• 资讯
    只雇佣AI?硅谷一创业公司的招聘广告“出圈”,引发人们对未来的思考 只雇佣AI?硅谷一创业公司的招聘广告“出圈”,引发人们对未来的思考 近日,一家名为 Firecrawl 的初创公司在 Y Combinator 招聘板上发布了一条“只招 AI 的岗位”,年薪仅在 1 万到 1.5 万美元之间。这个话题一石激起千层浪,也再次将“AI 是否能成为企业‘员工’”的讨论推到台前。几乎在同一时间,企业管理软件巨头 Workday 宣布推出全新的 Workday Agent System of Record(ASOR),正式赋能企业管理“AI Agent”。 两件事叠加,让人不禁好奇:未来的组织形态,究竟会是什么样? 1. Firecrawl“AI 岗位”何以成为刷屏话题? Firecrawl 是一家获得 Y Combinator 支持的创业公司,最初从编程教育领域转型,专注为 AI 系统提供开源 Web 爬虫服务。该团队最近在 YC 的官方招聘平台贴出了一则极具话题性的职位信息: “请仅在你是 AI Agent,或创建了 AI Agent 的情况下再来申请。” 岗位职责包括自主研究当下热门的模型动向并构建示例应用;而薪资仅 1 万到 1.5 万美元/年,看似并不够养一个人类开发者,却“足以”支撑一个无需吃喝住宿的 AI 程序。Firecrawl 创始团队坦陈这是一次 PR+实验 的尝试:他们想借此寻找能够开发出“真能落地”的 AI Agent 的高手,也希望藉由这一反常规操作吸引更多人的关注。 不过,从他们后续反馈看,尽管收到了约 50 份“AI 应聘”,暂时还没有哪个满足公司对自动化研发与管理的高要求。 2. 社交媒体热议:从调侃到对未来的设想 Firecrawl 这份招聘帖迅速在社交媒体上发酵。有人质疑是噱头,也有人兴致勃勃地想象“AI 替代人力”的场景。其中,最吸睛的一则评论,活脱脱像一出科幻对话: 私募基金(PE):我们想收购你们公司。你们有多少员工?CEO:零……不过我们有 275 个 AI Agent,在做 3000 人的工作,每年只花 1.5 万美元。 虽然带着调侃的语气,但也反映了人们对“大规模 AI 劳动力”可能带来的冲击有所期待或焦虑。和 Firecrawl 这样的“小步试水”相比,企业对 AI 的依赖 已经不仅局限在呼叫中心、聊天机器人等特定领域,而是开始从底层基础设施(如爬虫、数据处理)到上层业务逻辑(例如代码生成、自动化运营)全方位渗透。 3. Workday Agent System of Record:让“AI 员工”成为正式档案 几乎在同一时间,Workday 于 2025 年 2 月 11 日发布了最新的 Workday Agent System of Record (ASOR)。这是其新一代 Workforce Management 方案中的重要里程碑,为企业提供了一套专门管理 AI 工具或 AI Agent 的体系。以下是基于 Workday 官方信息整理的关键亮点: AI Agent 统一登记与身份管理借助 ASOR,企业可以像在 Workday 系统中登记人类员工信息那样,为 AI Agent 设立专门的“档案”(Record),包括 Agent 的名称、版本、负责的业务领域、权限范围等。 实时监测与合规管控ASOR 支持对 AI Agent 在企业内各系统间的行为进行可追溯监测,如接收了哪些输入、执行了哪些操作、产出了哪些结果。同时还能关联企业或行业的合规策略,如数据访问等级、敏感信息保护等,一旦 Agent 触发异常行为,系统将自动预警。 授权与性能评估在 ASOR 框架下,企业 HR 与 IT 团队可对 AI Agent 的权限进行灵活配置,并通过绩效指标了解 Agent 是否达到预期产出或效率。例如,可以量化该 Agent 帮助分析的数据量、生成的文档质量以及为团队节省的时间成本。 AI 与“人力”协同Workday 方面强调,ASOR 并非鼓励公司用 AI 取代人力,而是帮企业 “稳妥地” 推动人机协作:让人类员工与 AI Agent 各司其职,减少重复性工作,并确保最终决策和关键审核仍掌握在合格的人员手中。 4. “AI 员工”与“人类员工”:一条尚未清晰的边界 Firecrawl 的例子表明,目前要真正“雇 AI”还显得不切实际。从技术上,大模型虽有强大的生成、分析能力,但依旧缺乏对复杂项目的完全自主规划;从管理和法律上,AI 的责任归属、劳动关系认定、薪酬及合规标准都还在探索阶段。不过,正如 Workday 推出的 ASOR 所示,主流 HRTech 供应商已开始正式将 AI 劳动力纳入企业管理体系。未来人力资源部可能不仅要管理人,还要管理那些“数字工作者”——一方面评估其效能,另一方面也要防范其潜在风险。 5. 对人力资源与组织管理的启示 招聘模式的升级虽然 Firecrawl 的招聘更像一场高调实验,但它反映了企业在特定领域对“可自动执行任务的 AI 系统”的需求正在增长。HR 在未来可能要评估和筛选的不仅是人选,还有“AI 模型”或“Agent 产品”的适配度。 人才与技术深度融合人机协同已成为新趋势。具有 AI 技术背景或跨领域管理能力的专业人才,将在组织中扮演连接点的角色:帮助 AI Agent 融入流程、评估绩效,并做必要的干预或纠偏。 合规与风险控制Workday ASOR 的出现,暗示着大规模使用 AI 工具的企业势必需要更加成熟的合规方案。不论是数据安全,还是在决策过程中出现失误时的责任归属,都需要明晰的流程与法律依据。 组织文化的塑造当“AI 同事”成为常态,企业文化也将面对冲击:如何让人类员工接受并拥抱智能工具?如何平衡工作分工,让 AI 和人类各施所长?这对管理者的沟通与变革能力提出了更高要求。 6. 结语:从“噱头”到“系统化管理”,下一步会怎样? Firecrawl 的“雇 AI”招聘帖,虽然带着极强的 PR 属性,但也让人们切实感受到——AI 已不再只是后台算法,而正逐步走向前台,参与到企业日常运营。而 Workday 全新发布的 Agent System of Record 则是主流软件厂商对这一趋势的正式回应,表明大企业在管理“数字劳动力”方面的需求正变得现实且急迫。无论是担忧 AI 会抢走工作机会,还是期待它能极大提升效率,都无法否认:当技术与人力资源紧密结合,组织架构与管理方式都将被重新定义。或许在不远的将来,“你的团队有多少 AI Agent?” 也会像“你有多少员工?” 这样成为一家公司竞争力的衡量维度之一。趁现在,不妨思考如何让“人机协作”真正发挥 1+1>2 的效能,迎接新一轮的 HR 变革浪潮。
    资讯
    2025年02月17日
  • 资讯
    2026财年H-1B申请3月7日开启:新规生效,流程与抽签机制重大调整! 美国公民及移民服务局(USCIS)近日宣布,2026财年H-1B签证申请的初始注册期将于2025年3月7日中午12点(东部时间)开启,并于2025年3月24日中午12点(东部时间)截止。此次H-1B申请周期不仅延续了电子注册流程,还引入了新的抽签机制和更严格的监管规则,以提高公平性和防止滥用。 H-1B 申请流程概览 申请H-1B签证的雇主及其法律代表需通过USCIS在线系统提交电子注册,并支付每位受益人$215的注册费。在注册窗口结束后,USCIS将对符合条件的受益人进行随机抽选,并计划在2025年3月31日前通过在线账户通知获选者。 新规生效:H-1B抽签机制与流程重大调整 2026财年起,USCIS正式实施以受益人为中心的H-1B抽签流程,旨在减少以往存在的“多家雇主为同一申请人提交多次注册”的问题。 关键变化包括: 单一受益人唯一注册:每位H-1B申请人无论由多少雇主提名,都只能被计算一次,大幅降低“多重注册”操纵抽签的可能性。 新规避免恶意操纵:USCIS强调,任何企图规避新规、通过多个注册增加中签概率的行为将受到严厉审查。 随机抽选优化:此次改革将确保每位受益人享有平等的抽签机会,提高中签机制的公平性。 缴费限额调整与电子注册优化 美国财政部为配合H-1B申请季,暂时提高信用卡支付限额,每日信用卡交易上限由**$24,999.99提高至$99,999.99**,以满足雇主大规模注册需求。同时,USCIS对电子注册系统进行了优化,包括: 助理可同时协助多个法律代表,增强协作灵活性。 自动填充部分I-129表格字段,减少人工输入错误。 支持批量上传H-1B受益人数据,简化雇主提交流程。 F-1签证持有者Cap-Gap期限延长 对于F-1签证持有者,此次调整还带来了一个重大利好。DHS(国土安全部)宣布,Cap-Gap期限将从10月1日延长至次年4月1日,确保H-1B申请人在身份转换期间能够继续合法工作。 雇主与申请人的应对建议 提前注册:建议雇主尽早完成USCIS账户创建,并确保所提交的受益人信息准确无误。 合规申请:雇主需遵守单一受益人唯一注册的规定,避免违规行为导致申请无效。 关注最新动态:密切留意USCIS官网,以获取官方指南和重要通知。 结语 2026财年H-1B申请窗口即将开启,面对新规的实施和抽签流程的重大调整,雇主和申请人需提前做好准备,以确保符合新的合规要求。关注H-1B政策变动并积极应对,将有助于提高申请的成功率。 更多详细信息可访问USCIS官网:https://www.uscis.gov。   Today, U.S. Citizenship and Immigration Services (USCIS) announced that the initial registration period for the fiscal year 2026 H-1B cap will open at noon Eastern on March 7 and run through noon Eastern on March 24, 2025. During this period, prospective petitioners and representatives must use a USCIS online account to register each beneficiary electronically for the selection process and pay the associated registration fee for each beneficiary. Prospective H-1B cap-subject petitioners or their representatives are required to use a USCIS online account to register each beneficiary electronically for the selection process and pay the associated $215 H-1B registration fee for each registration submitted on behalf of each beneficiary. If you are an H-1B petitioning employer who does not have a USCIS online account, you will need to create an organizational account. If you are an H-1B petitioning employer who had an H-1B registrant account for the FY 2021 – FY 2024 H-1B registration seasons, but you did not use the account for FY 2025, your existing account will be converted to an organizational account after your next log in. First-time registrants can create an account at any time. You can find additional information and resources on the organizational accounts, including a link to step-by-step videos, on the Organizational Accounts Frequently Asked Questions page. These FAQs will be updated with FY 2026 information before the start of the initial registration period. Representatives may add clients to their accounts at any time, but both representatives and registrants must wait until March 7 to enter beneficiary information and submit the registration with the $215 fee. Selections take place after the initial registration period closes, so there is no requirement to register on the day the initial registration period opens. The FY 2026 H-1B cap will use the beneficiary-centric selection process launched in FY 2025. Under the beneficiary-centric process, registrations are selected by unique beneficiary rather than by registration. If we receive registrations for enough unique beneficiaries by March 24, we will randomly select unique beneficiaries and send selection notifications via users’ USCIS online accounts. If we do not receive registrations for enough unique beneficiaries, all registrations for unique beneficiaries that were properly submitted in the initial registration period will be selected. We intend to notify by March 31 prospective petitioners and representatives whose accounts have at least one registration selected. The U.S. Department of Treasury has approved a temporary increase in the daily credit card transaction limit from $24,999.99 to $99,999.99 per day for the FY 2026 H-1B cap season. This temporary increase is in response to the volume of previous H-1B registrations that exceeded the daily credit card limit.  Transactions more than $99,999.99 may be made via Automated Clearing House (ACH). Use of ACH may require the payor to alert their bank in advance to remove any potential ACH block on their account. We will provide additional information before the start of the initial H-1B registration period. An H-1B cap-subject petition, including a petition for a beneficiary who is eligible for the advanced degree exemption, may only be filed by a petitioner whose registration for the beneficiary named in the H-1B petition was selected in the H-1B registration process. Additional information on the electronic registration process is available on the H-1B Electronic Registration Process page. Organizational Account Enhancements for FY 2026 For FY 2026, we have made multiple enhancements for organizational and representative accounts for H-1B filing. These enhancements include: The ability for paralegals to work with more than one legal representative. A paralegal will now be able to accept invitations from multiple legal representative accounts, allowing them to prepare H-1B registrations, Form I-129 H-1B petitions, and Form I-907 requests for premium processing for different attorneys, all within one paralegal account; An easier way for legal representatives to add paralegals to company clients. Pre-population of certain Form I-129 fields from selected H-1B registrations; and The ability to prepare a spreadsheet of H-1B beneficiary data and upload the information to pre-populate data in H-1B registrations. These enhancements will be live before the start of the initial registration period.
    资讯
    2025年02月06日
  • 资讯
    The best HR & People Analytics articles of January 2025 2025年伊始,人工智能(AI)和人力资源(HR)领域发生了一系列重大变革。DeepSeek的崛起是否标志着AI的“斯普特尼克时刻”尚未可知,但可以确定的是,AI正以前所未有的速度重塑产业、企业和工作方式。与此同时,混合办公、DEI(多元、公平与包容)等工作议题的政治化,在特朗普政府的回归下变得尤为突出,使得HR领导者面临更大挑战。 全球HR趋势与预测 世界经济论坛《未来工作报告2025》:未来五年内将新增1.7亿个新岗位,但9200万个工作将被取代,人才技能转型成为关键。 Spotify CPO Katarina Berg 提出HR应从“资源”转向“关系”,建立更具信任感和数据驱动的HR模式。 Gartner:AI第一的企业可能会因过度追求生产力而适得其反。 AI与人才分析 Josh Bersin的“AI超级员工”概念:AI将助力员工提高生产力、创造力,并推动企业文化变革。 Visier报告:欧洲64%企业高管 已获得员工数据分析权限,数据驱动HR决策成为主流。 员工体验与健康 麦肯锡健康研究院研究表明,关注员工健康的企业在业务表现上明显优于同行,健康与生产力紧密相关。 组织架构正在向技能为本的模式转型,人才战略已成为企业核心竞争力之一。 2025年,HR的核心任务将围绕AI技术、数据分析、员工福祉展开。面对变革,HR如何借力AI,实现企业与人才的双赢?欢迎讨论!? To rework Lenin’s infamous observation, replacing weeks with months: “There are decades where nothing happens; and there are months where decades happen” – this manifestly could be applied to January 2025. It’s still way too early to judge whether the sudden emergence of DeepSeek is AI's Sputnik moment, but it is safe to say that AI is already rapidly reshaping industries, companies and how we work. We are increasingly seeing the politicisation of work topics such as hybrid work and diversity, equity and inclusion programs – especially with the arrival of the new Trump administration in the United States. Let's just say that there’s a lot on the plate for chief people officers to contend with at the moment. Perhaps this partly explains the slew of insightful resources in January, which has made compiling this month’s collection as challenging as it has been enjoyable. Selections include the unmissable new Future of Jobs report from the World Economic Forum, the big trends and opportunities to look out for in HR, AI and data science in the year ahead, and a powerful new study from the McKinsey Health Institute, which finds that companies that prioritise employee health and wellbeing enjoy better business outcomes than their peers - a ray of light in the darkness. There’s lots to enjoy and learn from. This edition of the Data Driven HR Monthly is sponsored by our friends at Visier In Visier's latest research report, "The State of People Analytics in European Organisations," we explore how European companies are leveraging data-driven strategies to achieve measurable business outcomes. With 64% of organisations now enabling senior executives to access people insights, the shift toward analytics-driven decision-making is clear. Based on a recent study by The Josh Bersin Company in partnership with Visier Inc., the report highlights key people analytics adoption trends in Europe, the maturity journey of people analytics teams, and the tangible advantages experienced by organisations using advanced people analytics platforms. From adaptive workforce planning to meeting regulatory demands, this report is essential for HR leaders driving growth and innovation in 2025. Download the new report to learn: Key trends driving people analytics adoption and growth in Europe Why strategic investments in people data are critical for the future of work The measurable business benefits of advanced people analytics practices To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 140,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. JANUARY ROAD REPORT I’m typing this on the Eurostar on my way back from Paris, where Laurent Reich and his team hosted the first Peer Meeting of 2025 for member companies of the Insight222 People Analytics Program® at L'Oréal’s Global HQ. A huge thank you to Laurent, his team and all the speakers over the two days: Isabel Gomez Garcia de Soria, Theo Leccia, Ashish Pant, Tracy Villanueva, David Tregidgo, Luc-O D L, Kai Wehmeyer, and Julien Legret, as well as my Insight222 colleagues: Naomi Verghese, Jordan Pettman, Jane Bloomfield, David Bebb and James Garrett, and all those who attended what was an absorbing, collaborative and fun two days. Attendees at the January 2025 Peer Meeting for member companies of the Insight222 People Analytics Program, hosted by L'Oreal in Paris January also saw two webinars, the first with the Italian People Analytics community (thanks to Martha Curioni, Aizhan Tursunbayeva, PhD, GRP and Federico Bechini), and the second, where I moderated a panel with Anette Bohm, Dawn Klinghoffer and Ian Cook on The Strategic Outlook for People Analytics in 2025 (click to get access to the recording) – thanks to Barry Swales, People Analytics World and Visier Inc. for organising. Speaking of webinars… Join me for an Insight222 webinar on February 5 to discover the key themes shaping People Analytics in 2025. If you want to learn how AI, close alignment with people strategy, and data democratisation, are enabling Leading Companies to drive business value with people analytics, register for the Insight222 People Analytics Trends Webinar. The webinar, which will take place on February 5, will be hosted by me and feature Naomi Verghese and Madhura Chakrabarti, PhD unpack the findings from the recently published 5th annual People Analytics Trend study. You can register for the webinar here – or by clicking the image below. Share the love! Enjoy reading the collection of resources for January 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 December’s compendium as well as the five-part 2024 retrospective (Part 1: Creating value through people analytics, Part 2: Orchestrating the future of work, Part 3: Enhancing employee experience and wellbeing, Part 4: Developing leaders, culture and inclusion, and Part 5: Building the strategic HR function. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. 2025 HR PREDICTIONS, TRENDS AND PRIORITIES KATARINA BERG - 2025 HR Predictions: Looking Into the Crystal Ball In 2025, it’s time for HR to double down on the Human and rethink the Resources. Katarina Berg, Chief People Officer at Spotify, presents ten predictions organised under her clarion call for HR to focus on the Human and replace Resources with Relationships. Three that stand out are: Make Trust and Purpose Great Again (“Trust is the glue, and purpose is the fuel”), Data-Informed HR: Sherlock, Not Skynet (“Data is your detective, not your dictator.”), and Ethical AI: Keep It Human (“AI is like your overachieving intern – it’s great at automating the boring stuff, but it can’t replace human judgment”). These are, in my view, by far and away the best set of HR trends, predictions for HR in 2025. If you agree, I also recommend buying Katarina’s book, Bold: A New Era of Strategic HR, and subscribing to the Spotify HR Blog. GARTNER – 9 Future of Work Trends for 2025 and HR Toolkit | JEANNE MEISTER - 10 HR Trends As Generative AI Expands In The 2025 Workplace | JOSH BERSIN - The Rise of the Superworker: Delivering On The Promise Of AI There has been the usual flood of commentators offering their take on the trends, priorities, and opportunities for HR in 2025 – including my own 12 Opportunities for HR in 2025: Thriving People, Thriving Organisation. With so many to choose from, it can be a challenge to ‘separate the wheat from the chaff,’ but hopefully I have done this for readers here! As well as those I highlighted in the December edition from the likes of Steve Hunt, Andrew Spence, and Lars Schmidt – and the one above from Katarina Berg, here are three others I recommend diving into. (1) Gartner’s Emily Rose McRae presents nine future of work trends for 2025 (see FIG 1) with perhaps the standout being that “AI-first organizations will destroy productivity in their search for it.” (2) I always enjoy Jeanne C M.’s annual set of HR trends, and the 2025 edition is no exception. Jeanne frames her ten trends around her belief that 2025 will see a more organisations “moving from experimenting with generative AI to making it an essential part of their business planning process”, and that this will transform HR. Two of Jeanne’s predictions that standout are: a) AI Agents Will Proliferate And Become The Killer App In The AI Era, and b) Generative AI Will Transform the Future of HR Jobs, where she highlights 13 HR jobs of the future (see FIG 2). (3) Josh Bersin’s 2025 set of HR and leadership predictions is themed: The Rise of the Superworker: Delivering On The Promise Of AI. Josh describes a Superworker as “an individual who uses AI to dramatically enhance their productivity, performance, and creativity,” and a Superworker company as “an organization that embraces this transformation, building a culture of adaptability where people reinvent themselves.” The study breaks down four types of superworker (see FIG 3) as well as the five imperatives for 2025, including the need to redesign works, jobs, and organisational models. FIG 1: 9 Future of Work trends for 2025 (Source: Gartner) FIG 2: 13 HR jobs of the future (Source: Jeanne Meister) FIG 3: The four dimensions of AI automation – and ‘superworker’ (Source: The Josh Bersin Company) HYBRID, GENERATIVE AI AND THE FUTURE OF WORK WORLD ECONOMIC FORUM – Future of Jobs Report 2025 Analytical thinking remains the most sought after core skill among employers, with seven out of 10 companies considering it as essential The fifth edition of the World Economic Forum’s Future of Jobs Report is, like its predecessors, an absolute treasure trove of data, insights, and visualisations. The 2025 report is based on data from more than 1,000 companies and over 14m workers, and will be a much referenced resource by researchers as well as workforce planning and people analytics practitioners. It offers a comprehensive analysis of the interconnected trends shaping the global labour market and explores what this will mean for the evolution of jobs and skills over the next five years. There are far too many highlights in the report to list them all here, but here are some standout ones for me: (1) By 2030, 170 million new jobs will emerge, yet 92 million will be displaced—a net increase of 78 million roles (see FIG 4), which not surprisingly means that (2) Skill gaps are considered the biggest barrier to business transformation, with 63% of employers identifying them as a major barrier over the 2025- 2030 period. (3) On average, workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025-2030 period. (4) Analytical thinking remains the most sought after core skill among employers, with seven out of 10 companies considering it as essential in 2025 (see FIG 5). (5) Two demographic shifts are increasingly transforming global economies and labour markets: aging and declining working age populations, predominantly in higher income economies, and expanding working age populations, predominantly in lower-income economies. Kudos to the authors: Attilio Di Battista, Sam Grayling, Ximena Játiva, Till Alexander Leopold, Ricky LI, Shuvasish Sharma, and Saadia Zahidi. If you only read one of the resources I've selected this month, read this. FIG 4: Total job growth and loss 2025-2030 (Source: World Economic Forum) FIG 5: Top sought after skills by employers in 2025 (Source: World Economic Forum) RAVIN JESUTHASAN, RUPAL KANTARIA, AND SIMON LUONG - Workforce Transformation In The AI Era Leaders need new talent strategies as AI and demographic changes create the need for agile, skills-based organizations. In their article, Ravin Jesuthasan, CFA, FRSA, Rupal Sachdev Kantaria, and Simon Luong explain how with several workforce megatrends converging successful CEOs are being transformed into talent architects, with workforce strategy becoming as important to companies as financial strategy (see FIG 6). This is expanding the role of the chief people officer, whose mandates at some companies have expanded to include strategy, transformation and operations. All this, argue the authors, is leading to a transformation of work and the human experience of work across three critical dimensions: (1) Redesigning work for a truly agile operating model. (2) Skills as the currency (see FIG 7). (3) Adaptive leadership. The report is part of a series, The State of Our World 2025, compiled by the Oliver Wyman Forum, which has been designed to help global leaders navigate what is a turbulent and exhilarating environment. These include: The Revenge of Geopolitics, Solving the Demographic Dilemma, and Unlocking the Value of AI. If you want to know what's on your CEO's mind, read this. FIG 6: Talent strategy is leading board agendas (Source: Oliver Wyman Forum) FIG 7: The need to rethink skills as currency (Source: Oliver Wyman Forum) PEOPLE ANALYTICS TOM DAVENPORT AND RANDY BEAN - Five Trends in AI and Data Science for 2025 Our long-term prediction is that generative AI alone is not enough to make organizations and cultures data-driven. The 2024 edition of this article, by Tom Davenport and Randy Bean was MIT Sloan Management Review’s most-read article of last year, and the 2025 version looks set to similarly popular. The five trends outlined in the article are: (1) Leaders will grapple with both the promise and hype around agentic AI. (2) The time has come to measure results from generative AI experiments. (3) Reality about data-driven culture sets in. (Only 37% of companies surveyed said they work in a data- and AI-driven organisation, and 33% said they have a data- and AI-driven culture. 92% believe that cultural and change management challenges are the primary barrier to becoming data- and AI-driven). (4) Unstructured data is important again. (5) Who should run data and AI? Expect continued struggle. RICHARD ROSENOW – People Analytics Conferences: 2025 By focusing on community building, providing diverse and practical content, and addressing accessibility concerns, conferences can better serve the evolving needs of People Analytics professionals. A terrific resource compiled by Richard Rosenow on the top events scheduled for 2025, which was based on a survey of people analytics professionals. It lists the top events that practitioner are attending (including People Analytics World, TALREOS and Wharton People Analytics), those events that are top of the wishlist, which I’m proud to see includes the Insight222 Global Executive Retreat, plus insights on what people enjoy and need from these events. SCOTT REIDA - The Augmented Workforce: Redefining Roles and Hierarchies in the Age of GenAI | MATTHEW HAMILTON - Three mental blocking & tackling drills to recenter your People Analytics efforts | CAITLIN VAN MIL - SHAP Values | AMIT MOHINDRA – Who is the Human in the Loop? In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Four are highlighted in this month’s edition. (1) Scott Reida, a workforce strategist at AWS, walks through a workforce scenario from now to 2035 to demonstrate year-on-year how tasks for data scientists will be automated through AI (see FIG 8) allowing human workers to focus on more strategic work with role-levels consolidated and cost savings realised. (2) I’ve always enjoyed Matthew Hamilton’s thoughtful musings, and in this article, he walks through three mindsets for people analytics professionals to adopt including: embracing the power of visual analytics. Thanks too to Matthew for his kind mention of the Data Driven HR Monthly in his article. (3) Caitlin van Mil launches her Everything Data Science microblog series with a piece that breaks down SHAP values. (4) Amit Mohindra outlines how The “human-in-the-loop” imperative presents an opportunity for HR to elevate its role in leading their organisation’s adoption of AI: Organizations do not adopt AI; individuals do. HR facilitates organizational change through its influence on leadership, culture, and learning. The chief people officer is in a better position to spearhead AI adoption initiatives than the chief technology officer. FIG 8: Source – Scott Reida THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE KEVIN COX, SUSAN PODLOGAR, AND KATIE BURKE - Less is More: The Transformative Power of Discarding Outdated HR Concepts If HR sees technology as someone else’s work, HR will have missed a huge opportunity. To drive these discussions, rather than follow others, HR leaders should be students of technology and how it can influence work, strategy, and culture. As this excellent article in People + Strategy begins, the job of the chief people officer is increasingly complex with their C-suite peers often turning to them to solve the new challenges that have made leadership so hard in this turbulent decade. Instead of more, three experienced chief people officers, who have recently stepped down from their roles, provide some thoughts on what HR should be spending less time on moving forward. One example from each: (1) Kevin Cox highlights culture surveys, and advocates how AI can create better assessments by analysing more sources. (2) Susan Podlogar (she/her) calls for the setting aside of low-value HR work to focus instead on high-value transformation work including being at the forefront of how technology is integrated (see quote). (3) Katie Burke writes how HR needs to be better at connecting employee experience and happiness to impact, productivity and business results. DAVE ULRICH, REBECCA RAY, AND ALAN TODD - Next Step in GenAI for Human Resources: Proliferation vs. Prioritization Proliferation offers an abundance of innovative ideas but can lead to being overwhelmed and not having a clear idea about where to invest. Prioritization filters the opportunities into priorities that deliver value. With the proliferation of GenAI in the HR market (estimated at $3.25 billion USD in 2023 and projected to grow at a compound annual growth rate of 24.8 percent from 2024 to 2030), how can HR leader prioritise the investments in GenAI apps that will provide the biggest benefit to their stakeholders and organisations? That is the question tackled by Dave Ulrich, Rebecca Ray, and Alan Todd in their article, where they provide four concrete recommendations: (1) Define desired stakeholder and outcome (“focus on impact rather than activity”). (2) Rely on an integrated framework to organise apps (see FIG 9). (3) Determine which GenAI apps best deliver stakeholder value. (4) Build a guidance system on existing HCM platforms. FIG 9: Human Capability Framework (Source: Dave Ulrich) WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS MARC RAMOS - 6 Part Series: Tasks Versus Skills - Squaring the Circle of Work with AI - Part 1 | Part 2 | Part 3 | Part 4 | Part 5 | Part 6 The world of work is changing rapidly, and the skills we need to succeed are evolving faster than ever before. While a strong focus on skills development is crucial, many organizations find that a sole skills-based approach is insufficient. There's a missing piece of the puzzle: tasks. Tasks are the building blocks of work, and understanding how they connect with skills is essential for developing effective workforce strategies, particularly as AI becomes increasingly integrated into our workflows. As I’ve been sharing broadly, HR, Talent and Learning & Development teams have increasingly had a laser focus on skill development, upskilling/reskilling, Skill-Based Organisations, and most recently gaining the right AI skills. Marc Ramos takes a slightly different approach: “A dilemma regards an over-reliance on a skills-first mindset as a somewhat dominant charter. What’s missing is acknowledging the proportional value of tasks, quantifiable tasks with the complementary value of skills, qualified skills.” AI and AI tooling is at the heart of this provocative new series; that is, how to address the combination of Tasks + Skills + AI. Part 1 and Part 2 re-emphasise the critical value of tasks and provide 7 Playbook Takeaways.  The remaining “What-If” sections share forward-looking AI-centric scenarios: Let Learning Breathe, A Task Intelligence Control Room, Employee Experience as an AI Product, and Ramos has also created an Instructional Quality AI Agent using OpenAI’s API Models.  Marc has also generously bundled all of this into a free eBook. FIG 10: Control Room mock up or heatmap of tasks not accomplished and negative impacts to sales quotas and related skills (Source: Marc Ramos) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING BARBARA JEFFERY, BROOKE WEDDLE, JACQUELINE BRASSEY, AND SHAIL THAKER - Thriving workplaces: How employers can improve productivity and change lives By making work a place that improves health, organizations can build a strong, productive, and engaged workforce and release greater individual and organizational potential. A landmark new report from the McKinsey Health Institute in collaboration with the World Economic Forum, which has the headline finding that enhanced employee health and well-being could generate up to $11.7 trillion in global economic value. The report, authored by Barbara Jeffery, Brooke Weddle, Jacqui Brassey, PhD, MA, MAfN ?️ (née Schouten), and Shail Thaker, addresses three key questions: (1) Why prioritise workplace health? (e.g. financial return, improvements in productivity, engagement and retention, lower healthcare costs and absenteeism, enabling a more resilient and adaptive workforce – see FIG 11). (2) What is the current state of workplace health? (with a survey of 30,000 employees worldwide finding only 57% reported good holistic health). (3) How can organisations measure workforce health and develop an action plan? (how to build the investment case and company-specific KPIs – see FIG 12, case studies from the likes of Novo Nordisk, Swiss Re, and Novartis, and the role of people analytics including a case study from Experian. Finally, guidance is provided on six principles organisations can follow to get started: (i) understand the baseline health status of employees and the value at stake, (ii) develop initiatives for a sustainable healthy workforce, (iii) pilot interventions to test and learn, (iv) track three to five metrics to measure success, (v) ensure leadership commitment and sponsorship, and (vi) embed employee health into organisational culture. A tour de force. FIG 11: Workplaces with high well-being outperform other stock market indexes (Source: McKinsey) FIG 12: KPIs to build the investment case for employee wellbeing (Source: McKinsey) CARLIJN POPELIER AND RUUD RIKHOF – The (de)Humanized Workforce: Job Deconstruction - to what extent is the future workforce at risk of being further dehumanized? HR must take the lead in understanding AI’s impact and guide conversations about how these benefits are distributed. By doing so, we can keep the human experience at the center of this transformation. The cornerstone of this thoughtful paper from Carlijn Popelier and Ruud Rikhof is the concept of Humanized Growth, which they describe as “integrating the interests of employees, consumers, local communities, government, the planet, and broader humanity.” The paper takes a deep dive into the (un)intended consequences of new work arrangements and how they impact ‘humans’ and provides some helpful recommendations to chief people officers and senior leaders. Three of these are: (1) Leave HR service delivery to others and set expectations for employee experience. (2) Have a point of view on how AI impacts the workplace and how the benefits of productivity improvements are distributed. (3) Lead the transition to a skill-based approach. The authors also provide a primer on deconstructing jobs, including a helpful visualisation of the hopeful and cynical view of implementing this approach (see FIG 13). A highly recommended read. FIG 13: The ‘hopeful’ and ‘cynical’ view of deconstructing jobs (Source: Popelier and Rikhof) LEADERSHIP, CULTURE, AND LEARNING JONATHAN HUGHES, JESSICA WADD, AND ASHLEY HETRICK - Why Influence Is a Two-Way Street Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion The ability to wield influence is important for meeting team and individual goals in highly matrixed organizations, but research, presented by Jonathan Hughes, Jessica Wadd, and Ashley Hetrick finds there is too much of an emphasis on selling one's own point of view (see FIG 14). The authors explain how this can hamstring good decision-making and argue for a collaborative model of influence where the best decision for the organisation is the primary goal. They also share five research-based strategies on how managers can steer culture toward two-way influence. (1) Expand job definitions and responsibilities so that they provide guidelines for cross-functional engagement. (2) Replace traditional influence training with training focused on collaborative influence. (3) Engage in cross-functional goal setting and alignment of incentives. (4) Rethink criteria for promotions to management and executive leadership. (5) Model behaviours of collaborative influence. FIG 14: How Influence Is Wielded in Organizations (Source: Hughes et al) DIVERSITY, EQUITY, INCLUSION AND BELONGING TORIN ELLIS - Reducing Bias in HR using Artificial Intelligence Only 27% of companies are using AI to address bias despite AI’s potential to automate processes and minimize personal and unreasoned judgment. This research study provides a helpful primer on how the thoughtful application of AI can remove bias from HR processes such as hiring, promotion and performance management. The report, which is a collaboration between Torin Ellis as well as Madeline Laurano and Kyle Lagunas of Aptitude Research for plum, covers: (1) How AI impacts HR processes and its role in either perpetuating or eliminating unconscious bias. (2) How to implement AI tools to foster DEIB values. (3) Examples where AI has been successfully employed to neutralise bias and promote fairness in HR practices. FIG 15: Actions companies are taking to reduce bias (Source: Torin Ellis, Aptitude Research) LILY ZHENG – What Comes After DEI? Instead of the performative, individual-centered, isolated, and zero-sum methods of the current mainstream approach, DEI work must evolve to become outcomes-based, systems-focused, coalition-driven, and win-win. A timely and thoughtful article by Lily Zheng, which outlines how their new framework built around fairness, access, inclusion, and representation can succeed where Lily believes that DEI has failed. As Lily explains, (1) Fairness is when all people are set up for success and protected against discrimination. (2) Access is when all people can fully participate in a product, service, experience, or physical environment. )3) Inclusion is when all people feel respected, valued, and safe for who they are. (4) Representation is when all people feel their needs are advocated for by those who represent them. 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 January that I recommend readers delve into: FRESIA JACKSON AND HEATHER WALKER - The biggest lie continues: The impact of leaders vs. managers – Fresia Jackson and Heather Rose Walker, PhD mine Culture Amp’s extensive data to bust the oft-repeated myth that “People don’t quit companies; they quit managers.’ The findings they do uncover include: (1) Career opportunities, leadership, and company confidence drives employee commitment, and; (2) Leader’s impact on engagement has grown since 2020 (see FIG 16). FIG 16: Leadership’s impact on employee engagement has grown since 2020 (Source: Culture Amp) LIGHTCAST – The Speed of Skill Change – A new report from Lightcast, which analyses the extent of skills disruption in US job postings, finds that the average job has seen one-third of its skills change from 2021 to 2024. The report identifies three big themes: (1) Adapting to Artificial Intelligence, (2) The Growth of Green Skills, and (3) Cybersecurity skills Continue Climbing, and provides workforce planning tips for each. FRANCISCO MARIN - Why Now is the Time for Organizational Network Analysis (ONA) to Go Mainstream – Advancing social capital is one my 12 Opportunities for HR in 2025, and in his article, Francisco Marin of Cognitive Talent Solutions, looks at the historical evolution of the field and writes why the time is now for ONA. FIG 17: The historical evolution of ONA (Source: Cognitive Talent Solutions) JOHN GUY - Skills-Powered – Our maturity framework for getting the right skills – John Guy outlines the skills-powered maturity framework that developed with Simply Get Results’s customers (see FIG 18). FIG 18: Skills-powered maturity framework (Source: Simply) PHILIP ARKCOLL - How to Evaluate and Defend Your Flex Work Strategy – This is a terrific resource from Philip Arkcoll and the team at Worklytics. It highlights 15 common issues they are seeing in their research into flexible working and the metrics they’re using to help organizations identify them. These include: (1) Are people maintaining their networks or becoming isolated? (2) Is your organization becoming more siloed? (3) Do you have enough overlap on distributed teams? (see FIG 19). FIG 19: Team overlap based on working hours (Source: Worklytics) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected five gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): JEREMY SHAPIRO - People Analytics Trends for 2025 & Revisiting Competing on Talent Analytics – Jeremy Shapiro joins Cole Napper and Scott Hines, PhD on the Directionally Correct podcast for a lively and insightful discussion on the evolution of the field, reflections on Jeremy’s seminal 2010 HBR article, Competing on Talent Analytics, and a review of 2025 predictions for people analytics from Jeremy, Cole and Scott, as well as research from RedThread, Bersin, and Insight222. BRANDON ROBERTS - The future of AI in the workforce: Lessons from ServiceNow’s four-point strategic journey – Brandon Roberts, Head of People Analytics and AI at ServiceNow, joins host Kyle Forrest on the Capital H Podcast to dive into the company's transformative journey with AI. He shares a four-point plan guiding their AI strategy, covering key areas like AI operating models, data and tech infrastructure, the right investments and talent, and workforce enablement. STACEY HARRIS - The Future of HR – Stacey Harris from Sapient Insights Group joins hosts Stacia Sherman Garr and Dani Johnson on RedThread Research’s Workplace Stories to discuss the HR landscape as we enter 2025. They have an absorbing conversation on what ‘engagement’ truly means, the limitations of current AI applications, and why a company’s culture—not its tech—might be the biggest obstacle to success in 2025 AMIT MOHINDRA – Strategic Workforce Planning – Amit Mohindra joins Nick Kennedy on SWP – The Strategic Workforce Planning Podcast, to talk all things SWP and people analytics. ELLEN HENDRIKSEN – Dealing with Perfectionism – In a fascinating episode of HBR IdeaCast, psychologist Ellen Hendriksen speaks with Curt Nickisch about her new book, How to Be Enough: Self-Acceptance for Self-Critics and Perfectionists, where perfectionism comes from and how it affects teams. VIDEO OF THE MONTH BEN WABER, GEORGE LAROCQUE, AND CLIFF JURKIEWICZ – Helping Employees Gain Valuable AI Skills In this insightful panel discussion on Nasdaq, Ben Waber, George LaRocque and Cliff Jurkiewicz of Phenom join host Jill Malandrino to discuss how to strike a balance that helps employees gain valuable AI skills while simultaneously giving the organization a competitive edge. BOOKS OF THE MONTH AIZHAN TURSUNBAYEVA - Augmenting Human Resource Management with Artificial Intelligence | MARTIN R. EDWARDS, KIRSTEN EDWARDS, AND DAISUNG JANG - Using R in HR Analytics: A Practical Guide to Analysing People Data There are two book recommendations this month. First, Aizhan Tursunbayeva, PhD, GRP’s book explores human resource management technologies across operational, relational, and transformational elements. It includes an analysis of vendor value propositions, and pays significant attention to the ethical implications of AI and how they can be addressed through Responsible AI principles. The second book, by Martin Edwards, Kirsten Edwards, and Daisung Jang is designed to help readers learn how to use R and R Studio to analyse HR data and deliver insights that drive workforce and business performance. The authors also cover data privacy and the ethical considerations of using people data. Two excellent and complementary reads. RESEARCH REPORT OF THE MONTH SCOTT HINES, JUSTIN O’NEAL, CHRIS HUNYH, AND JOHN GOLDEN - An alternative path to unlocking high-potential talent: Universal models beware In this paper for the Consulting Psychology Journal, Scott Hines, PhD, Justin O'Neal, Ph.D. Chris Hunyh, and John Golden, Ph.D., investigate the intricacies of identifying high-potential talent within organisations overcoming the challenges of using a single defined measure of potential. As John Golden highlights here, insights from the paper include: (1) Redefining Potential: The article challenges traditional notions of potential, advocating for a behavioural framework that aligns with strategically critical roles: “It’s not just about climbing the ladder; it’s about finding the right fit for every rung.” (2) Innovative Methodologies: By integrating multiple theoretical constructs and utilising behavioural ratings, this study paves the way for predicting employee readiness for future growth opportunities. For those unable to access the report, have a listen to this podcast on the study. BONUS RESOURCES Some bonus resources to also consume this month: Hung Lee published his annual set of forecasts for recruitment and HR technology, which are always worth checking out and cover much, much more than recruiting: See Part One, Part Two, Part Three, Part Four. In a recent edition of his excellent Workforce Futurist newsletter, Andrew Spence unveils 35 New AI Roles to Watch Out For. Sharna Wiblen’s article in MIT Sloan Management Review, Who’s Making Your Talent Decisions? explores how technology—algorithms, vendors, and systems—shapes talent decisions to a much greater extent than many of us realise. Stacia Sherman Garr provides a helpful primer on Understanding the Impact of Recent DEI Executive Orders. Speaking of DEI, Bruce Daisley does an admirable takedown of Mark Zuckerberg’s cowardly decision to roll back on DEI at Meta: Zuckerberg cancelling DEI is a grim day for work. Finally, Nathan Warren’s column on Exponential View, outlines five contrarian ideas that may just change your perspective—and your strategy—on AI at work. These include: You're likely only scratching the surface – with organisations actually needing to retool entire processes around AI (see FIG 20). FIG 20: The shift from assistants to agents will be dramatic (Source: Exponential View) FROM MY DESK January proved to be a productive month for writing as well as the first three episodes of Series 44 of the Digital HR Leaders podcast, sponsored by our friends at TalentNeuron (thanks to John Lynch, David Wilkins, Maureen McGinness, and the TalentNeuron team). DAVID GREEN – The Best HR and People Analytics Articles of 2024 – My 11th annual retrospective of the best articles of the year came in five instalments: Part 1: Creating value through people analytics, Part 2: Orchestrating the future of work, Part 3: Enhancing employee experience and wellbeing, Part 4: Developing leaders, culture and inclusion, and Part 5: Building the strategic HR function. Enjoy! DAVID GREEN - How can organisations leverage skills intelligence to make more informed decisions? – A wrap-up of Series 43 of the Digital HR Leaders podcast, which featured Sandra Loughlin, PhD, Keith Sonderling, Mikaël Wornoo?, Melissa Daimler, and Christophe Cabrera , and featured the common question: How can organisations leverage skills intelligence to make more informed decisions? STACIA GARR AND DAVE ULRICH - How HR Can Create Stakeholder Value and Drive Organisational Growth in 2025 – In our traditional opening to the year at the Digital HR Leaders podcast, I was joined by Stacia Sherman Garr and Dave Ulrich for a conversation on the key priorities and opportunities in 2025. PRASAD SETTY - How Will AI Shape the Future of People Analytics? – Having established and led the fabled people analytics team at Google, Prasad Setty has an abundance of knowledge and wisdom to share about people analytics. We discuss learnings from his time at Google, current challenges in the field, and how AI is shaping the future of people analytics. DAVID WILKINS - How to Turn Strategic Workforce Planning Into Impactful Action – David Wilkins joins me to share TalentNeuron’s findings on the key priorities for organisations when it comes to SWP. This shapes our conversation on what it really takes to master Strategic Workforce Planning. LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 600 roles. You can also read Richard’s latest newsletter related to this here. THANK YOU Nick Lynn for including the Data Driven HR Monthly in his list of recommended newsletters alongside some of my personal favourites by the likes of Bruce Daisley (Make Work Better), Rachel Botsman (Rethink with Rachel), and Serena H. Huang, Ph.D. (From Data to Action). Gianni Giacomelli for also recommending the Data Driven HR Monthly in his 2025 New Years Resolution: Only Read Good Newsletters post, which included another of my favourites from Thomas Otter (Work in Progress). Mike Irvine for including my 12 Opportunities for HR in 2025 article in a recent edition of LinkedIn’s The Must-Read Articles for Talent Professionals This Week. Rick Leunisse for including me in this ‘General HR Tech Influencers’ category in his list of LinkedIn Influencers to follow. Rick also included categories for Workday Subject Matter Experts, Workday Employees, and HRIS Innovators and Thought Leaders. Offbeat for including me as one of 50 learning professionals to keep an eye on in 2025. I can happily return the favour by highly recommending Offbeat’s weekly newsletter, edited by Lavinia Mehedințu, which is one I read every week: Where L&Ds Always Learn. Thanks to Matt Manners and the Inspiring Workplaces team for including me as one of The Top 101 Global Employee Engagement & Experience Influencers 2025 Kyle Forrest for generously including me in two posts. Firstly, in a list of six 2025 set of predictions and trends for the world of work, and then secondly, in his list of non-Deloitte sources to obtain insights in the HumanCapital and HR ecosystem. MagnusHR for including Excellence in People Analytics as one of its five reading recommendations for 2025. Jeroen Naudts for including me in his list of 10 People Analytics Experts to Follow. Kalpana Joshi for including me in her list of five top HR influencers on LinkedIn to follow in the HR and people management space. Teamflect for including the Digital HR Leaders podcast at number 5 in its list of 15 Podcasts for HR Professionals. Thinkers360 for including the Digital HR Leaders podcast in its article: 125 Podcasts from You Should Listen To in 2025. Aurélie Crégut for citing the Digital HR Leaders podcast episode with Yves Van Durme, in her excellent post on Structuring Data for Success: A Guide for HR Teams. Phil Kirschner for including me in his group of inspiring thought leaders who introduce and amplify new perspectives on the future of work. Olimpiusz Papiez for posting another wonderful set of learnings from an episode of the Digital HR Leaders podcast, this time the one with Stacia Garr and Dave Ulrich: How HR Can Create Stakeholder Value and Drive Organisational Growth in 2025. Finally, a huge thank you to the following people who either shared the December edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Ollie Henderson, Paola Alfaro Alpízar, Sarah White, Mila Pascual-Nodusso, Robin Haag, Elliott King, Ryan Wong, Mark Woodhouse, Hakan Sahin, Veronika Birkheim, Gareth Flynn, Thomas Kohler, Monika Manova, Alice Reinhold, Javier Calzolari, Nicolas Quadrelli, Bastiaan Starink, Dan George, Jaqueline Oliveira-Cella, Alessandro Cosentino, Kouros Behzad, Diane Gherson, Ihuaku Ugwu, Amardeep Singh, MBA, Ian Grant FCIPD, Kevin Metherell, Francisca Solano Beneitez, Sanja Licina, Ph.D., Laura Oh, PhD, Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD), Irada Sadykhova, Ian OKeefe, Anna A. Tavis, PhD, Bengi Bozdag, Monica Sirbu, Shonna Waters, PhD, Adam Tombor (Wojciechowski), Sachin Sangade, Robin Kane, Jason Saltzman, Johnatan Moreno, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter, Jaap Veldkamp, Patrick Coolen, José Valdivieso, Danielle Farrell, MA, Nevena B., Menna Shehab ElDin, David Simmonds FCIPD, Debbie Harrison, Meghan M. Biro, Kathleen Kruse, John Healy, Greg Pryor, Daria Manoilenko, Samir Murgude , SPHR®, SHRM-SCP, IHRP-SP, Catriona Lindsay, Mark North, Maria Alice Jovinski, Zohaib Azhar, Michael Arena, Michelle Lee ?, Malgorzata Langlois, Erin Spencer, Timo Tischer, Richard Bretzger, Nick Hudgell, Evan Franz, MBA, Darshana D., Johannes Sundlo, Luis Maria Cravino, Sergio Garcia Mora, Graham Tollit, Ifraan Karim, John Gunawan, Jay Chang, Hanadi El Sayyed, Alexis Baker, Neil Vyner, Giovanna Constant, Marcela Mury, Monika Buzasy, Lewis Garrad, Tina Peeters, PhD, Lewis Garrad, Abhilash Bodanapu, Kouros Behzad, Dan Lapporte, Ying Li, Stephanie Andel, PhD, Kris Saling, Caitie Jacobson Mikulis, Roxanne Bisby Davis, Joonghak Lee, Delia Majarín, Emanuele Magrone, Claire Masson, Lucie Vottova, Gawain Wang, Sophia Huang, Ed.D., Jacob Nielsen, Søren Kold, Samy Ben Said, Ralf Buechsenschuss, Gal Mozes, PhD, Alexis Fink, Dave Fineman, Danielle Bushen, Peter Ryan, Elizabeth Esarove, Ken Clar, Erik Otteson, Mariami Lolashvili, Craig Starbuck, PhD, Maria Ursu, Mattijs Mol, Toon van der Veer, Arne-Christian Van Der Tang, 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 100 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. MEET 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 early 2025: February 26-27 - People Analytics World, Zürich March 13 - HiBob Heartcore HR LIVE, London March 19 - Workhuman Live Forum, London April 10-11 - Wharton People Analytics Conference, Philadelphia April 29-30 - People Analytics World, London May 6-8 - UNLEASH America, Las Vegas June 4-6 - TALREOS (Talent Analytics Leadership Roundtable Economic Mobility Summit), Chicago July 31 - August 1 - People Matters TechHR India 2025, Delhi October 21-22 - UNLEASH World, Paris More events will be added as they are confirmed.
    资讯
    2025年02月02日
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    有关 W-2 表格的五个关键事项,确保顺利度过纳税季 必须在2025 年 1 月 31 日之前向员工提供2024 年 W-2 表格,即工资和税务报表。员工必须了解和审查 W-2 表格的关键内容,以确保准确归档,而不是简单地将其归档。纳税季节临近时您需要了解的有关 W-2 表格的五个关键事项。 核实个人信息。确保您的个人信息准确无误。核实 W-2 表格上的姓名、地址和社会安全号码是否正确。不一致可能会延迟处理或导致您的纳税申报单出现问题。如果需要更正任何信息,请及时联系您的工资部门。 了解您的供款和扣除额。查看您的 W-2 上的以下三个关键项目: 如果您参加了 401(k)或其他雇主赞助的储蓄计划,则框 1 将与您 2024 年最终工资单年初至今的总工资不同。 第 3 框的总额不应超过168,600 美元——2024 年社会保障工资基数。 如果您使用税前美元支付保险费、交通福利或灵活支出账户供款,则第 1、3 和 5 框将与您 2024 年初至今的总工资不同。 注意多份 W-2 表格。您应该已经从 2024 年工作过的每位雇主那里收到了 W-2 表格。如果您在2 月 5 日之前没有收到 W-2 表格,请联系公司的工资部门索取“重新签发的声明”。  查看可用的税收抵免。根据资格,您可能有资格通过劳动所得税抵免获得数千美元。查看您的 W-2 副本 B 的背面,了解您是否符合资格,或访问IRS.gov/EITC 了解更多信息。 不要多缴税款。如果您的退税金额超过预期,您可以更新您的 W-4 表格(员工预扣税款证明)。修改您的 W-4 表格可以减少从每张薪水支票中扣除的税款,从而立即为您带来加薪。使用 IRS 的预扣税款估算器完成“薪水支票检查” 。
    资讯
    2025年01月31日
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    刚刚美国国土安全部(DHS)发布了针对季节性临时工H-2签证最终规定 美国国土安全部(DHS)近日发布了针对H-2签证计划的最终规定,旨在增强对季节性农业(H-2A)和非农业(H-2B)临时工的保护。这些新规包括延长工人工作变更的灵活性,例如在终止雇佣后可享受最长60天的宽限期,以便寻找新工作或准备离境。此外,新规明确了签证有效期前10天和到期后30天内的工人身份保持规则。这些措施旨在缓解农业和季节性行业的劳动力短缺问题,同时加强对工人的保护,如举报者保护机制和禁止费用的新规定。新规将于30天后生效,并为2025财年额外提供64,716个H-2B签证配额,以促进经济发展。 美国国土安全部(DHS)于2024年12月17日发布了关于H-2签证计划的最终规定,旨在进一步完善对季节性临时工的保护措施,同时提升雇佣灵活性。这些新规涉及H-2A(农业工人)和H-2B(非农业工人)签证,覆盖了农业、酒店、旅游、园艺以及海鲜加工等多个领域。这些规定既解决了美国当前的季节性劳动力短缺问题,也为持签证的非公民工人提供了更好的法律保护。以下是详细内容: 新规定的核心内容 增加新的60天宽限期 在工人工作中断或终止后,可享最长60天的宽限期,用于寻找新的符合要求的工作或准备离境。 期间工人不会因身份问题被视为非法滞留。 延长并扩大现有宽限期 现有因签证撤销的30天宽限期延长至60天,同时适用于所有H-2签证批准被撤销的情况。 保持身份期间的新规定 明确H-2A和H-2B签证持有人在签证有效期前10天和有效期到期后30天内,其身份仍被视为合法。 新增的拒签依据和禁止费用规定 严格限制第三方对工人收取任何违规费用,以保护工人利益。 对部分签证申请设置了新的拒签依据,以防止滥用签证系统。 举报保护机制 新增对H-2工人的举报保护措施,与H-1B工人享有的保护措施相似,鼓励工人举报潜在的不当行为或剥削行为。 背景与影响 缓解劳动力短缺 H-2签证计划在美国经济中扮演重要角色,尤其是在季节性需求高峰期。 2023财年,美国发放了近31万张H-2A签证,反映出农业领域对外籍劳动力的高度依赖。 同时,2025财年将新增64,716个H-2B签证名额,超出现有法定的6.6万配额。 经济意义 此次改革不仅帮助农业和季节性行业缓解劳动力紧缺,还提升了外籍劳动力的工作保障和生活质量,助力经济增长。 国土安全部强调,新规将在帮助雇主和保护工人之间取得平衡。 对雇主的帮助 USCIS(美国公民及移民服务局)表示,新规将加速签证流程,为雇主更高效地填补临时或季节性岗位。 总结 这次DHS的最终规定标志着H-2签证计划进入一个新的发展阶段,通过更灵活的宽限期安排、更严格的费用限制以及举报保护措施,提升了美国对外籍工人权益的重视,同时也帮助雇主更好地应对劳动力市场需求。这些变化不仅能满足季节性行业的用工需求,还为美国经济注入新的活力。
    资讯
    2024年12月18日
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    美国H-1B签证改革:现代化调整全面解析,助力全球高技能人才融入美国职场 白宫批准了一项全面的H-1B签证改革,为国际学生、创业者和雇主带来巨大利好。改革亮点包括:加速签证续期,明确“专业职位”定义,简化F-1学生过渡,赋予非营利机构更多申请灵活性,同时加强签证抽签公平性和工作地点检查。 这一举措缓解了人才引进瓶颈,满足美国高科技、研究领域的关键劳动力需求,推动经济竞争力和创新力提升。 美国国土安全部(DHS)正式发布了H-1B签证改革的最终规则。这次改革被视为H-1B签证项目近年来最重要的现代化调整,旨在提高审批效率、为雇主和签证持有人提供更大灵活性,并强化项目诚信,打击滥用现象。新规不仅惠及美国企业,也为国际学生、创业者和研究机构创造了更多机会。 一、改革背景与目标 H-1B签证是美国向外籍高技能人才发放的重要工作签证,主要面向“专业职位”,即需要具备特定专业学士或以上学历的岗位。长期以来,该项目面临审批延误、资格认定不清晰以及诚信监管薄弱等问题,影响了雇主和签证持有人的稳定性。 国土安全部本次改革的核心目标包括: 提高审批效率,减少不必要的冗余程序; 提供政策灵活性,方便国际学生和创业者更顺畅地融入美国职场; 强化诚信措施,防止项目被滥用,确保公平性和合法性。 二、改革亮点详细解读 1. 恢复“优先原则”:加速H-1B续签流程 此次改革重新引入“优先原则”(Prior Deference),即对于已经批准的H-1B签证续签申请,移民局在无重大变化或错误的情况下,将优先参考先前的审批结果。这一原则被前特朗普政府废除,导致申请人续签面临重新审核,增加了审批时间和不确定性。 影响:减少签证续签的冗余审查,加快处理速度,帮助外籍员工和雇主维持工作的连续性。 2. 重新定义“专业职位”标准 新规进一步明确了“专业职位”(Specialty Occupation)的定义,要求岗位所需的学位必须与工作职责直接相关。 具体内容: 学位专业与工作职责需有“逻辑联系”; 雇主可以接受多个相关领域的学位,但每个领域都必须与岗位职责直接相关。 影响:提高资格标准的透明度,帮助雇主和申请人理解申请条件,避免因模糊定义导致的申请被拒。 3. F-1学生签证自动延期:平稳过渡H-1B身份 改革针对F-1国际学生向H-1B签证转换的身份过渡问题,允许自动延长学生签证有效期及工作许可(OPT),直到次年4月1日。 背景:以往,许多国际学生的OPT工作许可到期,而H-1B申请尚未获批,导致身份和就业中断。 影响: 避免身份失效和就业中断,保证学生合法留美; 为国际学生提供稳定的职业发展路径。 4. 非营利和政府研究机构:扩大H-1B豁免条件 新规调整了“非营利研究机构”和“政府研究机构”的定义,允许这些机构在不以研究为“主要任务”的情况下,通过“基础活动”标准申请H-1B配额豁免。此外,员工虽非直接受雇于这些机构,但只要至少50%的工作时间用于支持机构的核心任务,同样可申请豁免。 影响: 扩大非营利和研究机构的签证申请资格; 支持科研和教育领域吸引更多全球高技能人才。 5. 支持创业者申请H-1B签证 新规明确规定,公司创始人或持有控股权的企业家在满足条件下可申请H-1B签证。 条件: 创始人需持有超过50%的公司股份或具备公司决策控制权; 初次申请和首次续签的有效期均限制为18个月。 影响:为创业者提供合法工作身份,鼓励创新企业发展。 6. 强化诚信监管,保障项目公平性 为维护H-1B项目的诚信,防止滥用,新规提出了一系列监管措施: 工作现场检查:移民局有权对H-1B申请雇主进行现场检查,未配合检查的雇主将面临申请被拒或撤销的风险。 合同和职位真实性核查:要求雇主提供证明材料,确认岗位真实存在且符合“专业职位”标准。 禁止重复注册:杜绝相关企业为同一申请人提交多个H-1B注册,确保抽签过程公平透明。 三、改革的深远影响 对雇主和高技能人才的影响 雇主:加速审批流程,降低行政负担,帮助企业更快地引进和留住关键人才。 高技能人才:特别是国际学生和创业者,将受益于更清晰的申请标准和更平稳的身份过渡,职业发展路径更加明确。 对科研和创新领域的支持 新规通过扩大非营利和研究机构的签证豁免条件,支持高技能人才进入教育、医疗和科研等关键领域,促进美国在全球科研创新竞争中的领先地位。 推动经济竞争力与创新力 H-1B改革通过吸引和留住全球高技能人才,助力美国企业在科技、工程和医疗等领域创新发展,进一步巩固美国在全球人才竞争中的优势。 加强项目诚信与公平 新规强化了申请流程的诚信监管,打击滥用现象,确保签证资源分配更加公平,保护本地劳工权益,同时提高项目的透明度和合法性。 四、总结与展望 美国此次H-1B签证改革,通过多项关键措施解决了签证申请过程中的冗余审查、身份过渡和诚信监管问题,为雇主、国际学生、创业者及科研机构提供了更多支持和灵活性。这不仅优化了H-1B签证项目,也为美国吸引全球高技能人才、推动经济增长和创新发展提供了坚实保障。
    资讯
    2024年12月17日
  • 资讯
    纳斯达克多元化规则被上诉法院推翻 近日,美国联邦上诉法院驳回了纳斯达克推动董事会多元化的规定,该规则要求企业董事会中至少包括女性、少数族裔或LGBTQ+成员,或解释未达成的原因。法院认为该规则超出了美国证券交易委员会(SEC)的监管权限。尽管这一裁决是对多元化和包容性努力的重大打击,但许多投资者和企业仍认为多元化对公司治理和投资回报至关重要。一些公司,如高盛,仍保留多元化董事会的政策,以回应投资者对透明度的期待。然而,此次裁决可能影响未来与气候风险和多元化相关的披露规则,投资者的透明度面临挑战。 主要内容 纳斯达克在美国“黑人的命也是命”(Black Lives Matter)运动席卷全国之际曾传递这样的信息:推动多元化,否则准备好为自己的行为做解释。 四年后,美国联邦上诉法院推翻了纳斯达克交易所(包括苹果、英伟达、微软和特斯拉等公司)的规则,该规则试图要求公司董事会纳入更多女性、有色人种及LGBTQ+董事。 本周的裁决证实了许多高管私下接受的现实:他们所采纳并庆祝的多元化举措不仅面临攻击,还在被逐步撤销。随着特朗普新政府的到来,这种压力无疑会进一步加剧。 纳斯达克对此裁决表示接受,并决定不再寻求进一步审查。 “我们尊重法院的裁决,不打算进一步上诉,”一位发言人在声明中说道。 DEI(多元化、公平与包容)之争 此次裁决来自新奥尔良的保守派“第五巡回上诉法院”,这是右翼活动人士与美国企业界之间战争的最新一击。尽管这场官司被描述为一场歧视诉讼,但它实际上围绕着证券交易委员会(SEC)的权力展开。然而,随着越来越多针对实习项目、初创企业补助金甚至ATM费用减免的法律挑战,即使是最坚定的企业也开始公开做出妥协。 此次裁决也引发了人们对其他SEC披露规则(如气候相关风险和温室气体排放)的担忧,这些规则可能会被放宽,导致投资者无法获得重要信息。即使是与多元化相关的披露也可能因公司之间的不一致而变得难以比较,这对试图评估企业的股东来说是一个难题。 在此背景下,高盛集团仍保持着一个显著的多元化要求:自2020年起,该银行不再为美国或欧洲没有至少一名多元化董事(女性、有色人种或LGBTQ+)的公司进行首次公开募股(IPO)承销,从2021年开始要求至少两名多元化董事。高盛在周四确认了这一政策依然有效。 即使在四年前该规则提出时,纳斯达克的多元化要求就已颇具争议。规则规定,企业董事会必须包含一名女性、“未被充分代表的少数族裔”或LGBTQ+董事,否则需在代理声明或公司网站上解释未能合规的原因,并要求在去年12月31日前实现合规。纳斯达克原计划到明年年底将这一要求提高至至少两名多元化董事,其中一人必须为女性。 “理论上,这一规则或许无法推动领先公司表现得更好,但它能迫使那些落后的公司——例如只有零到一名女性董事的企业——取得进步,”彭博情报(Bloomberg Intelligence)高级ESG分析师Rob Du Boff表示。他还补充道,纳斯达克目前约25%的董事会席位已由女性担任,因此其要求门槛非常低。 质疑声音 从一开始,批评人士就将纳斯达克的规则称为一种配额制。尽管董事任命并不受传统的反歧视就业法律约束,但配额仍然在法律上存有争议。由成功推动高校录取平权法案诉讼的活动人士Edward Blum领导的“公平董事会招募联盟”(Alliance for Fair Board Recruitment)迅速对SEC批准该规则提出了挑战,称其助长了“有害的歧视”。一些州的总检察长也加入了类似的声音。 法院的决定避开了对歧视的直接讨论,仅指出多元化规则并不在SEC的监管权限内。 “第五巡回上诉法院,尤其是其整体倾向,意图推翻任何监管机构的规则,无论这些规则对投资者、市场和公众利益多么重要,”金融市场非营利组织Better Markets的法律总监Stephen Hall表示。他补充道,他认为法院对法律的解释是错误的。“这一裁决对透明度来说是一个巨大的挫折,而透明度是证券市场的生命线。” 律师们预计,作为诉讼主要当事方的SEC不会对此结果提出挑战,尤其是在该机构即将由特朗普任命的人士领导的情况下。 一些知名公司此前支持纳斯达克:包括Airbnb、微软和美光科技等公司,它们均在一份法律简报中将这一规则描述为“一个常识性措施”。像Lord Abbett & Co.和Northern Trust Investments Inc.这样的投资巨头也表达了支持。它们抱怨称,董事会多元化的可靠信息“难以获得,有时不准确”,且往往不一致。 投资者的需求 前激进投资者、现任雪城大学兼职教授Jared Landaw表示,发布有关董事会多元化的信息是一种明智的企业信号。在Barington资本集团担任首席运营官超过16年期间,他发现“许多表现不佳的公司在董事会内部往往存在某种同质性,这种同质性要么导致问题产生,要么阻碍董事会自我纠正。”引入来自不同人口统计和生活背景的董事能够帮助解决这些问题。 “大多数标普500公司都会披露它们的多元化统计数据,无论它们是否在纳斯达克上市,”Landaw说。“我认为这是投资者期望的反映。” 领导董事会多元化倡导组织“50/50董事会女性”(50/50 Women on Boards)的Heather Spilsbury提到她在加州的经验。加州曾在2019年实施一项法律,要求州内大多数上市公司在2021年前至少拥有三名女性董事。尽管该法律在2022年被推翻,但在法律实施期间,加州公司董事会的女性比例从20.6%增长到34.2%,至今仍维持在约34%。 “我们看到它的影响有涟漪效应,甚至超出了加州,”她补充道。 然而,其他人并不确定。没有规则的情况下,公司将“享有更大的灵活性,可以决定在SEC文件、网站或其他公开披露中包含哪些与董事会多元化相关的信息以及披露的范围,”Davis Polk律师在周四的一份客户更新中写道。 Davis Polk的律师们表示,法院可能会对SEC的气候相关风险和温室气体排放披露规则采取类似的裁决逻辑,这可能会影响联邦存款保险公司(FDIC)制定的企业治理规则。 无论投资者的需求如何,这是一个可能被一再使用的法律策略。 (Andrew Ramonas和Sridhar Natarajan提供了协助。)
    资讯
    2024年12月16日
  • 资讯
    金融科技巨头Klarna的CEO揭示AI未来:一年前停止招聘,人工智能如何重塑企业人力资源管理? Klarna首席执行官塞巴斯蒂安·谢米亚特科夫斯基(Sebastian Siemiatkowski)近日在接受彭博电视采访时表示,人工智能(AI)已经具备完成所有人类工作的能力。这一观点表明,AI将深刻改变未来的工作方式。Klarna作为领先的“先买后付”金融科技公司,在去年停止招聘,并通过自然流失将员工数量从4,500减少到3,500。谢米亚特科夫斯基提到,公司虽然减少了整体薪酬支出,但为现有员工带来了更高的工资收入。 目前,Klarna官网仍显示部分职位空缺,但公司发言人澄清称,这些仅是填补关键岗位的需求,尤其集中在工程领域。谢米亚特科夫斯基认为,这一战略转型是为了利用AI实现更高效率,同时减少对传统人力的依赖。 这与麦肯锡公司2023年的报告相呼应。报告预计到2030年,美国将有1200万名工人因AI技术的发展需要转换职业。Klarna的例子表明,未来企业可能通过缩小员工规模和优化资源配置,逐步适应AI主导的工作环境。 近日,Klarna首席执行官Sebastian Siemiatkowski在接受彭博电视(Bloomberg TV)采访时表示,人工智能(AI)技术已经具备替代人类工作的能力。他直言:“AI已经可以完成我们人类所做的所有工作。现在的关键是我们如何去应用和使用它。” Klarna的业务模式与人工智能的结合 作为一家全球领先的金融科技公司,Klarna专注于“先买后付”(Buy Now, Pay Later)服务,为消费者提供灵活的支付方式。根据公司官网显示,Klarna已与超过57.5万家零售商合作,覆盖范围广泛。然而,这家快速扩张的企业在AI技术的推动下正经历一场深刻的变革。 Sebastian Siemiatkowski在采访中透露,公司早在一年前就停止了新员工的招聘。他解释道:“我们一年前就决定不再扩张团队。当时公司共有4500名员工,而如今规模已经缩减至3500人。” 这一变化主要是通过自然流失来实现的,他进一步补充道:“像大多数科技公司一样,我们的员工平均在公司工作五年,每年大约有20%的自然流失率。通过停止招聘,我们的团队规模会逐渐缩小。” AI的影响:成本优化与员工薪资 在削减人力成本的同时,Klarna采取了员工激励措施。Sebastian Siemiatkowski表示,公司已经向员工明确,总薪资成本将会下降,但节省下来的部分将直接反映在员工的工资中。这意味着,尽管员工人数在减少,现有员工的个人薪资却会有所提升。 虽然Klarna官网仍然显示有部分职位的招聘信息,但公司发言人澄清,这些岗位主要是填补关键角色的需要,尤其集中在工程领域,而并非为了扩大团队规模。 AI技术对劳动力市场的影响 Sebastian Siemiatkowski的观点和行动,反映出AI技术正在深刻改变企业运作模式和劳动力市场。这并非个例,而是全球科技行业的一个趋势。2023年,麦肯锡公司发布的一份报告指出,到2030年,美国将有多达1200万名工人需要转型至新职业,以适应AI和自动化技术的飞速发展。 这一预测令人关注的同时,也引发了企业如何平衡技术进步与劳动力需求的思考。Klarna的做法提供了一个解决方案:通过自然流失优化团队规模,同时利用AI技术提升效率,减少对传统人力的依赖。 Klarna的未来规划:AI驱动的高效运营 作为金融科技行业的领军企业,Klarna正逐步转型为一家以AI为核心的高效运营公司。尽管停止了传统意义上的招聘,但Sebastian Siemiatkowski透露,公司仍然致力于优化内部资源配置,并在工程和技术领域保留核心岗位的灵活性。这种策略既保证了公司技术研发的持续性,也为未来可能的技术突破留有空间。 Klarna的行动或许能够为其他企业提供参考:如何在AI驱动的环境中进行团队调整和资源再分配,同时确保员工的利益不受损害。Sebastian Siemiatkowski表示:“我们并不是简单地为了削减成本而缩小团队规模,而是希望通过AI技术的应用,为员工和公司创造更大的价值。” AI技术的机遇与挑战 AI的快速发展无疑为企业带来了巨大的机遇,但也伴随着挑战。特别是对于传统行业和岗位而言,AI技术的普及将对职业稳定性产生深远影响。Klarna作为一家金融科技企业,能够较快地将AI整合到其业务流程中,但其他行业或许需要更长的时间来适应这一趋势。 与此同时,企业如何妥善处理员工转型、培训和安置问题,也是未来发展的重要议题。麦肯锡报告中提到,美国到2030年将有数百万工人面临职业转型需求,这意味着企业不仅需要技术上的突破,还需要在组织管理和人力资源策略上投入更多精力。 总结:Klarna的AI转型之路 Klarna在AI技术上的大胆尝试和实施,为金融科技行业乃至整个职场变革提供了一个前瞻性的案例。从停止招聘到逐步缩小团队规模,Klarna以一种较为平稳的方式实现了人力资源结构的调整,同时通过提高现有员工的薪资,保持团队的稳定性和积极性。 Sebastian Siemiatkowski的愿景表明,AI不仅仅是一个技术工具,更是重新定义生产力和工作模式的重要驱动力。在这一过程中,Klarna正在向一个更加高效、智能化的未来迈进。 随着AI技术的不断发展,Klarna的例子或许只是一个开始。未来,越来越多的企业将不得不面对同样的问题:如何在AI主导的职场中寻找平衡点,为员工和公司创造双赢的局面。
    资讯
    2024年12月16日
  • 资讯
    美国23个州2025年最低工资上涨:经济救济还是企业压力? 2025年,美国23个州将上调最低工资,部分地区首次达到每小时15美元或以上,华盛顿州布里恩市更创纪录至21.16美元/小时。此举将直接改善300万工人的收入,但可能对企业利润和商品价格造成压力。例如,加州快餐最低工资升至20美元后,一些餐厅关闭。尽管如此,专家指出,提高最低工资有助于改善低收入者的生活水平,缓解通胀影响。这场工资改革正推动美国向经济公平迈进。 2025年,美国23个州将上调最低工资标准,此举引发了广泛讨论。一些专家警告,这可能推高商品价格,并导致便利店和餐馆等小型企业倒闭,而支持者则认为此举能显著改善低收入人群的生活质量。 最低工资上涨的关键点: 历史性变化:从2025年1月1日起,包括伊利诺伊州、特拉华州和罗德岛在内的州以及48个城市和县,将首次将最低工资提升至每小时15美元或以上。目前已有七个州达到或超过这一水平。 创纪录的工资:华盛顿州布里恩市的大型企业(雇员500人或以上)最低工资将从每小时16.28美元增加到21.16美元。 逐步调整机制:亚利桑那州、科罗拉多州和弗吉尼亚州等地通过与生活成本挂钩的指数,每年调整最低工资,以应对通货膨胀。 对企业和员工的影响: 企业压力:零售和餐饮等劳动密集型行业面临成本上涨风险。Global Data的零售专家尼尔·桑德斯指出,大多数企业不会因此破产,但利润下降、价格上涨和投资减少将成为常见后果。 员工福利:国家就业法律项目的Yannet Lathrop表示,提高工资可以减轻全职员工的财务压力,例如时薪17美元的工人税前年收入仅为35,360美元,勉强满足基本生活需求。 经济背景:尽管通货膨胀最近有所缓和,但过去几年工资增长速度跟不上物价上涨。经济学家但丁·德安东尼奥认为,最低工资的提高对整体通胀影响较小,因其涉及的劳动力群体占比有限。 更广泛的趋势与挑战: 仍有部分州未达到15美元的门槛,例如: 密苏里州:从12.30美元上涨至13.75美元。 内布拉斯加州:从12美元上涨至13.50美元。 南部五个州(阿拉巴马州、路易斯安那州、密西西比州、南卡罗来纳州和田纳西州)没有州级最低工资标准,沿用15年未变的联邦标准,即每小时7.25美元。 在加州,由于最低工资上涨至每小时20美元,部分餐饮企业如Rubio’s关闭了48家门店,并申请破产。 全国影响: 经济政策研究所的分析显示,此次最低工资标准的调整将直接惠及300万员工,间接影响620万较高收入的工人。随着美国通货膨胀率降至2.6%,这次调整对低收入人群具有重要意义,但也带来了企业成本管理和经济公平的争议。
    资讯
    2024年12月14日
  • 资讯
    加拿大工会呼吁禁止医疗保健领域的人才派遣公司 加拿大公共雇员工会(CUPE)呼吁全面禁止医疗中介公司!尽管“2024年更便捷医疗法案”要求中介公司披露行政加价,但CUPE认为,这并未解决医疗系统的核心问题。CUPE建议逐步淘汰中介护理服务,限制中介员工工资,并推动对全职医疗岗位的投资。 CUPE指出,解决倦怠和不安全工作环境至关重要,如推出现场托儿服务和薪资激励。同时,吸引人才的长期策略,包括对护理和个人支持工作者的教育资助,是缓解危机的关键一步。让我们期待一个更健康、更可持续的医疗系统! 近日,加拿大公共雇员工会(CUPE)向安大略省政府发出呼吁,要求逐步淘汰并最终禁止医疗保健领域的临时工中介公司。CUPE指出,这些中介机构正在加剧公共医疗系统的人员短缺问题,并导致士气低落和医疗成本上升。 法案内容与争议 安大略省政府于12月2日提出的《2024年更便捷医疗法案》(More Convenient Care Act, 2024)要求医疗中介公司向政府提供行政加价和工资透明度的相关数据。然而,CUPE认为,该法案并未解决核心问题,即中介机构通过“挖角”公共系统员工来谋取利润,同时进一步削弱了公共医疗系统的稳定性。 CUPE安大略医院工会委员会主席迈克尔·赫尔利(Michael Hurley)在一份新闻稿中表示:“透明度并不足以阻止这些机构从公共系统中挖走员工并破坏士气。政府必须停止这些机构的获利行为,并最终完全禁止它们的存在。” CUPE的应对建议 CUPE提出了一系列具体措施来应对当前医疗系统的危机: 在未来三年内逐步淘汰医疗保健领域的中介公司,并对中介员工的薪资设限,使其工资水平与正式员工相差不超过10%。 加大对全职医疗岗位的投资,提供公平的薪酬和更有吸引力的福利。 改善工作条件,例如提供现场托儿服务,以缓解以女性为主的医疗工作者群体的生活压力。 制定全面的招聘计划,通过扩大教育项目和提供经济激励,吸引更多护理专业和个人支持工作者(PSW)加入医疗行业。 呼吁长期解决方案 CUPE强调,当前的人员短缺和不安全的工作环境是导致医疗系统危机的根源,解决这些问题不仅需要政策上的调整,更需要政府对医疗行业的长期投资和关注。CUPE呼吁安大略省政府制定全面的医疗人力规划,以确保未来公共医疗服务的可持续性和稳定性。 这场关于医疗中介公司角色的争论,既反映了工会对员工权益的保护,也揭示了公共系统面临的深层次挑战。如何在成本控制与服务质量之间找到平衡,将成为安大略省医疗改革的重要议题。
    资讯
    2024年12月06日
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