Josh Bersin:人工智能能战胜人类直觉做决策吗？不可能
多年来，我们一直在争论 AI 是否能用于人类决策，比如：该雇佣谁？该提拔谁？薪酬多少合适？以及数百种其他决策。领导者每天都面临复杂、艰难的抉择——我们能信任 AI 来替我们做决定吗？
我的观点是：不能。这正是我最新一期播客的主题。
什么是直觉？什么是情绪？
我们都知道所谓“第一类思维”（Type 1 Thinking）——也就是直觉反应——在我们日常生活中扮演着主导角色。比如你见到一个人、坐在一个会议中，突然就知道“该雇谁”或“该怎么做”，即使数据很难查证。
我最近深入研究了遗传学、情绪与直觉，并得出结论：再强大的 AI “超级智能”，也无法替代我们的情绪。而这些情绪，来自我们的成长背景、过往经历，甚至基因组成——往往比数据更具洞察力。
作为一名工程师，我当然推崇数据与科学，因此并不是在否定算法与数据驱动决策。但我在人力资本领域的研究一再证明，是“人类直觉”在补充、辅助，并最终确定那些 AI 给出的建议。
AI 做决策的局限性在哪里？
AI 系统依赖“概率神经网络”进行训练，模型会从已有数据中学习，再用来判断新信息——写一段代码、生成一张图、创作一篇文章，它做得确实很出色。这是因为它可以瞬间把所有训练内容当作一个巨大的“数据集”，并用向量计算给出答案。
但这都基于一个假设：数据本身就足够全面，能够包含足够多的观点和洞察。如今，大多数大型 AI 实验室已承认“可索引的数据已经用尽”，所以开始制造“合成数据”——也就是 AI 用已有数据生成新数据，以此来扩充模型。
问题来了：这些数据缺失了什么？
如果你研究情绪理论（至少有六种主流理论），你会发现大多数观点都认为，一个人“对一件事的感觉”源于其生活经历、刺激源（所见所闻所感）以及基因。而“基因”这个维度，则是几百万年人类进化的产物。
所以即使某个商业决策在逻辑上是合理的，但我们每个人对数据的解读都是不同的，而我们的反应也由经验和人性所驱动。这就是为什么在一个高管会议上，大家面对同一组营收与市场数据，却会得出完全不同的结论：
比如一个人说：“我们做得不错，该庆祝！”另一个则说：“为什么没更快增长？我们本可以更好！”
为什么人类决策更有优势？
人类互动千差万别，有人积极进取，有人保守稳重。这种“直觉差异”正是一些公司在市场中脱颖而出的关键。
那这种直觉来自哪里？来自我们几百万年的进化历史与独特的“表观遗传能力”（epigenetic capabilities）。换句话说，人类智能与直觉，源于我们的家族基因、成长经历与历史背景。
以我自己为例：父亲那边是音乐家与科学家，母亲家族是商人。我最终成了一个热爱商业与人力工作的工程师。而因为父母都是企业家，我也成了一个有野心、敢冒险、喜欢挑战的人。
这些人类“能力”，本质上是历史和基因的组合，它们在我们的情感、直觉、性格和智慧中展现出来。
AI 决策能超越人类吗？绝不可能。
很多人用丹尼尔·卡尼曼的书《思考，快与慢》来解释这个问题。书中提出：
“快速思维”是直觉，
“慢速思维”是分析。
尽管这个划分广受欢迎，但现实更复杂。AI 在“慢速分析”方面确实做得不错，但仍然极其“幼稚”。
比如让 Grok 来解释“杰弗里·爱泼斯坦事件”，它会给出一段生硬的描述，但完全没有触及人类直觉所捕捉到的“这是个肮脏、混乱、令人羞耻的丑闻”。
我想表达的是：无论 AI 如何发展，也无论企业在数据中心上投入多少资金，它都无法复制人类在基因、历史与演化层面累积的智能。
举几个例子你就明白了：
当你开车经过街口，看到一个小孩站在路边，你的本能反应是“她可能会突然冲出来”。
当你在会议中感到“这个决策不对”，你会下意识决定“我们先别急，明天再看看感觉”。
而 AI 呢？它只会基于逻辑推演立即给出一个“答案”。
总结：人类直觉，在AI时代更重要
这种“情绪 + 本能 + 遗传”的判断力，正是人类与众不同的关键所在。
正因如此，我们才会有乔布斯与盖茨的不同，马斯克与奥特曼的差异。我们必须正视并尊重这些“人类智能”的组成部分，它们比以往任何时候都更重要。
人工智能
2025年07月27日
人工智能
Is The HR Profession As We Know It Doomed? In A Strange Way, Yes.I just spent a week in London meeting with several dozen companies and most of the discussion was about AI. The overwhelming majority of the conversations were about how companies are struggling, pushing, and agitating about the implications of AI, both within HR and within their teams.
Coming from the CEO and CFO, HR team are under intense pressure to automate, improve their services, and reduce headcount with AI. Yes, we know AI is a technology for growth and scale, but the main message right now is “hurry up and do some productivity projects.”
And “Productivity,” as you know, is a veiled way of saying “Downsizing.”
So before I get back to HR, let me discuss downsizing.
It’s absolutely true that almost every company we work with has too many people. Why?
We have a sloppy way of hiring people, allocating resources, and managing work. We delegate “headcount” to managers and they go out and hire as many people as they can.
We don’t really teach (or incent) managers how to build “productivity,” we actually do the opposite. We tend to reward them for “hiring more people.”
The result is a problem I just talked about with a large advertising company: too many weird jobs and no consistency or structure to our work. This particular company has around 100,000 employees and more than 60,000 job titles. In other words almost every job is “invented for this person.” It’s insane.
The whole reason we have companies (and not individual craftsmen) is to build scale. If we expect every individual manager to figure out how to scale, we’re more or less designing low productivity into the business.
There are some simple models we use: call centers, global services groups, shared services, capability communities, and centers of excellence. But that kind of high-level productivity design is now becoming obsolete. In this new era of high-powered multi-functional agents, we need to go much further.
Elon Musk likes the “first principles” approach. Fire everyone and start from “first principles,” only hiring the people you urgently need to build, sell, and support your product. That may work in small companies but when you’re big there are too many “support services” to consider.
One of the companies we are working with has “program managers” and “project managers” and “analysts” sprinkled all over the organization in random places. In other words, their core staff don’t know how to manage projects, programs, or data. So there’s a bunch of overhead staff doing this for them. Drives me crazy. This took place because there was no discipline in hiring, so each group “bulked up” with staff.
This is really business as usual. Organization design is an old, crusty, under-utilized domain so most companies barely think about it. IBM told me a few years ago that their “org design” strategy is to “hire a high performing executive and let him or her figure it out.” I hear that, it’s quite common.
The bottom line is this: if we want to get a sound ROI from all these AI tools and agents we have to get a lot smarter about “work design.” And that is not building org charts, it’s the basics of figuring out our workflows, areas of common and uncommon process, and where and how we can automate.
Most of our clients have tons of productivity systems already (ServiceNow, Salesforce, Workday, whatever), but they either don’t know how or don’t have the discipline to use them well. So they just keep hiring people.
As an engineer I see this visibly all the time. It’s very easy to delegate a “problem” to a person, and not think about it as “plumbing.” But it is plumbing. As Tanuj Kapilashrami from Standard Charter put it, we need to focus on plumbing first, then we figure out where to apply AI.
This means we can’t just cross our fingers and hope that the Microsoft Copilot is going to make everyone more productive. We need to look at business processes and skills at the core, and then literally reinvent our companies around these new AI tools.
And skills are very important. The reason companies hire a bunch of “analysts” and “project managers” is because individuals and existing managers just aren’t good at their jobs. We all need to learn how to project manage, schedule, and analyze work. That way these high-powered specialists can work on big things, not sit in staff meetings taking notes (where AI note-takers do this well).
(By the way, I have to guess that we’ll soon have AI agents for project management, program management, and functional analytics, so those staff jobs are going to be automated next!)
How Does This Impact HR
Let’s get back to HR. Given this massive effort to re-engineer and implement AI, where does HR fit?
Well fundamentally HR is tasked to build process, expertise, and advisory services around the “people processes” in the company. That means hiring, developing, managing, paying, rewarding, and supporting people. It’s a big mission, and when we start to focus on “productivity” then HR must be involved.
The general belief is that a “well run” HR team has about a 1:100 ratio to the company. In other words, if you have 10,000 employees you’re going to have around 100 HR people. And the HR team doesn’t just run around doing things, they buy and build HR technology for scale. So HR itself, as a “plumbing” type of operation, needs to be “lean and mean.”
If your CEO wants you to hire 50 top notch AI engineers you can’t just start phoning everyone you know: you must decide precisely how you’re going to do this in a scalable, efficient, and highly effective way. (AI engineers are rare, they’re hard to hire!)
So your little HR team has to think about productivity. Should we outsource this? (Which is a cheap and dirty way to look productive.) Should we buy a talent intelligence or sourcing system? Should we hire three high-powered recruiters? You know where I’m going. We have to find a way to “be productive” while we try to “make the company productive.”
This means we, as a support and advisory function (HR professionals spend a lot of time coaching and supporting managers) have to stop creating forms and checklists and implement AI agents as fast as we can. Why? Because so much of our work is transactional, workflow-oriented, and administratively complex. And AI can do a lot of amazing things, like “assessing the skills of an AI engineer” for example.
(Our AI Galileo can literally evaluate a recorded interview and give you a pretty good assessment of an individuals skills, mapped against the Lightcast, SHL, and Heidrick functional and leadership models.)
Let’s assume we do this well, and HR technology vendors give us good products. We wind up with amazing recruiting agents, AI agents for employee training, onboarding, and coaching, AI agents that help with performance management, AI agents for succession and careers, and AI agents that deal with all the myriad of personal benefits and workplace questions people have. Where do we end up?
Do we “automate away” our own jobs?
Well, in a way the answer is yes.
AI, through its miraculous data integration and generation capabilities, can probably do 50—75% of the work we do in HR.
All this is far from built out yet, but it’s clearly coming.
(We just talked with a large pharmaceutical company that is “all-AI” and they manage a team of 6,000+ scientists and manufacturing experts with only ten people in learning and development. They’ve automated training, compliance tracking, onboarding, leadership support, and all the details of training operations.)
Could you do all that for a fast-growing 6,000 person company with 10 people? I doubt it. Most companies would have more than 10 people in sales training and sales enablement alone.
So here’s my point. HR, like other functional areas in our companies, is going to have a real-life identity crisis. If you can’t figure out how to move your HR function up the maturity level quickly (check out our Systemic HR maturity model) someone’s just going to cut your headcount (the Elon Musk approach). Then you’ll be figuring out AI in a hurry.
(Galileo can assess your HR maturity with its “consulting mode,” by the way.)
I’m not saying this is easy. The AI products we need barely exist yet. But the pressure is on.
You shouldn’t wait for the CFO to point his “productivity gun” in your face, you have to get ahead of this wave. Start pushing yourself to fix plumbing, check out the new tools in the market, get your IT team involved, and redesign your work using your own expertise. Many surprisingly good things will happen.
Let me give you an example.
A few years ago Chipotle adopted an AI-based agent system for recruiting, effectively automating a complex workflow for hiring. Not only did it save millions of dollars, the “speed and quality” of hiring went up so high the CEO talked about it as their top “revenue driver” with Jim Cramer on CNBC.
In other words this “identity crisis” in HR is a good thing.
Our recruiting, training, and employee services groups are too big. AI can automate enormous amounts of this work. So my advice is this. As the AI wave sweeps across your company, get out your old “org design” book and start redesigning how your HR team operates right now. Then you can go to the AI vendors and tell them what you want. That’s the secret to keeping HR in tip-top shape.
Will HR go away? Well a lot of the process, data management, and support roles will absolutely change. And yes, employees and job candidates will happily use intelligent bots instead of calling their favorite HR manager.
But as a Superworker, you, as an HR professional will do more interesting things. You’ll become a consultant; you’ll manage and train AI systems; and you’ll have much more real-time information about the strength and weaknesses of your company. We’re just going to have to lean into this AI wave to get there.
As AI agents arrive, it’s time to seriously re-engineer HR. And this time it’s not a transformation, it’s a reinvention.
Bottom line is this. Don’t wait for Workday, SAP, or some other vendor to “invent” a tool that changes your HR operation. You should do it yourself first and bring your IT people with you. That way you’ll buy and build the AI systems you need, and the result will be a new career, an even better HR function, and the opportunity to help your company move from “hiring” to “productivity” in the future.
我刚刚在伦敦与数十家企业进行了为期一周的交流，大部分讨论都围绕着AI展开。绝大多数对话的主题是：公司在应对AI带来的影响时，感到焦虑、推动、甚至焦躁不安，这种焦虑不仅体现在HR部门，也体现在各业务团队中。
在CEO和CFO的压力下，HR团队正被要求加速自动化、优化服务、并通过AI实现人员精简。虽然我们都知道AI是一种能够促进增长和规模化的技术，但当前传递出的主要信息是：“赶紧推动生产力项目。”
而所谓的“生产力”，实际上就是“裁员”的委婉说法。
先谈谈裁员
几乎我们接触的每一家企业，都的确存在人员过剩的问题。这是为什么呢？
因为我们的招聘、资源配置和工作管理方式本身就非常低效。我们将“编制名额”下放给各级管理者，而他们则倾向于尽可能多地招聘人员。
我们并没有真正教导或激励管理者如何构建高效的生产力，反而往往奖励他们“扩大团队规模”。结果就是，像我最近在一家大型广告公司看到的那样，组织中充满了各种各样的职位，但缺乏统一性和结构性。这家公司有约10万名员工，却设有超过6万个不同的岗位头衔——几乎每个职位都是为某个人量身定制的，这种做法显然荒谬。
企业存在的根本目的，是为了实现规模化。如果每个部门经理都各自为战，自行搭建团队架构，那无异于将低效深植于企业之中。
虽然我们有一些基本的组织效率模型，比如呼叫中心、全球服务中心、共享服务、能力中心等，但这些传统设计在当下正逐渐过时。在高性能多功能AI代理全面普及的时代，我们必须走得更远。
从“第一性原理”重构组织？
Elon Musk 推崇“第一性原理”方法——即解散现有团队，只从零开始招聘最核心、最迫切需要的人员。这种方法在小型公司或许奏效，但在大型企业中，由于存在大量“支持服务”，简单地“砍掉重建”并不可行。
现实中，很多公司在各个角落散布着项目经理、程序经理、分析师等职位，因为核心员工缺乏管理项目、推进计划、或进行数据分析的能力。由于招聘过程中缺乏严格的标准和规划，各部门纷纷自行扩编，导致组织臃肿、效率低下。
组织设计本来就是一门古老且被严重忽视的学问，多数公司对此缺乏系统化思考。IBM 曾表示，他们的组织设计策略是“聘请一位高绩效高管，让他/她自己摸索出解决方案”——这实际上是行业普遍现象。
AI真正改变的，是“工作设计”
如果我们希望从AI工具和代理中获得真正的投资回报率，就必须彻底重新思考“工作设计”——不仅仅是画组织结构图，而是要厘清工作流程、标准化与非标准化的业务环节，并找出可以自动化的领域。
尽管大多数企业已经部署了大量的生产力系统（如ServiceNow、Salesforce、Workday等），但由于缺乏使用这些系统的能力或纪律，反而持续地通过“增加人手”来解决问题。
作为一名工程师，我对此体会尤深。将问题推给某个人远比优化底层“管道”来得容易。然而，管理工作流程就像修建城市水管系统——如果基础设施不合理，再先进的AI工具也无济于事。
正如渣打银行Tanuj Kapilashrami所说：“必须先修好管道，才能合理应用AI。”
这意味着，我们不能指望微软Copilot之类的工具神奇地提升员工生产力。我们必须从根本上重新审视业务流程与员工技能，并围绕AI重新设计整个企业运作模式。
员工技能，未来的关键
企业之所以聘请大量“分析师”和“项目经理”，往往是因为普通员工和管理者缺乏项目管理、时间安排、数据分析等基本技能。未来，所有人都需要掌握这些能力，而不再依赖大量辅助人员。高阶专业人才应当专注于重大事务，而不是出席会议做会议记录（AI记录工具早已能胜任此事）。
（顺便提一句，我预测很快就会出现AI项目经理、AI程序经理、AI数据分析师——这些岗位也将逐步被自动化！）
那么HR会怎样？
回到HR领域，当企业致力于重塑流程、导入AI时，HR的角色至关重要。
HR的本质任务是构建并管理围绕“人”的各项流程：招聘、培养、管理、薪酬、激励与支持等。这项使命极为庞大，当公司将焦点转向“提升生产力”时，HR必须积极参与。
一般认为，一个运作良好的HR团队与公司整体人数的理想比例是1:100。也就是说，一家拥有1万名员工的公司，大约需要100名HR人员。而优秀的HR团队不仅自己高效运作，更会采购、搭建技术系统，以实现规模化管理。
举例来说，如果CEO要求你招聘50名顶尖AI工程师，你不能只是随便打几个电话，而是要设计一套高效、可扩展的方法。这可能包括外包、引进人才情报系统、招聘高端猎头，等等。总之，HR自身也必须成为高效运作的样板。
因此，HR团队必须迅速引入AI代理，取代大量重复性事务，尤其是那些依赖工作流、流程管理和行政性处理的工作。比如，我们的Galileo系统已经可以自动评估候选人的面试表现，并将其技能映射到Lightcast、SHL和Heidrick的领导力模型。
未来，HR工作会消失吗？
某种程度上，答案是肯定的。
凭借出色的数据整合和生成能力，AI可以完成50%-75%的HR工作。目前这些AI系统尚未完全成熟，但趋势已经非常明显。
我们刚刚与一家大型制药企业交流，他们已经基本实现了“全AI化管理”，以仅10人规模的学习与发展团队，服务6000多名科学家和制造专家。他们通过AI自动完成了培训、合规追踪、入职辅导、领导力支持等任务。对于大多数公司来说，这种效率简直是难以想象的。
HR将迎来身份危机
未来，HR必须迅速向更高的成熟度迈进（可以参考我们提出的Systemic HR Maturity Model）。否则，就会像Elon Musk那样，被大规模裁员，并被迫在短时间内仓促上马AI项目。
我并不是说这条路轻松易行。事实上，市面上真正成熟的AI HR产品还非常有限。但压力已经到来。
HR不能等着CFO拿着“生产力枪”指着自己，必须主动出击，修好内部“管道”，试用新工具，联合IT团队，重新设计工作模式。这样，你将能主动选择适合自己公司的AI系统，并构建一个全新的、充满机遇的职业未来。
结语：HR的重塑与再创造
让我们看看Chipotle的案例。他们通过部署基于AI的招聘代理，成功自动化了复杂的招聘流程，不仅节省了数百万美元，还大幅提升了招聘速度和质量。甚至在接受CNBC采访时，CEO将这一成果称为公司的“主要营收驱动因素”。
这场HR身份危机，其实是一个难得的机遇。
我们今天的招聘、培训、员工服务团队规模普遍过大。AI将能够自动化其中大量工作。我的建议是：在AI浪潮席卷而来之前，立即拿起你尘封已久的组织设计手册，重新设计HR团队的运作方式。这样，当面对AI供应商时，你可以主动提出自己的需求，而不是被动接受他们的产品。
未来HR不会消失，但大量传统流程、数据管理与支持岗位将发生剧变。员工与候选人也会越来越习惯通过智能机器人，而非人力HR来解决问题。
不过，真正优秀的HR专业人士，将会变成超能型人才（Superworker）——你将成为企业战略顾问、AI系统训练师，并且能够实时掌握公司人才与流程的整体健康状况。
这次，不再是简单的“转型”，而是真正意义上的“再创造”。
背调巨头First Advantage以22亿美元完成对Sterling Check的收购,
2024年10月31日，美国亚特兰大 — 作为全球就业背景筛查、身份和验证解决方案的领先供应商，First Advantage Corporation（纳斯达克代码：FA）今天宣布，公司已经成功完成对Sterling Check Corp的收购。此次交易的总价值达到了惊人的22亿美元，包括承担Sterling现有的债务。这一战略性收购不仅显著扩大了First Advantage的服务范围，也增强了其在全球背景筛查和身份验证市场的竞争力。
First Advantage的总裁兼首席执行官斯科特·斯台普斯（Scott Staples）在宣布收购完成时表示：“我们非常高兴能欢迎Sterling的才华横溢的团队加入First Advantage。通过整合双方的业务和共享文化属性，我们将更好地满足客户需求，并为我们的股东创造价值。这次合并将使我们能够通过提供高质量、成本效益的解决方案，增强我们的价值主张，帮助客户更智能地招聘，更快地入职，并保护他们最重要的资产：人才。”
此次合并将结合两家公司在背景筛查和身份验证领域的领先技术平台和创新解决方案，以交付更优的客户体验，并扩展及多元化First Advantage的垂直和地理市场覆盖，创造一个更加平衡的业务组合。并且，该交易预计将实现50至70百万美元的常年协同效应，立即对每股收益产生双位数的增长。
Sterling的加入，增强了First Advantage在提供移动优先、高度直观且数据驱动的客户和申请人体验方面的专业能力。这一优势将通过加速创新投资进一步发挥，客户将获得更广泛的产品和解决方案套件以满足其需求，这将推动合并公司的增长。合并后的公司预计在客户细分、行业和地理多样性方面拥有更大的收入分布，减少季节性波动，并提高资源规划和运营效率。
斯台普斯继续指出：“Sterling的收购定位First Advantage于长期价值创造，解锁效率并为额外增长和新技术解决方案的投资提供机会，包括AI驱动的自动化，同时进一步多样化我们的业务以增强韧性。展望未来，我们致力于促进企业文化的无缝整合，继续向我们的客户提供世界级的解决方案，快速有效地执行我们的协同计划，并去杠杆化我们的资产负债表。我们期待在即将到来的2024年第三季度财报电话会议中分享关于我们未来组织结构和战略的更多细节。”
此外，为完成这项交易，First Advantage获得了J.P. Morgan Securities LLC的领导财务顾问服务。Barclays Bank PLC、BofA Securities, Inc.、BMO Capital Markets Corp.、Jefferies Finance LLC、RBC Capital Markets、Citizens Capital Markets、HSBC、KKR Capital Markets LLC、Stifel和Wells Fargo Securities, LLC也为First Advantage提供了财务咨询服务。Simpson Thacher & Bartlett LLP担任交易的法律顾问。
对于Sterling，Goldman Sachs & Co. LLC和Citi提供了财务顾问服务，而Fried, Frank, Harris, Shriver & Jacobson LLP则担任其法律顾问。此次合并强化了First Advantage作为行业领导者的地位，使其在全球范围内提供更为高效和全面的就业背景筛查与身份验证服务的能力进一步提升。
随着市场对背景筛查服务的需求持续增长，First Advantage通过这次战略性收购，不仅能够扩大其市场份额，还能通过引入更先进的技术解决方案来提升服务质量和效率，满足客户的需求，并进一步巩固其在全球背景筛查市场的领导地位。
人工智能
2024年10月31日
人工智能
Cornerstone Galaxy: Acquisition Of SkyHive Could Pay OffCornerstone在人力资源技术领域长期以来一直是学习管理系统（LMS）的领导者。公司最近推出了Galaxy，这是一个集成了人工智能的全新人才管理平台。这一重大进展是在一系列收购之后实现的，尤其是最近收购了SkyHive，显著增强了公司的数据处理能力。Galaxy平台通过提供全面的技能发展、绩效管理和员工晋升系统，为HR技术空间树立了新标准。
Galaxy区别于市场上其他基于技能的或智能平台，例如Eightfold主要从人才获取开始，而Gloat着眼于人才流动性。Galaxy则从另一个角度出发，即员工发展，这是由Cornerstone在学习与发展（L&D）领域深厚的背景所支撑的。Galaxy系统内置了完整的用户界面，能够推断技能，让员工标记和评估自己的技能，帮助员工找到并完成各种学习形式，管理合规性和认证程序，通过任务、评估或管理辅导提升技能。
通过整合性能管理、发展计划、继任计划，以及招聘过程，Galaxy使公司能够通过绩效管理推动技能发展。在收购SkyHive之前，Cornerstone试图仅使用其LMS信息的数据集来实现这一目标，但这些数据并不足以构建完整的人工智能语料库。通过这次收购，Cornerstone获得了一个完整的劳动力市场数据系统、一个公司中立的职位架构以及大量行业技能，使Galaxy能够与其他主要的人才智能和人才市场供应商直接竞争。
Cornerstone spent the last decade acquiring LMS and talent software companies, all in a goal to build an integrated skills platform. Finally, after years of hard work and integration, the company introduces Galaxy, an advanced offering in the world of AI-powered HR systems.
Before I explain Galaxy, the history is important. Founded in 1999, Cornerstone started as an e-learning platform company (CyberU). The company established a foothold in the emerging LMS market and grew through strong marketing, sales, and product innovation. Since then the company has gone public, reached a $5.2 billion valuation, and was then acquired by a private equity firm (Aug. 2021, three years ago).
The new management team continued to acquire companies (EdCast, SumTotal, Talespin, and most recently SkyHive) and has now stitched these systems together into a unified platform called Galaxy. Galaxy, as I show below, is a skills-powered integrated talent management platform, built around the core of learning management. And this is what makes it unique.
The other talent intelligence or skills-based platforms started elsewhere. Eightfold started in talent acquisition; Gloat started in talent mobility; SeekOut started in recruiting; Beamery started in CRM; and players like Retrain.ai and NeoBrain started in more vertical domains. Each of these companies use large-scale profile data to infer skills, give companies tools to find and match candidates, and eventually to deliver learning.
Cornerstone, with deep background in L&D, is coming at this from another direction: employee development. The Galaxy system, which is built into a complete user interface, infers skills, lets employees tag and assess their skills, helps employees find and complete many forms of learning, manage compliance and certification programs, and advance skills through gigs, assignments, assessments, or management coaching. And since Cornerstone is an integrated talent suite, the system lets companies drive skills through performance management, development planning, succession planning, and also recruiting.
Before the acquisition of SkyHive, Cornerstone was trying to do this with its own data set of LMS information. This data, which includes billions of learning records, was simply not sufficient to build out the entire AI corpus. By acquiring SkyHive, Cornerstone gained an entire labor market system of data, a company-neutral job architecture, and lots of industry skills. This brings Galaxy into direct competition with the other major talent intelligence and talent marketplace vendors.
I have not yet talked with Galaxy customers, but the user experience is integrated and shows the sophistication of thinking under the covers. Remember that Cornerstone acquired Evolv, Clustree, and EdCast before acquiring SkyHive, so the team has been building AI capabilities and use-cases for several years. And now that Cornerstone has a VR platform for learning, more use-cases are coming.
While I don’t know Cornerstone’s revenues, the leadership team assures me that the company is growing and the profitability is high. This means the company has long-term sustainability and despite its many acquisitions, is likely to evolve to “Oracle-like” status. (Oracle has acquired hundreds of companies over the years and now looks at M&A as one of its core strengths).
Here’s the major play in the market. With 7,000+ customers, Cornerstone has many customers shopping for new tools. If Galaxy is as solid as it looked in the demos, some percentage of these buyers could upgrade to Galaxy and avoid the purchase of Gloat, Eightfold, or another LMS. While we cannot be sure where Galaxy will play, for companies that want to deploy a skills architecture across all talent practices, it looks like a solid option.
Cornerstone Vision:
Cornerstone User Experience
Cornerstone Career and Talent Marketplace
Cornerstone Performance Management
Skills in Goal Management
Why Cornerstone Still Matters
Cornerstone has a massive customer base. The users of Cornerstone, Saba, SumTotal, Lumesse, and Halogen include many of the world’s largest companies and thousands of mid-market organizations as well. These organizations have invested billions of dollars into learning infrastructure, content, and user portals to reach employees. If Cornerstone Galaxy delivers on its promise, the company can help many of these organizations avoid buying lots of standalone new tools. And given Cornerstone’s size, the company could become, as I mentioned above, the “Oracle” of the space.
And note, by the way, that a recent survey by HR.com found that the top rated HR tech issue to address is L&D infrastructure, so this issue is on everyone’s mind.
While the market is highly competitive and there are many skills-based tools in the market, Cornerstone’s focus on L&D is unique. None of the other major LMS vendors have the skills infrastructure of Cornerstone today.
If your skills strategy is focused on building skills, Galaxy may be the answer.
More to come as we talk with more Galaxy customers.
Additional Information
美国领先企业联合成立了一个联盟，应对人工智能对技术岗位劳动力的影响由思科（Cisco）牵头，埃森哲（Accenture）、谷歌（Google）、国际商业机器公司（IBM）和微软（Microsoft）等主要行业参与者参与的人工智能 ICT 劳动力联盟（AI-Enabled ICT Workforce Consortium）AI-Enabled Information and Communication Technology (ICT) Workforce Consortium 旨在评估和减轻人工智能对技术工作的影响。该联盟旨在确定受人工智能进步影响的岗位所需的关键技能，为再培训和提高技能提供途径。该倡议借鉴了私营部门、顾问和政府的合作见解，为人工智能环境下的劳动力做好准备，强调了全球合作促进包容性技术未来的必要性。
人工智能 ICT 劳动力联盟致力于提供实际可行的洞见，发掘重新培训和提升技能的新机遇
思科牵头成立的AI赋能信息通信技术（ICT）工作力联盟，包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP等行业领导者的加入。该联盟将评估人工智能对科技岗位的影响，并为最可能受到AI影响的职业确定技能发展途径。 联盟的成立得到了美国-欧盟贸易与技术委员会人才成长工作组的推动，思科主席兼CEO Chuck Robbins在该工作组的参与，以及美国商务部的建议，起到了催化剂的作用。 顾问团包括美国劳工联盟-产业组织联合会、CHAIN5、美国通信工人联合会、DIGITALEUROPE、欧洲职业培训协会、可汗学院和SMEUnited等。
比利时鲁汶，2024年4月4日-- 思科（纳斯达克代码：CSCO）和另外八家行业领先公司包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP，以及六位顾问今天宣布，成立了致力于提升和重新培训最可能受到AI影响岗位的AI赋能ICT工作力联盟。该联盟受到美国-欧盟贸易与技术委员会人才成长工作组的启发，旨在探究AI对ICT岗位的影响，帮助工作者发现并参与相关培训计划，同时连接企业和具备相应技能、准备就绪的工作者。
作为私营部门的合作平台，联盟正评估AI如何改变工作岗位及所需技能，让工作者取得成功。首阶段工作成果将总结为一份提供给企业领导者和工作者实际建议的报告。未来几个月将公布更多详情。研究结果旨在为那些寻求为员工重新培训和提升技能的雇主提供实用的洞见和建议。
联盟成员涵盖了在AI前沿创新的企业，他们深知AI对劳动力市场的当前和未来影响。各成员企业已分别记录了AI带来的机遇与挑战。通过合作，这些组织能够汇聚见解，推荐行动计划，并在其广泛的影响领域内实施这些发现。
“人工智能正加速全球劳动力市场的变革，为私营部门提供了一个强大机会，帮助工作者重新培训和提升技能，以迎接未来，”思科执行副总裁兼首席人事、政策与目标官Francine Katsoudas表示。“我们新成立的AI赋能工作力联盟的任务是向组织提供关于AI对劳动力影响的知识，并装备工作者以相关技能。我们期待吸引更多利益相关方——包括政府、非政府组织和学术界——一同迈出确保AI革命惠及每个人的重要一步。”
联盟的工作受到了美国-欧盟贸易与技术委员会人才成长工作组的启发，思科主席兼CEO Chuck Robbins领导其技能培训工作流程的指导，以及美国商务部的建议。美国总统拜登、欧盟委员会主席冯德莱恩和欧洲理事会主席米歇尔于2021年6月成立了TTC，目的是通过合作和民主方法在贸易、技术和安全领域推进美国和欧盟的竞争力和繁荣。
“在美国商务部，我们致力于推动先进技术的发展，并深化与全球伙伴和盟友之间的贸易与投资关系。这项工作正帮助我们建立一个强大且具竞争力的经济体，由能够获得高质量、高薪、可维持家庭生活的未来工作的才华横溢的劳动力所推动。我们明白，经济安全与国家安全紧密相连。这就是我为何感到自豪地看到人才成长工作组的努力以及AI赋能ICT工作力联盟的成立，”美国商务部长Gina Raimondo表示。“我感激联盟成员加入这一努力，共同面对AI快速发展所带来的新型劳动力需求。这项工作将为这些工作的具体技能需求提供前所未有的见解。我希望这个联盟仅是一个开始，并且私营部门将其视为一个行动呼吁，确保我们的劳动力能够享受到AI带来的好处。”
AI赋能ICT工作力联盟的工作解决了对具备AI各方面技能训练的熟练劳动力的紧迫需求。联盟将利用其成员和顾问的力量，推荐和扩大包容性的重新培训和提升技能培训计划，以惠及多方利益相关者——学生、职业转换者、当前的IT工作者、雇主和教育者——大规模提升工作者以适应AI时代。
在其首阶段工作中，联盟将评估AI对56个ICT岗位角色的影响，并为受影响岗位提供培训建议。这些岗位角色根据Indeed Hiring Lab的数据，包括在2023年2月至2024年期间在美国和五个ICT劳动力最多的欧洲国家（法国、德国、意大利、西班牙和荷兰）获得最高岗位发布量的前45个ICT职位的80%。这些国家的ICT部门共计拥有1000万名ICT工作者，占据了行业的重要份额。
联盟成员普遍认识到，随着AI在商业的所有方面的加速融合，及时集结力量，建立一个包容性、能提供维持家庭生活机会的劳动力市场的重要性。联盟成员承诺，在将越来越多地整合人工智能技术的职业领域，开发工作者路径。为此，联盟成员设定了具有远见的目标，并通过技能发展和培训计划，在未来十年内对全球超过9500万人产生积极影响。联盟成员的目标包括：
思科承诺到2032年为2500万人提供网络安全和数字技能培训。
IBM将在2030年前为3000万人提供数字技能培训，包括200万人的AI技能。
英特尔计划到2030年为超过3000万人提供当前和未来工作的AI技能。
微软承诺到2025年为来自弱势社区的1000万人提供需求旺盛的数字技能培训和认证，为他们在数字经济中提供工作和生计机会。
SAP计划到2025年为全球200万人提供提升技能培训。
谷歌最近宣布投入2500万欧元，支持全欧洲人民的AI培训和技能提升。
埃森哲
“帮助组织识别技能差距并进行大规模快速培训是埃森哲的重点任务，这个联盟汇集了一系列致力于在我们社区中发展尖端技术、数据和AI技能的行业合作伙伴。在各个行业中，为与AI协同工作的人员进行重新培训至关重要。那些在技术投资中与学习投资同等重视的组织，不仅创造了职业发展路径，还能在市场中占据领先地位。” - 埃森哲首席领导力与人力资源官Ellyn Shook
Eightfold
“工作的动态和本质正在以前所未有的速度演变。Eightfold通过深入分析最受欢迎的职位，了解重新培训和提升技能的需求。通过其人才智能平台，我们为商业领袖提供了迅速适应不断变化的商业环境的能力。我们为能够为组织预备未来工作做出贡献而感到自豪。” - Eightfold AI首席执行官兼联合创始人Ashutosh Garg
谷歌
“谷歌坚信，技术创造的机遇应真正面向所有人。我们自豪地加入AI赋能工作力联盟，进一步推动我们使AI技能培训普及化的工作。我们致力于跨领域合作，确保不同背景的工作者都能有效利用AI，为面向未来的职位做好准备，获得新机会，在经济中茁壮成长。” - 谷歌成长计划创始人Lisa Gevelber
IBM
“IBM自豪地加入这个及时的企业主导倡议，通过汇集我们的共同专业知识和资源，为AI时代的劳动力做好准备。作为行业领袖，我们共同的责任是发展可信赖的技术，并为所有背景和经验水平的工作者提供学习新技能和提升现有技能的机会，以应对AI采纳改变工作方式并创造新职位的挑战。” - IBM欧洲中东非洲人力资源副总裁Gian Luigi Cattaneo
Indeed
“Indeed的使命是帮助人们找到工作。我们的研究表明，Indeed上今天发布的几乎每个职位，从卡车司机到医生到软件工程师，都将面临不同程度的受到基于GenAI的变革的影响。我们期待为工作力联盟的重要工作做出贡献。那些授权其员工学习新技能并获得与不断发展的AI工具的实践经验的公司，将加深他们的专业团队，提高员工留存率并扩大其合格候选人库。” - Indeed AI创新部门负责人Hannah Calhoon
英特尔
“作为全球AI创新的领导者，英特尔自豪地加入ICT工作力联盟，继续我们的努力，为所有人塑造一个包容和公平的技术未来。作为联盟的一员，我们将与行业领袖合作，分享最佳实践，创造可访问的学习机会，并与各方利益相关者协作，确保工作者掌握了迎接明天的技术技能。” - 微软人力资源法律副总裁兼副总法律顾问Amy Pannoni
SAP
“SAP自豪地加入这一努力，帮助为未来的工作准备我们的劳动力，并确保AI在企业和职位中的应用是相关的、可靠的、负责任的。面对我们不断变化的世界的复杂性，AI有潜力重塑行业、革新解决问题的方式，并释放前所未有的人类潜能，使我们能够构建一个更智能、更高效和更包容的劳动力。多年来，SAP支持了许多技能发展计划，我们期待作为联盟的一部分推动更多的学习机会、创新和积极变化。” - SAP副总裁兼全球开发学习负责人Nicole Helmer
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LEUVEN, Belgium, April 4, 2024 - Cisco (NASDAQ: CSCO) and a group of eight leading companies including Accenture, Eightfold, Google, IBM, Indeed, Intel, Microsoft and SAP as well as six advisors today announced the launch of the AI-Enabled Information and Communication Technology (ICT) Workforce Consortium focused on upskilling and reskilling roles most likely to be impacted by AI. The Consortium is catalyzed by the work of the U.S.-EU Trade and Technology Council's (TTC) Talent for Growth Task Force, with the goal of exploring AI's impact on ICT job roles, enabling workers to find and access relevant training programs, and connecting businesses to skilled and job-ready workers.
Working as a private sector collaborative, the Consortium is evaluating how AI is changing the jobs and skills workers need to be successful. The first phase of work will culminate in a report with actionable insights for business leaders and workers. Further details will be shared in the coming months. Findings will be intended to offer practical insights and recommendations to employers that seek ways to reskill and upskill their workers in preparation for AI-enabled environments.
Consortium members represent a cross section of companies innovating on the cutting edge of AI that also understand the current and impending impact of AI on the workforce. Individually, Consortium members have documented opportunities and challenges presented by AI. The collaborative effort enables their organizations to coalesce insights, recommend action plans, and activate findings within their respective broad spheres of influence.
"AI is accelerating the pace of change for the global workforce, presenting a powerful opportunity for the private sector to help upskill and reskill workers for the future," said Francine Katsoudas, Executive Vice President and Chief People, Policy & Purpose Officer, Cisco. "The mission of our newly unveiled AI-Enabled Workforce Consortium is to provide organizations with knowledge about the impact of AI on the workforce and equip workers with relevant skills. We look forward to engaging other stakeholders—including governments, NGOs, and the academic community—as we take this important first step toward ensuring that the AI revolution leaves no one behind."
The Consortium's work is inspired by the TTC's Talent for Growth Task Force and Cisco Chair and CEO Chuck Robbins' leadership of its skills training workstream, and input from the U.S. Department of Commerce. The TTC was established in June 2021 by U.S. President Biden, European Commission President von der Leyen, and European Council President Michel to promote U.S. and EU competitiveness and prosperity through cooperation and democratic approaches to trade, technology, and security.
"At the U.S. Department of Commerce, we're focused on fueling advanced technology and deepening trade and investment relationships with partners and allies around the world. This work is helping us build a strong and competitive economy, propelled by a talented workforce that's enabling workers to get into the good quality, high-paying, family-sustaining jobs of the future. We recognize that economic security and national security are inextricably linked. That's why I'm proud to see the efforts of the Talent for Growth Task Force continue with the creation of the AI-Enabled ICT Workforce Consortium," said U.S. Secretary of Commerce Gina Raimondo. "I am grateful to the consortium members for joining in this effort to confront the new workforce needs that are arising in the wake of AI's rapid development. This work will help provide unprecedented insight on the specific skill needs for these jobs. I hope that this Consortium is just the beginning, and that the private sector sees this as a call to action to ensure our workforces can reap the benefits of AI."
The AI-Enabled ICT Workforce Consortium's efforts address a business critical and growing need for a proficient workforce that is trained in various aspects of AI, including the skills to implement AI applications across business processes. The Consortium will leverage its members and advisors to recommend and amplify reskilling and upskilling training programs that are inclusive and can benefit multiple stakeholders – students, career changers, current IT workers, employers, and educators – in order to skill workers at scale to engage in the AI era.
In its first phase of work, the Consortium will evaluate the impact of AI on 56 ICT job roles and provide training recommendations for impacted jobs. These job roles include 80% of the top 45 ICT job titles garnering the highest volume of job postings for the period February 2023-2024 in the United States and five of the largest European countries by ICT workforce numbers (France, Germany, Italy, Spain, and the Netherlands) according to Indeed Hiring Lab. Collectively, these countries account for a significant segment of the ICT sector, with a combined total of 10 million ICT workers.
Consortium members universally recognize the urgency and importance of their combined efforts with the acceleration of AI in all facets of business and the need to build an inclusive workforce with family-sustaining opportunities. Consortium members commit to developing worker pathways particularly in job sectors that will increasingly integrate artificial intelligence technology. To that end, Consortium members have established forward thinking goals with skills development and training programs to positively impact over 95 million individuals around the world over the next 10 years. Consortium member goals include:
Cisco to train 25 million people with cybersecurity and digital skills by 2032.
IBM to skill 30 million individuals by 2030 in digital skills, including 2 million in AI.
Intel to empower more than 30 million people with AI skills for current and future jobs by 2030.
Microsoft to train and certify 10 million people from underserved communities with in-demand digital skills for jobs and livelihood opportunities in the digital economy by 2025.
SAP to upskill two million people worldwide by 2025.
Google has recently announced EUR 25 million in funding to support AI training and skills for people across Europe.
Accenture
"Helping organizations identify skills gaps and train people at speed and scale is a major priority for Accenture, and this consortium brings together an impressive ecosystem of industry partners committed to growing leading-edge technology, data and AI skills within our communities. Reskilling people to work with AI is paramount in every industry. Organizations that invest as much in learning as they do in the technology not only create career pathways, they are well positioned to lead in the market." - Ellyn Shook, chief leadership & human resources officer, Accenture
Eightfold
"The dynamics of work and the very essence of work are evolving at an unprecedented pace. Eightfold examines the most sought-after job roles, delving into the needs for reskilling and upskilling. Through its Talent Intelligence Platform, it empowers business leaders to adapt swiftly to the changing business environment. We take pride in contributing to the creation of a knowledgeable and responsible resource that assists organizations in preparing for the future of work." - Ashutosh Garg, CEO and Co-Founder, Eightfold AI
Google
"Google believes the opportunities created by technology should truly be available to everyone. We're proud to join the AI-Enabled Workforce Consortium, which will advance our work to make AI skills training universally accessible. We're committed to collaborating across sectors to ensure workers of all backgrounds can use AI effectively and develop the skills needed to prepare for future-focused jobs, qualify for new opportunities, and thrive in the economy." - Lisa Gevelber, Founder, Grow with Google
IBM
"IBM is proud to join this timely business-led initiative, which brings together our shared expertise and resources to prepare the workforce for the AI era. Our collective responsibility as industry leaders is to develop trustworthy technologies and help provide workers—from all backgrounds and experience levels—access to opportunities to reskill and upskill as AI adoption changes ways of working and creates new jobs." - Gian Luigi Cattaneo, Vice President, Human Resources, IBM EMEA
Indeed
"Indeed's mission is to help people get jobs. Our research shows that virtually every job posted on Indeed today, from truck driver to physician to software engineer, will face some level of exposure to GenAI-driven change. We look forward to contributing to the Workforce Consortium's important work. The companies who empower their employees to learn new skills and gain on-the-job experience with evolving AI tools will deepen their bench of experts, boost retention and expand their pool of qualified candidates." - Hannah Calhoon, Head of AI Innovation at Indeed
Intel
"At Intel, our purpose is to create world-changing technology that improves the lives of every person on the planet, and we believe bringing AI everywhere is key for businesses and society to flourish. To do so, we must provide access to AI skills for everyone. Intel is committed to expanding digital readiness by collaborating with 30 countries, empowering 30,000 institutions, and training 30 million people for current and future jobs by 2030. Working alongside industry leaders as part of this AI-enabled ICT workforce consortium will help upskill and reskill the workforce for the digital economy ahead." – Christy Pambianchi, Executive Vice President and Chief People Officer at Intel Corporation
Microsoft
"As a global leader in AI innovation, Microsoft is proud to join the ICT Workforce Consortium and continue our efforts to shape an inclusive and equitable technology future for all. As a member of the consortium, we will work with industry leaders to share best practices, create accessible learning opportunities, and collaborate with stakeholders to ensure that workers are equipped with the technology skills of tomorrow," - Amy Pannoni, Vice President and Deputy General Counsel, HR Legal at Microsoft
SAP
"SAP is proud to join this effort to help prepare our workforce for the jobs of the future and ensure AI is relevant, reliable, and responsible across businesses and roles. As we navigate the complexities of our ever-evolving world, AI has the potential to reshape industries, revolutionize problem-solving, and unlock unprecedented levels of human potential, enabling us to create a more intelligent, efficient, and inclusive workforce. Over the years, SAP has supported many skills building programs, and we look forward to driving additional learning opportunities, innovation, and positive change as part of the consortium." - Nicole Helmer, Vice President & Global Head of Development Learning at SAP
About Cisco
Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco.
Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.
SOURCE Cisco Systems, Inc.
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