[报告] Chief People Officer of 2030: Building a tool kit to get from here to thereThe modern Chief People Officer (CPO) is evolving from a back-office HR specialist into a strategic business leader. This role now encompasses guiding organizational design, driving talent development, and leveraging AI and data-driven insights. CPOs must balance foundational HR responsibilities—such as payroll and benefits—with dynamic workforce planning and leadership pipeline strategies to keep pace with ever-changing market conditions and global disruptions.
在当今高速变化的商业环境中，首席人力官（CPO）角色正经历深刻变革。过去以员工薪酬和福利管理为中心的“后台职能”定位，逐渐向融合战略引领和业务协同的“前台合作伙伴”升级。报告指出，CPO必须兼顾基础性人力资源事务与企业发展核心议题，包括组织架构调整、领导梯队建设以及利用AI技术推动决策与效率提升。
在“领导力流动性”概念下，企业可以通过短期项目负责人或临时专家的柔性用工模式，更加灵活地配置专业人才，突破部门与层级局限。同时，随着Z世代员工比重的增大，个性化、包容性的企业文化日益关键。CPO既要洞察不同群体的价值需求，也需确保领导者具备跨团队与跨文化的敏捷管理能力。
报告强调，AI与大数据对于人力资源的影响不可忽视。通过更加智能化、自动化的工具，企业得以从传统事务中抽离人力，聚焦在人才战略布局与组织韧性塑造上。最终，构建一个包容而高效的团队文化，将帮助企业在瞬息万变的全球市场中维持竞争优势。
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Heidrick & Struggles 的《Chief People Officer of 2030: Building a tool kit to get from here to there》报告
2025年02月24日
[报告] New Research: Secrets Of The High Performing CHRO 《高绩效 CHRO 的秘密》The Josh Bersin Company has launched a new research initiative, CHRO Insights™, to explore the rapidly evolving role of Chief Human Resources Officers (CHROs) and their impact on business transformation. The study, analyzing over 20,000 CHROs with support from SeekOut, reveals critical trends in CHRO career paths, leadership effectiveness, and the challenges organizations face in HR succession planning.
Key findings include:
CHROs are now among the top five highest-paid executives in 13% of companies, up from 0.5% thirty years ago.
75% of CHROs are hired externally, indicating a lack of confidence in internal succession.
Four key CHRO archetypes have emerged: Career CHRO, Company CHRO, Business CHRO, and Operations CHRO.
Business CHROs (from non-HR backgrounds) drive the most organizational change and accelerate HR maturity.
High-performing CHROs often have backgrounds in psychology, economics, political science, or hard sciences, rather than traditional HR or business degrees.
With AI, global workforce shifts, and organizational restructuring accelerating, CHROs are now expected to lead business strategy, workforce transformation, and HR technology integration.
2025年02月13日
[信息图表] ADP: 10 trends and priorities for 2025Throughout 2025, the landscape of HR management will evolve, with significant
shifts in talent, compliance and technology. Understanding these shifts is crucial
for fostering a compliant and growth-conducive workplace year-round and beyond.
[使用手册] Guide to Handling Politics in the Workplace 职场政治处理指南 The guide discusses how political polarization, exacerbated by elections and social media, is affecting workplace dynamics. HR professionals face challenges in managing political discourse without impacting employee morale, productivity, or inclusivity. The guide offers insights on creating effective policies, fostering a culture of collaboration, and staying informed on legal protections for political activity. It emphasizes the importance of balancing diverse perspectives while mitigating the risks of political conflicts at work, including legal disputes and turnover, to maintain a productive and respectful environment.
本指南为寻求在日益加剧的政治两极分化中创造更具包容性和高效工作环境的组织提供了可行的见解。
应对职场政治冲突的五步策略：
制定明确的公司政策
为了防止政治分歧影响工作，制定清晰的公司政策，明确说明在工作场合讨论政治的界限。员工需了解尊重他人意见的重要性，以及个人观点与职业行为的区分。
打造包容性文化
鼓励多样性思维，培养尊重不同意见的企业文化。通过培训和沟通，让员工认识到，不同政治立场不应妨碍团队协作和共同目标。
保持中立的管理方式
管理层应保持中立，避免在工作中表现出个人政治立场。同时，管理者应确保工作氛围开放，允许员工表达观点，但前提是不干扰工作。
设立社交媒体使用规范
制定明确的社交媒体政策，避免员工在社交平台上发表与公司价值观冲突的政治言论。确保个人观点与公司品牌分开。
定期法律咨询
定期与法律顾问沟通，了解最新的有关政治活动的法律保护，确保企业行为符合法规，避免潜在的法律风险。
通过以上五个步骤，可以有效减少政治冲突对工作场所的影响，维持和谐的工作环境。
2024年09月19日
[电子书] Skills-Based Internal Mobility PlaybookThe "Skills-Based Internal Mobility Playbook" emphasizes the importance of skills over traditional educational credentials in predicting future performance. Many organizations aim to implement skills-based practices but lack the necessary shared language, culture, structures, and technology systems. The Business Roundtable's Multiple Pathways Initiative (MPI) seeks to reform hiring and talent management by valuing skills obtained through various means. The playbook, created by MPI's Internal Mobility Working Group, provides practical insights and key considerations for implementing skills-based internal mobility within companies.
Key Benefits for Companies:
Increased retention and reduced costs for hiring, onboarding, and training.
Enhanced innovation and agility due to retained company knowledge.
Improved employee engagement and satisfaction.
Better alignment between talent strategy and business strategy.
Anticipation of skills gaps and business needs in a rapidly changing environment.
Key Benefits for Employees:
Provides equitable mobility opportunities, especially for historically marginalized groups.
Recognizes skills acquired through experience, training, and education.
Promotes transparency in the mobility process and reduces implicit bias.
Implementation Steps:
Planning and Strategy:
Reflect on the necessity and fit of skills-based mobility within the company's culture.
Engage stakeholders and assess resources needed.
Skills Validation:
Identify, define, and measure required skills.
Implement systems to track and validate skills efficiently.
Connecting People to Opportunities:
Develop an accessible internal platform for growth opportunities.
Support employees with mentorship, training, and career development resources.
Measurement and Continuous Learning:
Define success metrics and establish data systems to support continuous learning.
Engage stakeholders and use data to make informed adjustments.
Challenges and Solutions:
Data Management: Ensure systems can handle extensive data for skill tracking.
Skill Measurement Validity: Use multiple assessment methods and seek evidence to support assessments.
Stakeholder Engagement: Regularly communicate and engage with all levels of the organization to build trust and support.
This playbook serves as a guide for companies to start their journey with skills-based internal mobility, recognizing the unique paths each company may take.
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