• [报告] 生成式人工智能的最佳实践:现代工作场所中负责任的使用和开发 《生成式人工智能:现代职场中负责任的使用和开发最佳实践》是由责任人工智能研究所(RAI Institute)发布的一份指南,旨在帮助企业在使用和开发生成式人工智能(GenAI)技术时,既能充分发挥其潜力,又能有效管理其带来的风险。 生成式人工智能是一种能够生成文本、图像、声音等内容的技术,应用广泛,包括客户服务自动化和内容创作等。然而,随着这一技术的广泛采用,企业也面临诸多挑战和风险,如侵犯人权、隐私泄露、安全威胁、劳动不公、环境影响等。为了应对这些问题,企业需要在整个组织内实施负责任的人工智能(RAI)框架,以最大限度地降低风险并确保合规。 RAI研究所提供了一套针对生成式人工智能的最佳实践,旨在指导人工智能从业者、企业高管及其他专业人员。这些实践涵盖了以下五个方面: 战略:规划、政策和治理 劳动力:培训、教育和技能提升 能力:资源和工具 实践:开发、采购和使用 前瞻性:持续改进和监控 这些实践包括组建合适的团队、跟踪法律要求、提升员工技能、实施明确的目标和要求等,以确保技术的潜力得到最大化发挥。 背景 生成式人工智能利用神经网络从数据集中学习,并生成新的内容。然而,如果不负责任地使用,生成式人工智能可能带来严重的风险,如隐私问题、偏见、安全威胁、透明度缺失和环境成本等。企业必须实施负责任的人工智能框架,以优化收益并降低风险。 生成式人工智能的现状 自2022年底ChatGPT的推出以来,生成式人工智能吸引了广泛关注,尤其是在大语言模型(LLM)的应用方面。生成式人工智能在客户服务中的应用前景广阔,例如通过自动回复询问和提供个性化支持来提升客户满意度。此外,它还广泛应用于内容创作、设计开发、数据分析和个性化教育培训等领域。 生成式人工智能的风险 生成式人工智能如果不负责任地使用,可能会带来误导性的视频和图像(如深度伪造)、偏见输出、虚假信息(如“幻觉”)、安全问题和缺乏透明度等风险。此外,LLM因其训练方式和与第三方应用集成的特性,还可能带来新的风险,如隐私和版权问题。 负责任的生成式人工智能方法 面对生成式人工智能带来的多种风险,企业应将负责任的人工智能原则融入其运营和产品开发中。负责任的人工智能强调遵守法规、法律和组织价值观,确保技术的设计、部署和实施符合道德和社会规范。 成为负责任生成式人工智能的领导者 在生成式人工智能领域的领导者已经采取多种策略,确保技术在其组织内的负责任使用和开发。他们制定了企业范围的最佳实践指南,建立了负责人工智能审查委员会,并鼓励员工通过培训、试点项目和标准贡献等方式进行专业发展。 通过实施这些最佳实践,企业可以在复杂的生成式人工智能领域中,确保其努力既富有成果,又符合广泛的责任人工智能和监管标准。随着技术的快速发展和最佳实践的不断更新,负责任的生成式人工智能管理将持续成为一个重要的企业议题。
    2024年05月15日
  • [报告] Design a High-Value Succession Planning Program McLean & Company provides a detailed guide for designing a high-value succession planning program. Succession planning is essential but challenging due to its complexity and integration with other HR programs. A systematic approach is needed to maximize its value and mitigate risks. The guide emphasizes the importance of focusing on critical roles beyond top management, integrating succession planning with other HR programs, and ensuring transparency and fairness to maintain employee engagement. The process involves identifying critical roles, assessing talent, identifying successors, developing them, and selecting successors when vacancies arise. It also includes continuous program management, evaluation, and iteration. Key success factors include a value-driven, evidence-based, inclusive, and integrated approach. Transparency in communication, accountability from leaders, and a focus on developing a diverse talent pool are crucial for an effective succession plan. The program aims to ensure business continuity, reduce disruptions, and retain high-potential employees by offering clear career advancement opportunities and maintaining a robust talent pipeline.
    2024年05月15日
  • [报告] Mercer’s 2024 Global Talent Trends -Mercer, a business of Marsh McLennan (NYSE: MMC), today released its 2024 Global Talent Trends Study. Drawing on insights from over 12,000 C-suite executives, HR leaders, employees and investors globally, the research reveals actions employers are taking to thrive in this new era. “This year’s findings highlight staggering shifts at work” Post this “This year’s findings highlight staggering shifts at work,” said Pat Tomlinson, President, Mercer. “They point to a notable divergence between the views of the C-Suite and HR on what will carry business forward in 2024, and a lag in employees’ views on the impact of technology. As we usher in an age of human-machine teaming, organizations need to place people at the heart of transformation.” Generative artificial intelligence (AI) viewed as key to increasing productivity The rapid growth in generative AI capabilities has raised hopes for workforce productivity gains, with 40% of executives predicting AI will deliver gains of more than 30%. Yet, three in five (58%) believe tech is advancing faster than their firms can retrain workers, and less than half (47%) believe they can meet this year’s demand with their current talent model. “Raising productivity through AI is top of mind for executives but the answer does not lie in technology alone. Greater workforce productivity requires intentional, human-centric work design,” said Kate Bravery, Mercer’s Global Talent Advisory Leader and author of the study. “Leading companies recognize that AI is just part of the equation. They are taking a holistic view to address drains on productivity and deliver greater agility through new models of human-machine teaming.” There are challenges in finding a sustainable path to the future of work. Three in four (74%) executives are concerned about their talent’s ability to pivot and less than a third (28%) of HR leaders are very confident they can make human-machine teaming a success. Key to greater agility is embracing skills-powered talent models, something high-growth companies have already mastered. Employee trust has declined across the board In 2023, trust in employers fell from an all-time high in 2022 – a red flag, since the research shows that trust has a major impact on employees’ energy, sense of thriving and intent to stay. Those who trust their employers to do the right thing for them and society are twice as likely to say they are thriving, with a strong sense of purpose, belonging and feeling valued. Nearly half of employees say they want to work for an organization they can be proud of, and some companies are responding by prioritizing sustainability efforts and “Good Work” principles. Given that fair pay (34%) and development opportunities (28%) are key drivers of workers’ intent to stay this year, employers are incentivized to make faster progress on pay equity, transparency and equitable access to career opportunities in the year ahead. Globally, employees are clear that a sense of belonging helps them thrive, but only 39% of HR leaders say women and minorities are well represented on their organization’s leadership team and just 18% say that recent diversity, equity, and inclusion efforts have increased retention of key diversity groups. Three in four employees (76%) have witnessed age discrimination. As these challenges compound with ongoing skills shortages, greater attention around inclusion and meeting employees’ needs will help all employees thrive. Resilience will be vital in the coming years Recent investments in risk mitigation have paid off, with 64% of executives saying their business can withstand unforeseen challenges, up from 40% two years ago. Near-term concerns, such as inflation, heavily influence executives’ three-year plans, however longer-term risks, such as cyber and climate, may not be getting the necessary attention they deserve. Building individual resilience is just as vital as enterprise resilience, with four out of five (82%) employees concerned that they will burn out this year. Redesigning work for employee well-being is critical to mitigating this risk, with 51% of high-growth companies (with revenue growth of 10% or more in 2023) having already done so, compared to just 39% of their lower-growth peers. Employee experience is a top priority Over half of executives (58%) worry that their company is not doing enough to inspire workers to adopt new technologies, and two-thirds (67%) of HR leaders shared concerns that they implemented new technology solutions without transforming work. Employee experience is HR’s top priority this year; a worthy focus given thriving employees are 2.6 times more likely to say that their employer designs work experiences that bring out their best. HR plays a critical role in making work better for all, but there is an increased imperative for HR to work in tandem with risk and digital leaders to usher in the necessary change at the pace required. To meet organizational and employee expectations, 96% of companies are planning some HR functional redesign this year, focused on delivering across silos and leading digital ways of working. Investors value engaged workforces This year, for the first time Mercer gathered input from asset managers on how an organization’s talent strategy impacts their investment decisions. Nearly nine out of ten (89%) see workforce engagement as a key driver of company performance, and 84% consider a “churn-and-burn” approach to be damaging to business value. Investors also say that fostering a climate of trust and fairness is the most important factor in building true, sustainable value over the next five years. Click here to learn more and download this year’s study. About Mercer’s 2024 Global Talent Trends study Currently in its ninth year, Mercer's Global Talent Trends features insights from over 12,200 C-suite executives, HR leaders, employees and investors across 17 geographies and 16 industries, and the research highlights what leading organizations are doing today to ensure long-term people sustainability. Organizations that are further along on the journey are striding ahead in four areas. (1) They recognize that human-centric productivity requires attention to how work is evolving and the skills and motivations of those doing the work. (2) They appreciate that trust is the true dialogue of work, fortified through transparency and equitable work practices. (3) As risks become more connected and less predictable, they acknowledge that a new level of risk awareness and mitigation is essential to building a ready and resilient workforce. (4) They acknowledge that as work becomes more complex, it will be critical to simplify, engage and inspire their workforce toward a digitally-infused future. About Mercer Mercer believes in building brighter futures by redefining the world of work, reshaping retirement and investment outcomes and unlocking real health and well-being. Mercer’s approximately 25,000 employees are based in 43 countries and the firm operates in over 130 countries. Mercer is a business of Marsh McLennan (NYSE: MMC), the world’s leading professional services firm in the areas of risk, strategy and people, with more than 85,000 colleagues and annual revenue of $23 billion. Through its market-leading businesses including Marsh, Guy Carpenter and Oliver Wyman, Marsh McLennan helps clients navigate an increasingly dynamic and complex environment. For more information, visit mercer.com. Follow Mercer on LinkedIn and X.
    2024年03月07日
  • [信息图表] 2024 DHRmap Download -(Global HRtech Market Map updated on 202401) 2024 DHRmap Download -(Global HRtech Market Map updated on 202401) DHRmap is a global HR tech market map designed to enhance HR efficiency and enable a quick understanding of the dynamic market and products at a glance.The global HR tech market is always changing, so we will regularly update the map to keep up with the market! Want to ensure you never miss an update? Subscribe now! Receive the latest version directly in your inbox, and stay informed with every new update from DHRmap. Your insights, always current. Your success, just a click away. 版权来自 DHRmap 
    2024年01月18日
  • [报告] Get Your Free 2024 California Employment Law Guide Get Your Free 2024 California Employment Law Guide While the end of the year is full of excitement with the holidays, this time of year also marks the buzz of Labor Law Update Season, as California employers prepare to comply with dozens of new employment laws. Access California Employers Association’s free 2024 New Laws Guide here, including key highlights for each bill and a to-do list for employers on practical next steps! Major changes this year include: Increased mandatory paid sick leave Brand new reproductive loss bereavement leave Comprehensive workplace violence prevention plan requirements Cannabis-use protections Wage and hour updates Just to name just a few! CEA is here to provide customized support to employers of all sizes with their California compliance needs.
    2023年12月14日
  • [信息图表] 7 work trends to keep an eye out for in 2024 7 work trends to keep an eye out for in 2024
    2023年11月23日