• agility
    UKG《2026 工作场所三大超级趋势》深度解读:AI、人才生态与赋能时代的组织重塑 未来三年企业必须面对的关键变化:AI 加速落地、人才生态系统兴起、以及从员工投入感走向“赋能时代”。报告指出,尽管 78% 的企业已经使用 AI,但 74% 尚未真正获得价值,关键不在技术,而在组织文化、透明沟通与技能差距。全球人才短缺持续恶化,让企业必须建立灵活的人才生态,包括全职、合同工、gig 人才与 AI agents 的协作模式。同时,敬业度已无法支撑组织绩效,高信任、赋能型文化 将成为核心竞争力。未来的赢家,将是那些既能用好 AI,又能激发员工潜力的组织。 在一个不断被技术与人口结构加速重塑的时代,工作的本质正在悄然改变。企业面临的不仅是数字化带来的流程革新,更是对组织结构、人才模型、管理方式与文化基础的全面挑战。UKG 在《Workplace Evolution: Megatrends Defining 2026 and Beyond》中给出的三大巨趋势——以人为本的 AI、人才生态系统的崛起、以及员工赋能时代的到来——并不是简单的流行话题,而是未来三到五年影响组织持续竞争力的关键支点。本篇深度解读旨在帮助 HR 与业务领导者理解这些趋势的底层逻辑,从而更具前瞻性地重构组织能力。 一、AI 的价值不是技术本身,而是“以人为本”的组织设计 过去两年的生成式 AI 大热,使得企业纷纷投入大量预算采买工具、建设模型,但 UKG 的数据显示,**尽管 78% 的组织至少在一个业务领域使用了 AI,却有高达 74% 尚未看到可衡量的业务回报。**这与其说是技术问题,不如说是组织心态与适配方式的问题。 AI 的真正价值不在于自动化,而在于释放组织的人类创造力。当重复性的行政事务被系统接管,当手册查询、福利理解、排班与可用性管理不再消耗大量精力,员工便能把时间与认知投入到更具意义的沟通、创新与复杂决策中。然而,要实现这一目标,组织必须跨越两个核心障碍:其一是员工对 AI 的不安情绪,其二是技能差距导致的“会用但不敢用”“敢用却不会用”。 报告显示,75% 的前线员工愿意让 AI 处理某些任务,但只有 38% 真的使用 AI,原因在于组织很少提供明确的目标、培训与安全感。尤其对于担心被取代的前线员工而言,透明沟通比任何技术部署都更关键。企业需要说明“为什么用 AI、AI 能做什么、不能做什么”,让员工看到 AI 是赋能工具,而不是削减劳动力的信号。 AI 的时代已经到来,但 AI 真正的竞争力属于那些愿意重新设计人机协作方式、并把员工视为核心主体而非配角的组织。 二、人才短缺时代的答案不是加快招聘,而是构建“人才生态系统” 全球人才短缺已成为不可逆现实。UKG 援引 ManpowerGroup、制造业与零售业数据指出:74% 的企业找不到所需技能人才,90% 的制造企业因人力不足影响利润,零售行业同样面临巨大压力。 然而,企业若依旧把人力规划等同于“填补岗位”,将愈发难以应对波动的市场与不断扩张的技能差距。UKG 提出的关键词是 “人才生态系统”,意味着组织不再仅依赖全职员工,而是可以同时调动: 全职与兼职员工 合同工、临时工 gig 灵活用工 内部流动人才 AI 劳动力(AI agents) 未来的组织将不再以岗位结构为核心,而是围绕“技能 × 任务”的动态组合方式运作。企业首先要做的不是招聘,而是盘点现有人才:谁具备可迁移的技能?谁能通过短期培训承担更高价值的工作?哪些任务适合交给 AI 或合约人才完成?这种“去岗位化思维”正在成为组织敏捷性的核心。 然而挑战在于,多数企业尚未具备这种能力——**32% 的 HR 没有追踪员工技能的系统,57% 的 HR 没有内部人才 marketplace 工具。**这意味着企业内部大量潜力被浪费,甚至导致员工因为看不到成长路径而离开。 人才生态系统的构建不仅提高效率,也是对抗人才荒的关键策略。组织必须从“招聘驱动”转向“技能驱动”,让人才在组织内部流动,而不是不断流失。 三、从“投入感”走向“赋能时代”:真正提升绩效的不是 engagement,而是 enablement 过去十年,员工敬业度(engagement)几乎成为 HR 的 KPI,但现实是:敬业度不升反降。Gallup 的数据显示,2024 年全球敬业度下降至 21%,并造成约 4380 亿美元的生产损失。UKG 指出,造成这一趋势的根源在于组织文化的不信任、管理方式的控制性,以及员工缺乏自主权与资源。 因此,报告提出一个更具变革性的方向:员工赋能(Enablement)。 赋能并不是“员工开心就好”,而是让员工: 具备完成工作所需的资源 拥有决策空间 能够掌握信息 感受到信任 拥有成长与贡献机会 在组织文化中,当控制减少、透明度增加、心理安全感提升时,员工才真正能够发挥最大价值。UKG 数据显示:**高信任文化可带来 42% 的额外投入(discretionary effort)。**这意味着赋能并非“软文化”,而是实实在在的绩效驱动因素。 然而,目前仍有大量组织存在“双重文化”——**47% 的前线员工认为企业对高层与基层执行不同标准。**这正是导致投入感低迷与员工流失的关键原因之一。因此,赋能时代要求组织在制度、工具、沟通与文化上实现一致性,特别是为前线员工提供可访问的数字工具,让他们不再被排除在信息链之外。 赋能不是 HR 的福利项目,而是战略能力。未来的组织竞争,不仅是技术与人才的竞争,更是文化与信任的竞争。 四、中小企业(SMBs)更需要理解这些趋势,因为它们影响更直接、速度更快 UKG 在报告中专门为中小企业做了解读。相比大型企业,SMBs 的结构更简单、灵活性更高,因此也更容易从 AI、人才生态与赋能模式中获益或受损。 AI 可以成为 SMB 的“副驾驶”,自动化大量行政工作,让本就精简的团队把时间投入到高价值工作中。但这种价值要实现,必须让员工理解它、愿意用它并具备使用能力。人才生态系统对于 SMB 的意义则体现在成本敏感度上:通过灵活用工与技能透明化,可以避免过度招聘,保持组织弹性。而赋能机制更是提升员工留存与忠诚度的关键,在小团队里任何人的流失都可能带来直接损伤,因此“赋能=韧性”。 SMBs 未来最重要的不是“规模”,而是“敏捷性”。而敏捷性来自技术支持、人才灵活性与文化信任三者共同作用。 五、未来三年 HR 的关键任务:重建“技术×人才×文化”的组织能力 UKG 的结论是明确的:未来的工作不是被动变化,而是主动重塑。组织必须同时具备三种关键能力: 第一,AI 增强能力(AI Augmentation)——让技术真正融入工作流,而不是停留在工具层面。第二,技能驱动的人才策略(Skills-based Workforce Strategy)——用技能替代岗位思维,实现内部流动与敏捷配置。第三,赋能型组织文化(Enablement Culture)——以信任、透明、自主为核心,实现从“管理劳动”到“激发潜力”的转变。 未来不属于技术,而属于能把“人 × 技术 × 数据 × 文化”融合成新型组织能力的企业。正如 UKG 在报告结尾强调的:“工作正在被重塑,无论组织是否准备好。”那些主动构建未来能力的企业,将以更快速度适应变化、抵御波动,并在竞争中保持持续优势。
    agility
    2025年12月10日
  • agility
    ADP Lyric HCM, The Next-Gen HR Platform Many Have Waited For Josh Bersin 写文章介绍了ADP的 Lyric HCM,给予了高度评价。ADP于2018年启动了一项秘密项目,目标是开发下一代企业人力资源管理平台。这个项目最终被命名为ADP Lyric HCM,它的设计旨在应对当代灵活多变的工作环境。Lyric HCM基于高度可扩展的微服务架构,能够处理包括全职、兼职、临时工、自由职业者等多种员工类型,同时支持多重管理结构。该平台具有灵活性,可帮助企业快速适应组织重组、兼并收购等变化,且能够实现全球薪资和税务管理,提供符合各地法律法规的自定义规则。 Lyric HCM的设计不仅注重系统的灵活性,还融入了大量的AI功能,使其在用户体验上更加智能化和易用。通过ADP Assist这一AI工具,用户可以通过自然语言与系统互动,轻松进行复杂的HR操作。此外,Lyric HCM还提供实时的行业基准数据,帮助企业根据最新的薪酬和岗位信息做出决策。该系统的“人本位”架构使其更具灵活性,相比传统以职位为基础的系统,它可以更好地满足当代企业多重任务、多角色管理的需求。 Lyric HCM不仅支持多种HR功能,如招聘、绩效管理、培训和发展,还拥有一个统一的员工体验平台,员工可以通过简单的查询完成例如婚假申请等事务。此外,ADP还建立了强大的全球服务团队,确保客户获得定制化的实施和长期支持。 自上线以来,ADP Lyric HCM已经吸引了超过120个大型客户,证明了其系统的稳定性和可扩展性。其核心市场定位是为全球化、分布式的企业提供服务,尤其是在零售、医疗保健、餐饮等行业。作为一款融合AI技术的全新平台,Lyric HCM展示了未来人力资源管理系统的潜力,并成为Workday、Oracle、SAP等主要HCM供应商的有力竞争对手。   In the Spring of 2018 I attended a confidential meeting in New York City to learn about a project called Lifion. ADP had hired a new team of engineers convened in a secret mission to build the “next-generation platform” for ADP’s offerings in the enterprise market. This new system, designed ten years after the release of Workday, was intended to be a highly scalable, configurable, micro-services based system, capable of managing payroll, HR processes, and all talent applications for any category of employee. The system had to support dynamic teams, many worker modalities (full-time, part-time, hourly, gig, contract), and enable a company to manage many organization structures within its corporate function, each with different business rules and overlapping employees. It was designed, in a sense, for the highly flexible, dynamic companies of the post-pandemic era. In addition to this flexible architecture, the system was designed to support workers with multiple managers (and multiple time sheets), dynamic reconfiguration for M&A or new business entities, and global payroll and tax services with custom business rules that might be variable across the company. It needed to include a recruiting module, a variety of options for goals and performance management, tools for onboarding and development, excellent reporting, and an easy-to-use narrative interface that let any employee, manager, or HR professional use, configure, or run reports on the system. In my initial meeting I walked away impressed, and I wrote an article describing this project. Today, almost six years later, this product has a name (ADP Lyric HCM) and it has reached general availability for ADP customers with 1,000 customers or more. Today ADP has 120+ large accounts so the system is proven. And since its inception Lyric HCM has been infused with extensive AI features (ADP Assist is on par with SAP Joule as a true AI interface) and benchmark information from ADP’s data cloud. In other words, this system has the potential to be a “The Next Generation” HCM platform in the market. What Is ADP Announcing And Offering The core HR system has to do a lot of things. Not only does it have to manage payroll, benefits, and tax rules (in a global, constantly changing regulatory environment), it has to be flexible, easy to configure, and filled with easy-to-use interfaces for employees and HR. And by “flexible” I mean the system has to make it easy to open a new org structure, move employees around, and create multiple modes for a “manager” or supervisor. Almost all traditional HCM providers, Workday, Oracle, and SAP, were not designed to work this way. These vendors built contract work add-ons but in most cases when you want to flatten your organization, merge with another company, or reorganize roles it’s difficult. Flattening the organization often means “re-implementing” your HRMS. Most companies only do it once a decade. ADP Lyric HCM is designed to fix this. Imagine a company like Gold’s Gym where the company is constantly opening new Gyms and hiring new managers, with employees dual reporting to multiple managers. I talked with Gold’s Gym and as you can imagine the company went through a transformation during the pandemic. Started as a Southern California fitness company, Gold’s was acquired and is now a global organization branching into many new offerings. Facilities were consolidated and each local fitness center operates with a lot of management independence. For example, an employee who is a trainer in one gym with one manager may also be a trainer or support staff in another gym with another manager. This type of “work-centric” (as opposed to “job-centric”) operation is becoming very common. Lyric HCM supports these multi-manager work models, including features for performance management, time tracking, and contract workers. Think about any retailer, healthcare company, or other highly distributed operation. One Gold’s Gym may pay overtime in one way, another in a different way. You can imagine the permutations. Every company has situations like this. I was recently at Rolls-Royce where they are centralizing engineering teams away from product groups, making 30 to 40% of their engineers “floaters.” Rolls has enormous contracts with government and commercial customers, each with different financial models. They need a system like this just like a gym, restaurant chain, or elder care network. There’s more. In addition to these HRMS and global payroll features, ADP has built an employee experience platform, employee communications system, and learning and development system. You simply type a query like “I’m getting married” and the system shows a page that consolidates tasks and resources in one place. If an HR manager wants to “pay a bonus” the system asks what organization, shows a list of people, and lets the manager define the bonus without hunting for menus and panels. Highlights Of The Next Gen Approach Since this system was architected in the age of AI, it has some very unique capabilities out of the box. First, in the area of flexibility, this is a “person-based” architecture, as opposed to a “role-based” architecture. That feature alone enables all these features to be possible. Second, in the area of usability, the system is among the most “AI-enabled” interfaces I’ve seen. While most HCMs are building assistants to speed through transactions, Lyric HCM literally “learns” what you’re trying to do and prompts you through the process. Remember these HCM systems are complex (Workday’s “Users Guide” is 2500 pages long), so we want the system to feel approachable not intimidating. As you can see from this slide, ADP also offers embedded benchmarks as well as a nudge engine. The benchmarks come from ADP’s data cloud, giving companies up to date salary ranges and other metrics by job title and job level (no other HCM platforms do this). The nudge engine is used for Lyric HCM’s onboarding and development system, reminding users of tasks or activities they need to perform. ADP Assist, the company’s Gen AI tool, lets you ask questions about any employee or group, legal and tax issues, and payroll or financial data. It’s quite powerful and I would say it rivals Joule as a conversational interface for HCM. Third, the system has a novel and approachable interface for employees. Rather than offer people a variety of “centers” or “portals” to find things, the system is smart enough to give employees exactly what it thinks they need. Typical HR transactions like changing your family status or address, or looking at benefits or pay are simple. Persona-based dashboards are designed for payroll or tax managers. And any HR professional can customize the interface for their use. Because the system is so dynamic, users can set up smart reports and other views to pinpoint the data and organizational unit they’re interested in. And ADP has built a management development tool (to take newly promoted supervisors through development), an onboarding system, and many features for performance and goal management. Where Will This Go? ADP Services When we think about ADP’s platforms we have to remember that ADP is not just a cloud software company. Most of the company’s revenue comes from services: payroll, PEO, and license fees around those offerings. This means ADP’s sales and service organization is very service-centric and highly trained in all areas of HR. (Most HR software sales teams are not HR domain experts.) To support Lyric HCM the company put together a global service team combined with dedicated client success executives to make sure each customer has a personalized, outcome-based implementation plan. This means ADP Lyric HCM is not just a great platform, but a set of people to help with configuration, utilization, integration, and long-term planning. ADP is starting to work with integrators, but likely will handle most of their customer implementations themselves. Impact On The Market. At this point Lyric HCM is positioned as an offering for mid to large companies headquartered in the United States with global workforces. This means Lyric HCM is directly positioned to compete with UKG, Ceridian, Workday, Oracle, SAP, and vendors like Darwinbox, HiBob (which is going upmarket), Lattice, and others. The “Pay” companies (Paychex, Paycor, Paycom) are focused primarily on smaller companies, but as they grow their offering they may compete as well. That is not to say ADP can solve every client need. These platforms mature over many years and each vendor has different industry and focus features. At this point I believe ADP will most likely win in industries like retail, hospitality, health care, and other distributed, hourly workforce companies. And given ADP’s focus on small and medium business, it will take time for ADP to reach large companies. Nevertheless, it’s time for change in HCM. Designed for agility and infused with AI, ADP Lyric HCM shows us a future we’ve been looking for.
    agility
    2024年09月23日
  • agility
    推荐阅读:关于成为技能型组织的问题 https://talentstrategygroup.com/is-the-juice-worth-the-squeeze/ 本文深入探讨了基于技能的组织架构的概念,这一趋势由咨询和技术供应商所推广。报告从多个角度审视了将组织转型为基于技能的模式的必要性、优势以及所面临的挑战。通过对Deloitte、Korn Ferry、PwC、McKinsey和Accenture等知名咨询公司发布的报告进行批判性分析,本文揭示了在推进技能为中心的组织结构转型过程中存在的一系列问题和疑问。 首先,报告指出了对于“技能”定义的普遍缺乏共识,这种模糊不清的定义为组织实施基于技能的转型带来了困难。 其次,尽管咨询和技术公司对于基于技能的组织转型充满热情,但他们通常未能提供足够的证据来支持这一做法能够带来的具体好处,特别是在组织效率和员工满意度方面。 此外,报告还质疑了基于技能的转型对于组织结构、人员配置、培训、薪酬等方面的深远影响,指出这种大规模转型的成本和风险可能远远超过其潜在的好处。 同时,报告强调了现有简单有效的解决方案,如调整职位描述,以减少对大规模组织重组的需求。 通过提出17个关于基于技能组织的问题并给出回答,报告为读者提供了一个全面、客观的视角,帮助他们在面对每天涌现的关于可能帮助企业发展的产品和服务信息时,能够做出更为谨慎的选择。 总之,本报告建议在考虑向基于技能的组织转型之前,组织应更加深入地分析和评估这一做法的实际效益和潜在风险,确保决策基于充分的信息和理性的考量。在追求创新和改革的同时,保持对传统组织结构和管理方式的适当尊重和利用,可能是更为稳妥和高效的道路。 推荐给大家!    
    agility
    2024年02月18日
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