SHRM:Most American Workers Experience Incivility in the Workplace; Divisive Dialogue Undermines Inclusion and Employee Wellbeing
2024年SHRM文明研究指出，工作场所不文明行为日益普遍，近三分之二的员工在过去一个月内经历或目睹了此类行为。研究强调维护文明的重要性，将不文明的工作环境与员工不满和更高的离职率联系起来。不文明行为阻碍了员工真实自我表达和福祉，导致员工过滤他们的话语并犹豫不决地分享诚实的想法。研究确定了工作场所观察到的五大不文明行为，并鼓励组织通过参与文明对话来促进文明。
SHRM Launches "1 Million Civil Conversations" Initiative to Propel Workplace Civility
ALEXANDRIA, Va.SHRM, the trusted authority on all things work, today announced its "1 Million Civil Conversations" initiative, aimed at fostering inclusive and respectful workplace cultures that allow people and business to thrive. A reported two-thirds of U.S. workers experienced or witnessed incivility in their workplace over the past month, underscoring the critical need to foster spaces of respect and understanding. SHRM believes everyone can play a role in transforming workplaces to be more civil, one conversation at a time.
With two major elections on the horizon in 2024 (United States and India), the world will likely see heightened tensions and polarizing viewpoints. In addition to challenging people worldwide to engage in 1 million civil conversations this year, SHRM is equipping employers with the necessary research, resources, and guidance to empower their workforce with the skills and tools to foster civil dialogue in their workplaces.
SHRM 2024 research shows the disturbing trend of incivility in today's workplaces, ultimately impacting workplace wellbeing and employee retention:
Two-thirds of U.S. workers (66%) experienced or witnessed incivility in the workplace over the past month.
Workers who rate their workplace as uncivil are three times more likely to express job dissatisfaction (28%); and more than twice as likely to consider leaving their job in the next year (38%).
Thirty three percent of U.S. workers expect workplace conflict to increase over the next 12 months.
Johnny C. Taylor, Jr., SHRM-SCP, SHRM President and CEO, emphasizes the significance of individual contributions to building a truly inclusive workplace culture. "If we want to build a world of work that works for all, we need more than corporate objectives. Civility is inclusion in action and must be carried out by the people in their daily interactions," he affirms. “Looking forward, the future of work hinges on collaboration, ideation, and innovation, with civility serving as the indispensable catalyst for bridging discord and empowering workforce synergy. SHRM is encouraging organizations and individuals to be catalysts for civility by starting 1 million civil conversations.”
Throughout 2024, SHRM will be engaging people across the country through experiential pop-up events and will be measuring civility by the upcoming Civility Index, a periodic pulse survey designed to gauge the prevailing levels of civility in the workplace and society.
Learn more about how SHRM is creating more civil workplaces and how you can join the conversation at https://www.shrm.org/topics-tools/topics/civility
SHRM is a member-driven catalyst for creating better workplaces where people and businesses thrive together. As the trusted authority on all things work, SHRM is the foremost expert, researcher, advocate, and thought leader on issues and innovations impacting today’s evolving workplaces. With nearly 340,000 members in 180 countries, SHRM touches the lives of more than 362 million workers and their families globally. Discover more at SHRM.org.
[caption id="attachment_1678" align="alignnone" width="1056"] "1 Million Civil Conversations"[/caption]
shrm
2024年03月08日
shrm
How to Learn More About Labor Relations
There’s a lot of talk about labor relations (i.e., union activity) in today’s news. While we’re reading about it more, the actual number of American workers that belong to unions is relatively small. According to the Bureau of Labor Statistics, it’s 10.1% and only 6% in the private sector. So, it’s not unusual that individuals might not have much labor relations experience. That’s what today’s reader note is all about.
"I am looking for some direction. I love your emails and share them with my peers.
Can you suggest any online blog, certificate program, or course I can take that would help me interpret union contracts more effectively? I am struggling to understand the grey area of the language sometimes. What I interpret the language as saying is different than the original intent of the language and I get stuck. Any help or direction you could give would be great. Have a great day!"
When it comes to labor relations, one of the first things that individuals need to know is what legislation governs your industry. For instance, many organizations are governed by the National Labor Relations Act (NLRA). But some industries – like transportation – are governed by the Railway Labor Act. And if you’re in the public sector, the rules are different as well. So, understanding the rules is step one.
While I have some labor relations experience, I know someone who is a specialist in this area and thankfully, when I asked if he would share his expertise, he said “yes”. Michael VanDervort is a staff member with the Labor Relations Institute (LRI) in Tulsa Oklahoma. In his role, Michael specializes in creating thriving workplaces driven by positive associate relations. Before joining LRI, Michael worked in labor relations for Publix Super Markets and was executive director of CUE Inc., a non-profit, member-run organization dedicated to assisting companies in the creation and maintenance of positive working environments. Michael and I have known each other for years. We met as volunteer leaders with the Society of Human Resources Management (SHRM) and HR Florida.
Michael, thanks for much for being here. Can you share with readers how you got started in labor relations?
[VanDervort] I grew up in Michigan at a time when the state was the center of the universe when it came to the auto industry and manufacturing, especially the UAW (United Auto Workers). My dad was a manufacturing supervisor at that time and would come home with paperwork that included lists of grievances that had been filed by employees, and he would have to write responses. I guess I was an HR nerd even then because I remember reading the complaints and saying,‘But why….??’ about all kinds of work-related complaints.
When I graduated with my bachelor’s, I originally planned to go to law school, but I decided to take a year off to earn some cash. I applied for and got hired into a job with the U.S. Postal Service as a letter carrier, and I joined the National Association of Letter Carriers Union (NALC). I became a union member, realized how bad the relationship between craft workers and postal management was, and started asking,‘But why…？’ again. I became active with the union, winding up as an elected official, but I knew I could do more.
A few years later, I applied to graduate school for my master’s in labor and industrial relations. I switched to the management side 35 years ago because that’s where you can make the most difference, and I have been doing this work ever since and still love it.
Before we start talking about the reader note, I want to ask about non-union environments. Why should HR professionals in non-union environments learn about labor relations?
[VanDervort] If you manage in a non-union environment, you have a blank slate for establishing a thriving workplace culture. If you do this well, your people will never need a union. That’s the first reason.
The second is that even though it may seem remote and esoteric to non-union practitioners, the National Labor Relations Board (NLRB) is an influential agency with jurisdiction over many crucial aspects of the workplace that apply to all employers, regardless of union status. Any employee, including non-union employees covered by the NLRA, can file an unfair labor practice (ULP) charge with the NLRB and bring the Board to your front door. Most of these charges would be related to protected concerted activity for things like complaining about unfair treatment, being disciplined, or fired for sharing company information, or handbook policy violations.
The reader expressed interest in building their labor relations knowledge. If someone wants to learn more about the area of labor relations, can you name a handful of low-cost / no-cost resources?
[VanDervort] There are many newsletters and organizations that focus on labor relations in different ways, including professional organizations like:
CUE Inc., a community for positive employee relations
HR Policy Association
Society for Human Resource Management (SHRM)
Law firms also provide great resources with their blogs and newsletters.
Jackson Lewis
Littler Mendelson P.C.
Ogletree Deakins
And free blogs, newsletters, and podcasts abound.
Labor Relations Radio
Labor Union News
Projections Inc. and the ProjectHR podcast
Lastly, my own firm, the Labor Relations Institute, offers free resources and I do a podcast called Labor Relatedly, which I co-host with attorney Jon Hyman as part of the DriveThruHR show. I put out a LinkedIn newsletter called “Positive Employee Relations” several times a week that is a great resource for staying current on developments in the labor space.
And if I have some budget dollars, are there any labor relations educational programs that might be helpful?
[VanDervort] CUE offers some low-cost training like Labor Relations 101 and a periodic certification course in labor relations. They also offer two conferences yearly, which are great learning opportunities for those seeking to learn more about labor relations.
Michigan State University’s School of Human Resources & Labor Relations offers unique monthly courses and a certificate program for someone preparing for a leadership role in a unionized organization.
Cornell University also offers an online certification in labor relations.
This reader note talks about collective bargaining agreement (CBA) language. If an HR pro is trying to interpret the CBA, what should they do? Is there someone specific they should turn to for guidance?
[VanDervort] The first piece of advice I received about learning labor relations and contract interpretation was ‘read the labor agreement’. This is completely true. Everything starts with the labor agreement. From there, you have guidelines in precedent, past grievance settlements, bargaining notes from negotiations, and your internal/external labor attorneys to draw from. However, you need to build your own knowledge first because every conversation you have around grievances, arbitration, and work rules with a union representative derives from that CBA, so you need to know it inside out.
Last question. I’ve worked with some companies where labor relations were left up to lawyers and consultants. I’m not a lawyer or consultant bashing – they are invaluable, especially when employees might be considering union representation (i.e., organizing) and contract negotiations. How can an HR pro know when to call in outside expertise?
[VanDervort] It goes back to knowing the basics of labor law, what the current trends are in labor relations are, and how they might impact your employer.
If you are non-union, follow what the NLRB is doing policy-wise. They create policies every week that impact non-union workplaces significantly. You are not doing your job if you aren’t on top of these developments. Stay abreast of what labor unions are doing and what industries they focus on for organizing. If you get a surprise petition or ULP charge, you are going to be hard-pressed to respond.
If you are a union employer facing contract negotiations, ULPs, or even a strike, you must be prepared and have plans in place. These are the times when having a labor attorney or consultant in your contacts makes sense.
A huge thanks to Michael for sharing his experience and knowledge with us. Michael frequently speaks and writes about a wide variety of human resources topics, including labor and employee relations, positive workplace leadership, and social media. So, I hope you’ll check out all the resources he has provided.
One of the big takeaways for me in this conversation with Michael is there’s a place for labor relations in both union and non-union environments. And he’s absolutely right in saying that the NLRB is an influential agency. It’s worth your time to proactively understand what’s happening, not only for your own professional development but your company culture.
Image captured by Sharlyn Lauby while exploring the streets of Tampa, FL
SOURCE HR Bartender
shrm
2024年01月19日
shrm
AI in Hiring: How to Weigh the Tech’s Benefits Against its RisksKaren Boyle, senior vice president of human resources at the Graham Company, asks: Do the pros outweigh the cons when using AI in the hiring process? (Karen Boyle, SHRM - SCP, is senior vice president, human resources at the Graham Company.)
The demand for a strong workforce along with the competitive hiring landscape has put increased pressure on human resource executives. The average corporate position receives approximately 250 applications per job opening, according to Zippia.
HR professionals are tasked with narrowing down the pool of applicants, conducting an extensive interview process, and hiring talent that fits the culture and needs of their respective companies.
Artificial intelligence has been introduced as a way to improve efficiencies throughout that process, and many say they’ve already implemented the tech. Sixty-five percent of recruiters say they’re currently using AI in the recruitment process and 96% of senior HR professionals say they expect AI to greatly enhance the talent acquisition process, Zippia also reported. Those numbers speak for themselves.
As a HR executive, I have witnessed the benefits of what AI can do but I’m also cautious about the potential risks.
AI’s benefits
HR pros stand to gain benefits from AI in a number of ways, namely in interview prep, candidate vetting and overall time savings.
In terms of preparation, AI tools can be used to help HR craft appropriate questions for interview teams to ensure every interview is thoughtful. Interviewing doesn’t come naturally to everyone, so this step is critical in making sure employees are properly prepared and positioned for success. Among other things, AI can assist with strategic questions that go beyond typical prompts like,“tell me about yourself,” which are generic and often leave interviewees unsure where to begin. For example, at my company, we look for candidates who display traits of grit, tenacity and resilience. For us, being able to ask specific questions that demonstrate those traits is key. With adequate preparation throughout the hiring process, companies are more likely to secure the right talent. It’s also a two-way street: Interviewees want to know those they are being interviewed by are just as prepared as they are.
AI is similarly capable of streamlining the vetting process. When companies are hiring for multiple positions at one time, HR departments have limited bandwidth to properly review and vet candidates. By tapping into AI, the process is expedited and becomes more efficient for HR professionals. For instance, if a job listing requires certain industry expertise or a specific certification, AI can quickly identify the appropriate resumes that meet those requirements. This can help HR executives go from 250 applications to, let’s say,100. That makes the job exponentially faster and easier, as you have already weeded out those who would not qualify.
One common theme among those benefits? Time savings. Most hiring managers and recruiters who have used AI say it saves time in the talent acquisition process. Knowing how important time is, AI can certainly serve as a resource to let HR leaders execute their jobs more efficiently. This is especially important as HR executives spend several hours a day reviewing applications, vetting candidates and preparing interviewers for conversations. With AI, HR pros may have more time to focus on other important elements of the job.
AI’s risks
Despite AI’s ability to streamline hiring processes and ease HR’s workload, companies must also account for the risks. Just like with any technology, there are some concerns that cannot be ignored.
When considered for use in the hiring process, AI inherently loses some of the nuance that comes from the human element. The tech often functions based on algorithms and because of this, there exists the potential for entire groups of candidates to be disregarded. In a situation like this, an algorithm-based outcome could stunt the growth and promotion of a company’s diversity, equity and inclusion efforts. Additionally, some companies are using AI to conduct actual interviews, which fully eliminates the human approach to hiring, inhibiting the discovery of certain attributes in applicants like work ethic, dedication and drive.
An organization also must weigh the significant security risks that AI can pose. When using this technology, hiring managers working with personal data must be aware that some tools use any data entered to train the system. This can increase the risk for breaches in privacy. We’ve already seen troubling headlines of the security flaws of various AI tools. In fact, a major multinational appliance and consumer electronics company announced earlier this year that it would be banning employees from using AI tools after sensitive company information was leaked.
Finally, HR professionals need to be mindful of how AI can be used by potential candidates to manipulate resumes and skill sets to better position themselves for listed job qualifications. For example, a candidate can use AI to determine the best key words or phrases to use when applying for a specific position. Trying to combat this issue adds a challenging layer to the already complex and time-consuming hiring process. This further underscores how crucial the human element is to the hiring process, allowing HR leaders to identify inconsistencies between what is on a resume and what it said in an interview.
So, the question remains: Do the pros outweigh the cons when using AI in the hiring process? That is for each company to determine. For me, it’s about striking a balance and using the technology to serve as a complementary element.
SOURCE HRDIVE
shrm
2024年01月18日
shrm
3 Non-Obvious Ways to Advance Your HR CareerLet us take a look at 3 non-obvious ways to advance your HR career with William Taylor. (a VP at Workforce.com with 7 years of experience helping major companies develop better workforce management and HR practices)
Summary
Work in human resources on a small team at a small company. – More
Focus on strategy by automating administrative work. – More
Understand how HR impacts your company’s bottom line. – More
When it comes to most HR career advice, the conversation is often dominated by talks of SHRM vs. HRCI accreditation, postgraduate study opportunities, or job hopping to get ahead.
While these are all legitimate pathways to career growth, you’re probably already aware of them. They also lean further towards how to get a pay raise rather than how to become better at HR. So here are three ways you may not have thought about that can boost your HR expertise and advance your career.
1. Do HR at a smaller company
Running HR at a small company gives you the ability to take more ownership, see how every part of HR operates, and take part in more strategic initiatives.
This is often discouraged because many processes aren’t built out at smaller companies, but this is precisely why it’s a great opportunity. You get to be the one that builds out HR from the ground up.
What constitutes a small company is hard to define, but an excellent place to start is somewhere smaller than where you currently are. Other good rules of thumb are fewer than five people in the HR department or less than 1,000 total employees.
2. Give yourself time to work on strategic HR
Probably the biggest complaint about career advancement is that there isn’t time to work on strategic HR initiatives because HR is bogged down in busy work. This is a fair assessment. Some of the biggest culprits are collecting onboarding documentation, updating employee details, and fielding payroll queries.
Don’t accept this reactive approach to HR.
Get rid of the paper onboarding, let staff add their own availability and PTO, and allow them to access payroll details like their direct deposit information and electronic pay stubs.
By automating these processes, HR is no longer the middleman between front-line staff and an outdated HRIS. Instead, HR actually has time to pursue valuable strategic initiatives like employee retention and talent development.
3. Understand the commercials of your company
For most people, advancing their careers often involves promotions to more senior positions. While your technical HR skills help you on this journey, a firm understanding of how your company operates financially becomes probably the most essential tool in your toolbox as you develop seniority.
The most crucial part for HR is understanding budgets. Both overall and team budgets, as well as HR budget metrics, like labor spend, cost of employee turnover, etc. This will help you justify the value of HR initiatives and show their impact on the bottom line.
Secondly, you need to understand the business you’re in. Learn who your customers are, how your service or product solves their problems, and what role each team plays in that process. Doing so will help you make better decisions in HR, but it will also help to make other teams respect you.
Both of these are essential if you ever want to become a CHRO.
Next steps
You’re probably not going to be able to do everything listed. Moving to a smaller company is a big step, but eliminating busy work to free up time for strategic HR and understanding your company’s commercials are two steps you can begin immediately.
Schedule, engage, and pay your staff in one system with Workforce.com.
SOURCE Workforce
shrm
2024年01月17日
shrm
2024年的HRTech：GenAI、分析和技能技术In 2024, the field of Human Resources is experiencing a transformative shift with the integration of cutting-edge technologies such as Generative AI (GenAI), advanced analytics, and skills technology. This article by Dave Zielinski, featured on SHRM Online, delves into the evolving landscape of HR, highlighting the significant impact of these technologies on enhancing the employee experience, improving regulatory compliance, and revolutionizing talent management. Industry analysts and thought leaders share insights on the growing importance of GenAI in HR processes, the challenges of maintaining employee experience in cost-cutting scenarios, and the potential of predictive analytics in optimizing workforce planning.
接受SHRM Online采访的人力资源行业分析师、从业者和思想领袖表示，今年，人力资源职能部门将采用生成式人工智能 (GenAI)，投资于提升员工体验的技术，并采用强大的预测分析和技能技术。
人力资源领导者将转向技术，这些技术不仅可以提高法规遵从性，还可以帮助其组织做出更好、更快的人才决策并重新定义工作方式。
有远见的公司将继续投资 EX
一些分析师预测，随着高管将注意力转向降低成本和提高效率，远离包容性、公平和多样性等问题，员工体验 (EX) 将在 2024 年出现“衰退”；灵活的工作安排；和员工心理健康。员工的工作选择将减少，雇主将收回一些影响力。
不过，尽管许多组织可能会在 2024 年减少或冻结 EX 支出，但专家对此类举措的后果提出警告。
JP Gownder 是 Forrester 的副总裁兼首席分析师。他在博文中写道，根据 Forrester 研究，66% 的技术决策者表示，他们将在 2024 年增加对 EX 或人力资源技术的投资，其中许多投资将旨在提高效率，而不是 EX 结果。
但逆流而上的领导者将在 2024 年获得实实在在的好处。
“通过开发成熟的 EX 计划，您的组织可以提高生产力、降低人员流失率并提高创造力，”Gownder 写道。
其他专家认为，足智多谋的人力资源领导者会在预算紧张的情况下找到投资 EX 的方法。
管理咨询公司光辉国际 (Korn Ferry) 首席人力资源官 (CHRO) 业务的高级客户合伙人丹·卡普兰 (Dan Kaplan) 表示：“人力资源部门将被迫在低迷的市场中保持参与度，甚至在成本削减和削减的整个过程中也不例外。” “这将是一场艰难的舞蹈，但最好的人力资源领导者会找到办法做到这一点。”
光辉国际 (Korn Ferry) 专门负责人力资源问题的高级客户合伙人胡安·巴勃罗·冈萨雷斯 (Juan Pablo Gonzalez) 表示，组织对 EX 的承诺在 2024 年不会减弱，但 EX 看起来会非常不同。
“EX 的本质可能会变得更加个性化，同时也会变得不那么个性化，”冈萨雷斯说。“例如，通过使用 Microsoft Office Copilot、Workday 和 Salesforce 等大型软件平台中已有的人工智能功能，雇主和员工已经改变了他们的 EX。正在发生的情况是，员工与技术的互动越来越多地取代了与人的互动，但与技术的互动已经变得更加适合员工的特定需求和情况。”
亚特兰大人力资源咨询公司 IA 的创始人兼管理负责人 Mark Stelzner 表示，虽然由于组织面临控制盈利的挑战，预算将在 2024 年重新分配，但良好的 EX 相关技术投资将继续为公司带来红利。
“我认为投资 EX 实际上会提高效率并降低成本，”Stelzner 说。“到 2024 年，我们可能会看到组织不断转向‘流程主导、技术支持’的理念。端到端流程的优化通常会导致诸如消除现有技术债务以及统一工具和技术等决策，以减少员工的困惑并优化个性化，从而减少集成良好的接触点。”
Gartner 专门研究人力资源技术的副总裁分析师 John Kostoulas 表示，做出更具战略性的采购决策和改善现有技术生态系统的治理是改善 EX 的两个关键。Gartner 最近的研究发现，60% 的人力资源领导者认为他们当前的技术阻碍而不是改善了员工体验。
Nucleus Research 专门负责员工体验的研究经理 Evelyn McMullen 表示，仅仅为了提高效率而不是 EX 结果而设计的技术投资可能被证明是短视的。她指出，改进的 EX 通常会带来更好的绩效并降低与营业额相关的成本。
麦克马伦说：“考虑到劳动力市场和求职者优势的不断波动，减少 EX 预算的风险尤其大。” “当控制权不可避免地回到求职者手中时，保留 EX 投资的组织将能够更好地捕获和留住最优秀的人才。”
GenAI 从实验转向加速采用
到 2024 年，通过更多地采用该技术，人力资源职能将从涉足 GenAI 转向更深的领域。
随着领导者制定更严格的 GenAI 治理计划以及使用该技术的风险开始降低，人力资源和招聘部门将越来越多地使用其 HRIS 平台中已有的 GenAI 工具来编写职位描述和面试指南、创建敬业度调查、开发培训课程、分析数据，并制定政策。
世界大型企业联合会 2023 年底对首席人力资源官的调查发现，61% 的首席人力资源官计划在 2024 年投资人工智能以简化人力资源流程。
分析师 Eser Rizaoglu 表示：“许多人力资源领导者的 GenAI 之旅仍处于起步阶段，但要么通过现有的人力资源技术提供商获得 GenAI 功能，要么到 2024 年中期购买新的 GenAI 工具。” Gartner 的人力资源研究和咨询实践。
Rizaoglu 表示，许多人力资源技术供应商仍在努力弄清楚如何充分利用 GenAI 的功能，同时平衡保护数据、确保有效治理和考虑道德因素的需求。他表示：“在实现这种精细的平衡之前，GenAI 能力在人力资源领域的大规模扩散将面临挑战。”
Stelzner 表示，虽然去年 GenAI 带来了兴奋并刺激了人力资源领域的实验，但“冷酷的现实”是许多组织仍然没有准备好全力投入。
“到 2024 年，GenAI 采用率的任何增长都可能是渐进式的，包括更好地利用聊天机器人、增强员工沟通的个性化、更加关注人才招聘领域的可能性以及系统升级和实施测试的自动化。”他说。
埃森哲进行的研究发现，GenAI 有潜力改变组织 40% 的工作时间。“这并不意味着 40% 的工作岗位将会消失，而是反映了工作方式的转变，”负责该公司人力资源转型和交付实践的埃森哲董事总经理迈克尔·本亚明 (Michael Benyamin) 表示。“技术将取代一些任务，让员工在工作中变得更有生产力、更具创造力和效率。人工智能是人类能力的倍增器。”
随着 GenAI 开始增强或转变更多的工作角色，人力资源和学习领导者将需要创建敏捷的学习计划，以重新培训员工使用快速发展的 GenAI 工具的技能。许多工人几乎没有接受过如何使用该技术的培训。
Salesforce 于 2023 年进行的一项调查发现，62% 的员工表示他们缺乏有效、安全使用 GenAI 的技能。波士顿咨询集团的另一项研究发现，尽管该技术有望从根本上重塑他们的工作方式，但只有 14% 的一线员工接受过与人工智能相关的技能提升。
Benyamin 表示，随着 GenAI 在工作场所变得越来越普遍，人力资源部门必须帮助制定负责任和道德的人工智能使用政策，并制定培训计划来解决偏见、歧视、数据保护和适当数据使用等问题。
更加关注变革管理，提高新人力资源软件的采用率
专家认为，许多人力资源领导者将寻求通过采用变革管理策略来提高 2024 年技术投资的回报，例如确保员工使用新采用的技术解决方案。
人力资源面临的一项持续挑战是管理云技术供应商源源不断的更新和新功能，导致许多人力资源软件即服务 (SaaS) 许可证闲置。位于加利福尼亚州帕洛阿尔托的 SaaS 智能平台 Productiv 于 2023 年进行的一项研究发现，组织中 53% 的 SaaS 许可证总体未使用。
位于阿拉巴马州亨茨维尔的人力资源咨询和研究公司 Lighthouse Research 的首席研究官本·尤班克斯 (Ben Eubanks) 表示，许多组织低估了如何确保员工在新的人力资源平台和应用程序推出后定期使用它们。
“人力资源和人才技术不是‘按下开关就可以开始’类型的解决方案，”尤班克斯说。“但许多雇主仍然这么认为，并低估了采用该技术所需的行为改变。”
重新思考员工敬业度调查
更多的人力资源和执行团队将重新考虑如何创建敬业度调查以及分发调查的频率，以减少“调查疲劳”。
ServiceNow 高级副总裁兼员工工作流程产品总经理 Gretchen Alarcon 表示，随着组织继续努力寻找“秘方”，让员工在 2024 年更频繁地重返办公室，人力资源领导者将需要使用更有意义的方法测量工具。
她说：“组织将利用员工的声音调查和反馈来分析在办公室花费的时间与员工情绪和生产力的关系。” “这将使领导者能够根据数据而不是假设做出决策，这样他们就可以根据员工的需求、行为和提高生产力的因素来调整重返办公室 [RTO] 策略。”
从改进的技能技术中获益
转向基于技能的招聘和晋升策略的人力资源和招聘领导者将受益于技术的发展，例如使用人工智能和机器学习自动创建、组织和更新员工技能数据库的技能本体，从而显着减少体力工作量人力资源部要求。
下一代本体论和其他新兴技能技术可以使人力资源领导者更轻松地识别组织中的技能差距，然后相应地调整招聘或学习和发展计划。虽然市场上没有真正的端到端技能技术解决方案，但许多人力资源领导者正在将人工智能驱动的点解决方案结合在一起，以创建有效的技能数据库和评估工具。
“到 2024 年，随着组织采用技能智能技术，他们将开始认识到，这不是拥有最大的技能数据库，而是一个不断更新的丰富且互联的技能数据库，”Alarcon 说。她补充说，此类数据库使公司能够了解人才缺口是否是由于缺乏合适的人才或缺乏技能造成的，以及他们是否需要为未来培养、购买或借用人才。
预测分析工具变得更加强大
人力资源从业者和分析师认为，人力资源部门将受益于日益强大的预测分析工具，这些工具将改善劳动力规划和数据驱动的决策。
光辉国际 (Korn Ferry) 的冈萨雷斯 (Gonzalez) 表示：“凭借更大的数据集和改进的算法，人力资源部门应该能够采取一些措施，例如缓和过去几年的招聘盛衰周期。” 例如，冈萨雷斯表示，雇主不会雇佣数千名员工，然后在六个月后解雇其中一半，而是能够更好地预测在合理的时间内他们需要的员工数量和类型。他说：“然后他们可以雇用和培养一支更稳定的员工队伍，以造福所有组织利益相关者。”
Stelzner 认为，许多人力资源部门由于没有充分发挥数据分析的潜力而错失了机会。他说，如果未能投资分析人力资源数据所需的工具和技能，可能会导致洞察力缺失，并阻碍人力资源战略与更广泛的业务目标保持一致的能力。
“从历史上看，人力资源部门也一直在努力解决数据的准确性问题，”斯特尔兹纳说。“这会影响该职能部门依靠报告和数据分析来通知和支持其决策的能力。更糟糕的是，企业的其他部门已经接受过培训，预计人力资源系统会提供有问题的数据，因此在数据清理、报告和分析方面还有很多工作要做，以重新获得整个企业的可信度。”
Dave Zielinski 是 Skiwood Communications 的负责人，这是一家位于明尼阿波利斯的商业写作和编辑公司。
作者：Dave Zielinski
shrm
2024年01月09日
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雇主是否需要给工人吃饭休息？推荐阅读 Are Employers Required to Give Workers Meal and Rest Breaks?谷歌翻译机器人自动翻译：
雇主可能很难找出哪些员工有权吃饭和休息，以及在提供休息时必须遵守哪些规则。是否需要为休息时间支付工资？在换班期间的特定时间是否需要休息？就业法律师告诉SHRM在线。
纽约市杰克逊·刘易斯（Jackson Lewis）律师理查德·格林伯格（Richard Greenberg）说，联邦法律并不要求成年雇员进餐或休息。对于选择提供短暂休息（最多20分钟）的雇主来说，“公平劳动标准法案”确实要求雇主在那段时间支付雇员的工资，并按计算加班工资的时间来计算这个时间。
查尔斯·麦克唐纳（Charles McDonald）是南卡罗来纳州格林维尔市Ogletree Deakins律师事务所的律师，他说，大部分的膳食和休息休息规定都受到州法律的管辖，但是依从性可能会非常棘手，特别是对于那些必须考虑许多不同要求的多州雇主而言。
州差异的例子
格林伯格解释说，州法律对所需休息的频率，工人是否可以免除休息以及是否必须允许员工离开办公场所有所不同。
[人力资源管理局成员资源：国家膳食和休息休息要求 ]
例如，在加利福尼亚州，工人每工作四个小时就有10分钟的有薪休息时间，“或者大部分时间”，每五个小时工作30分钟的无薪餐休息时间。员工可以放弃休息的权利，但只有在工作时间不超过六小时的情况下。在某些情况下，雇员可以被允许进行“值班”用餐，但时间必须按照工人的正常工资率支付。
加利福尼亚州的法律也规定必须在休息时间的什么时候休息。休息时间必须在四个小时的工作时间中间进行，并且在轮班的第五个小时结束之前必须进餐。
麦当劳说，加利福尼亚州的雇主要记录休息是至关重要的，因为国家的法律是如此具体。但他指出，员工只能“休息”休息，因为需要支付休息时间。
如果不遵守休息法，那么州内的雇主就会面临严厉的惩罚。员工每天有权享受一小时的休息时间规则，每天还有一小时的工作时间没有遵守。
一些州的要求比加利福尼亚要求不严格，但是他们的法律还规定了何时必须休息。例如，在康涅狄格州，至少工作七个半小时的员工通常有权吃饭。员工必须在头两个小时之后和最后两个小时之前休息。然而，康涅狄格州没有休息休息法。
罗得岛州的雇主必须为员工提供20分钟的用餐时间，上班时间为6小时，30分钟的用餐时间为上班时间为8小时的员工。
包括阿拉巴马州，佛罗里达州，印第安纳州，爱荷华州，路易斯安那州，密歇根州，新泽西州，北卡罗莱纳州，宾夕法尼亚州，俄亥俄州，俄克拉荷马州和弗吉尼亚州的许多州都有违反未成年人的规定，
McDonald说，这些规定不仅在各州有所不同，而且在某些地区也有所不同。
例如，马里兰州拥有50名或更多员工的零售企业必须为工作时间为四至六小时的员工提供15分钟的休息时间，或者为长时间工作的员工提供30分钟的休息时间。
在密苏里州，煤矿工人有权享受一小时的用餐时间。
雇主提示
雇主需要知道什么样的休息要求适用于他们经营的地点，麦当劳说。
休息政策应该解决休息的时间，时间和频率; 他们在哪里可能被采取; 如果有的话，可以在休息期间执行什么样的职责; 以及时间是有偿还是无偿。
格林伯格说，在一个以上的司法管辖区内运作的雇主应该尝试提出一般性的多级解决方案，并确保在诉讼风险最高的地区（如加利福尼亚州）执行所有最佳实践协议。
英文版本：
https://www.shrm.org/ResourcesAndTools/legal-and-compliance/state-and-local-updates/Pages/Employee-Required-Meal-and-Rest-Breaks.aspx
mployers may have a difficult time figuring out which employees are entitled to take meal and rest breaks and what rules they have to follow when offering those breaks. Do workers have to be paid for breaks? Do breaks have to be taken at a certain time during the shift? Here's what employment law attorneys told SHRM Online.
Federal law does not require meal or rest breaks for adult employees, said Richard Greenberg, an attorney with Jackson Lewis in New York City. For employers that choose to offer short breaks (up to 20 minutes), the Fair Labor Standards Act does require employers to pay employees for that time and count that time as hours worked when calculating overtime pay.
Most meal and rest break rules are governed by state law, but compliance can be tricky, particularly for multistate employers that have to consider many different requirements, said Charles McDonald, an attorney with Ogletree Deakins in Greenville, S.C.
Examples of State Differences
State laws differ as to the frequency of breaks required, whether workers can waive breaks and whether employees must be allowed to leave the premises, Greenberg explained.
[SHRM members-only resource: Meal and Rest Break Requirements by State]
In California, for example, workers are entitled to a 10-minute paid rest break for every four hours worked "or major fraction thereof" and a 30-minute unpaid meal break for every five hours they work. Employees can waive their right to take a meal break but only if they work no more than six hours. In certain circumstances, an employee may be permitted to have an "on-duty" meal period, but the time must be paid at the worker's regular rate of pay.
California law also dictates at what point in the shift the breaks must be taken. Rest breaks must be taken near the middle of a four-hour work period, and meal breaks must be taken before the end of the fifth hour of a shift.
It is critical for California employers to record breaks because the state's laws are so specific, McDonald said. But he noted that employees should only "clock out" for meal breaks because rest breaks need to be paid.
Employers in the state face steep penalties if they don't comply with break laws. An employee is entitled to one hour of pay for each day a rest-period rule was violated and an additional one hour of pay for each day a meal-period rule wasn't followed.
Some states have less stringent requirements than California, but their laws still specify when breaks must be taken. For example, in Connecticut, employees who work at least seven and a half hours are generally entitled to a meal break. Employees must take their break after the first two hours and before the last two hours of work. Connecticut, however, doesn't have a rest break law.
Rhode Island employers must provide a 20-minute meal break to employees who work a six-hour shift and a 30-minute meal break to those who work an eight-hour shift.
Many states—including Alabama, Florida, Indiana, Iowa, Louisiana, Michigan, New Jersey, North Carolina, Pennsylvania, Ohio, Oklahoma and Virginia—have break rules for minors but not adults.
The rules not only vary from state to state but also from industry to industry in some jurisdictions, McDonald said.
For example, retail businesses in Maryland with 50 or more employees must provide a 15-minute rest break to employees who work between four and six hours or a 30-minute meal break to those who work longer hours.
In Missouri, coal miners are entitled to take an hour-long meal break.
Tips for Employers
Employers need to know what break requirements apply to the locations in which they operate, McDonald said.
Break policies should address the duration, timing and frequency of breaks; where they may be taken; what duties, if any, may be performed during a break; and whether the time is paid or unpaid.
Employers that operate in more than one jurisdiction should try to come up with a general multistate solution and ensure in areas with the highest litigation risk—such as California—that all best-practice protocols are implemented, Greenberg said.
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