Exploring the Top 10 HR Tech Trends of 2024The HR field is undergoing significant changes in 2024, with technology playing a pivotal role. Key trends include the use of AI and ML in talent acquisition, a shift to skills-based hiring, and the integration of remote and hybrid work models. Emphasis on diversity, equity, and inclusion (DEI) is growing, alongside the exploration of the Metaverse for virtual HR practices. Data analytics is crucial for informed decision-making, and there's a focus on optimizing user experience and supporting employee well-being and mental health. Enhancing the candidate experience and ensuring data security and compliance are also critical.
2024年人力资源领域正在经历重大变革，技术发挥着关键作用。主要趋势包括在人才招聘中使用人工智能和机器学习，向基于技能的招聘模式转变，以及远程和混合工作模式的整合。多元化、平等和包容性（DEI）的重视日益增加，同时探索元宇宙在虚拟人力资源实践中的应用。数据分析对于做出明智的决策至关重要，优化用户体验和支持员工福祉和心理健康也同样重要。加强候选人体验和确保数据安全与合规性也是关键。
Human Resources is continuously evolving, and in 2024, it is set to undergo a remarkable transformation. With the integration of cutting-edge technology and innovative approaches, HR departments are better equipped than ever to attract, retain, and manage talent effectively. In this blog, we'll delve into the top 10 HR tech trends of 2024, offering a glimpse of how these trends shape the future of HR.
Artificial Intelligence and Machine Learning
Artificial Intelligence (AI) and Machine Learning (ML) are at the forefront of HR tech trends in 2024. These technologies are revolutionizing talent acquisition by streamlining the recruitment process. AI-driven algorithms can assess resumes, conduct initial candidate screenings, and predict a candidate's suitability based on historical data. ML algorithms analyze patterns within employee data to provide insights into performance, helping HR departments make more informed decisions about promotions and job placements.
Skills-based Hiring
Skills-based hiring, which prioritizes a candidate's specific skills and abilities, will significantly impact companies in 2024. This approach will help companies swiftly adapt to the changing job landscape and technological advancements. In 2024, skills-based hiring will:
Improve Recruitment Efficiency: Companies will find it easier to match candidates directly to job requirements, reducing time and resources spent sifting through resumes and interviews.
Reduce Skill Gaps: With skills-based hiring, companies can address skill gaps more effectively and invest in training and upskilling for existing employees to meet the organization's needs.
Increase Employee Productivity: Hiring individuals with the right skills results in quicker onboarding and increased employee productivity, driving business performance.
Remote and Hybrid Work:
Remote work has swiftly transformed the modern workplace and is set to become a permanent fixture in 2024. HR professionals are tasked with managing the challenges of overseeing remote teams, encouraging collaboration, and maintaining employee engagement within virtual environments. Moreover, the growing prominence of hybrid work models demands strategic initiatives to enhance productivity and work-life balance for employees, regardless of their location within or outside the office.
Diversity, Equity, and Inclusion (DEI):
Inclusion and diversity will remain at the forefront of HR agendas in 2024. Organizations will strive to create inclusive cultures where employees from all backgrounds feel valued, respected, and empowered. HR professionals will focus on building diverse talent pipelines, implementing unconscious bias training, and developing inclusive leadership practices. Addressing pay equity and ensuring equal opportunities at all levels will also be prioritized.
Focus on Metaverse in HR
The Metaverse is poised to redefine HR practices. This revolutionary technology seamlessly integrates virtual meetings, interviews, onboarding, and learning experiences. By creating lifelike virtual environments, HR professionals can host dynamic meetings, conduct immersive interviews, and foster engaging discussions among remote teams.
Recognizing its vast potential, organizations embrace the Metaverse to reshape traditional HR processes and enhance collaboration across distributed teams. The Metaverse empowers HR to transcend geographical boundaries, ushering in a new era of impactful virtual interactions that elevate employee experiences and boost organizational productivity.
Harnessing Data for Informed Decision-Making
This trend revolves around leveraging advanced data analytics tools to collect, process, and interpret vast amounts of data within the HR domain. By doing so, HR professionals can gain valuable insights into various aspects of workforce management, including employee engagement, performance metrics, talent acquisition, and workforce planning.
This trend is driven by the recognition that data is critical to making strategic and informed decisions. HR departments increasingly adopt predictive analytics to foresee trends, identify potential challenges, and devise proactive solutions. Through data-driven decision-making, organizations can optimize their HR strategies, streamline operations, and enhance overall workforce effectiveness.
Optimize the User Experience
As HR tech evolves, the user experience is optimized for HR professionals and employees. This trend is about making the technology more user-friendly and intuitive. User-friendly interfaces, simplified navigation, and customized dashboards make it easier for HR personnel to access and utilize HR tools, ultimately improving efficiency and reducing the learning curve.
Employee Well-being and Mental Health Support
HR technology trends are placing a spotlight on employee well-being and mental health. Innovative tools and applications are designed to monitor and support employee well-being, offering resources to help individuals manage stress and achieve a healthy work-life balance. This emerging trend underscores the recognition of the significance of comprehensive employee care.
Emphasizing Candidate Experience Enhancement
Even with resource limitations in 2024, CHROs are committed to maintaining their teams' focus on essential tasks. Companies recognize the imperative need to continually enhance the candidate experience, fortify their employment brand, and expedite their recruitment processes to remain competitive in attracting top talent. Among the myriad HR trends discussed, refining the candidate experience remains an enduring challenge for TA teams.
Data Security and Compliance
Data security and compliance are paramount with the growing use of HR tech. HR departments are increasingly implementing data protection measures to safeguard sensitive employee information and adhere to the ever-evolving global data protection regulations.
Conclusion
As we step into 2024, HR tech trends are shaping the future of human resources management. These trends, from artificial intelligence and machine learning to a strong focus on employee experience, enhance how organizations attract, retain, and manage talent. By staying abreast of these top 10 HR tech trends, businesses can position themselves to succeed in an ever-changing world of work. Embracing these technologies will streamline HR processes and create a more engaged, diverse, and resilient workforce.
by Navjot Kaur
David Green:The best HR & People Analytics articles of October 2023
HR is the CEO’s right-hand in enlightened organisations.
Those were the words of Barbara Lavernos, Deputy CEO at L’Oreal, while speaking as part of a panel of CEOs on the main stage at the recent UNLEASH World in Paris. The declaration captures one of my key takeaways from the show: HR has made significant progress in its journey from support function to strategic partner.
One of the key drivers enabling this journey is people analytics. Two of the findings in the 4th Annual Insight222 People Analytics Trends study, are: (1) 21% of people analytics leaders now report directly to the chief people officer (compared to 13% in 2020). (2) People analytics teams have grown by 43% since 2020. As Isabel Naidoo, chief people officer at Wise, said recently at the Insight222 Global Executive Retreat in Colorado:
People analytics is the fastest route to credibility as a chief people officer.
FIG 1
One of my highlights from October was hosting the Main Stage at the aforementioned UNLEASH World show in Paris. I've shared my key learnings from UNLEASH in a LinkedIn post, but would like to highlight what makes UNLEASH unique: a vibrant mix of content, learning, community, and innovation topped off with fabulous production. A huge thank you to Marc Coleman, Paige Richmond, Amelia Donovan, Zoltán Kőváry and Nidal Elfadil – it was a joy to work with you all again. See more on Day 1 and Day 2 at UNLEASH World.
UNLEASH World 2023
What’s in store for November?
The next few weeks are set to be busy. I’m currently in Chicago ahead of a Peer Meeting for North American members of the Insight222 People Analytics Program, hosted by Berube, Derek and his team at McDonalds. In mid-November, I’ll be speaking on the key findings of the Insight222 2023 People Analytics Trends at Workday Rising EMEA. On November 21 and 22, I’ll be in Copenhagen for another Insight222 Peer Meeting, this time for European members of the People Analytics Program. Finally, on November 30, I’ll be in Bangalore to speak at Indeed FutureWorks. If any of you are going to these events, I look forward to seeing you there.
Looking for a new role in people analytics or HR tech?
I’d like keep highlighting 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 450 roles, as well as now also including roles for interns.
Participate in a study on the Modern Work Experience
RedThread Research is collecting data to understand the Modern Work Experience and how it has changed over the last year. This study is for individuals employed full-time at organizations with more than 100 people and will remain open until Monday, November 13, 2023. As a thank you for every response collected, RedThread will:
Donate $10 to DonorsChoose to support students and classrooms
Provide respondents with a free copy of the final report, “2023 Performance Management Trends: The Rise of Employee Expectations”
Share a free copy of the new report summary once published
Take the survey!
Share the love!
Enjoy reading the collection of resources for October 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 September’s compendium including those highlighted in the comments 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.
GENERATIVE AI AND THE FUTURE OF WORK AND HR
DIANE GHERSON – The New Deal of Work | DAVID ROCK – Irreconcilable Differences | JOSH BERSIN - The Pixelated Workforce Has Arrived ... Are We Ready? | RJ MILNOR – Fractional Work and Your Talent Strategy | JUDITH WIESE – Growth Talks
I can’t recommend the Fall edition of SHRM’s People + Strategy on Rethinking Work and the Workplace highly enough. The guest editor is Diane Gherson, one of the deepest and most original thinkers about the future role of HR. As Diane articulates in her editor’s preface: “New work models, new business requirements and new employee expectations are coming together at full speed, putting at risk our status quo arrangements in the organization—and even the role and scope of HR.” These themes flow through all of the articles in the edition – all of which I happily recommend, they include. (1) David Rock highlights what neuroscience can teach us about the tug of war between employers and employees particularly with regards to the return to office debate. (2) Josh Bersin examines the implications for organisations of the “blowing up” of the traditional model for full-time long-term employees (FIG 2). (3) RJ Milnor highlights four questions for CHROs about the growth of fractional work and its impact on talent strategy. (4) Judith Wiese explains how Siemens replaced performance reviews with a new concept built on dialogues focused on growth.
New work models, new business requirements and new employee expectations are coming together at full speed, putting at risk our status quo arrangements in the organization—and even the role and scope of HR
FIG 2
FRANÇOIS CANDELON, LISA KRAYER, SARAN RAJENDRAN, AND DAVID ZULUAGA MARTÍNEZ - How People Can Create—and Destroy—Value with Generative AI
Together with a group of scholars from Harvard, MIT, Wharton, and the University of Warwick, BCG conducted an experiment on 750 of its own consultants around the globe to test the use of generative AI (GAI). The results, as documented in the article by François Candelon, Lisa Krayer, Saran Rajendran, and David Zuluaga Martínezfind that people mistrust GAI in areas where it can contribute tremendous value and trust it too much where the technology isn’t competent. For example, 90% of participants improved their performance when using GenAI for creative ideation. However, on the flip side, when the consultants participating in the study where focused on business problem solving, a task outside the tool’s current competence, many participants took GPT-4's misleading output at face value. Their performance was 23% worse than those who didn’t use the tool at all. The article also examines some key guidance on related topics including data strategy, roles and workflows, strategic workforce planning and experimentation.
FIG 3
FIG 4
OTHER RESOURCES ON GENERATIVE AI AND THE WORLD OF WORK
LYNDA GRATTON - Want More Clarity on Generative AI? Experiment Widely | LIZ GRENNAN, ANDREAS KREMER, ALEX SINGLA, AND PETER ZIPPARO - Why businesses need explainable AI—and how to deliver it | DONNA SCAROLA - What Most People Get Wrong about AI & Bias | FANGFANG ZHANG AND SHARON K. PARKER - How ChatGPT Can and Can’t Help Managers Design Better Job Roles | KEVIN OAKES - Is HR Already Behind in the AI Revolution?
Many of the topics discussed at Unleash World were related to the remarkable acceleration of AI tools and technologies, and their impact on work, organisations and workers. I recommend digging into these five resources: (1) Lynda Gratton shares insights from a webinar she recently ran with 260 global executives, which highlighted that: “Figuring out the right approaches to generative AI is a process replete with ambiguity, experiments, and changes of mind.” Lynda also provides details on what companies are already using generative AI for in HR with the top two areas being internal knowledge management and recruitment. (2) Writing for McKinsey, Liz Grennan, Andreas Kremer, Alex Singla, and Peter Zipparo break down explainable AI (see FIG 5), and why it is important Including to enhance productivity, build trust and deliver value. (3) Donna Scarola provides a helpful primer providing guidance on how to prevent bias – including the creation of an ethics committee. (4) Fangfang Zhang and Sharon Parker unveil their research, pros and cons, and guidance for using ChatGPT for work design and job roles (see FIG 6). (5) Finally, Kevin Oakes summarises the key findings from i4CP’s recent study: Is HR Already Behind in the AI Revolution? Thanks Erik Samdahl for the heads up.
People use what they understand and trust. This is especially true of AI
FIG 5
FIG 6
THE EVOLUTION OF HR AND DATA DRIVEN CULTURE
DAVE ULRICH AND NORM SMALLWOOD - Six Actions for HR to Create More Stakeholder Value
How can HR create more value for all stakeholders? This is the exam question Dave Ulrich and Norm Smallwood seek to answer in their article. The article highlights six specific actions and questions that enable organisations to create more value from HR (see FIG 7). The six actions are: (1) Articulate a point-of-view. (2) Define, seek, and track outcomes more than activities. (3) Prioritise what matters most. (4) Apply innovative and relevant methodology. (5) Translate to stakeholder value. (6) Scale, leverage and improve work.
FIG 7:
ROB BRINER - Aligning HR with the business through the evidence-based HR process
Rob Briner makes the case for evidence-based practice and how it applies to HR, explaining what it is and why it is effective. Rob breaks down six key steps in the evidence-based HR process (see FIG 8). He then applies the evidence-based approach to a case study to understand and solve high employee turnover.
FIG 8
PEOPLE ANALYTICS
NAOMI VERGHESE - The Growing Influence of People Analytics in Strategic Business Decisions
In a taster from the Insight222 People Analytics Trends report, Naomi Verghese digs into one of the key findings from the study: developing relationships with C-suite and senior stakeholders. The article focuses on four key elements of influence. (1) What ‘influence’ means in the context of people analytics. (2) Data on how people analytics as a field has grown in influence (including FIG 9, which highlights the growing number of people analytics leaders reporting directly to the CHRO). (3) How a people analytics leader can gain access to senior business stakeholders. (4) Why it is important that a people analytics leader has executive-level influence in organisations today.
FIG 9
THOMAS RASMUSSEN, MIKE ULRICH, AND DAVE ULRICH - Moving People Analytics From Insight to Impact
While I wouldn’t normally include a resource that isn’t open access in this compendium, I’m making an exception for this must-read paper by Thomas Hedegaard Rasmussen, Mike Ulrich and Dave Ulrich, which can be accessed for a fee of a very worthwhile £29.00. The abstract to the paper (see below), which can be considered a follow up to the seminal paper, authored by Thomas and Dave, which was published in 2015: How HR analytics avoids being a management fad, provides a compelling narrative.
KEVIN METHERELL - Intentionality Matters - a GER2023 review | JAY DORIO - How to Get Remote and Hybrid Working Right | HEIDI BINDER-MATSUO - From People Analytics to Chief People Officer: How to Effectively Influence the C-suite JASDEEP KAREER - Why is Adaptive Teaming and Intentional Collaboration Important in a New World of Work?
Perhaps the highlight so far of my year was the recent Insight222 Global Executive Retreat in Colorado. It has already inspired several articles, which are collected here. (1) Kevin Metherell, one of the people analytics leaders present, summarises his takeaways from the three days with the linking thread being the “need for intentionality in everything we do” (2) Jay Dorio explores ways to get remote and hybrid working right through intentionally co-ordinating in-person days, encouraging collaboration by scheduling in-person meetings, and setting the standard that attendance on anchor days is mandatory. (3) Heidi Binder-Matsuo provides insights on what CEOs and CHROs are looking for from their people analytics leaders. (4) Jasdeep Kareer, PhD (née Bhambra) breaks down the role of collaboration modes (see FIG 10) and provides ten steps people analytics professionals can take to gain a deeper understanding of collaboration within their organisations.
FIG 10
LYDIA WU - Seven Lessons I Learned About People Analytics | ADAM TOMBOR – People Analytics Hands-On | ANKIT SAXENA - How does a Global Head of People Insights create a people analytics roadmap? | JACKSON ROATCH - The Lindy Effect in People Analytics | JENNA EAGLESON - R Toolkit for People Analytics: Telling Your Headcount Story JAEJIN LEE - What Career and Academic Backgrounds Do People Analytics Leaders Possess? (Analysis of 279 Global People Analytics Leaders)
October has seen a number of people analytics leaders publishing articles, which is always to be encouraged as insights from practitioners really help the field advance. Six leaders are featured here. (1) As part of her excellent 'Oops, did I think that out loud' series of articles, Lydia Wu documents seven lessons she has learned from working in the people analytics field – my favourite is: “Stakeholders are more important than numbers”. (2) Adam Tombor (Wojciechowski), Global Head of People Analytics at Julius Baer, shares how the three key ingredients of the right technology, the right process and the right skills have helped reshape people analytics at Julius Baer. (3) Ankit Saxena, MBA shares his methodology for developing a progressive people analytics roadmap. (4) Jackson Roatch breaks down The Lindy Effect by using a powerful example using turnover (look at FIG 11 – and decide which worker has the highest turnover risk before reading Jackson’s article). (5) Jenna Eagleson provides a step-by-step tutorial on how to tackle a common people analytics challenge: telling the story of company headcount entirely in R. (6) Jaejin Lee analyses the career and academic backgrounds of 279 people analytics leaders.
FIG 11
MAX BLUMBERG - What to Avoid When Choosing a People Analytics Operating Model
A short but instructive article by Max Blumberg (JA) ?? on the key areas to consider when evaluating whether to implement a people analytics model including trust, investment and the extent of change management required.
Regulations continue to evolve - models that appear compliant today may not be tomorrow.
EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING
STEPHANIE DENINO, ANDRÉ FORTANGE, TIMO TISCHER, AND MARIS GARCIA - The APEX model: How organizations can systemically improve employee experience Website | Summary Report
I always learn from TI PEOPLE’s research and analysis on employee experience ever since the company was formed by Volker Jacobs in 2016. In their new study, the team of Stephanie Denino, André Fortange, Timo Tischer and Maris García, present the APEX (Activities driving the Practice of EX) model, which is comprised of 3 focus areas, 6 goals and 28 activities (see FIG 12) which uncovers what it takes to improve EX in ways that are sustainable and replicable. This model, based on research with dozens of global EX leaders and vast client experience, highlights two important threads that run through the model: being data-driven and human-centered. The report also covers big questions like “Is an EX leader essential?” and explains that guided by this model, EX leaders can bring about an EX-centric operating system in their organisations.
FIG 12
BASTIAAN STARINK AND JAN WILLEM VELTHUIJSEN - What every HR leader needs to show the CFO | The benefits of investing in People Where should companies invest to improve the employee experience?
I was drawn to this study, authored by Bastiaan Starink and Jan Willem Velthuijsen for PwC, by one of the key findings: Making investments in 11 key areas of employee experience can yield savings equivalent to 12.6% of revenues (see FIG 13) encompassing reducing absenteeism, reducing employee turnover and boosting productivity. Two additional findings are: (1) Out of the eleven employee experience drivers analysed in the study, well-being, developmental opportunities, and training lead to the best outcomes in terms of benefits. (2) Companies will always have to analyse their own employee experience - effective interventions can only be made on that basis.
FIG 13:
WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS
KATHI ENDERES - Building the Dynamic Organization: Critical for the Post-Industrial Era | ANN ANN LOW - Unlocking Talent Agility to Future-Proof Organizations
Kathi Enderes breaks down the recent research she and Josh Bersin have conducted with Gloat. It highlights that instead of designing a company around jobs, Dynamic Organizations instead organise around people and skills. Kathi’s article provides a framework (see FIG 14), a maturity model, and data on the impact of Dynamic Organizations. Agility is also a key feature of Ann Ann Low’s article, which summarises the recent talk by Amy Schultz of Canva at LinkedIn Talent Connect including their 5Bs Framework (see FIG 15).
FIG 14
FIG 15
LEADERSHIP AND CULTURE
JONATHAN KNOWLES, B. TOM HUNSAKER, AND MELANIE HUGHES – The Role of Culture in Enabling Change
While culture is often described as “how we do things around here”, Jonathan Knowles, Dr. Tom Hunsaker, and Melanie Hughes argue in their article that “It’s more helpful to think of culture as the nervous system of an organization.” They highlight that one of the most important responsibilities of HR is to analyse the aspects of culture that are enabling or hindering performance. They proceed to explain that the first step is to investigate the type of change the team, business unit or organisation requires, and then document three approaches to making such changes: (1) Reinforce magnitude. (2) Reimagine activity. (3) Rethink direction (see also FIG 16)
FIG 16
FRANCES X. FREI AND ANNE MORRISS - Storytelling That Drives Bold Change
“Research has shown that storytelling has a remarkable ability to connect people and inspire them to take action,” write Frances Frei and Anne Morriss, in the cover article of the current issue of Harvard Business Review. In the article, which is a taster from their new book, Move Fast and Fix Things, the duo outline an effective way to leverage the power of storytelling, through four key steps: (1) Understand your story so well that you can describe it in simple terms, (2) honour the past, (3) articulate a persuasive mandate for change, and (4) lay out a rigorous and optimistic path forward. Then they explain how emotions can bring your story to life and help drive stakeholder commitment to change, and highlight ten underrated emotions in change narratives (see FIG 17).
FIG 17
EMILY FIELD, BRYAN HANCOCK, MARC METAKIS, AND DONNIE STUART - Activating middle managers through capability building
As one of the best books I’ve read this year – Power to the Middle (by Bill Schaninger, Ph.D., Bryan Hancock and Emily Field) - outlines middle managers who are equipped with the skills and support they need to succeed can reduce friction, accelerate action, and ensure that an organisation achieves its vision. This article, by Emily and Bryan together with Marc Metakis and Donnie Stuart, provides examples of companies that have built the capabilities of their middle managers (including a global not-for-profit who broke the problem-solving process into seven actions and four distinct phases for their middle managers – see FIG 18), common hurdles to doing this successfully, and how these obstacles can be overcome.
Middle managers can accelerate the execution of a company’s strategy by translating ideas between layers of hierarchy and solving problems with data.
FIG 18:
MICHAEL ARENA - The Ripple Effect: Understanding organizational behavior contagion to cultivate culture at scale
Michael Arena summarises the findings of a study he undertook to investigate the impact of behaviour contagion (the notion that behaviours are akin to contagious viruses within social networks) on organisational culture. The study was based on a comprehensive360-degree review to assess individual behavioural strengths combined with organisational network analysis techniques. The results confirmed that all cultural attributes were contagious to some extent and transmitted among direct employee connections. Moreover, the contagion effect extends up to three degrees of separation in professional networks – ‘The Ripple Effect’. Michael also examines the implications for companies, and how they can harness The Ripple Effect to build a positive workplace culture including identifying key influencers and nurturing strong connections. FIG 19 provides an example of how ‘strong judgement’ spreads across the network.
FIG 19
DIVERSITY, EQUITY, INCLUSION, AND BELONGING
EMILY FIELD, ALEXIS KRIVKOVICH, SANDRA KÜGELE, NICOLE ROBINSON AND LAREINA YEE - Women in the Workplace 2023
The ninth edition of the annual Women in the Workplace report from McKinsey and LeanIn.Org is based on analysis from 276 participating companies employing ten million people between them, and a survey of 27,000 employees and 270 senior HR leaders. It finds that while there have been gains at the top, with women’s representation in the C-suite at the highest it has ever been, progress in the middle of the pipeline is lagging—and with a persistent underrepresentation of women of colour—true parity remains painfully out of reach. The article by Emily Field, Alexis Krivkovich, Sandra Kuegele, Nicole Hardy Robinson and Lareina Yee, focuses on four myths about women at work that the study debunks. (1) Myth: Women are becoming less ambitious. Reality: Women are more ambitious than before the pandemic—and flexibility is fuelling that ambition. (2) Myth: The biggest barrier to women’s advancement is the “glass ceiling.” Reality: The “broken rung” is the greatest obstacle women face on the path to senior leadership (see FIG 20). (3) Myth: Microaggressions have a ‘micro’ impact. Reality: Microaggressions have a large and lasting impact on women. (4): Myth: It’s mostly women who want—and benefit from—flexible work. Reality: Men and women see flexibility as a ‘top 3’ employee benefit and critical to their company’s success.
FIG 20
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 October that I recommend readers delve into:
VISIER - Top 50 HR Leaders to Watch in 2024 – This is clever marketing from Jake Sorofman and the team at Visier Inc. as they highlight 50 HR (mostly people analytics) leaders to watch in 2024, including many who are customers. It’s certainly good to see the likes of Adam McKinnon, PhD., Angela LE MATHON, Dawn Klinghoffer, Doug Shagam, Erik Otteson, Jaclyn Lee PhD and IHRP-MP, Jeremy Shapiro, Kai Wehmeyer, Kanella Salapatas, Julien Legret, Kevin Moore SWP, Lydia Wu, Lydia Low, Kunal Thakkar, MS, PMP, Mark Berry, Matthew Hamilton, Mei Kim, Michael Salva, Nicholas Garbis, Pam Malone, Peter Meyler, Ramesh Karpagavinayagam, Richmond Tan, Sally Smith, Scott Judd, Shakti Jauhar, Shannon Vallina, and Steven Piperno getting some deserved recognition.
ANDREW PITTS - Mapping the Unleash World Exhibitors Network Using LinkedIn Data – Andrew Pitts continues Polinode’s excellent series by using ONA to map the network of the 175 exhibitors at the recent Unleash World show in Paris, which delivers some fascinating insights, not least the influence of The HR Lab.
ANNA AIROLDI - Is the Workplace Undergoing a Mental Health Revolution? – The latest gem from the Workforce Insights newsletter from Revelio Labs sees Anna A. providing analysis to highlight that companies are increasingly offering mental health and wellbeing benefits (see FIG 21). Thanks to Ben Zweig for highlighting.
FIG 21:
PHIL ARKCOLL - The Importance of Passive Listening – An excellent piece by Philip Arkcoll of Worklytics extolling the virtues of combining active listening (via surveys) with passive listening tools that allow forward-thinking organisations utilising both to understand the real-time behavioural drivers of employee attitudes.
FIG 22
FRANCISCO MARIN - Unlocking the Potential of Organizational Network Analysis (ONA) for Hybrid Work Adoption – Francisco Marin of Cognitive Talent Solutions breaks down how ONA can be used to gain insights on hybrid work adoption including by identifying informal communication networks, optimising office space, and assessing collaboration patterns.
FIG 23
MARC RAMOS - Transitioning your learning team to generative AI: Become the exemplar for your enterprise - Marc Steven Ramos of Cornerstone OnDemand writes on how Learning and Development teams are in prime position to be both pioneers in generative AI adoption and to lead by example, helping to conceptualise and implement the holistic generative AI strategy of the organisation.
COLE NAPPER, LUKA BABIC, AND STEFAN VUCICEVIC - People Analytics Operating Model in the Age of AI – In this paper, the Orgnostic team of Cole Napper, Luka Babic, and Stefan Vučićević, outlines how to set up a Lean People Analytics Operating Model that “connects technology, impactful consultation, and strategic decision-making, ultimately enabling ecosystems.”
FIG 24
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):
ADAM GRANT – Why Meetings Suck and How to Fix Them? Podcast | Transcript – Adam Grant’s WorkLife podcast is always insightful, and this episode where, together with Steven Rogelberg, Rebecca Hinds, PhD, and Francesca Gentile, Adam investigates the science of improving meetings is mandatory listening.
TOBY CULSHAW, COLE NAPPER, AND SCOTT HINES – Everything Talent Intelligence- Toby Culshaw joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast to discuss what talent intelligence is, what it isn’t, and how it can be effectively applied in organisations.
AMY WEBB AND MOLLY WOOD – The Most Plausible Outcomes for AI and Work – Futurist Amy Webb joins Molly Wood on Microsoft’s WorkLab podcast to discuss the most likely outcomes for how AI will impact humanity and what business leaders can do today to set up their organisations for success.
JOSH BERSIN - The HR Technology Trailblazers: How AI Is Disrupting This Market | Unleash Paris 2023: The Skills HR Tech Confusion. Trailblazers: Docebo, Arist, Cornerstone – Josh Bersin recently announced 15 ‘HR Tech Trailblazers’ who are successfully infusing AI into their products. In these two podcast episodes, he breaks down seven of them: Eightfold Paradox SAP SuccessFactors, Visier Inc. Docebo Arist & Cornerstone OnDemand.
VIDEO OF THE MONTH
ANNE-MARIE ANDRIC AND GARY MUNRO – Bounce. A place to go, know and do
One of the people I was glad to catch up with at Unleash was Katarina Berg, Chief People Officer at Spotify, who shared insights from the company’s Work from Anywhere program on the main stage. One of Katarina’s team – Gary Munro, the Head of People Analytics, is the brain behind Bounce, an ingenious new platform that brings together all relevant workplace content in one place and offers employees a personalised experience. Read Gary’s article on the Spotify HR Blog, and then watch his discussion with the brilliant Anne-Marie Andric on an episode of HR The Real Deal.
BOOK OF THE MONTH
ADAM GRANT – Hidden Potential: The Science of Achieving Greater Things
The new book by Adam Grant is brilliantly written, sprinkled with humour, and incredibly insightful. In Hidden Potential, “Grant explores how to build the character skills and motivational structures to realize our own potential, and how to design systems that create opportunities for those who have been underrated and overlooked.” The book is also immensely readable – I read over half of it on my flight to Chicago yesterday. I also listened to the highly insightful and at times hilarious podcast on the book, where Grant talks to his old sparring partner, Malcolm Gladwell: Unlocking Hidden Potential with Malcolm Gladwell. A must-read and a must-listen.
RESEARCH REPORT OF THE MONTH
YANQUI TAO, LONGAI YANG, SONIA JAFFE, FERESHTEH AMINI, PETER BERGEN, BRENT HECHT, AND FENGQI YOU - Climate mitigation potentials of teleworking are sensitive to changes in lifestyle and workplace rather than ICT usage
Nick Bloom highlighted this fascinating paper during his recent talk at the Insight222 Global Executive Retreat, and summarises some of the key findings in his LinkedIn post here. The main finding of the paper is that, in the United States, switching from working onsite to working from home can reduce up to 58% of carbon footprint of work. Indeed, it finds moving to two days working from home a week reduces carbon use by 11% (see FIG 25). An important paper that highlights how hybrid and remote working can contribute to efforts to reduce an organisation’s carbon footprint.
FIG 25
FROM MY DESK
October saw the final episode of Series 33 of the Digital HR Leaders podcast, sponsored by Visier Inc., and the first two episodes of Series 34, sponsored by our friends at eQ8. Thank you to Adedamola Adeleke at Visier, and Chris Hare, Alicia Roach and Angela Shori at eQ8.
KAT BOOGAARD AND DAVID GREEN - 5 common people analytics challenges (and how to overcome them) – An interview with Kat Boogaard for Culture Amp, on the challenges today’s HR teams face in leveraging people analytics – as well as how they can effectively overcome them.
WENDY CUNNINGHAM AND PETER MEYLER - How to Achieve Data-Driven HR Excellence in a Highly Regulated Environment – Wendy Cunningham and Peter Meyler join me on the Digital HR Leaders podcast to share the evolution of people analytics at the Phoenix Group, how it supports the people strategy, and the role of technology.
NICK DALTON – Seven Waves: The Past, Present and Future of HR – Nick Dalton, formerly EVP of HR at Unilever and co-author of The HR (R)Evolution: Change the Workplace, Change the World, takes us on a journey through the past, present and future of the human resources function.
PIYUSH MEHTA - How to Create Personalised Employee Experiences – Piyush Mehta, chief human resources officer at Genpact, describes how the company uses technology and analytics to enhance and personalise the employee experience for its 120.000 employees: “The role of the CHRO is to make sure that the organisation has top-quality talent at the right place and at the right time, and then find a way to enable that talent to be able to stay on in the company and continue to build that talent engine.”
JESS VON BANK AND DAVID GREEN – Now of Work: Learnings from Unleash – I had the pleasure of joining the Mercer | Leapgen Now of Work Digital MeetUp to discuss learnings from Unleash with JESS VON BANK. Thanks to Jess and Jason Averbook for inviting me.
DAVID GREEN - Influencing the World of Work: Key learnings from The Insight222 Global Executive Retreat 2023 – My round-up of the key learnings from the recent Insight222 Global Executive Retreat in Colorado, which was attended by 60 people analytics leaders and senior HR executives from global organisations.
THANK YOU
Finally, this month I’d like to thank:
Racheli Gabel Shemueli and the teams at Pacífico Business School and APERHU - Asociación Peruana de Recursos Humanos for inviting me to speak at the 29th Human Capital Congress On October 24, 2023
The team at Thinkers360 for including me in their list of Top Voices 2023
Antonio Di Benedetto (here) and Rodrigo Santos (here) for posting about and recommending Excellence in People Analytics
Raja Sengupta for creating a heatmap topic model overview of some of the key topics covered in the Digital HR Leaders podcast over the years.
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 2023:
30 October - 1st People Analytics Conference Korea (Seoul - Virtual)
14-16 November - Workday Rising EMEA (Barcelona)
30 November - Indeed FutureWorks (Bengaluru)
观点
2023年10月29日
观点
Hiring Trends 2024: For Tech And Digital Global Employers
ANWESHA ROY 8 MINUTE READ
The hiring landscape has gone through a lot of fluctuations in the last two years. The United States and the European Union (EU) fell into recession, triggering widespread panic amongst tech and digital companies. Businesses had to lay off a large chunk of their workforce as a cost-cutting measure, some even freezing hiring temporarily.
Fast-paced digital agencies and startups understood that they needed a flexible hiring approach to adapt to these circumstances. They realized that hiring remote talents from offshore locations like LatAm, East EU, East Asia, and India was a viable way to grow their workforce. Recruiters soon realized that they needed to prioritize both skills and cultural adaptability while looking for remote talents. Hiring platforms emerged as the helping hand in this matter, with their comprehensive solutions geared to deliver a fast and reliable hiring experience.
In this blog, we will discuss these developments and other hiring trends for 2024, and the job roles that will grow in the near future.
Hiring Trends That Will Define 2024
Adaptable hiring strategies will help tackle the talent shortage
Remote hiring for remote positions is here to stay
Skill-based hiring will gain more prominence
India’s rising talent pool to meet global needs
Talent expectations from global employers are changing
Organizations will look for culture-fit talents
Emergence of hiring platforms
Artificial Intelligence (AI) and Machine Learning (ML) will play a crucial role in optimizing the hiring process
1. Adaptable hiring strategies will help tackle the talent shortage
By 2030, the global tech talent shortage will rise to 85.2 million, leading to a massive loss in revenue. Global employers will be more careful and strategic when hiring in 2024. The demand-supply gap of skilled tech and digital talents is growing every year, which means startups have to work harder to onboard the best talents. They will also look to hire remote talents from offshore locations to upscale as per their budget and resources.
2. Remote hiring for remote positions is here to stay
In 2023, tech and digital startups have to deal with the growing tech talent shortage amidst a precarious global economic scenario. Remote hiring is the most viable solution for these organizations, as they can easily access skilled and cost-effective talents across the globe, with a faster hiring process. Even companies following on-site or hybrid workstyles are hiring certain roles remotely, due to its benefits. contract hiring – uncertain economic conditions are compelling companies to hire full-time long-term contractual employees for flexibility and scalability. Global employers are also open to long-term contractual engagements for full-time employees, to ensure flexibility and scalability.
The number of startups hiring remotely has grown from 900 in 2019, 2,500 in 2020, and 14,000+ in 2022. With a growing number of talents preferring remote workstyle, companies will be able to retain their top talents by setting up distributed teams instead of strictly adhering to local hiring.
3. Skill-based hiring will gain more prominence
92.5% of companies have seen a reduction in their mis-hire rate when implementing skills-based hiring, with 44% reporting a decrease of more than 25%. Going ahead, the qualification of a candidate will be defined by their hard and soft skills, and not just their education and work experience. Technical skills, problem-solving abilities, leadership, adaptability, and more will be closely evaluated by companies. A study shows that hiring for skills is five times more predictive of job performance than hiring for work experience.
To drive this initiative, startups will rely on vetting tools and integrate them within their hiring process. The assessment will be tailor-made for tech and digital roles to aid in finding the most suitable talent. Furthermore, startups have to drop degree requirements from job descriptions and become more specific about the capabilities they are looking for.
4. India’s rising talent pool to meet global needs
Contrary to the talent crisis across the globe, India is generating tech and digital talents consistently in large numbers. Their tech talent pool has grown by 120% in the last five years, with two million STEM graduates every year. The country also has a surplus of 2.5 million digital talents, presenting a great opportunity for global employers.
The average salaries of Indian talents is lower than that of US, EU, and AUS talents, which means global companies can hire equally or better-skilled professionals at a lesser cost.
India also has a wide network of talents specializing in emerging technologies. The number of Indian AI experts on LinkedIn has grown by 14x in the last seven years, the 5th fastest growth after Singapore, Finland, Ireland, and Canada.
These reasons have helped India become the most preferred talent-sourcing hub in the world.
5. Talent expectations from global employers are changing
The global labor market is very tight and the talents have an upper hand in deciding their next employer. To remain competitive, startups have to reexamine their hiring strategies and cater to what the top talents are looking for.
A study reveals that top Indian remote talents want better pay, good work-life balance, and prospects of career growth while choosing an employer. Before hiring from India, global employers have to prepare an offer that fulfills the expectations of these talents.
6. Organizations will look for culture-fit talents
Technical proficiency makes a candidate qualified for the job role, but a cultural fitment aligns makes them the perfect addition to the organization. Both large-scale companies and startups need talents who take initiative, have a positive attitude, and handle situations in a non-confrontational manner. Such skills will uphold the work environment and promote a healthy culture. An org-culture fit talent will be more engaged and satisfied with their job than just a skilled professional.
Finding and hiring culture-fit professionals also impacts the retention rates, as a study shows that 73% of talents have left a job due to poor cultural fitment.
7. Emergence of hiring platforms
According to a 2022 survey by Upwork, 50% of businesses outsource at least some of their work. Of those businesses that outsource, 38% use hiring platforms to find freelancers and contractors. Another report reveals that 48% of companies are planning to increase their use of hiring platforms for offshoring in the next two years.
Hiring platforms offer a number of advantages to businesses, including access to a large pool of skilled and experienced freelancers and contractors, the ability to scale their workforce up or down as needed, and cost savings on labor costs. They also help in vetting candidates to find the right technical and cultural fit, helping in making an informed hiring decision. With their end-to-end solutions, hiring platforms help both fast-paced businesses and enterprises in upscaling confidently within a short period of time.
8. Artificial Intelligence (AI) and Machine Learning (ML) will play a crucial role in optimizing the hiring process
44% of recruiters find AI useful in shortening the hiring cycle, which is the main priority, 32% found it a good way to cut down overhead costs, and 24% found it helpful in identifying the right talents.
Studies suggest that it takes 29 to 66 days to fill tech-based vacancies, which is a very long hiring cycle for startups. In a fast-paced environment with constant deadlines, open roles must be filled as quickly as possible. As time is of the essence, startups are beginning to leverage Artificial Intelligence (AI) and Machine Learning (ML) in their hiring process.
By reducing the time to hire, small-scale startups are also able to cut down overhead and operational costs. In fact, AI/ML have helped companies in North America cut down their costs by 40%, in Europe by 36%, and in the APAC region by 25%.
Application Tracking System (ATS) is also being used by startups to ensure a seamless hiring process. The ATS is useful in organizing applications, managing communications, and tracking the status of candidature. 99% of Fortune 500 Global companies are using ATS for an elevated hiring experience and short cycle, so why shouldn’t startups? After all, it oversees all the tedious processes in hiring, so managers can focus their energy on decision-making and other important tasks.
Region-wise Job Roles Which Will Grow In Demand in 2024
United States
Europe
Australia
According to a survey by NASSCOM, future skills demand is expected to grow to 3.5-3.7 million by 2024, rising from the present 1.2-1.3 million currently employed by the industry. Building on that, here are a few predicted jobs that will be in demand in the next few years, sorted region-wise.
United States
The United States is leading the world in next-gen technology, which reflects in their plans to hire more cloud engineers, machine learning engineers, data scientists, and salesforce developers. The digital sector is also growing at an average of 8.5% CAGR, and the startups are looking to hire more web developers, ad specialists, UI/UX designers, and digital marketing managers.
Europe
European tech startups will focus increasingly on their core services and hire more front-end developers, DevOps engineers, and blockchain developers. Similarly, digital companies will look for PHP developers, web developers, and digital marketing managers. SaaS-based startups in the EU will focus on building next-gen products and user privacy, which is why they will hire more product managers, customer success managers, and security engineers.
Australia
Despite fears of recession, Australian tech startups are focussing on resilient hiring to support their services. They will look to onboard more back-end developers, database administrators, and systems engineers. In the digital sector, SEO specialists, web analytics specialists, and digital sales representatives will be in demand. SaaS-based startups in the country will focus on better customer service by hiring account executives, customer success managers, and e-commerce managers.
Jobs created by AI to look out for in 2024
Prompt Engineer
Prompt engineers are experts in designing and developing AI-generated text prompts for improving the AI prompt generation process for several applications. They use data analysis and programming skills to deliver an elevated user experience in tech and SaaS products.
AI Trainer
AI trainers are responsible for teaching AI systems how to think and interact with users. They work with the development team to ensure the chatbots and virtual assistants respond to customer queries and resolve them effectively. These experts have a strong background in data science, natural language processing (NLP), and machine learning.
AI Auditor
AI auditors evaluate the safety, legality, and ethics of AI systems so they can be put to good use. They review codes, conduct data analysis, and test the systems to ensure the system does not produce biased or discriminatory responses.
Machine Managers
Machine managers oversee the AI-operated hardware and systems, and ensure everything is intact for peak performance. They are responsible for the efficient operation and minimum downtime of AI tools, making them indispensable for the tech sector.
Final Thoughts
The secret to success in talent acquisition is to identify the trends, adapt your strategy, and prepare for the future. It is important to constantly monitor the ever-changing hiring landscape to build a productive workforce for the long run.
As we enter 2024, the major focus for global employers will be on identifying the best candidates for the role and leveraging digital tools for a smarter process. Digital agencies also have to offer what talents seek in their employer in order to improve their chance of hiring the best candidates.
By aligning these hiring trends in advance, global recruiters like digital agencies, IT services companies, and SaaS-based tech companies can stay ahead of the curve and hire methodically.
观点
2023年10月24日
观点
胡晓敏：公司改组重组合并，HR要留意哪些移民法风险
公司改组重组合并，HR要留意哪些移民法风险？
Xiaomin Hu
Founder & Managing Attorney Law Office of Xiaomin Hu P.C.
或者访问：https://www.youtube.com/watch?v=zcbhtw6ODCg
美国经济衰退背景下的公司重组：HR视角的移民与签证挑战
在当前的经济环境下，美国的公司重组和合并活动日益频繁，这对HR专业人员提出了新的挑战。胡律师在其近期的讲座中，深入分析了美国经济衰退对公司重组、合并及其对人力资源相关法律风险的影响。特别是，她关注于如何管理与员工签证和移民状态相关的复杂问题。
雇员裁员后的选择
胡律师首先讨论了公司裁员对H1B、L、O签证持有者的影响。裁员后，员工有60天的宽限期来寻找新的雇主或改变签证类型，例如转为B1/B2旅游签证或F1学生签证。如果公司停业，这些员工的H1B身份将自动终止。胡律师强调，HR部门必须为这些员工提供清晰的指导和支持。
继承利益者的重要性
胡律师指出，在公司重组或合并期间，理解“继承利益者”（Successor in Interest）概念至关重要。继承利益者是指新公司愿意并有能力继续雇佣原公司的员工，并承担所有相关的移民责任。这有助于保持员工的移民案件连续性，避免在移民程序中出现断裂。
劳工证申请（PERM）的影响
公司重组可能对PERM流程产生影响。新的继任者公司需要确保与原公司的劳工证申请保持一致，避免在审计过程中出现问题。这需要HR部门在整个过程中保持严谨的记录和沟通。
移民状态的转换
在公司重组后，胡律师讨论了如何转换移民状态，例如从H1B转为B1/B2或F1签证。在某些情况下，如果员工已有批准的I-130或I-140，并且优先日期是当前的，他们可能有资格递交I-485以维持他们的身份。
对H1B员工和绿卡申请的影响
公司重组对H1B员工的身份可能需要进行调整。胡律师建议HR部门准备好必要的文件，以应对移民局的可能调查。同时，如果公司在提交PERM或I-140之前重组，新的继任者公司需要重新审查整个申请流程。如果变更发生在提交140申请之后，新公司必须证明其为“继承利益者”。
胡律师的讲座为HR专业人员提供了宝贵的见解，帮助他们在经济衰退和公司重组期间有效管理与移民和签证相关的挑战。她的建议强调了在这些动荡时期内保持法律合规性和为员工提供支持的重要性。通过这些策略，HR部门可以更好地应对不断变化的经济环境，同时保护公司和员工的利益。
观点
2023年07月03日
观点
视频：Leading Through Transformation The Future of HR in the AI Era
Leading Through Transformation The Future of HR in the AI Era
Jiajia Chen
Senior Group Product Manager
Nvidia
点击访问：https://www.youtube.com/watch?v=toiy_sBDXHs
以下为演讲稿翻译整理，仅供参考：
引领变革：人工智能时代人力资源的未来
欢迎大家，我很高兴有机会讨论一个自2022年底以来成为焦点的话题。随着chat的广泛成功，许多人开始思考一个问题：我还会有工作吗？对于一些父母来说，这个问题可能会有所不同：我的孩子将来会有工作吗？在深入这个问题之前，让我简单介绍一下自己。我早期的职业生涯涉及多个商业领域，包括人力资源，后来我专注于人工智能产品管理。我拥有几个学位，包括法律学位、MBA学位、经济学科学学位和软件工程学位。我曾在Nidia管理人工智能基础设施产品组合几年。去年晚些时候，我转移到另一个名为Nidia Omniverse的产品组，这是一个数字孪生平台工业元宇宙。我们的企业客户可以使用Omniverse来创建数字孪生工业元宇宙，通过利用模拟和生成性人工智能以及与大型生态系统合作。通过这些经历，我对人工智能和人力资源有了深刻的理解。在这次演讲中，我希望能提供一个框架，帮助大家思考如何在人工智能时代领导转型，如何保持相关性并比人工智能发展得更快。
人工智能并不是一个新概念。让我们快速回顾一下人工智能发展的简史，为今天的对话奠定基础。人工智能领域诞生于1950年代。1950年，艾伦·图灵提出了模仿人类智能的通用机器的概念。1956年，人工智能这一术语被创造出来。在1970年代和1980年代，人工智能最初的乐观预期开始减弱，因为进展没有达到高期望，人工智能研究的资金减少，领域经历了被称为人工智能冬天的时期。在人工智能冬天期间，研究人员专注于发展专家系统，这是基于规则的系统，旨在模仿人类专家在特定领域的知识和决策能力。这种方法在实际应用中取得了一些进展，例如医学诊断和工业自动化。1980年代，人工智能的焦点转向了机器学习和神经网络。机器学习算法允许计算机在没有明确编程的情况下从数据中学习，并做出预测或决策。受人类大脑结构启发的神经网络引起了关注，并被应用于各种任务，包括图像和语音识别。得益于大量数据的可用性和计算能力的进步，人工智能经历了复兴。Nidia的贡献是关键的。
2022年11月推出的ChatGPT标志着人工智能的关键时刻。生成性人工智能正在推动机器创造的边界。人工智能越来越多地融入各种应用和行业，正在金融、医疗保健、网络安全等领域发挥作用，转变行业并创造新的机会。
你们中有多少人尝试过ChatGPT？你们喜欢它的哪些功能？是否用它来草拟电子邮件、创建培训材料，或者提出棘手的问题，试图愚弄chat GPT，证明你的人类智能更高级？人工智能预计将在各个维度对工作场所产生重大变化。
以下是人工智能可能带来的九个变化。
首先，提高生产力：人工智能是否会提高生产力和经济增长？许多人这样预期，但也有很多人告诉你，到目前为止，这种生成性人工智能趋势并没有大幅提高生产力，除了提供一些有趣的玩具。你们中的一些人可能听说过“生产力悖论”，这是1970年代和1980年代在美国发生的现象。我的预测是，人工智能不会发生这种情况。人工智能可以更快地传播，且所需的资本投资更少。这是因为人工智能在短期内的应用主要是软件革命，所需的大部分基础设施，如计算设备、网络和云服务，已经到位。你现在可以通过手机立即使用chat GPT和迅速增长的类似软件。
其次，收入不平等：人工智能是否会带来自动化的奢华时代，还是只会加剧现有的不平等？美国国家经济研究局发布的一份报告称，自1980年以来，美国工资变化的50%到70%可以归因于蓝领工人被自动化取代或降级导致的工资下降。人工智能、机器人技术和新的复杂技术导致财富高度集中。直到最近，受过大学教育的白领专业人士基本上没有受到低教育工人的命运。拥有研究生学位的人看到他们的薪水上涨，而低教育工人的薪水显著下降。这一问题将加剧，低技能的白领工人也将受到影响。
第三，劳动力技能提升和风险转移：随着某些任务的自动化，人工智能需要专注于提升和重新技能化劳动力。员工需要获得新的技能和知识，以适应不断变化的工作要求，并有效地与人工智能系统协作。有关这一主题的研究很多，不同研究的数据也有所不同。彭博社的研究显示，由于人工智能对工作的影响，全球将有超过1.2亿工人在未来三年内需要重新培训。据信，由于人工智能相关部署，中国将有超过5000万工人需要重新培训。美国将需要重新培训1150万人，以适应劳动力市场的需求。巴西、日本和德国的数百万工人也将需要帮助应对人工智能、机器人技术及相关技术带来的变化。根据麦肯锡的一项研究，由于快速自动化的采用，多达3.75亿工人可能需要转换职业类别。
第四，重新定义工作角色：人工智能有潜力重塑工作角色并创造新的角色。一些任务和工作可能会完全自动化，导致某些领域的工作流失。然而，人工智能也为创造涉及管理和协作人工智能系统、分析人工智能生成的内容、开发和维护人工智能技术的新角色创造了机会。例子包括美国政府试图将制造业带回美国。许多人认为，像第二次世界大战后一样，将创造数百万高薪的蓝领工人工作。然而，这最有可能不会发生，因为在美国建造的新工厂几乎不会雇用许多人类工人。一切都将通过机器人或管理系统自动化。
第五，增强决策制定：人工智能系统可以分析大量数据，检测模式，并生成支持决策过程的洞察。这可以使员工和管理者获得更准确、更及时的信息，使各种职能（如运营、市场营销、财务、人力资源）的决策更加明智。2019年哈佛商业评论提出了一个概念，称为人工智能驱动的决策，与数据驱动的决策相比，它允许我们克服作为人类处理器的固有局限性，如低效和认知偏见，因为你可以指派机器来处理大量数据，让我们人类应用判断力、文化价值观和情境来选择决策选项。
第六，人工智能与人类的协作：人工智能技术使得人与智能系统之间的协作成为可能。这种协作可能涉及利用人工智能在数据分析、模式识别和预测方面的优势，而人类则提供批判性思维、创造力、同理心和复杂问题解决技能。如果能够有效地实现人与人工智能系统的协作，可以带来改进的成果和创新。的确，许多公司已经使用人工智能自动化流程，但到目前为止，证据表明，那些旨在取代员工的部署只会带来短期的生产力提升。在一项涉及1500家公司的基本研究中发现，当人类和机器一起工作时，公司取得了最显著的绩效提升。
第七，增强智能：人工智能可以通过补充和增强人类能力来增强人类智能。它可以协助人们执行诸如信息检索、数据分析和问题解决等任务。人工智能支持的虚拟助手和机器人可以为人们提供即时支持和指导，提高他们的效率和效果。
第八，伦理考虑：人工智能在工作场所的整合引发了与隐私、安全、公平、透明度和问责制相关的伦理考虑。组织需要建立伦理框架和指南来确保人工智能系统的合理和可信赖的开发和部署。
第九，监控和评估AI实施。这个变化涉及到持续监控人工智能在工作场所的影响，并从员工那里收集反馈，以识别改进领域。定期的评估和反馈循环将有助于完善人工智能的实施和使用，确保其在增进工作效率、创新和其他方面的应用是有效和恰当的。（以上为AI补充，仅供参考）
目前，我们已经详细讨论了人工智能在工作场所创造的变化，以及人力资源应该如何应对这些变化。
现在，让我分享这张早先在一次HR会议上使用的幻灯片。2016年，我在一个名为“HR新模型”的会议上发表了演讲。现在，让我们看看这个模型。一个典型的组织结构包括首席执行官、人力资源业务伙伴、共享服务和一个运营部门，支持管理者和员工群体。公司是否能用这个模型应对人工智能在工作场所带来的变化？我们是否需要一个不同的模型？在回答这个问题之前，让我们看看应对每种类型变化需要发生什么。在这张幻灯片上，我展示了我简单的颜色编码技术。我简单地将所有类型的能力和技能分类并用不同颜色高亮显示。现在我们可以看到几个主要类别和一些零散项目。让我们稍微深入一些颜色分类的挑战。
首先，以蓝色突出显示的助理挑战和两个工作场所的变化。HR可以评估利用人工智能的技能和能力要求，为员工提供必要的资源，使他们能够理解和利用人工智能技术，以及如何通过人工智能来增强他们的工作。这包括关于人工智能概念、数据分析、自动化工具和人工智能支持决策的培训。HR可以培养持续学习的文化。
其次，以绿色突出显示的变革管理和沟通，在四个不同的工作场所变化中出现。HR可以积极地向员工传达人工智能实施的目的和好处，以提高生产力和效率。HR可以协助经理和员工分析工作并重新设计工作流程，以利用人工智能技术。这涉及识别可以自动化或由人工智能增强的任务和活动，简化工作流程，消除冗余或低价值测试，并确定人类和人工智能如何合作以优化生产力和效率。
第三，以热粉色突出显示的职业发展和内部流动性，在三个不同的工作场所变化中出现。HR可以进行技能评估，以确定组织内现有技能，并确定需要解决的AI相关角色的差距。这包括识别与人工智能技术合作所需的技术技能，如机器学习，以及有效沟通、批判性思维和问题解决所必需的软技能。
最后，以灰蓝色突出显示的伦理指导和治理，在三个不同的工作场所变化中出现。HR可以与法律、合规团队等相关利益相关者协作，为人工智能变革建立治理框架。那些仍以黑色显示的功能在未来几年将看到更多的自动化和置换，投资较少，因为这些能力在人工智能转型中的相关性较低。
为了跟上甚至领导人工智能趋势及其对工作场所的影响，HR可以采取几个积极的步骤。以下是我们可以考虑的一些关键行动：持续学习，HR专业人士可以深入了解人工智能技术、应用和影响；识别人力资源中的人工智能用例，HR可以探索各种可以增强其功能和简化流程的人工智能应用，例如自动化日常行政任务、改进候选人筛选和选拔流程，以及提供个性化的学习和发展机会；评估组织的人工智能准备情况，HR可以评估组织当前的基础设施、技术能力和文化，以确定其采用人工智能的准备情况；通信和透明度，人工智能实施期间的沟通和透明度对于缓解对工作安全的担忧、澄清人工智能采用的好处以及确保员工理解人工智能技术将如何增强而非取代他们的工作至关重要；监控和评估人工智能实施，HR可以持续监控人工智能对工作场所的影响，并从员工那里收集反馈，以识别改进领域。定期的评估和反馈循环将有助于完善人工智能实施。
The Salary History Ban: Your Guide to Dealing with This Dreaded Interview Question--GUSTO
It’s the interview question that makes millions of employers and candidates shudder. No, it isn’t about experience, references, or culture fit… not even about career growth expectations. It’s about (eek!) salary history.
Not the easiest thing to ask for, right? But employers rely on it as a way of understanding the market rate for specific roles and gauging an applicant’s skill level. It’s important to remember that there’s lots of baggage that goes along with asking for someone’s salary history—baggage that affects both the candidate and employer.
Here we’ll cover best practices for making sure your company complies with the new salary history laws, including an overview of where it’s active so you can see if it applies to you in the first place.
Let’s break it down.
What is the salary history ban?
Imagine you’re conducting a job interview. It’s going great, and you want to shift the conversation toward salary negotiations. Several things are running through your mind, like keeping the candidate excited about the role and staying within budget. So you hold your breath and ask the dreaded question: “How much are you currently being paid?”
Here’s the dilemma. If the candidate answers the question, they could risk anchoring their future compensation to their current salary—whether or not they’re being paid appropriately. Or if they refuse to answer, there’s a chance you may assume they make less than they actually do or even find them uncooperative.
In a survey of over 15,000 respondents, PayScale found that women who didn’t offer up their salary history were paid 1.8 percent less than women who did. On the flip side, men who didn’t reveal their previous salary were paid 1.2 percent more. This double standard between men and women may be the result of gender bias, according to PayScale. Clearly, something isn’t working.
The proposed solution? Ban the question altogether.
The salary history ban makes it illegal for employers to ask candidates how they are currently or were formerly compensated at work. What qualifies as “compensation” is different for every state and city (we’ll cover that part soon).
Why it’s being rolled out
Gender pay inequality continues to be a problem in the United States. A Glassdoor study showed that women still earn 76 cents to the dollar men earn.
The salary history ban is trying to tackle one part of the problem: to prevent current or previous pay inequality from following a person throughout their career. Determining a candidate’s compensation based on their salary history can perpetuate existing wage inequalities that are the result of gender bias or discrimination. So, some think it’s best to take salary history out of the equation altogether.
Where the salary history ban currently exists
Remember that this isn’t a nationwide ban. Below are some of the cities and states that have enacted the salary history ban so far:
California: Starting Jan. 1st, 2018, employers can’t ask for an applicant’s compensation history, either in writing or verbally. Compensation includes both salary and benefits. If reasonably requested, employers need to also provide a pay scale for the position in question.
Delaware: Since Dec. 14th, 2017, employers haven’t been allowed to ask for an applicant’s compensation history until after a job offer has been made and accepted by the applicant. Compensation is defined as monetary wages, benefits, and other methods people get paid.
Massachusetts: Starting July 1st, 2018, employers can’t screen applicants based on compensation history or ask for it. Compensation includes benefits, salary, and other types of payment. Employers are also banned from getting the information from the applicant’s current or former employer until after an offer has been officially accepted. Instead, employers have to publish salary ranges based on qualifications and skills related to the role.
New Orleans: As of June 2017, city agencies aren’t allowed to dig around for applicants’ pay histories.
New York City: As of October 31st, 2017, employers are barred from asking or searching for an applicant’s compensation history. This includes wages, benefits, and other forms of compensation.
Oregon: Starting January 1st, 2019, employers can’t ask for compensation history or screen applicants based on it. Compensation includes wages, salary, bonuses, benefits, fringe benefits, and equity-based payment. If a company violates this law, employees are owed unpaid wages.
Philadelphia: Despite being the first U.S. city to pass such a law, the bill is temporarily on hold because of a lawsuit filed by a local business. Therefore, it’s not currently enforced.
Pittsburgh: As of March 2017, city agencies cannot ask applicants for their pay histories.
Puerto Rico: As of March 2017, employers can’t ask about an applicant’s compensation history unless the applicant offers the information on their own, or a job offer has been offered and accepted by the candidate.
San Francisco: Starting July 1st, 2018, employers can’t ask applicants—contractors and subcontractors included—for their compensation history. Employers also can’t disclose a current or former employee’s salary history without that person’s explicit permission.
So what does this mean for you?
If your business isn’t located in any of the cities or states above, you’re in the clear (as of December 2017). If it does, there are a couple actions you should take.
First, review your hiring process. At no point should you require an applicant to disclose their salary history in writing or in an interview. Also, make sure related sections aren’t lurking in any internal hiring documents, like interview question templates or reference emails. Lastly, don’t rely on an applicant’s salary history, even if voluntarily disclosed, when determining whether or not to extend a job offer.
(Re)train your staff on the new law. Make sure your team is aligned on new hiring requirements and which questions are and are not appropriate. Double-check the statutes under your state or city’s law and ingrain it in your team.
Refrain from releasing salary information for past employees. Don’t release a former employee’s salary history without written authorization from that employee. There may be some exceptions to this rule, such as when salaries are publicly available or part of a collective bargaining agreement. Check your local and state laws to see what exceptions may apply.
A shift in mindset
Salary negotiations are uncomfortable for everyone involved, and gaining the candidate’s trust throughout the process is key to setting them up to be a rock star on your team. The good part? Simple language tweaks can easily achieve this.
For example, instead of asking for salary history, tell the candidate outright what the salary range is for the role, and then see if they want to continue the conversation. Keep in mind that the gender pay gap can still rear its ugly head even if people know the average salary range for the role, found a study from Hired. On average, women tend to ask for less than men, regardless of their experience.
The takeaway? Someone’s salary history should never affect their compensation in future roles. Before you ever bring your candidate into the office, research compensation standards for the role you’d like to fill and consider their skills, background, and education to determine a final offer. Take this data-driven approach and be fair and transparent; you’re bound to gain your candidate’s trust throughout this nerve-wracking (and exciting!) process.
About Tiffany Durinski
Tiffany Durinski is a content marketer, writer, and explorer of the world. Her mission is to get people fired up about technology through captivating storytelling.
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2018年07月04日
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在美国裁员中的年龄歧视问题-美国《反年龄歧视法》禁止企业对40岁及以上的员工进行年龄歧视
美国《反年龄歧视法》（The Age Discrimination in Employment Act）禁止企业对40岁及以上的员工进行年龄歧视。最近，两家高科技企业，Intel和IBM，都因为裁员中涉及年龄歧视而遭到公平就业机会委员会的调查。
Intel的情况是，在2016年的一波裁员中，2300名被裁员工年龄的中位数是49岁，而留下来的同行，中位数只有42岁。因此有员工已经向公平就业机会委员会投诉。按照程序，委员会将审核Intel关于裁员的法律文件，来确定员工一方是否有足够的证据，从而代表员工向法院起诉。如果委员会认为不构成年龄歧视，员工一方仍可以单独起诉公司。
而IBM的情况是，从2014年开始，IBM已经裁减了2万多名40岁及40岁以上的员工，占到了全部裁员人数的60%。委员会同样在调查IBM，但是IBM否认了年龄歧视的指控，表示公司是根据绩效和其他方法确定裁减人员名单。
《纽约时报》在之前的一篇报道指出[1]，这几年，向委员会投诉的年龄歧视的案件越来越多，2015年有20144件，2016年则达到21000件，已经占到了委员会全部受理案件的四分之一。然而，委员会真正认为证据充足并起诉到法院的案件数量却很少，比如2015年只有86件，低起诉率的其中一个原因是，最高院通过Gross v. FBL Financial Services, Inc[2]一案，在举证责任方面为劳动者胜诉设立了很高的门槛。
1989年，最高院曾在Price Waterhouse v. Hopkins一案中为混合动机案件设立了举证责任规则。混合动机指雇主的决定混合了合法的动机（比如员工绩效）和非法的动机（比如员工的性别和种族）。此时，雇员需要首先举证她因为雇主的非法动机（也就是该案中的性别因素）受到了歧视，此时举证责任转移到雇主，雇主需要证明，即使没有性别因素，雇主也会做出一样的决定。
但是在2009年，在涉及年龄歧视问题的Gross v. FBL Financial Services, Inc一案中，最高院认为，《反年龄歧视法》独立于《民权法案》，Price Waterhouse一案确立的举证规则也并不当然适用于年龄歧视的情况。通过仔细阅读法律条文，最高院认为，在年龄歧视案件中，劳动者首先必须证明年龄是雇主决策的主要因素（but-for，如果没有该事实的存在，事件就不会发生），这个举证要求不可谓不高。2009年，国会曾提出Protection Older Workers against Discrimination Act草案，要求年龄歧视案件的举证规则回归Price Waterhouse规则，但是因为受到商业群体等反对，草案最终没有被通过。
据报道，委员会的代理主席Victoria Lipnic已经将反年龄歧视作为委员会的优先处理的工作议题，且看委员会将如何处理这两起年龄歧视案件。
[1] Shownthe Door, Older Workers Find Bias Hard to Prove, https://www.nytimes.com/2017/08/07/business/dealbook/shown-the-door-older-workers-find-bias-hard-to-prove.html
[2] 557 U.S. 167
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2018年05月31日
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面试时雇主可否询问应聘者的工资历史？根据Bloomberg网的统计，目前有加州、德拉华州、马萨诸塞州、俄勒冈、华盛顿州以及波多黎各通过地方立法禁止雇主在面试时询问应聘者的工资历史。纽约、旧金山等城市也通过了类似的法案（纽约为第一个通过法案的城市）。
支持者认为，现阶段美国依然存在男女工资不平等的现象。根据美国人口调查局的报告，同样是全日制的工作，女性的工资水平只有男性工资水平的80%。因此，如果现阶段女性工资水平低于男性，而未来的工资又是基于或者参考工资的过去水平而定，那么工资的性别不平等现象将会长期化。禁止询问工资历史能帮助应聘者通过自己的知识和技能获得公平的工资水平，从而打破工资不平等的恶性循环。
除了地方立法，一些知名公司比如Amazon和Bank Of America也都在招聘中采纳了这一规则。
当然，也并非每个州都支持这一立法。像密歇根州和威斯康星州都通过专门的法律，禁止本州内的县市采取这类立法。另外像爱荷华州、北卡和田纳西州本身就要求地方县市在雇佣法领域不得超越州法的界限，因此这些州的县市也无法自行采取这类立法。
最后看一下司法系统。第九巡回法院最近以全体一致的方式判决根据工资的历史水平决定现在工资水平的做法违反了1963年颁布的《平等支付法》（Equal Pay Act）。在Rizov. Fresno County Office of Education一案中，Rizo是一名数学咨询师。2012年她发现她的男同事工资水平都比她高，于是向法院起诉，指工作单位存在性别歧视。工作单位则声称，她的工资水平是基于她的工资历史而不是基于她的性别决定，因此并不存在性别歧视。法院认为，法律不允许使用工资历史来为工资的性别差异辩护，无论是单独使用工资历史还是结合其他因素。合法的与工作相关的工资决定因素，只能是雇员的工作经验、培训经历、教育和过往的工作表现等。
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