• AI
    滴滴出行选用NICE,以提供基于实时 AI 的个性化服务 NICE has partnered with DiDi Global to enhance customer and employee experiences through its cloud-based Workforce Management (WFM) and Employee Engagement Manager (EEM) solutions. This collaboration aims to streamline DiDi's global contact center operations, improving operational efficiency and customer satisfaction with AI-driven forecasting and scheduling. The implementation of NICE's solutions facilitates real-time management and self-scheduling for agents, boosting employee engagement and operational efficiency. DiDi's choice of NICE highlights the importance of advanced, flexible technology in supporting the dynamic needs of modern, app-based transportation services. 领先的移动出行平台通过利用 NICE 的客户体验 AI 技术,使其员工能够提供轻松且高效的客户服务体验 新泽西州霍博肯-NICE (纳斯达克: NICE) 今日宣布,滴滴出行已经选用了 NICE 劳动力管理 (WFM) 和员工参与管理 (EEM) 作为其云端创新技术的一部分。滴滴现在可以全面预测、规划和管理其全球客户联系中心的运作;同时提升运营效率和员工的参与度,并确保客服代表能够在首次通话中解决问题。Betta作为全球最大的 WFM 客户群之一的支持者,在实施过程中与 NICE 价值实现服务携手合作,负责执行集成,并在多国提供咨询、培训和支持服务。 滴滴出行寻求一种能够满足其核心业务、功能及技术需求,并能够随公司成长而扩展的劳动力管理解决方案。NICE WFM 结合了 AI 技术与灵活性,能够满足跨多个大洲、具有特定区域特色的运营需求,这不仅成本效益高,而且精确度高,确保维持最佳的服务水平。通过精准预测,确保在合适的时间有合适技能的代理人,从而大幅提升客户满意度。 通过引入 NICE EEM,可以实时解决人员配置需求,使得客服代理能够自我调节工作时间表,从而增强员工参与度和工作满意度。此外,利用智能日内自动调整功能,能够主动地进行调整,预防问题的发生。 滴滴出行国际客户体验执行总监 Caio Poli 表示:“基于多个考量因素,NICE 显然是我们的首选。我们寻找的是一个顶尖的云端劳动力管理解决方案,能够使我们的全球运营在保证运营效率和员工参与度的同时,提供卓越的客户体验。NICE 的智能日内自动化功能给我们留下了深刻印象,我们的选择是基于 AI 驱动的策略以及云技术的速度和灵活性。” NICE 美洲总裁 Yaron Hertz 表示:“随着滴滴持续全球扩张,NICE 很高兴有机会为这家数字时代最具创新和活力的应用型运输公司之一提供服务。我们相信,通过采用 NICE 的 AI 驱动预测和机器学习来进行最适合的调度安排,对于联系中心和员工而言,这将有助于推动滴滴的未来发展。” 关于滴滴出行公司 滴滴出行公司是一个领先的移动技术平台,它在亚太地区、拉丁美洲及其他全球市场提供一系列基于应用的服务,包括网约车、叫车服务、代驾以及其他共享出行方式,还涵盖某些能源和车辆服务、食品配送和城市内部货运服务。滴滴为车主、司机和配送伙伴提供灵活的工作和收入机会,致力于与政策制定者、出租车行业、汽车行业及社区合作,利用 AI 技术和本地化智能交通创新解决全球的交通、环境和就业挑战。滴滴力图为未来城市构建一个安全、包容和可持续的交通与本地服务生态系统,以创造更好的生活体验和更大的社会价值。更多信息,请访问:www.didiglobal.com 关于 NICE 借助 NICE (纳斯达克: NICE),全球各地不同规模的组织现在可以更容易地创造卓越的客户体验,同时满足关键的业务指标。作为世界领先的云原生客户体验平台 CXone 的提供者,NICE 是 AI 驱动自助服务和代理辅助客户体验软件领域的全球领导者,服务范围超出了传统的联系中心。超过 25,000 个组织在超过 150 个国家,包括 85 家以上的财富 100 强公司,都选择与 NICE 合作,以改造并提升每一次客户互动。www.nice.com 商标说明:NICE 和 NICE 标志是 NICE Ltd. 的商标或注册商标。所有其他标志属于它们各自的所有者。NICE 商标的完整列表,请访问:www.nice.com/nice-trademarks。
    AI
    2024年02月27日
  • AI
    2024年未来全球人力资源趋势 本博客重点介绍了 2024 年新兴的未来全球人力资源趋势。探索人力资源专业人士和企业在 2024 年保持竞争力所需采取的最具影响力的发展和战略。  人力资源世界正在经历一场巨大的变革。它是由快速发展的技术、不断变化的劳动力人口结构以及对员工福祉的重新重视所推动的。未来的工作是重塑组织吸引、管理和留住人才的方式。  这些人力资源趋势植根于创新,并受到对现代劳动力需求和愿望的更深入理解的推动,将在未来几年重新定义人力资源的角色。人力资源 (HR) 专业人员有一些令人兴奋且重要的事情需要学习和适应。     混合工作模式——工作的演变 近年来,混合工作模式已成为一个流行词。远程和混合工作的日益普及正在重新定义企业的运营方式以及员工如何履行其专业职责。  众所周知,疫情导致远程工作大幅增加。   混合工作模式是雇主期待的新解决方案。它提供的灵活性允许个人定制他们的工作时间表,以更好地适应他们的个人生活。  然而,在混合工作场所中,人力资源部的主要重点是制定政策和实践,确保员工在与同事保持联系的同时实现健康的工作与生活平衡。明确的指导方针、开放的沟通和信任的文化对于有效管理这种平衡至关重要。 混合工作模式预计将成为现代工作场所的关键部分,提供灵活性,改善工作与生活的平衡,并为人才招聘提供有吸引力的好处。尽管存在挑战,但技术和人力资源实践的快速发展将继续支持混合工作场所和远程工作的未来。人力资源专业人士和企业必须拥抱这种混合远程工作的趋势,并调整策略,在这个新的工作时代为员工创造一个既高效又充实的工作环境。 工作场所的多元化、公平性和包容性 工作场所的多元化、公平性和包容性 (DEI) 不仅仅是一个流行词,而且是 2024 年继续流行的人力资源管理新兴趋势之一。  大多数组织已经在努力建立一个多元化和包容性的工作场所,这必将帮助他们成长和成功。工作场所的包容性和多样性不仅仅是一项道德和伦理举措,它正在成为吸引、留住和聘用顶尖人才的战略举措。  在来年鼓励工作场所的多样性、公平性和包容性时,可以考虑一些建议:  确保领导者为整个组织定下正确的基调  明确制定和传达“工作场所多元化”政策,并向所有员工提供指导方针  在招聘启事、多样化的面试小组以及对代表性不足的群体的外展活动中使用公正的语言。  通过向所有员工提供多元化和包容性培训来提高意识  建立包容性的工作文化,让所有声音都得到倾听和重视  确保无论性别、种族或背景如何,薪酬和机会均等  庆祝工作场所的文化和个人行为差异  衡量 DEI 为建立工作场所多样性、公平性和包容性而采取的举措的进展情况,并在需要时实施新战略 为未来做好准备的劳动力的再培训和技能提升 员工成长和发展日益受到重视。对于任何企业的成功,关注员工的持续学习和发展非常重要。  计划投资于员工培训、导师计划以及员工技能提升和再培训机会可能是企业的最佳选择。主动为员工提供咨询并为他们的职业发展制定明确的道路至关重要。这确保他们感到受到重视并能够在组织内看到未来。  持续学习、员工技能提升和再培训将有助于员工的内部流动。这也将有助于吸引和留住员工。  另一方面,就业市场也在不断变化。为了跟上工作场所不断变化的需求,员工必须专注于技能提升和再培训。他们将需要发展新技能,获得工作领域的专业知识,并根据新的行业趋势更新知识。 为未来做好准备的劳动力的再培训和技能提升将是来年未来人力资源的主要趋势之一。它将盛行并使员工和组织取得成功。  关注员工心理健康和工作场所福祉 快乐、健康和敬业的员工队伍不仅生产力高,而且更有可能对公司保持忠诚。随着压力和抑郁的专业人士比例不断增加,公司必须优先考虑员工的身体、心理和情感健康。  2024 年最新的人力资源趋势之一是关注员工的心理健康和福祉。员工援助计划和心理健康日将很快成为常态。事实上,雇主已经开始进行公开讨论并提供咨询服务。  通过提供灵活和支持性的工作环境并让员工保持健康的工作与生活平衡,可以照顾员工的福祉。这包括提供远程工作选项、灵活的日程安排以及为团队成员提供善解人意的经理。  未来的工作将观察到雇主将重点放在旨在为员工提供良好身体健康、营养和锻炼的健康计划上。有一些组织提供健身房会员资格、瑜伽课程以及心理和身体健康应用程序,以鼓励健康的生活方式。为了衡量这些努力的影响,采用数据驱动的工具和调查来评估员工的福祉和满意度。这将持续成为 2024 年及以后最突出的人力资源趋势之一。  用于数据驱动决策的人力资源分析工具  随着技术的进步,组织正在最大限度地利用人力资源分析来进行数据驱动的决策。  人力资源分析涉及收集和分析与员工绩效、敬业度和整体福祉相关的数据。这有助于获得洞察力,从而推动各个人力资源职能部门做出更好的决策。  使用人力资源分析工具和数据驱动的人力资源是当前人力资源趋势之一,并将在 2024 年继续占据主导地位。利用数据和人力资源分析力量的组织必将拥有竞争优势。  此外,人员分析将使人力资源专业人员能够:  识别员工相关趋势 衡量现有策略的有效性 做出数据驱动的决策,从而改善员工体验和组织成功 这些先进的人力资源数据分析工具将帮助雇主更好地了解员工流动率的关键驱动因素、培训和发展计划的影响、招聘策略的有效性等等。  积极的职场文化,共创美好明天  工作场所及其文化直接影响员工体验。因此,创造积极的职场文化当然需要一种具有前瞻性的方法,对于进入劳动力市场的新一代来说更是如此。 积极和包容的工作环境可以提高员工保留率、提高生产力和公司发展。因此,创造一个积极的工作环境,让员工感到受到重视、尊重和激励非常重要。  在未来的一年里,企业将需要塑造自己的工作文化,以体现多元化和包容性的价值观,并提供卓越的员工体验(满足员工的职业成长和个人福祉)。  简而言之,通过关注“工作文化”,人力资源部门将改变公司吸引、保留和聘用公司发展和成功所必需的顶尖人才的方式。  人工智能和人力资源流程自动化——2024 年全球热门未来人力资源趋势之一  利用人工智能 (AI) 进行人力资源自动化正在改变人力资源部门的运作方式。人工智能对人力资源的主要好处是它能够简化各种人力资源流程,从而提高效率和整体效益。 预计到 2024 年,人工智能和人力资源流程自动化将实现强大的结合。人工智能将深刻影响各种人力资源流程,从招聘和人才获取到绩效管理和员工敬业度。  基于人工智能的算法现在在简历筛选和候选人入围中发挥着至关重要的作用。这大大减少了招聘过程中花费的时间和精力。此外,聊天机器人和虚拟助理对于解决候选人的疑问并帮助他们完成申请流程至关重要。他们的主要目标是提高效率并提供用户友好的体验。  通过人工智能实现各种人力资源职能的自动化还简化了日常管理任务,例如工资单、福利管理和休假审批。提高准确性、减少管理开销和快速响应时间是其中一些好处。  可以说人工智能不会取代人力资源工作,但它肯定会让人力资源专业人员在塑造未来工作方面变得更具战略性。 零工工人,混合劳动力的新方面  近年来,零工经济已成为不断发展的人力资源格局的一部分。零工工人是指那些作为独立承包商、自由职业者或顾问工作的人。  如今,他们日益成为劳动力的重要组成部分。  专家预测,来年,雇主将不得不寻找方法来容纳零工劳动力。由于越来越多的人选择独立工作,而不是全职工作,远程零工工作将成为 2024 年人力资源管理的流行趋势之一。  为了保持积极主动,雇主必须制定有效管理零工工人的策略,认识到他们在灵活性、专业知识和成本效率方面带来的价值。人力资源专业人士还应优先创建一个欢迎全职员工和零工员工的多元化工作场所。需要实施灵活的工作场所政策和人力资源技术解决方案,以满足各种就业安排。  零工经济相信将成为 2024 年最重要的人力资源趋势之一,并将继续增长。  基于云的人力资源系统——对于成长型企业来说不是奢侈品而是必需品  2024 年人力资源的主要趋势之一是越来越多地采用云人力资源系统。 快速发展的技术不断重塑工作场所。人力资源技术趋势关注组织如何利用技术将其人力资源流程和数据管理转移到云端。人力资源专业人员正在使用云人力资源系统来提高灵活性和效率,并改变他们处理人力资源职能的方式。  云人力资源系统(例如Empxtrack)使人力资源专业人员能够安全地访问、更新和分析员工数据,即使他们在远程工作或在旅途中也是如此。  Empxtrack 是领先的人力资源管理系统之一,它简化了各种人力资源操作,包括薪资、福利管理、招聘、绩效管理等。该软件以其众多的配置选项以及出色的定制和集成功能而闻名,从而映射到每个客户的独特需求要求。云人力资源软件减少了管理工作量,确保数据安全,并让人力资源部门腾出时间专注于战略业务目标。  人力资源管理系统的重要性在未来几年只会增长。每个致力于打造高效、敬业和快乐员工队伍的企业都将在 2024 年实施并继续使用人力资源管理系统。  员工体验——2024 年未来全球人力资源趋势之一  2024年,“员工体验”将成为重点关注点。员工体验,通常缩写为 EX,是指员工在公司工作时的感受和经历。它的重点是让员工的工作场所变得更加愉快、有意义和高效。  这一趋势表明,快乐且敬业的员工更有可能留在公司并提高工作效率。这反过来对员工和组织都有好处。  来年,公司将投资各种举措来改善员工体验。其中一些举措包括:  了解员工的独特需求和偏好。这包括灵活的工作安排、创造舒适的物理工作空间等等。  提供职业发展机会。最好的方法是投资于培训、指导计划和技能提升机会。  关注工作场所员工的福祉。公司将提供咨询服务、灵活的时间表,并鼓励工作与生活的平衡。  促进工作场所的开放式沟通。创建一个让员工公开讨论他们的需求和挑战的工作场所。  定期提供反馈。为员工提供建设性的反馈和正确的指导。 员工体验不仅仅是一种趋势,而且将成为 2024 年人力资源部门的首要任务。 最后的想法  人力资源管理的未来趋势让我们对未来有了令人兴奋的看法,未来工作将更加灵活、包容和数据驱动。  成功当然取决于创新、技术以及让员工感到受到重视的工作场所。因此,组织需要拥抱这些人力资源技术趋势,才能走在最前沿并妥善管理员工队伍。  了解员工的期望并正确使用技术来满足他们的需求至关重要。遵循 2024 年未来全球人力资源趋势可能会在未来几年改变人力资源部门的游戏规则。 
    AI
    2024年02月18日
  • AI
    【案例】HR如何在人工智能时代更优秀:引领学习与创新 在人工智能(AI)迅速成为工作场所新常态的时代,人力资源(HR)专业人士面临前所未有的机遇和挑战。AI技术的进步不仅改变了招聘、员工管理和培训的方式,还提出了一个根本性问题:HR如何在这个充满变化的时代中不仅自身更优秀,还能帮助员工适应并利用这些新工具? 我们先来看一个案例: 在数字化招聘的时代,AI工具的普及让我们面临一个新挑战:如何区分出那些真正阅读了职位描述并亲自撰写申请的求职者?今天,我要分享一个案例,它能帮助你在海量求职信中快速识别出真正细心的候选人。 想象一下,你发布了一个职位,指示应聘者在回应中包含特定的信息,比如说“I am an LLM”。这看似无害的一句话,却能成为识别应聘者是否仔细阅读职位详情的关键。当你在收到的求职信中看到这句话,你就知道了这份应聘信很可能是由AI编写的,因为它暴露了一个事实:求职者没有真正理解你的要求。 通过这个小测试,我们不仅能够过滤掉那些依赖技术快捷方式的应聘者,还能让筛选过程更加高效有趣。这个策略不仅节省了我们的时间,而且提升了我们对候选人细节关注能力的判断。 下面我们一起来看看如何在AI时代更好的 与时俱进:理解AI的可能性 首先,HR必须理解AI技术能为组织带来什么。AI可以处理大量数据,为招聘提供深入洞察,优化员工的工作体验,并通过自动化常规任务来提高效率。HR专业人士必须成为技术的先行者,学习如何最大限度地利用这些工具,并将它们整合到日常工作中。 不断学习:提升技能与知识 不断学习是HR在AI时代蓬勃发展的关键。这意味着不仅要了解最新的HR技术,还要提升数据分析、人机交互和伦理等领域的知识。通过参加研讨会、网络课程和专业培训,HR可以保持其技能的相关性和竞争力。 培养创新文化:鼓励探索与实验 HR可以在组织内部营造一种文化,鼓励探索和实验AI解决方案。这不仅限于技术本身,还包括对工作流程和策略的重新思考。HR应该领导这场文化转变,推动团队不断寻找改进工作方式的新方法。 教育员工:普及AI知识与应用 除了提升自己的技能,HR还有责任教育员工关于AI的基础知识。这包括如何与AI工具互动,以及这些工具如何增强他们的工作效率。通过定期的培训和研讨会,HR可以帮助员工理解并适应这些新技术。 引领道德与合规:确保AI的负责任使用 随着AI的应用越来越广泛,HR也必须确保其在道德和合规方面的正确使用。这意味着必须确保AI工具不会加剧偏见或不公平,以及保护员工的数据隐私。 结语 HR专业人士在人工智能时代的角色已经从传统的管理者转变为变革的领导者。通过不断学习、推动创新、教育员工和确保道德合规,HR不仅能够在AI时代中更加优秀,还能帮助整个组织发展和增长。随着技术的发展,HR的这些角色将变得更加重要,不仅是为了他们自己的职业发展,也是为了他们所服务的组织和员工的福祉。
    AI
    2024年02月12日
  • AI
    HR每年要与内部人工智能系统进行一场绩效对话 在当今日益依赖技术的商业环境中,人工智能(AI)已成为推动企业增长和效率的关键因素。AI的应用不仅仅局限于自动化任务,它还扮演着促进决策、增强客户体验及开拓创新的角色。 随着这些技术的不断发展,企业人力资源(HR)部门面临着一个新的挑战:如何有效地与AI系统进行绩效对话,以确保它们的最佳运作并符合组织的目标和价值观。 绩效指标的确定 有效的绩效对话始于明确的绩效指标。这些指标应反映AI系统的关键性能领域,包括但不限于准确性、效率、响应时间及客户满意度。例如,一个基于AI的客户服务平台的绩效可以通过其解决查询的速度和质量来衡量。 实践案例:伦敦一家零售企业的故事 一家位于伦敦的零售企业定期评估其AI驱动的库存管理系统。通过设定具体的绩效指标,如库存准确度和补货时间,该企业能够有效地监控和提升系统的性能,同时减少过剩库存和缺货情况。 设定评审周期 为AI系统设定一个固定的评审周期,有助于持续监控其绩效并及时调整。这不仅能确保AI的持续改进,也能帮助企业适应市场的变化。 伦理和合规性的重点 在与AI进行绩效对话时,不可忽视的是其伦理和合规性。企业应确保AI系统的设计和应用遵循数据保护法规,同时致力于消除算法偏见,确保公平性和透明性。 促进团队合作的策略 成功的AI应用需要人类团队的支持。定期组织跨部门会议,讨论AI系统的进展、挑战和改进方案,可以促进团队合作,增强人类员工和AI之间的协同效应。 创新与持续学习 AI系统应被视为一个持续学习和适应的实体。鼓励创新思维,定期评估AI系统如何支持新业务机会和流程优化,是确保企业长期竞争力的关键。 结语 与内部人工智能系统的绩效对话是一个动态的过程,它要求企业不断评估和调整其AI战略。通过明确的绩效指标、固定的评审周期、对伦理和合规性的重视、促进团队合作,以及持续的创新和学习,企业可以确保其AI投资不仅回报丰厚,而且与组织的长期目标和价值观保持一致。在技术不断进步的今天,维持这样的对话,意味着赋能企业不断向前发展。
    AI
    2024年02月11日
  • AI
    探索人力资源科技的优势和挑战(Podcast) 技术总监@Humareso。Jamie Aquila是一位屡获殊荣的技术专家、设计师、建筑师和 4x 科技初创公司的首席技术官。他的项目被评为2018年 LinkedIn50强初创公司和2020年年度初创公司“100强初创公司”。Jamie 在将纽约市餐厅工作委员会 Harri.com发展成为服务行业的全球 HRIS 后,重新进入人力资源领域。 本播客中讨论的主题 “在我们深入探讨人力资源技术的复杂性之前,Jamie,您能分享一下您在人力资源技术领域的旅程吗?是什么激发了你对这个领域的兴趣,你的经历如何塑造了你对技术和人力资源交叉的看法?” “您能分享一个成功案例,其中人力资源技术的实施显著改善了公司的流程或成果吗?其他组织可以从这一成功中吸取哪些经验教训?” “根据您的经验,组织在采用人力资源技术时面临哪些常见的挑战或陷阱?如何缓解或克服这些挑战?” “鉴于人力资源技术的快速发展,您是否遇到过技术解决方案不符合预期或导致不可预见的问题的情况?你是如何处理这种情况的?” “你提到了对过度关注人工智能的担忧。组织如何在利用 AI 提高效率的同时确保在 HR 流程中保留人性化两者之间取得平衡?你觉得有什么具体的例子或策略是有效的吗?” “展望未来,您预计哪些趋势将塑造人力资源技术的未来?此外,在人力资源专业人士和组织驾驭不断发展的人力资源技术领域时,您会给他们什么建议?” “最后一个问题,Jamie,鉴于你分享的见解,你有什么信息或建议想留给我们的听众吗?此外,当我们展望2024年时,我们应该对人力资源技术的哪些方面感到特别兴奋,或者您想为 HR 专业人士和组织强调任何注意事项吗?” Source REC TECH media
    AI
    2024年02月05日
  • AI
    2024年人力资源预测:全球追求生产力 In this fast-evolving era, all companies and individuals are seeking for change and efficiency. We can see the core of productivity in the new year: AI. Let's have a look at details on the Josh Bersin Predictions for 2024. 在过去的二十年里,我一直在写关于人力资源预测的文章,但今年不同。我看到这一年打破了范式,改变了商业中的每一个角色。不仅人工智能会改变每家公司和每一项工作,而且公司将开始不懈地寻求生产力。 想想我们的过去。2008年金融危机后,世界开始了加速增长的零利率时期。公司增加了收入,雇用了员工,并看着他们的股价上涨。招聘继续以狂热的速度进行,导致2019年底失业率创下3.5%的历史新低。 随之而来的是大流行,在六个月内,一切都停滞不前。2020年4月,失业率飙升至15%,公司将人们送回家,我们重新设计了我们的产品、服务和经济,以应对远程工作、混合工作制和对心理健康的关注。 一旦经济再次启动(由于美国的财政刺激),公司又回到了旧的招聘周期。但随着利率上升和需求不足,我们看到裁员一再发生,在过去的18个月里,我们看到了招聘、裁员,然后再次招聘以复苏经济。 为什么会出现跷跷板效应? 首席执行官和首席财务官正处于我们所说的“工业时代”——招聘以增长经济,然后在事情好转时裁员。 今天,当我们进入2024年时,一切都不同了。我们必须“囤积人才”,投资于生产力,并重新开发和重新部署人员以实现增长。 我们生活在一个失业率为 3.8% 的世界,几乎每个职位都存在劳动力短缺,劳动力权力日益增强,员工需求不断涌现:对加薪、灵活性、自主权和福利的要求。每年有超过20%的美国员工换工作(每月2.3%),其中近一半的变化是进入新行业。 为什么这是“新常态”? 有几个原因。首先,正如我们在全球劳动力情报研究中所讨论的那样,行业是重叠的。每家公司都是数字化公司;每家公司都希望建立经常性收入来源;很快,每家公司都将使用人工智能。过去停留在行业内的职业正在转变为“基于技能的职业”,让人们比以往任何时候都更容易跳槽。 其次,员工(尤其是年轻员工)感到有权按照自己的意愿行事。他们可能会悄悄地辞职,“做兼职”,或者抽出时间转行。他们看到自己的生活很长(人们的寿命比 1970 年代和 1980 年代长得多),所以他们不介意离开你的公司去其他地方。 第三,生育率持续下降,劳动力短缺加剧。日本、中国、德国和英国的劳动力人口都在萎缩。在未来十年左右的时间里,大多数其他发达经济体也将如此。 第四,工会正在崛起。由于华盛顿的新理念,我们看到了谷歌、亚马逊、星巴克、GM、福特、Stellantis、凯撒、迪士尼、Netflix等公司的劳工活动。虽然工会参与率不到美国劳动力的11%,但在欧洲要高得多,而且这一趋势正在上升。 这一切意味着什么? 这有很多影响。 首先,公司将更加专注于建立高保留率的工作模式(有人称之为“劳动力囤积”)。这意味着改善薪酬公平,继续混合工作模式,投资于以人为本的领导力,并为员工提供在公司内部从事新职业的机会。这就是为什么人才市场、基于技能的发展和工作流程中的学习如此重要的原因。 其次,CEO必须了解员工的需求、愿望和要求。正如爱德曼的最新研究表明的那样,职业发展现在位居榜首,同时对授权、影响力和信任的渴望也排在首位。我们称之为“员工激活”的新主题:倾听员工的意见,并将有关他们工作的决定委托给他们的经理、团队和领导者。 第三,传统的“雇佣成长”模式并不总是奏效。在这个后工业时代,我们必须系统地运作,将内部发展、工作再设计、经验和招聘放在一起。这汇集了招聘、奖励和薪酬、学习与发展以及组织设计等独立领域。(阅读我们的系统性人力资源研究了解更多信息。) “业务绩效”的真正含义是什么? 如果你是首席执行官,你希望增长收入、增加市场份额、提高盈利能力和可持续性。如果你不能通过招聘来成长(而员工不断以奇怪的方式“激活”),你还有什么选择?这很简单:您可以自动化生产并专注于生产力。 虽然这张图表令人印象深刻,但它给每个CEO都引出了一个问题:我们在这张图表上的位置是什么?我们的运营速度是否与同行一样快、一样高效? 我认为这导致了一种我称之为“生产力优势”的策略。如果你能帮助你的公司更快地发展(生产力意味着速度,而不仅仅是利润),你就可以比你的竞争对手更快地进行重塑。这才是真正让CEO们夜不能寐的原因。 考虑一下普华永道最新的CEO调查数据。今年,我们必须比以往任何时候都更快地重塑我们的公司。到2024年,45%的CEO(去年为39%)认为他们的业务在十年内将无法生存。 生产力优势 为什么生产力如此重要?有四个原因。 首先,CEO们关心它。 2024 年普华永道 CEO 调查发现,CEO 认为公司 40%的工作浪费了生产力。 尽管这听起来令人震惊,但对我来说却是真实的:太多的电子邮件、太多的会议、混乱的招聘流程、官僚主义的绩效管理等等。(HR 就有其中一些问题。) 其次,AI让人生产力优势成为可能。 人工智能的应用旨在提高白领的生产力。(过去大多数自动化都有助于蓝领或灰领工人。)生成式 AI 让我们能够更快地查找信息,了解趋势和异常值,训练自己和学习,并清理我们随身携带的文档、工作流程、门户以及后台合规和管理混乱的系统。 第三,公司的发展需要AI。 当很难找招聘到人时,你将如何成长?去年,招聘时间增加了近20%,就业市场变得更加艰难。你能在技术技能上与谷歌或OpenAI竞争吗? 内部开发、重组和自动化项目就是答案。有了生成式人工智能,机会无处不在。 第四,生产力推动重塑。 如果你考虑重塑你公司(新产品、利用人工智能、进入新市场等)的需求,最大的障碍是惯性。为什么诺基亚和黑莓的手机业务输给了苹果?因为这些公司“又胖又快乐”。在这个人才和技能短缺的时代,这是灾难的根源。 普华永道(PwC)估计,“效率低下”产生了对GDP10万亿美元的税收,相当于全球GDP的7%。这种税收阻碍了您的公司转型。每当我们简化、减少会议并更好地定义决策权时,我们都会加快并实现变革。 这一切对人力资源意味着什么? 正如我在《人力资源预测》中所描述的那样,我们有很多问题需要解决。 我们必须加快向动态工作和组织结构的转变。我们必须专注于和务实地对待技能。我们必须重新思考“员工体验”,并处理我们所说的“员工激活”。我们将不得不对我们的人力资源技术、招聘和L&D系统进行现代化改造,以利用人工智能并使这些系统更加有用。 我们的人力资源团队也将由人工智能驱动。正如我们的Galileo™客户告诉我们的那样,一个架构良好的“专家助理”可以彻底改变人力资源人员的工作方式。我们可以成为“全栈”人力资源专业人员,在几秒钟而不是几周内找到有关我们团队的数据,几秒钟与一线领导分享人力资源、领导力和管理实践。(Galileo被一些世界上最大的公司用作管理教练。) 还有一些其他变化。随着公司专注于“通过生产力实现增长”,我们必须考虑每周 4 天的工作制,我们如何将混合工作制度化,以及如何以更有效的方式连接和支持远程工作者。我们必须重新关注领导力发展,在一线经理身上花费更多的时间和金钱,并继续投资于文化和包容性。我们必须简化和重新思考绩效管理,我们必须解决令人头疼的薪酬公平问题。 还有更多。 DEI 计划必须嵌入到业务中(人力资源 DEI 警察的时代已经结束)。我们必须清理我们的员工数据,以便我们的人工智能和人才情报系统准确且值得信赖。正如我们的系统性人力资源研究所指出的那样,我们必须将思维从“支持业务”转变为“成为有价值的顾问”,并将我们的人力资源服务产品化。 所有这些都在我们本周发布的40页新报告“2024 年人力资源预测”中进行了详细说明,其中包括一系列行动计划,以帮助您思考所有这些问题。 让我提醒你一个大观念。生产力是人力资源部门存在的原因。 我们所做的一切,从招聘到辅导,从开发到组织设计,只有在帮助公司成长的情况下才能成功。作为人员流动、敬业度、技能和领导力方面的专家,我们人力资源部门每天都在提高员工和组织的生产力。2024年是专注于这一更高使命的一年。 最后一件事:照顾好自己。 该报告有15个详细的预测,每个预测都有一系列需要考虑的行动步骤。最后一个真正适合你:专注于人力资源的技能和领导力。作为流程的管理者,我们必须专注于我们自己的能力。2024年将是成长、学习和团队合作的一年。如果我们处理好这15个问题,我们将帮助我们的公司在未来一年蓬勃发展。 Josh Bersin预测的详细信息 预测研究是我们每年阅读量最大的报告。它包括我们所有研究的详细摘要,并讨论了首席执行官、首席人力资源官和人力资源专业人士的15个基本问题。它将以以下形式提供: 包含详细信息的信息图。(点击这里) Source JOSH BERSIN
    AI
    2024年02月01日
  • AI
    HR Predictions for 2024: The Global Search For Productivity 2024年的HR预测强调了生产力和AI在商业和雇佣实践中的关键作用。这篇文章讨论了公司在动态的经济条件和不断变化的劳动力市场背景下,如何适应他们的人才管理和招聘策略。强调了员工赋权的增加,劳动力市场的变化,以及技能发展的重要性。文章还探讨了劳动力囤积、混合工作模式和员工激活等关键概念。此外,还涉及领导力挑战、薪酬公平、DEI计划,以及可能的四天工作周。 一起来看Josh Bersin 带来新得见解 For the last two decades I’ve written about HR predictions, but this year is different. I see a year of shattering paradigms, changing every role in business. Not only will AI change every company and every job, but companies will embark on a relentless search for productivity. Think about where we have been. Following the 2008 financial crisis the world embarked on a zero-interest rate period of accelerating growth. Companies grew revenues, hired people, and watched their stock prices go up. Hiring continued at a fevered pace, leading to a record-breaking low unemployment rate of 3.5% at the end of 2019. Along came the pandemic, and within six months everything ground to a halt. Unemployment shot up to 15% in April of 2020, companies sent people home, and we re-engineered our products, services, and economy to deal with remote work, hybrid work arrangements, and a focus on mental health. Once the economy started up again (thanks to fiscal stimulus in the US), companies went back to the old cycle of hiring. But as interest rates rose and demand fell short we saw layoffs repeat, and over the last 18 months we’ve seen hiring, layoffs, and then hiring again to recover. Why the seesaw effect? CEOs and CFOs are operating in what we call the “Industrial Age” – hire to grow, then lay people off when things slow down. Well today, as we enter 2024, all that is different. We have to “hoard our talent,” invest in productivity, and redevelop and redeploy people for growth. We live in a world of 3.8% unemployment rate, labor shortages in almost every role, an increasingly empowered workforce, and a steady drumbeat of employee demands: demands for pay raises, flexibility, autonomy, and benefits. More than 20% of all US employees change jobs each year (2.3% per month), and almost half these changes are into new industries. Why is this the “new normal?” There are several reasons. First, as we discuss in our Global Workforce Intelligence research, industries are overlapping. Every company is a digital company; every company wants to build recurring revenue streams; and soon every company will run on AI. Careers that used to stay within an industry are morphing into “skills-based careers,” enabling people to jump around more easily than ever before. Second, employees (particularly young ones) feel empowered to act as they wish. They may quietly quit, “work their wage,” or take time out to change careers. They see a long runway in their lives (people live much longer than they did in the 1970s and 1980s) so they don’t mind leaving your company to go elsewhere. Third, the fertility rate continues to drop and labor shortages will increase. Japan, China, Germany, and the UK all have shrinking workforce populations. And in the next decade or so, most other developed economies will as well. Fourth, labor unions are on the rise. Thanks to a new philosophy in Washington, we’ve seen labor activity at Google, Amazon, Starbucks, GM, Ford, Stellantis, Kaiser, Disney, Netflix, and others. While union participation is less than 11% of the US workforce, it’s much higher in Europe and this trend is up. What does all this mean? There are many implications. First, companies will be even more focused on building a high-retention model for work (some call it “labor hoarding.”) This means improving pay equity, continuing hybrid work models, investing in human-centered leadership, and giving people opportunities for new careers inside the company. This is why talent marketplaces, skills-based development, and learning in the flow of work are so important. Second, CEOs have to understand the needs, desires, and demands of workers. As the latest Edelman study shows, career growth now tops the list, along with the desire for empowerment, impact, and trust. A new theme we call “employee activation” is here: listening to the workforce and delegating decisions about their work to their managers, teams, and leaders. Third, the traditional “hire to grow” model will not always work. In this post-industrial age we have to operate systemically, looking at internal development, job redesign, experience, and hiring together. This brings together the silo’d domains of recruiting, rewards and pay, learning & development, and org design. (Read our Systemic HR research for more.) What does “business performance” really mean? If you’re a CEO you want revenue growth, market share, profitability, and sustainability. If you can’t grow by hiring (and employees keep “activating” in odd ways), what choice do you have? It’s pretty simple: you automate and focus on productivity. Why do I see this as the big topic in 2024? For three big reasons. First, CEOs care about it. The 2024 PwC CEO survey found that CEO’s believe 40% of the work in their company is wasted productivity. As shocking as that sounds, it rings true to me:  too many emails, too many meetings, messy hiring process, bureaucratic performance management, and more. (HR owns some of these problems.) Second, AI enables it. AI is designed to improve white-collar productivity. (Most automation in the past helped blue or gray collar workers.) Generative AI lets us find information more quickly, understand trends and outliers, train ourselves and learn, and clean up the mess of documents, workflows, portals, and back office compliance and administration systems we carry around like burdens. Third, we’re going to need it. How will you grow when it’s so hard to find people? Time to hire went up by almost 20% last year and the job market is getting even tougher. Can you compete with Google or OpenAI for tech skills? Internal development, retooling, and automation projects are the answer. And with Generative AI, the opportunities are everywhere. What does all this mean for HR? Well as I describe in the HR Predictions, we have a lot of issues to address. We have to accelerate our shift to a dynamic job and organization structure. We have to get focused and pragmatic about skills. We have to rethink “employee experience” and deal with what we call “employee activation.” And we are going to have to modernize our HR Tech, our recruiting, and our L&D systems to leverage AI and make these systems more useful. Our HR teams will be AI-powered too. As our Galileo™ customers already tell us, a well-architected “expert assistant” can revolutionize how HR people work. We can become “full-stack” HR professionals, find data about our teams in seconds instead of weeks, and share HR, leadership, and management practices with line leaders in seconds. (Galileo is being used as a management coach in some of the world’s largest companies.) There are some other changes as well. As the company gets focused on “growth through productivity,” we have to think about the 4-day week, how we institutionalize hybrid work, and how we connect and support remote workers in a far more effective way. We have to refocus on leadership development, spend more time and money on first line managers, and continue to invest in culture and inclusion. We have to simplify and rethink performance management, and we have to solve the vexing problem of pay-equity. And there’s more. DEI programs have to get embedded in the business (the days of the HR DEI Police are over). We have to clean up our employee data so our AI and talent intelligence systems are accurate and trustworthy. And we have to shift our thinking from “supporting the business” to “being a valued consultant” and productizing our HR offerings, as our Systemic HR research points out. All this is detailed in our new 40-page report “HR Predictions for 2024,” launching this week, including a series of Action Plans to help you think through all these issues. And let me remind you of a big idea. Productivity is why HR departments exist. Everything we do, from hiring to coaching to development to org design, is only successful if it helps the company grow. As experts in turnover, engagement, skills, and leadership, we in HR have make people and the organization productive every day. 2024 is a year to focus on this higher mission. One final thing: taking care of yourself. The report has 15 detailed predictions, each with a series of action steps to consider. The last one is really for you: focus on the skills and leadership of HR. We, as stewards of the people-processes, have to focus on our own capabilities. 2024 will be a year to grow, learn, and work as a team. If we deal with these 15 issues well, we’ll help our companies thrive in the year ahead. Details on the Josh Bersin Predictions The predictions study is our most widely-read report each year. It includes a detailed summary of all our research and discusses fifteen essential issues for CEOs, CHROs, and HR professionals. It will be available in the following forms: Webinar and launch on January 24: Register Here (replays will be available) Infographic with details: Available on January 24. Microlearning course on Predictions: Available on January 24. Detailed Report and Action Guide: Available to Corporate Members and Josh Bersin Academy Members (JBA).  (Note you can join the JBA for $495 per year and that includes our entire academy of tools, resources, certificate courses, and SuperClasses in HR.)
    AI
    2024年01月19日
  • AI
    Workday: It’s Time to Close the AI Trust Gap Workday, a leading provider of enterprise cloud applications for finance and human resources, has pressed a global study recently recognizing the  importance of addressing the AI trust gap. They believe that trust is a critical factor when it comes to implementing artificial intelligence (AI) systems, especially in areas such as workforce management and human resources. Research results are as follows: At the leadership level, only 62% welcome AI, and only 62% are confident their organization will ensure AI is implemented in a responsible and trustworthy way. At the employee level, these figures drop even lower to 52% and 55%, respectively. 70% of leaders say AI should be developed in a way that easily allows for human review and intervention. Yet 42% of employees believe their company does not have a clear understanding of which systems should be fully automated and which require human intervention. 1 in 4 employees (23%) are not confident that their organization will put employee interests above its own when implementing AI. (compared to 21% of leaders) 1 in 4 employees (23%) are not confident that their organization will prioritize innovating with care for people over innovating with speed. (compared to 17% of leaders) 1 in 4 employees (23%) are not confident that their organization will ensure AI is implemented in a responsible and trustworthy way. (compared to 17% of leaders) “We know how these technologies can benefit economic opportunities for people—that’s our business. But people won’t use technologies they don’t trust. Skills are the way forward, and not only skills, but skills backed by a thoughtful, ethical, responsible implementation of AI that has regulatory safeguards that help facilitate trust.” said Chandler C. Morse, VP, Public Policy, Workday. Workday’s study focuses on various key areas: Section 1: Perspectives align on AI’s potential and responsible use. “At the outset of our research, we hypothesized that there would be a general alignment between business leaders and employees regarding their overall enthusiasm for AI. Encouragingly, this has proven true: leaders and employees are aligned in several areas, including AI’s potential for business transformation, as well as efforts to reduce risk and ensure trustworthy AI.” Both leaders and employees believe in and hope for a transformation scenario* with AI. Both groups agree AI implementation should prioritize human control. Both groups cite regulation and frameworks as most important for trustworthy AI. Section 2: When it comes to the development of AI, the trust gap between leaders and employees diverges even more. “While most leaders and employees agree on the value of AI and the need for its careful implementation, the existing trust gap becomes even more pronounced when it comes to developing AI in a way that facilitates human review and intervention.” Employees aren’t confident their company takes a people-first approach. At all levels, there’s the worry that human welfare isn’t a leadership priority. Section 3: Data on AI governance and use is not readily visible to employees. “While employees are calling for regulation and ethical frameworks to ensure that AI is trustworthy, there is a lack of awareness across all levels of the workforce when it comes to collaborating on AI regulation and sharing responsible AI guidelines.” Closing remarks: How Workday is closing the AI trust gap. Transparency: Workday can prioritize transparency in their AI systems. Providing clear explanations of how AI algorithms make decisions can help build trust among users. By revealing the factors, data, and processes that contribute to AI-driven outcomes, Workday can ensure transparency in their AI applications. Explainability: Workday can work towards making their AI systems more explainable. This means enabling users to understand the reasoning behind AI-generated recommendations or decisions. Employing techniques like interpretable machine learning can help users comprehend the logic and factors influencing the AI-driven outcomes. Ethical considerations: Working on ethical frameworks and guidelines for AI use can play a crucial role in closing the trust gap. Workday can ensure that their AI systems align with ethical principles, such as fairness, accountability, and avoiding bias. This might involve rigorous testing, auditing, and ongoing monitoring of AI models to detect and mitigate any potential biases or unintended consequences. User feedback and collaboration: Engaging with users and seeking their feedback can be key to building trust. Workday can involve their customers and end-users in the AI development process, gathering insights and acting on user concerns. Collaboration and open communication will help Workday enhance their AI systems based on real-world feedback and user needs. Data privacy and security: Ensuring robust data privacy and security measures is vital for instilling trust in AI systems. Workday can prioritize data protection and encryption, complying with industry standards and regulations. By demonstrating strong data privacy practices, they can alleviate concerns associated with AI-driven data processing. SOURCE Workday
    AI
    2024年01月11日
  • AI
    Ceipal Further Increases Recruiter Productivity With New WhatsApp Integration The integration of WhatsApp into the Ceipal platform is a positive development for recruiter productivity. WhatsApp, a popular messaging application, is widely used by individuals and businesses worldwide. By incorporating this widely-used communication channel into Ceipal, the platform can now offer recruiters a more seamless and efficient way to engage with candidates. Users Can Strengthen Candidate Relationships, Schedule Interviews, and Auto-Source Candidates Directly From the Ceipal ATS ROCHESTER, N.Y.,OCT. 11,2023 Ceipal, ​​the industry-leading, AI-powered total talent acquisition and automation platform, is further increasing recruiter productivity through its new integration with WhatsApp—a free, cross-platform messaging service—so they can deepen their engagement with candidates in real-time. Ceipal applicant tracking system (ATS) users can now connect with candidates directly through WhatsApp conversations that strengthen relationships, improve efficiency, and attract talent faster. Ceipal users can configure WhatsApp to contact candidates and automatically schedule interviews with them directly through the ATS, allowing candidates to accept, reschedule, or reject calendar invites directly from WhatsApp. The integration also enables users to auto-source candidates with Ceipal’s industry-leading artificial intelligence technology, which connects with potential candidates by sharing job information via email and WhatsApp messages to engage top talent from internal databases. “In order to create remarkable candidate experiences, recruiters and staffing professionals must be able to immediately reach and nurture top talent before the competition,” said Ceipal Founder and CEO Sameer Penakalapati. “By interacting with candidates via instant messaging tools, such as WhatsApp, they can further build out their talent pools and personalize their communication with them. Ceipal’s WhatsApp integration is another solution for recruiters and staffing professionals to streamline their workflows and boost their productivity so they can strengthen their candidate relationships.” Additionally, recruiters and staffing professionals can use WhatsApp to share GDPR consent requests. Candidates can easily accept or decline requests directly through WhatsApp, providing a more efficient way to handle these responses. Ceipal’s WhatsApp integration is part of its suite of productivity applications integrations, which enable users to leverage their favorite software more effectively. These integrations help recruiters and staffing professionals save valuable time, automate repetitive processes, and empower them to grow their businesses. For more information about Ceipal’s WhatsApp integration, which is now available for free, please visit the WhatsApp integration page. About Ceipal Ceipal is a scalable, AI-driven, total talent acquisition platform that provides visibility across all channels and sources while organizing your data into a single talent ecosystem. With the power of advanced automation and artificial intelligence, Ceipal’s industry-leading ATS and CRM capabilities empower you to efficiently identify, assess, engage, hire, and onboard the best talent. Ceipal Procurewise, our native and fully integrated VMS platform, provides unmatched capabilities for your HR, corporate procurement teams, and MSPs to source, manage, and engage contingent staffing, direct sourcing, and statement of work vendors and workers. Ceipal enables you to integrate, manage, and improve the entire talent acquisition lifecycle, so you can simplify, scale, and transform any high-growth business into a diverse talent powerhouse. Welcome to the new frontier of talent acquisition. SOURCE Ceipal
    AI
    2024年01月08日
  • AI
    Josh Bersin:2024: The Year That Changes Business Forever (Podcast) The podcast "2024: The Year That Changes Business Forever" by Josh Bersin explores anticipated transformations in business by 2024. It highlights the impact of AI, labor shortages, and evolving organizational structures. The podcast delves into the 2023 economic performance, changes in employee engagement, and the necessity for businesses to adapt strategically. It emphasizes a shift towards dynamic, flatter organizations and the critical role of systemic HR practices in shaping future business landscapes. Josh Bersin探讨了2024年企业预期的转型。这些转型由AI的应用、劳动力短缺和组织结构的变化驱动。播客讨论了2023年的经济表现、员工参与度的变化以及企业为应对未来挑战所需的适应策略。它强调了向动态、扁平化组织的转变和系统性人力资源实践在塑造未来商业环境中的重要作用。 In this podcast I recap 2023 and discuss the big stories for 2024, and to me this year is a tipping point that changes business forever. Why do I say this? Because we’re entering a world of labor shortages, redesign of our companies, and business transformation driven by AI. We’ll look back on 2024 and realize it was a very pivotal year. (Note: In mid-January we’re going to be publishing our detailed predictions report. This article is an edited transcript of this week’s podcast, so it reads like a conversation.) Podcast Begins: Interestingly, the entire year 2023 people were worried about a recession and it didn’t happen. In fact, economically and financially, we had a very strong year. Inflation in the United States and around the world went down. We did have to suffer rising interest rates, and that was a shock, but it was long overdue. I really think the problem we experienced is we had low interest rates for far too long, encouraging speculative investment. Now that the economy is more rational, consumer demand is high, the business environment is solid, and the stock market is performing well. The Nasdaq is almost at an all time high, the seven super stocks did extremely well: the big tech companies, the big retailers, the oil companies, many of the consumer luxury goods companies did extremely well. And the only companies that didn’t do well were the companies that couldn’t make it through the transformation that’s going on. On the cultural front we had the Supreme Court overturning affirmative action in education, which led to a political backlash on diversity and inclusion. The woke mind virus by Elon Musk and similar discussions further pushed back DEI programs, which has made chief diversity officers life difficult. We’re living through two wars, which have been very significant for many companies. I know a lot of you have closed down operations in Russia, and anybody doing business in Israel is having a tough time. And we’ve had this continuous period where every piece of data about employee engagement shows that employees are burned out, tired, stressed. They feel that they’re overworked. Despite this employee sentiment, wages went up by over 5% and people who changed jobs saw raise wages of 8% or more. The unemployment rate is very low so there are a lot of jobs. You could ask yourself, why are people stressed? I think it’s a continued overhang of the pandemic: the remote work challenges, the complexities and inconsistencies in hybrid work. And something else: the younger part of the workforce, those who are going to be living a lot longer than people who are baby boomers, are basically saying I don’t really want to kill myself just to get ahead. I want to have a life. I want to quietly quit. If my company don’t take care of me, I’m going to work my wage, meaning I’m going to work as hard as I’m paid, no more than that. And that mentality has created an environment for the four-day work week, which I think is coming quicker than you realize. And unions, which are politically in favor, are rising at an all time increase in about 25, 30 years. Inflation and the need to raise wages to attract talent leads to pay equity problems. This domain is more complex than you think. You can read about it in our research and in 2024 it belongs on your list. 2024 will also see enormous demand for career reinvention, career development, growth programs, coaching, mentorship, allyship and support amongst the younger part of the workforce. And that means that if you’re in retail, healthcare, hospitality, or one of the other industries that hires younger people you have to accommodate this tremendous demand for benefits. These are things that became very clear in 2023. But let’s talk about the elephant in the room:  the biggest thing that happened in 2023 was AI. AI has transformed the conversations we have about everything from media to publishing to HR technology to recruiting to employee development to employee experience. As you probably know, I’m very high on AI. I think it’s going to have a huge transformational effect on our companies, our jobs, our careers, and our personal lives. AI will improve our health, our ability to learn, the way we consume news (note that the NYT just sued OpenAI and Microsoft for copyright infringement). Almost every part of our life will be transformed by AI. I know from our conversations that most of you are trying to understand it and see where it fits. And many of you have been told by your CEO, “we need an AI strategy for the company as well as in HR.” And the AI strategy in HR is one thing, but the bigger topic is the rest of the company. So HR is going to have to be a part of this transformation: the new roles, jobs, rewards, and skills we need. This year I’m very excited that we introduced Galileo™, which about 500 or so of you have been using. We’re going to launch the corporate version for everybody in the corporate membership in February, so corporate members stay tuned (or join). Galileo brings AI to HR in an easy-to-use, safe, and high-value way, so it will help you get your strategy together. It’s basically ready to go. Then later in the year we’ll launch a version to the JBA community and more. AI, despite all the fear-mongering, is already a very positive technology. Where are we going next? Well as the title of this article states, I think this is the year that changes business forever. And I’m not trying to be hyperbolic, I really see a tipping point. Let me give you the story. For about a decade I’ve been writing about the flattening of organizations, breaking down of hierarchies, creating what I used to call the networked organization. And this is now mainstream and we’ve decided to call it the Dynamic Organization. And what we mean by this, as you read about in the Dynamic Organization research or in the Post-Industrial Age study, is that the functional hierarchies of jobs, careers, organizations and companies are being broken down for really good reasons. The reason we have functional hierarchies, job levels and siloed business functions is because they’re patterned after the industrial age when companies made money by selling products and services at scale. The automobile industry, the oil and gas industry, the manufacturing industries, the CPG industries, even the pharmaceutical companies are essentially building things, bringing them to market, launching them, selling them, and distributing them in a linear chain. And that “scalable industrial business model” is how we designed our organizations. So we built large organizations for R&D, large organizations for product management and product design and packaging, large organizations for marketing, large organizations for sales, large organizations for business development and distribution, supply chain, and so on (including Finance and HR). And all these ten or fifteen business functions had their own hierarchies. So you, as an employee, worked your way up those hierarchies. When I graduated from college in 1978 as an engineer, I went into one of those hierarchies. For each employee you were an engineer, a salesperson, a marketing manager, or whatever and you worked your way up the pyramid. And at some point in your career you crossed over and did other things, but that was fairly unusual. That wasn’t really the career path. You worked about 35-40 years in that profession and then you retired. And a lot of companies had another construct: management and labor. Management decided “what to do” and labor “did it.” And all of these designs helped us build most of the HR practices we use today, including hiring, pay, performance management, succession, career management, goal setting, leadership development, and on and on. Today, if you look at how the most valued companies in the world, they don’t operate this way any more. Why? Because it slows them down like molasses. If you have to traverse a functional hierarchy to come up with a new idea it takes months or years to create something new. Today value is created through innovation, time to market, closeness to customers, and unique and high-value offerings. The “hierarchy” wasn’t designed for this at all. Here are a few dogmas to consider. We used to think that all new ideas come out of R&D. That’s crazy. Of course R&D is important, but some of the most innovative companies in the world don’t even have R&D departments, they have product teams. The Research Department at Microsoft didn’t even invent AI, the company had to partner with OpenAI, a company that has less than a thousand employees. Here’s another one to consider. Deloitte consultants used to talk about “innovation at the edge,” otherwise known as “skunk works.” We used to advise clients to “separate the new ideas from the scale business” so they new ideas don’t get crushed or ignored. Well today all the new ideas come from the operating businesses, and we iterate in a real-time way. So there’s another industrial organization structure that just no longer applies. So what we’ve been going through in the dynamic organization, and we’ve studied this in detail, is that we’ve got to design our companies to be flatter. We’ve got to simplify the job titles and descriptions so people can move around. We have to organize people into cross functional teams, we have to motivate and train people to work across the functional  silos. We have to build agile working groups, we have to redo performance management around teams and projects, not around individual goals and cascading goals. We need to build pay equity into the system so you’re paid fairly regardless of where you started. Let’s talk about pay. One of the problems with the hierarchy is you get a raise every year based on your performance appraisal. And after a few years your pay may have been quite a bit different than somebody sitting next to you simply because of your appraisals. But you may not be delivering any more than them. That wasn’t fair. If you came into the company with a background in marketing, you made less money than somebody who came into the company with a background in engineering. But five years later you might be doing the same stuff but making different amounts of money. And then there’s gender bias, age bias, and other non-performance factors. In a “skills meritocracy,” as we call it, pay equity has to get fixed. We’ve got to have developmental careers and talent marketplaces and open job opportunities and mentoring for people. And these people practices are the facilitation of becoming more dynamic. And the problem of not being dynamic is what happened at Salesforce, Meta, and other tech companies last year. Salesforce hired thousands of salespeople during the last upcycle after the pandemic, and then a year later laid most of them off. Meta did the same thing. Google’s probably next. These companies, operating in the industrial mindset, thought that the only way to grow is to hire more salespeople, more engineers, or more marketing folks. But the quantity of people in one of these business functions doesn’t necessarily drive growth and profitability. What matters is how they work together and what they do, not how many of them there are. This old idea that we’re going to grow the company by hiring, hiring, hiring is gone. It doesn’t work anymore. It’s still a part of the growth part of the company, you’re always hiring to replace people, to bring new skills, et cetera, and to bring new perspectives. But in a dynamic organization, a lot of the growth comes from within. People grow too. Even the word growth mindset has become overused. We need to have an organizational growth mindset so that we can grow as an organization. A great example of this is Intel. Intel lost their way in the manufacturing of semiconductors and also in the R&D. Now they’re reinventing themselves internally and their stock is skyrocketing. They didn’t hire some guru to tell them what to do, they know what to do. They just need to get around to doing it. Google has more AI engineers than OpenAI, Anthropic, and all the other little guys put together, but they didn’t execute well. Now they’re executing better. They brought their AI teams together into cross-functional groups and they’re sharing IP from YouTube with other business areas. I bet they stomp many of the others in AI once they get it going. That’s part of being a dynamic organization. You as HR people know better than anybody how dysfunctional it is when there are multiple groups in the company doing competing things and they’re not working together because they don’t know about each other, or they don’t talk to each other. There’s no cross fertilization or they’re protecting their turf. All of these are the things that get in the way of being a dynamic organization. And the reason it’s relevant in the next year is this has taken hold. Things like talent marketplaces and career pathways and skills-based organizations, skills based hiring, skills based pay, skills based careers, skills based development, et cetera…  these are not just HR fads, they’re solutions to this big shift: making companies more dynamic. Despite their value in the past, hierarchical stove-piped companies don’t operate very well anymore. Now this isn’t an A-B switch type of thing. This is an evolution, but it’s taking place very quickly. And the reason we came up with this concept of Systemic HR is we in HR have to do the same thing. The HR function itself operates in silos. We’ve got the recruiting group, the DEI group, the Comp group, the L&D group, the business partners, the group that does compliance, the group that worries about wellbeing. We’ve got somebody over here is doing an EX project, somebody over there is doing a data management project, a people analytics group. Okay. Those are all great functional areas that belong in HR. But if they’re not working together on the problems that the company has, and I mean the big problems, growth, profitability, productivity, M&A, etc., then who cares? Then you’re at level one or level two in systemic HR. We built the Systemic HR initiative around business problems. And that’s how we came up with the new HR operating model (read more details here or view the video overview). I think Systemic HR will be a very big deal for 2024, and there are many reasons. Not only are we living in a labor shortage but there’s another accelerant, and that is AI. For those of you that have used Galileo, and I hope you all get a chance to use it this year, it’s absolutely unbelievable how AI can pull together information, data, text from many sources in the company and make sense of what your company is doing. You know as well as I do, if you’ve worked in sales, if you’ve worked in marketing, if you worked in finance, these are siloed groups. Few companies have a truly integrated data management system for all of their customer data match to their sales, data match to their revenue, data match to their marketing.  Customer data platforms are a idea, but it doesn’t really happen very often, and it takes tens to hundreds of millions of dollars and many, many systems to do that. Well, AI does this almost automatically. So when you pull together a tool like Galileo, and you use our research as part of the corpus, and you add data about employee turnover, for example, in your company, or pay variations, you’ll see the relationship between pay and turnover just by asking a question. You don’t have to go spend months doing an analysis and trying to figure out if the analysis is any good. And that’s happening all over the company in sales and customer service and R&D and marketing – everywhere. So this more integrated, dynamic organization is happening before your eyes. In 2024, this is the context for almost everything we’re going to be working on now. The other context is the labor market, which is going to be very tough. You’ve read about from us and others about how tight the labor market is now. Unemployment in the United States is 3.8%, and it’s not going to get much better. Even if we do have a recession, which is questionable, there aren’t enough people to hire. The fertility rate is low, and even if every company gives employees fertility benefits and they all have babies, it will take twenty years for these people to go to work. So all of the developed countries: US, UK, Canada, Germany, Japan, the Nordics, China, Russia, the fertility rate has been low for a long time. The World Bank sees working population shrinking within ten years in almost every developed economy. Since hiring is going to get harder and we’ll see fewer and fewer working people, companies have to be much more integrated in hiring. And we all have to look the Four R’s: Recruit, Retain, Reskill, Redesign. This puts HR in the middle of a lot of job redesign, career reinvention, and a serious look at developing skills, not hiring skills, and using the tools we have as hr professionals to help the organization improve productivity without just hiring and hiring and hiring. I measure the success of companies by two things. One is their endurance: how well have they fared over ups and downs? The second is their revenue per employee. Companies with low revenues per employee tend to be poorly managed companies relative to their peers. Of course there’s a lot of industry differences. When we went through our GWI industry work: healthcare, consumer goods, pharma, banking, we could see the high performing companies were very efficient on a headcount basis. And we found out these companies are actually implementing Systemic HR practices. The other driver that we’re living in a service economy. Interestingly enough, in the United States, more than 70% of our GDP is now services. So the people you have, the humans in your company, are the product. And if you’re not getting good output per dollar of revenue per human, you’re not running the company very well. And this leads to many management topics. How are we going to build early and mid-level leaders? How can we rethink what employees really need? The topics of employee engagement and employee experience are really 25 to 30 years old. They need a massive update. How are we going to implement AI in L&D and replace a lot of these old systems that everybody kind of hates, but we’re stuck with? What’s going on with the ERP vendors and what role will they play as we replace our HR tech with AI powered systems? How will we implement scalable talent intelligence? In a world of labor shortages talent intelligence becomes even more important, whether you think of it for sourcing and recruiting or an internal mobility or just a strategic planning initiative. How do we all get comfortable with AI? And then there’s this issue of Systemic HR and developing your team, your function, your operating model to be more adaptive and more dynamic. So I look back on 2023 I feel it was one of the most fascinating and fun and enriching years that I’ve had. I am always amazed and impressed and energized by you, by you guys who were out there on the firing lines, dealing with these complex issues and companies with old technologies and all sorts of changes going on and how you’re adapting. I continue to be more impressed and more excited about the HR profession every year. I think a lot of people who aren’t in HR think we do a lot of compliance and administration stuff and we fire people. That is the tiniest part of what we do. 2024 is going to be an important year. You as an HR professional are going to have to learn a lot of things. You’re going to learn about Systemic HR issues, you’re going to learn about AI, and you’re going to learn to be a consultant. There’s no question in my mind that over the next decade or two dynamic organization management is going to become a bigger and bigger issue – how we manage people and companies. And I don’t mean manage like supervise, I mean develop, move, retain, pay, et cetera, culture, all of those things. I leave 2023 very energized about what’s to come with AI. And if you’re afraid of AI, just take a deep breath and relax. It’s not going to bite you. There’s nothing evil here. It’s a data driven system. If you don’t have your data act together, you’re not going to get a lot of good value out of AI. I talked to Donna Morris at Walmart last week; I talked to Nickle LaMoreaux at IBM; and I talked with the senior HR leaders at Microsoft. They’re all seeing huge returns on investment from the early implementations, and seeing hundreds of use cases. We’re going to have a lot of new tools and lots of vendor shakeout. (Check out what SAP is up to and where Workday is going.) Stay tuned for our big Predictions report coming out in mid January. That report is my chance to give you some deep perspectives on where I think things are going, recap things that have happened over the last couple of years, and give you some perspectives for the year ahead. As always we would be more than happy to walk through these things with your team. I hope you have a really nice holiday season and you take a deep breath. The world is never perfect. It’s never been perfect. It wasn’t perfect in the past. It won’t be perfect in the future. But the environment you live in and the environment that you create can be enriching, enjoyable, productive, and healthy, and fun if you decide. And I think we all have the opportunity to make those decisions. It has been a pleasure and an honor for me to serve and work with you this last year, and I’m really looking forward to an amazing 2024 together. –END OF PODCAST– Irresistible: The Seven Secrets of the World’s Most Enduring, Employee-Focused Organizations  
    AI
    2023年12月30日
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