example, will show you how fragmented this is.) Workday was having a hard time keeping up. The company embarked on a series of acquisitions (Platfora, Mediacore, Adaptive Insights, VNDLY, Peakon, HiredScore, and others). This forced the product teams to focus on user interface and architectural integration, somewhat slowing the feature expansion. And many partners who wanted to integrate with Workday (which customers demand) were ignored. Well under Carl’s leadership, all this is changing. Workday is now fully open to partners, ISV’s, resellers, and industry solutions. Almost 25% of the entire Innovation Summit was focused on Workday’s open partner strategy. And the big message was this: Workday is not a “system,” it’s a “platform.” What does this mean? It means that if you buy Workday you’re buying a platform like the i-Phone. It works amazingly well, it’s safe, and will sport a family of industry apps to help you build a total solution. This worked for Apple and Salesforce and it’s likely to work well for Workday. SAP has a similar offering, but its level of integration is far more complex. This lets Workday move deeply into new domains and sub markets. (Workday highlighted its new integrations with Shiftwizard in healthcare, Auditoria and Kyriba in finance, and many others. These are not just ISV relationships: Workday is reselling these products. But there’s much more. Workday Unveils Its AI Strategy At last year’s event Workday really waffled about AI. They gave us a lot of arm waving discussions of “Workday AI” but it didn’t make a lot of sense. Well they’ve figured it out, so let me briefly explain. Enterprises don’t want AI for its own sake and they definitely don’t want crowdsourced data which creates legal risk. They want AI solutions that work on their own data. Well Workday has now embarked on a wide variety of AI features, each delivered through its own “micro-LLMs” trained on a company’s own data. (Very similar to how we implement Galileo, our AI HR expert assistant.) And for larger AI capabilities they use a global LLM with local weights and biases for each client. (This is similar to how the Microsoft Copilot works.) So your enterprise data trains your “version” of Workday without sharing any data with others. In some cases (the Skills Cloud, for example), customers can opt to share data anonymously. This lets Workday build a “global skills database” which everyone can share. Vendors like Eightfold, Lightcast, and Draup do this at a massive scale (far beyond what Workday does today), so Workday is now moving into this “talent intelligence” market. (Lightcast is now a Workday Skills Cloud partner.) Many of these features are simple (rewriting a job description or matching invoices to purchase orders) but powerful. All over Workday you now see a little AI icon to help you complete a task. In fact Workday has already re-engineered about 280 different tasks and is working on around 2,000 in total. Customers constantly tell me Workday is difficult to use, and it’s largely just because the system is quite complex. These AI-enhanced experiences are slowly going to make the system more and more “I-Phone like.” Many New Talent Features Now that the product teams have a strong underlying architecture, they’re going crazy with features. Workday is introducing a new “Intelligent Job Architecture Hub,” for example, to help companies simplify and improve job names, levels, descriptions, and skills. (It also shows trending skills in the external market.) Everyone is going to use this. The Workday Talent Marketplace, which is not widely used yet, is being enhanced through HiredScore: employees will get Teams or Slack messages recommending jobs. This is an example of “orchestration,” a new buzz-word among AI systems. (Imagine AI booking your trip including hotels, air, car, etc.) The Workday Manager Hub now shows managers detailed employee engagement data (Peakon has more than 18 billion responses now) and will gives managers “Conversation Starters” to help them start performance coaching, all based on feedback from other employees. There is a major focus on contingent, gig, and contract workers. For the first time I believe Workday can handle most professional services businesses (including pricing projects based on staff pricing), healthcare and retail (AI-powered scheduling and shift management), and many deskless worker needs. It turns out that healthcare and retail are two of Workday’s biggest industries, so these talent-constrained industries are now a good market. Let me talk briefly about HiredScore. This company built an in-line “talent orchestration system” that uses AI to show recruiters who is most suited for a job, explain why it made its decisions, and use this data to find and source internal candidates automatically. While this type of technology is widely used in systems like Eightfold, Beamery, Phenom, and others, the HiredScore system is workflow-oriented. Recruiters love it and it greatly improves hiring speed, quality, and internal mobility. And by the way, despite lots of complaints from users, Workday Recruiting is starting to dominate the ATS market. With more than 4,000 customers it’s becoming a more “safe buy” as companies rationalize their old ATS systems. As David Somers (head of product) put it, HiredScore is the acquisition that “keeps on giving.” In other words the AI team at HiredScore is now going to work with Workday’s Skills Cloud team to evolve and improve that system. The Skills Cloud, while beautifully visioned and named, has had limited success. With HiredScore’s help (and the leadership of Athena Karp, founder and CEO), this system will get more attention. (That includes more content partnerships and a broader set of tools.) This means Workday’s recruiting system (which is one of the most critical business systems in today’s talent shortages) is now highly coupled with the internal mobility and job architecture system, something customers desperately want. I still believe systems like Eightfold and Gloat are far more advanced, but Workday is catching up. Management Culture And Trust And then there’s the biggest issue of all: Workday’s leadership. I spent some time chatting with Carl Eschenbach and he has a very different persona than Aneel Bhusri. Carl clearly wants Workday to go after new markets: new geographies (EMEA, Asia, Japan), new industries (healthcare, pharma, retail), the mid-market segment, and channel partners. Workday is now actively searching for resellers, mid-market integrators, and ISVs to round out the solution. As always, the leadership team at Workday is highly aligned and much more pragmatic. Many times I would attend a Workday event and feel a slight sense of arrogance at the top. As with all successful software companies, it’s easy to think you’re always right when things are going well. I believe this has changed. I actually found Workday to be humble, attentive to new issues, and open-minded to new ideas, new partners, and self-inspection. This, to me, is a bullish sign. And from top to bottom the company is focused on trust, AI safety, and customer service. One more thing I want to point out: the “Workday as a Platform” idea. The company now realizes that this highly proprietary, business-optimized system can no longer be sold as a beautifully walled garden. The company is building a massive set of easy to use development tools, expanded APIs, and programs to attract software developers, partners, and integrators. Now, when customers ass for functionality Workday can look for a partner to resell or embed. The company is losing its “if we didn’t build it we don’t trust it” mentality. I also believe this leadership team really likes each other. As many of you know, team culture is massively important in the tech space. Things change so fast and there are so many competitors the company has to stay aligned. I sense everyone really understands what’s going on. Growth Potential Will Workday accelerate its growth above its respectable 17% per year? Well the company has challenges. Many of its legacy clients have found a plethora of advanced tools around Workday and I know large companies that are switching back to SAP. And despite all the new features, Workday is an older, complicated, rigid system. That all said, I think the company is managing its transformation well. Let’s watch to see how all this plays out.   本周我参加了Workday创新峰会,有很多内容值得讨论。在刚刚庆祝了其成立19周年之际,该公司正在进行重大转型。而且,不仅仅是产品创新在进行,公司的业务模式也在大幅扩展。 Workday一直是一家以产品为导向的公司 Workday的成功很大程度上归功于其专注于“为云而生”。Workday没有采用典型的以数据库为中心的架构来构建商业应用程序,而是从零开始开发了自己的面向对象的数据系统、集成的工作流系统和全球安全架构。没有人知道云计算会如此重要,也没有人预料到我们会有像Google、Microsoft和Amazon这样的“超级计算”平台。我们也无法预测全球数据治理、AI或者跨数千服务器分布的数据和应用程序的出现。 在Aneel Bhusri的领导下,Workday做到了这一点。他们不仅销售架构,还销售了“一体化的力量”。在Workday中,不同于其他ERP商业系统,所有应用程序都被设计为可以协同工作。没有收购,没有集成,没有开放系统:只有一个设计精美、易于使用、可扩展的企业应用程序。(我注意到这让我想起了当时的iPhone:美观、易用且封闭。) 这个“美丽的围墙花园”为Workday服务良好。而Oracle、SAP和其他供应商在重新设计其客户端-服务器应用程序和获取缺失部分时挣扎,Workday却如野火般成长,现在已成为一家全球ERP供应商,拥有超过73亿美元的经常性收入、超过10,000个企业和中端市场客户,以及以信任、客户关注和质量而闻名的品牌。而且,这一切都是在创始团队基本上仍在位的情况下发生的。 去年,Workday的联合创始人兼CEO Aneel Bhusri认为是时候退居幕后了,公司聘请了Carl Eschenbach担任CEO。现在,事情开始改变。该公司正在成为一家“以市场为导向”的企业。 Workday的“以产品为导向”的重点既有好处也有坏处。Workday不容易集成,开发者可用的API很少,公司也限制了其合作伙伴。作为其保持纯净使命的一部分,Workday阻止了许多供应商的“合作”,并迫使集成商支付高额费用并认证专门团队。这种“稀缺”策略创造了高需求和高价格,而客户实际上对此感到满意。 一切都很好,直到情况开始改变。如今,随着ERP堆栈各层面的竞争供应商越来越多,Workday正在变得更加务实。正如我将在下文中解释的那样,他们正在将信息从“一体化的力量”变为“Workday是一个平台”。 Workday正在成为一家以市场为导向的公司 人力资源管理(HCM)和财务市场非常复杂。有数十个子市场、应用领域和行业解决方案需要解决。一个为大型医院系统设计的HR系统不太可能需要与为全球保险公司设计的系统相同的功能。因此,Workday开始意识到,尽管其系统集成且功能强大,但它无法跟上。 而且,在HR本身,有数百家供应商销售招聘工具、职业系统、学习平台、参与工具、移动应用程序、福利和数据分析系统。每一个子市场都在被AI转型。(例如,我们即将发布的关于人才智能的研究将向您展示这是多么的碎片化。) Workday很难跟上。该公司开始了一系列收购(Platfora、Mediacore、Adaptive Insights、VNDLY、Peakon、HiredScore等)。这迫使产品团队专注于用户界面和架构集成,从而在某种程度上减缓了功能扩展。许多希望与Workday集成的合作伙伴(客户需求)被忽视了。 在Carl的领导下,所有这些都在改变。Workday现在对合作伙伴、独立软件供应商、经销商和行业解决方案完全开放。整个创新峰会将近25%的时间专注于Workday的开放合作伙伴策略。而且重要的信息是:Workday不是一个“系统”,它是一个“平台”。 这是什么意思?这意味着如果您购买Workday,您就是在购买一个像iPhone那样的平台。它运行非常好,安全,并将配备一系列行业应用程序以帮助您构建完整解决方案。这对Apple和Salesforce有效,对Workday来说可能也会很有效。SAP也有类似的产品,但其集成程度要复杂得多。这让Workday能够深入新的领域和子市场。(Workday突出显示了其在医疗保健领域与Shiftwizard、在财务领域与Auditoria和Kyriba的新集成等。这些不仅仅是独立软件供应商关系:Workday正在转售这些产品。 但还有更多。 Workday公开其AI战略 在去年的活动中,Workday对AI真的犹豫不决。他们给了我们很多关于“Workday AI”的手势讨论,但这并没有太多意义。好吧,他们已经想通了,让我简单解释一下。 企业并不是因为AI本身而想要AI,他们绝对不想要可能产生法律风险的众包数据。他们想要的是可以在自己的数据上运行的AI解决方案。 现在,Workday已经开始了各种AI功能,每个功能都通过其自己的“微型大语言模型”交付,这些模型是在公司自己的数据上训练的。(这与我们实现的Galileo,我们的AI HR专家助手非常相似。)对于更大的AI功能,他们使用一个全球大语言模型,为每个客户本地调整权重和偏差。(这与Microsoft Copilot的工作方式类似。)因此,您的企业数据训练您的“版本”的Workday,而不与其他人共享任何数据。 在某些情况下(例如技能云),客户可以选择匿名分享数据。这让Workday能够构建一个“全球技能数据库”,每个人都可以分享。像Eightfold、Lightcast和Draup这样的供应商在大规模(远超Workday目前的做法)上做到了这一点,所以Workday现在正在进入这个“人才智能”市场。(Lightcast现在是Workday技能云的合作伙伴。) 这些功能中的许多都很简单(重写工作描述或将发票与采购订单匹配),但功能强大。在Workday的各个地方,您现在都可以看到一个小AI图标,帮助您完成任务。事实上,Workday已经重新设计了大约280个不同的任务,并且正在处理大约2,000个总任务。 客户不断告诉我Workday很难使用,这主要是因为系统相当复杂。这些通过AI增强的体验将逐渐使系统越来越像“iPhone”。 许多新的人才功能 现在产品团队拥有了强大的底层架构,他们正疯狂地推出功能。例如,Workday正在推出一个新的“智能工作架构中心”,以帮助公司简化并改进工作名称、级别、描述和技能。(它还显示外部市场中的趋势技能。)每个人都将使用这个。 Workday人才市场尚未广泛使用,现在正在通过HiredScore进行增强:员工将通过Teams或Slack消息获得推荐工作。这是“编排”的一个例子,这是AI系统中的一个新的流行词。(想象一下AI预订您的旅行,包括酒店、飞机、汽车等。) Workday经理中心现在向经理们显示详细的员工参与数据(Peakon现在有超过180亿的反馈)并将给经理提供“对话开始器”,以帮助他们开始绩效辅导,所有这些都基于其他员工的反馈。 还有一个主要关注点是临时工、零工和合同工。我相信Workday首次可以处理大多数专业服务业务(包括基于员工定价的定价项目)、医疗保健和零售(AI驱动的排班和班次管理),以及许多无固定工作场所的工人的需求。事实证明,医疗保健和零售是Workday的两个最大行业,所以这些人才匮乏的行业现在是一个好市场。 让我简要谈谈HiredScore。这家公司建立了一个内嵌的“人才编排系统”,使用AI向招聘人员展示最适合某个职位的人员,解释为什么会做出这样的决定,并使用这些数据来找到并自动获取内部候选人。虽然这种技术在Eightfold、Beamery、Phenom等系统中广泛使用,但HiredScore系统是以工作流为导向的。招聘人员非常喜欢它,它极大地提高了招聘的速度、质量和内部流动性。 顺便说一句,尽管用户有很多抱怨,Workday招聘正在开始主导ATS市场。现在已有超过4,000个客户,随着公司对旧ATS系统进行合理化,它正在成为一个更“安全的购买”。 正如产品负责人David Somers所说,HiredScore是一笔“源源不断的收益”。换句话说,HiredScore的AI团队现在将与Workday的技能云团队合作,以发展和改进该系统。技能云虽然构想得很美,名字很漂亮,但成功有限。在HiredScore的帮助下(以及创始人兼CEO Athena Karp的领导下),这个系统将得到更多关注。(这包括更多的内容合作伙伴和一套更广泛的工具。) 这意味着Workday的招聘系统(这是当今人才短缺中最关键的商业系统之一)现在与内部流动性和工作架构系统高度耦合,这正是客户迫切需要的。我仍然认为像Eightfold和Gloat这样的系统更先进,但Workday正在迎头赶上。 管理文化和信任 然后是最大的问题之一:Workday的领导层。我花了一些时间与Carl Eschenbach聊天,他与Aneel Bhusri的个性非常不同。Carl明确希望Workday进军新市场:新地理区域(EMEA、亚洲、日本)、新行业(医疗保健、制药、零售)、中端市场细分市场和渠道合作伙伴。Workday现在正在积极寻找经销商、中端市场集成商和独立软件供应商来完善解决方案。 一如既往,Workday的领导团队高度一致,更加务实。很多时候,我参加Workday的活动,都能感受到顶层有些自负。就像所有成功的软件公司一样,当事情进展顺利时,很容易认为自己总是对的。 我认为这已经改变了。我实际上发现Workday很谦虚,对新问题很关注,对新想法、新合作伙伴和自我检查持开放态度。对我来说,这是一个看涨的信号。而且从上到下,公司都专注于信任、AI安全和客户服务。 我还想指出一件事:关于“Workday作为一个平台”的想法。该公司现在意识到,这种高度专有的、业务优化的系统不再能作为一个美丽的围墙花园来销售。公司正在构建一套大型的易于使用的开发工具、扩展的API和吸引软件开发者、合作伙伴和集成商的计划。现在,当客户询问功能时,Workday可以寻找一个合作伙伴来转售或嵌入。公司正在失去“如果我们没有构建它,我们就不信任它”的心态。 我还相信这个领导团队真的很喜欢彼此。正如你们许多人所知,团队文化在科技领域非常重要。事情变化如此之快,竞争对手如此之多,公司必须保持一致。我感觉每个人都真正理解发生了什么。 增长潜力 Workday能否将其每年17%的尊重增长率加速?好吧,公司面临挑战。它的许多老客户发现在Workday周围有大量的先进工具,我知道一些大公司正在回归SAP。尽管所有这些新功能,Workday仍然是一个较老、复杂、僵化的系统。 话虽如此,我认为公司正在很好地管理其转型。让我们拭目以待,看看这一切将如何发展。
    观点
    2024年04月19日
  • 观点
    加班规则即将发生变化:雇主需要了解什么 Upcoming Changes to Overtime Rules: What Employers Need to Know 加班规则即将发生变化:雇主需要了解什么 美国劳工部即将发布一项新规定,该规定将显著改变加班支付规则,使得年薪低于55,068美元的员工有资格获得加班费,而高薪员工的加班薪资门槛也从107,432美元提高到143,988美元。这些变化将扩大加班保护的覆盖范围,并且每三年自动更新薪资门槛以适应经济实际情况。企业需要重新评估员工分类、更新记录保存方式以及调整预算以适应增加的工资开支。 A significant development in U.S. labor regulations has just taken a step closer to reality. The White House Office of Management and Budget (OMB) has completed its review of a new rule from the U.S. Department of Labor that is poised to expand overtime pay protections. This rule, which has been under development since last August, is set to make a substantial impact on the pay structure of millions of American workers. The Department of Labor is anticipated to release the final rule imminently. Detailed Overview of Proposed Changes The FLSA is the federal law that establishes minimum wage, overtime pay eligibility, and other employment standards. Under current rules, employees are entitled to overtime pay at one and one-half times their regular rate for every hour they work beyond 40 in a workweek, unless they fall under specific exemptions. These exemptions apply to employees in executive, administrative, or professional roles as defined by the DOL’s regulations, requiring both a duties test and a salary basis test. The proposed changes aim to adjust the salary thresholds that determine exemption from overtime: Increase in Salary Thresholds: The standard salary level for exemption will be raised from $684 per week ($35,568 annually) to $1,059 per week ($55,068 annually). This substantial increase means that employees earning less than $55,068 will now qualify for overtime pay. Adjustment for Highly Compensated Employees: The threshold for "highly compensated employees" will rise from $107,432 to $143,988 annually, expanding overtime eligibility to more workers at higher income levels. Automatic Updates: Salary thresholds will be updated every three years based on current wage data to ensure they reflect economic realities. Steps Employers Should Take With these impending changes, businesses should begin preparations now to ensure compliance. Here are essential steps to consider: Evaluate Employee Roles: Assess which employees are exempt from overtime and determine if their status will change. Consider Reclassification: Reclassify employees who no longer meet the exemption criteria. Update Record-Keeping: Maintain accurate work hour records for nonexempt employees to avoid disputes. Adjust Budgets: Anticipate and prepare for potential increases in payroll expenses. These regulatory updates represent a significant shift in recognizing the changing dynamics of work and compensation in the U.S. Employers should review and adjust their employment practices promptly. 原文:https://www.consultils.com/post/upcoming-changes-to-overtime-rules-what-employers-need-to-know Richard Liu, Esq. is the Managing Counsel of ILS. He serves clients as a management-side defense lawyer specializing in employment and business litigation. Richard is also an expert on litigation prevention and compliance. He regularly advises Fortune 500 companies and startups on employment, labor, and commercial matters. Email: richard.liu@consultils.com | Phone: 626-344-8949
    观点
    2024年04月15日
  • 12345 10 跳转至