• burnout
    The best HR & People Analytics articles of July 2025 HR如何在AI时代掌握主动?David Green发布的7月《Data Driven HR Monthly》汇集全球顶尖报告与实践,聚焦“技能+任务”新范式、AI对员工体验与倦怠的双面影响,以及CHRO在企业AI战略中的领导地位。BCG数据显示,印度AI使用率达92%,但全球员工对AI培训满意度仅36%。Upwork报告揭示:高效AI用户更易疲惫离职。McKinsey与Gartner呼吁HR重构组织模型与人才规划体系。本期还探讨神经多元、NASA人才图谱与“Vibe Coding”等创新实践。 I always enjoy spending time in India, so I was delighted to arrive in Delhi yesterday ahead of People Matters Tech HR later this week. I’ll be delivering the opening keynote on how HR leaders can ace the next curve of change as well as leading a workshop on the science of better decisions. I’m looking forward to catching up with fellow speakers such as Jason Averbook (tip: subscribe to his Now to Next blog, if you don’t already), Pushkaraj Bidwai, Mukesh Jain, and Shefali Raias well as immersing myself in what is happening in the Indian HR tech scene. In this month’s edition of the Data Driven HR Monthly, which comes against the backdrop of CEOs flexing on the impact of AI on jobs, I’ve included new research from BCG and Upwork on AI at work, and the role of HR. Marc Effron is spot on here with his assessment that CHROs need to be leading the strategic conversation with the executive team on their desire to reduce costs through job reduction enabled by AI: “CHROs can lead this conversation through organization, operating model and job design, where we should be experts.” I expect plenty of discussion at Tech HR on this topic as well as the wider impact of AI on work, the workforce, and the workplace. One of the messages, I’ll look to get across in my keynote is: AI guides, but humans decide. We must prioritise the ‘H’ in HR. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Skills, Tasks, and Workforce Intelligence: Navigating the AI Transformation This month’s edition highlights an important conversation from the TechWolf Podcast, recorded live in New York, featuring Marc Steven Ramos, global learning leader with 25+ years’ global transformation experience with Google, Microsoft, Accenture, Novartis, Oracle, and Cornerstone, and Jeroen Van Hautte ?, CTO & Co-Founder of TechWolf. The discussion explores how task-based intelligence complements skills data to create a complete view of workforce capabilities, empowering organizations to navigate one of the largest business transformations in history: the AI-driven redefinition of work. Skills without context can be ambiguous. Tasks ground them in real work, and that’s where change, productivity, and AI come together — Marc Ramos Why This Matters Now: The pace of change in the workforce is unprecedented. Leading enterprises are already recognizing that workforce intelligence - the ability to understand, predict, and act on how work is changing in real time - is no longer optional. From skills to skills + tasks + jobs: Combining these data points allows organizations to connect individual capabilities to tangible outputs and outcomes. AI as a catalyst: AI is accelerating job evolution, making real-time visibility into tasks and skills essential for workforce planning and redeployment. Strategic urgency for boards: Workforce automation isn’t a distant trend — it is reshaping workforces today, creating pressure on executives to act on reskilling, redeployment, and workforce design at speed. To really understand a skill, you need to understand the context in which it’s applied — the tasks. And that’s where AI can add transformative clarity — Jeroen Van Hautte For HR leaders, this is an opportunity to lead. With skills and tasks as the foundation, HR is uniquely positioned to drive cultural alignment, manage change, and deliver on the board-level mandate to prepare workforces for the AI era. Listen to the Episode: ?️ Marc Ramos & Jeroen Van Hautte on Tasks, Skills & the Future of Work (TechWolf website summary) To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 145,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. JULY ROAD REPORT Until flying to Delhi yesterday, as mentioned above for Tech HR India later this week, July had been a light month of travel other than a short trip to Switzerland to run an AI workshop with the HR leadership team of one of the companies that are part of the Insight222 People Analytics Program. For those interested, one of my speaking engagements from earlier this year, at the Wharton People Analytics Conference, is now available to view (see below). In the talk, I explore the critical role of data democratisation and adoption in driving workforce insights, enhancing decision-making, and scaling HR’s strategic impact. I also share best practices from our work and research at Insight222 for making people analytics accessible to leaders and employees alike, the challenges of adoption, and the key investments required to unlock the full potential of workforce data. Enjoy! Share the love! Enjoy reading the collection of resources for July and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on June’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK BCG - AI at Work: Momentum Builds, but Gaps Remain | JOHN BRAZIER AND NICK SOUTH - BCG’s AI at Work 2025 report: Four takeaways for HR leaders Companies are realizing that merely introducing AI tools into existing ways of working isn’t enough to unlock their full potential. The real magic happens—and value generated —when businesses go further and reshape their workflows end-to-end. BCG’s annual AI at work global survey of employees is packed full of insights and guidance for business and HR leaders looking to maximise value, adoption and employee experience with AI. The key takeaways include: (1) AI is now part of our daily work lives: 72% of respondents are regular AI users (although adoption amongst frontline employees has stalled at 51%). (2) Investment in training, leadership support and access to the right tools can break this ceiling: Yet only 36% of employees are satisfied with their AI training. (3) The Global South is showing higher adoption of AI. India leads the pack with 92% of regular users compared to the US (64%), UK (68%) and Japan (51%). (4) The next frontier: from adoption to value with end-to-end redesign. One-half of respondents say their company is starting to reshape processes. These companies also invest more in their people – and it pays off (see FIG 1). (5) AI agents are not widely deployed. Only 13% see agents integrated into broader workflows (see FIG 2). Kudos to the authors: Vinciane Beauchene, Sylvain Duranton, Nipun Kalra, and David Martin. For HR leaders, I also recommend reading John Brazier’s interview with BCG’s Nick South about the implications of the report’s findings for HR on the UNLEASH blog. FIG 1: The relationship between workflow redesign due to AI and investment in people (Source: BCG) FIG 2: Use of AI agents (Source: BCG) GABBY BURLACU AND KELLY MONAHAN - From Tools to Teammates: Navigating the New Human-AI Relationship Full time employees getting the most done with AI are also the most burned out, disengaged, and disconnected from their teams. In their study for the Upwork Research Institute, Gabriela (Gabby) Burlacu and Kelly Monahan, Ph.D. identify a crucial message for the future of work: while AI is undeniably boosting productivity – with a reported 40% jump for many workers – it's also creating a human paradox. Alarmingly, top AI performers are experiencing high burnout (88%) and are twice as likely to leave, often feeling disconnected from strategy and even trusting AI more than human colleagues (see FIG 3 and 4). The report offers three urgent calls to action for business leaders: (1) Redesign work for human-centered, AI-empowered talent and workflows, prioritising autonomy, trust and psychological safety. (2) Cultivate flexible and resilient talent ecosystems, combining full-time employees, freelancers, and AI capabilities to create agile, resilient, and high-performing teams. (3) Redefine AI strategies to focus on the end-to-end human experience, including new roles, norms, and governance. For HR leaders, these findings are a wake-up call. We must prioritise the relational side of AI, ensuring human connection, well-being, and purpose are augmented, not eroded. It's about preventing burnout in our most productive AI users, fostering alignment, and learning from agile models like freelancers to build a truly sustainable human-AI collaborative future. FIG 3: The human cost of AI productivity (Source: The Upwork Research Institute) FIG 4: The rise of human-like relationships with AI (Source: The Upwork Research Institute) COBUS GREYLING - Do AI Agents Substitute Human Workers — Or Enable Humans To Succeed In New Ways? | L. ELISA CELIS, LINGXIAO HUANG, AND NISHEETH K. VISHNOI - A Mathematical Framework for AI-Human Integration in Work AI Agents are good at tasks not jobs… In his article, Cobus Greyling provides an insightful and accessible analysis of a new study by Elisa Celis, Lingxiao Huang, and Nisheeth Vishnoi, which presents a mathematical framework that models jobs, workers, and worker-job fit, and introduces a novel decomposition of skills into decision-level and action-level subskills to reflect the complementary strengths of humans and GenAI. Greyling’s incisive analysis offers a helpful perspective for HR leaders navigating the future of work. His core message is clear: AI agents are fantastic at tasks, not entire jobs. They're not just substitutes, but powerful amplifiers of human capability, especially for less experienced workers, effectively compressing productivity gaps and fostering extraordinary collaboration. Here are four key learnings for HR: (1) Agentic AI Augments Human Potential: AI agents boost efficiency and performance, particularly for junior talent, by handling structured tasks and freeing humans for higher-order work. (2) Redefine Skills & Development: While AI takes on the mundane, HR must strategically ensure continuous skill development, focusing on uniquely human capabilities like judgment, creativity, and complex problem-solving. (3) Design for Human-AI Synergy: Organisational design must pivot to foster premium collaborations between humans and AI. It's about combining complementary strengths to achieve outcomes greater than the sum of the parts. (4) HR Leads Strategic Integration: Our role in HR is pivotal. We must orchestrate the strategic integration of agentic AI, balancing its efficiency gains with the imperative to preserve and nurture human ingenuity, driving both innovation and connection. FIG 5: Al for work: skill difficulty continuum (Source: Cobus Greyling) PEOPLE ANALYTICS KETAKI SODHI AND COLE NAPPER - Who Needs a “Human in the Loop” When AI Gives Itself Feedback Ketaki Sodhi, PhD, Program Owner for Agentic Listening and Analytics at Microsoft, and Cole Napper provide a fascinating perspective on the "human in the loop" concept for Generative AI, provocatively asking: which human, and how? This isn't just a technical question; it's where I/O Psychology and People Analytics come into their own. The article frames AI "evals"— the systems for assessing whether AI outputs are useful, accurate or aligned —as essentially performance management for Large Language Models. Just as we've wrestled with defining "good" in complex human knowledge work for decades, we now face the same challenge in building AI systems. In a world of infinite " " answers, AI evals demand the same nuance we apply to human systems: competency models, multi-rater input, calibration, and context. One of the key takeaways from Ketaki and Cole is that true success lies not in chasing perfect answers from AI, but in designing smart, human-informed systems. These are the systems that can discern between good, better, and what genuinely drives impact for your organisation. For people analytics leaders and I/O psychologists, this is a clarion call to leverage their deep expertise in human performance to shape the very fabric of our AI-driven future. FIG 6: Source – Ketaki Sodhi BEN BERRY - The future is built by everyone: What is Vibe Coding and why should People Analytics teams adopt it | ROSARIO GERMINO - From People Analytics to People Economics and Impact | ADRIAN PEREZ – GitLab People Analytics Team Handbook | DOMINIK TOMICEVIC - Can NASA’s People Graph and LLMs Revolutionize Workforce Planning? | MORGAN DEPENBUSCH - How to let color do the storytelling In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Five are highlighted in this month’s edition: (1) In a particularly insightful piece, Ben Berry examines whether vibe coding, a product management practice of using AI tools to rapidly build functional prototypes to help turn rough ideas into working concepts, should be adopted in people analytics. (2) In her thoughtful article, Rosario Germino argues that to elevate people decisions to the same level of strategic investment as product or finance, we need a new way of thinking—and a new kind of function – People Economics and Impact, which she then breaks down into the why (see FIG 7 on the multi-dimensional aspect of informed decision making), what and how. (3) In a recent post, Adrian M. Pérez provides open source access to GitHub’s People Analytics Team Handbook, a rich resources covering areas such as (i) data governance framework, (ii) tools and methodologies, (iii) survey administration, and (iv) Tableau dashboard strategies. (4) Dominik Tomicevic provides a compelling account of how NASA’s People Graph is supporting a range of priorities from upskilling to workforce planning – with insights from the NASA team of David Meza, Madison Ostermann and Katharine Knott, MBA: “Knowledge graphs offer flexibility, since you don’t need a full schema upfront. We began with known relationships and expanded as we uncovered more insights in the data.” (5) In an edition of her excellent Trending Up newsletter, Morgan Depenbusch, PhD offers some compelling guidance on the use of colour in data visualisation and storytelling. FIG 7: Informed decisions are multi-dimensional. Financial logic makes them investable (Source: Rosario Germino) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MCKINSEY - HR Monitor 2025 The gap is widening between what is needed from an efficient, effective HR function and what most organizations currently offer McKinsey's HR Monitor 2025 benchmark study of workforce and HR trends across Europe, delivers a sharp analysis of the critical shifts shaping the HR profession, emphasising that the next 12-24 months are decisive for the function. The report identifies five key trends: (1) Workforce planning is not approached strategically enough – see FIG 8 - (“…with rapid changes driven by gen AI and shifting skill needs, workforce planning must move beyond short-term staffing forecasts to include a longer-term view and future-scenario planning”). (2) Talent acquisition is becoming more complex: with only 56% offer acceptance rates, 18% of new hires leaving during their probationary period and the overall hiring success rate in Europe standing at a lowly 46%, a more strategic and coordinated approach to attracting and hiring talent is required. (3) Employee development continues to be highly fragmented (“To prepare the workforce for future challenges, organizations must connect performance management, learning and development, and talent development in one cohesive strategy”). (4) Employee experience is essential—and underdeveloped (“A more tailored, data-driven approach to the employee experience is needed to build motivation and long-term commitment to employers”). (5) Gen AI and shared-services centres could boost efficiency and effectiveness (“HR departments must modernize their operating models by expanding SSC adoption and using automation and gen AI to increase speed, scalability, and strategic impact”). For Chief People Officers, the message is clear: You must align HR strategy directly with business priorities, strengthen your HR operating model, and aggressively build digital and AI skills within HR. This is about laying the foundation for a modern, AI-enabled HR function that is both deeply people-centric and laser-focused on organizational performance. Kudos to the authors: Julian Kirchherr, Vincent Bérubé, Charlotte Seiler, Dr. Kira Alexandra Rupietta, Kristina Stoerk, Nina-Marlene Senst, and Simon Gallot Lavallée. ...with rapid changes driven by gen AI and shifting skill needs, workforce planning must move beyond short-term staffing forecasts to include a longer-term view and future-scenario planning FIG 8: Engagement in workforce planning (Source: McKinsey) FIG 9: Predicted impact of gen AI on HR department (Source: McKinsey) ESER RIZAOGLU AND STEPHANIE CLEMENT - How CHROs Can Prepare Their Function and the Enterprise for AI Transformation CHROs play a key role in safely using AI at scale to deliver business outcomes. Recent research by Eser Rizaoglu and Stephanie Clement for Gartner provides a helpful roadmap for CHROs steering their organisations through AI transformation, by focusing on HR's pivotal role in shaping the future of work. The report highlights three key actions for CHROs to enable their organisation's AI approach: (1) Assist in delivering business outcomes using AI: Leverage GenAI for HR productivity first, then expand to drive enterprise-wide improvements with a broader AI portfolio. (2) Manage behavioural outcomes of AI: Cultivate a culture of innovation, build human-centred change management plans, and introduce new HR roles to foster human-machine partnerships. (3) Enable workforce readiness for AI: Implement AI literacy programs for all (see FIG 10), while targeting upskilling efforts on segments most impacted, building empathy, and tracking readiness indicators. For CHROs in Steady-AI-Pace organisations, the focus is on foundational AI literacy and policy. Those at an Accelerated-AI-Pace must deepen this by targeting high-impact workforce segments and deploying AI champions to drive effective, human-centric change. FIG 10: AI Literacy Program Roadmap (Source: Gartner) DAVE ULRICH - Navigating Eight Paradoxes of AI for HR When algorithms combine with human empathy, judgement, and creativity, sustained progress occurs. In his article, Dave Ulrich highlights eight paradoxes on the AI for HR agenda that he believes business and HR leaders need to navigate to move up the s-curve and waves of HR impact (see FIG 11) to deliver more value. As Dave explains: “Navigating (not just managing) paradox means highlighting and working through opposing ideas—each of which is valid—that combine to create more value.” The eight paradoxes identified in the article are: (1) AI and AI: Artificial Intelligence * Authentic Intimacy. (2) Remove jobs and redefine work. (3) Bottom line efficiency and top line growth. (4) Distribute and concentrate power. (5) Lower and increase risk. (6) Expand perspective and reduce cognition. (7) Provide answers and explore questions. (8) Isolate and connect. FIG 11: Five stages of AI for HR evolution (Source: Dave Ulrich) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING JARED WEINTRAUB - A day in the life of a GenAI-enabled workforce Deloitte forecasts that 25 percent of companies currently using GenAI will launch agentic pilots this year, rising to 50 percent by 2027 Jared Weintraub, PhD, SPHR's article for Deloitte paints a tantalising picture of a 'Gen-AI enabled workforce,' showcasing how AI agents are already transforming our daily work. Through a fictional Fortune500 company, Jared brings to life three key personas: (1) New Hire (Riley): Experiences personalised onboarding, with AI agents helping her navigate culture and quickly excel in her role. (2) VP (Taylor): Sees optimised leadership workflows, receiving instant summaries, personalised action items, and even real-time feedback on calls. (3) CEO (Angelina): Gains powerful support for strategic decision-making, with AI agents providing real-time insights and even coaching for high-stakes events like public town halls. These examples demonstrate AI's profound potential not to replace workers, but to fundamentally enhance human potential, leading to a significantly improved employee experience where individuals, teams, and organisations can thrive and perform at their absolute best. Thanks to Brian Heger for highlighting in his excellent Talent Edge Weekly. WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS SCOTT REIDA AND KRISTIN SABOE - Applying the Rule of 72 to Workforce Skill Obsolescence and Productivity Degradation Amazon's Scott Reida and Google's Kristin Saboe, Ph.D. introduce a powerful financial concept to HR: the "Rule of 72." Traditionally, it's a shortcut to estimate how long an investment takes to double, by dividing 72 by its annual growth rate. They ingeniously flip this, applying it to skill evolution: by dividing 72 by a role's weighted average 3-year Compound Annual Growth Rate (CAGR) of its skills, one estimates the "years to obsolescence" if no upskilling occurs. This provides critical directional clarity on how fast job competencies are shifting. Their framework, illustrated in FIG 12, categorises skills into four key zones: (1) Emerging (low adoption, high growth, representing the cutting edge). (2) Table Stakes (widely adopted, foundational must-haves with steady growth). (3) On the Cusp (moderate adoption, sustained expansion, offering long-term value). (4) Sunset (declining demand, requiring intentional upskilling). This enables smarter workforce planning. HR can now target training budgets where skill erosion is rapid, shifting from reactive to proactive strategies. It transforms talent into a dynamic portfolio , informing sharper hiring and career development in our accelerating world. FIG 12: Categorising skills into four key zones (Source – Scott Reida and Kristin Saboe) McKINSEY - The new rules for getting your operating model redesign right When people feel invested in and supported, they are more likely to embrace change, contribute meaningfully, and sustain the behaviors that drive long-term impact. New research from McKinsey updating their nine golden rules for operating model redesign, which finds that five original (evergreen) rules have stood the test of time while four new (evolved) rules have emerged (see FIG 13). The study identifies a key finding: redesign success jumps from 59 percent when using all nine original rules to 97 percent when using all nine in the refreshed set. The article also presents four broad redesign themes for leaders to focus on: (1) Create alignment among leaders and decision-makers, grounded in strategy. (2) Invest deeply in rewiring workflows. (3) Make significant investments in people. (4) Create a performance-oriented culture for durable impact. For Chief People Officers, the key takeaway is that they need to become the architects of dynamic, human-centric operating models. Their focus shifts from traditional talent management to proactively designing how work gets done, emphasising skills and capabilities over static roles. CPOs should also lead on ethical AI integration, foster a culture of continuous learning, and empower leaders. This creates a workforce built for perpetual reinvention, driving sustained value in an increasingly uncertain world. Kudos to the authors: Brooke Weddle, J.R. Maxwell, Tristan Allen, Deepak Mahadevan, Elizabeth Mygatt, and Olli Salo. FIG 13: The refreshed golden rules of organisational redesign (Source: McKinsey) LEADERSHIP, CULTURE, AND LEARNING JEFF WETZLER - The Right Way to Prepare for a High-Stakes Conversation Curiosity increases your ability to process new information and respond creatively to complex problems. It activates the brain’s learning and reward centers, increasing your capacity for insight and creative problem-solving. In his recent HBR article, Jeff Wetzler introduces a helpful concept for leaders: The Curiosity Check (see FIG 14). This diagnostic is designed to fundamentally shift your mindset from defensive certainty to productive curiosity, and so improve your effectiveness in high-stakes discussions and boost your influence. It’s all about unlocking crucial, often hidden, insights. Wetzler outlines three actionable steps: (1) Choose Curiosity Over Certainty: Actively ask yourself "What am I missing?" challenging your assumptions. (2) Make It Safe to Speak Up: Create an environment where people feel secure sharing their true thoughts, proving safety through action, not just words. (3) Pose Quality Questions: Shift from shallow or leading questions to open-ended, neutral, and deeper inquiries that encourage genuine reflection. Wetzler brings this to life with examples, highlighting how leaders often miss critical information when they assume team alignment, never probing for the "unspoken thoughts" that hold the real insights. This approach empowers you to tap into wisdom you might otherwise completely overlook. Thanks to Amy Edmondson for highlighting. FIG 14: The Curiosity Curve (Source: Jeff Wetzler) MCKINSEY RESEARCH AND INNOVATION LEARNING LAB – Reimagined: Development for the Future of Work – Evolving Trends in L&D Article | Full report Leaders must prepare for a future defined by radical candor regarding the impacts of AI on work and the workforce. The 2025 McKinsey Learning Perspective spotlights three interconnected themes crucial for people development in a rapidly changing world: (1) Fluid Development Ecosystems: Organisations must design work to be inherently developmental, shifting from rigid structures to dynamic, data-driven ecosystems. This means de-siloing HR functions and embedding learning into daily work, making growth continuous and seamless. The goal is to make daily challenges catalysts for growth, supported by real-time data and foresight. (2) Responsible AI Adoption: This defining moment demands leaders preserve employee trust by showing AI will help them thrive, not just automate work. It's about fostering powerful human-AI collaboration, offloading repetitive tasks to AI to unlock human creativity and higher-order skills. Responsible adoption hinges on equipping employees with uniquely human capabilities like critical thinking and judgment. (3) Resilient and Adaptable Individuals and Organisations: Thriving organisations anticipate challenges, adapt, and grow, building structural and cultural foundations for resilience. This involves unlocking the potential of diverse, multigenerational workforces, supporting recuperation to prevent burnout, and enabling organisational resilience through sustainable workflows. It means seeing resilience as a shared, cultivated capability, not just an individual trait. Read the article by Heather Stefanski, Benjamin Hall, Jake Gittleson, and Jessica Glazer, and then dive into the full report, which also includes contributions from the likes of Sandra Durth. DIVERSITY, EQUITY, INCLUSION AND BELONGING ROBERT D. AUSTIN, NEIL BARNETT, CHLOE R. CAMERON, HIREN SHUKLA, THORKIL SONNE, AND JOSE VELASCO - How Neuroinclusion Builds Organizational Capabilities Leaders should consider neuro-inclusion as a strategic capability-building opportunity rather than a diversity initiative In a rapidly evolving world, neuro-inclusion is emerging as a critical organisational capability, as highlighted by Robert Austin, Neil Barnett, Chloe Cameron, Hiren Shukla, Thorkil Sonne, and Jose Velasco in the MIT Sloan Management Review. This isn't merely a diversity initiative; it's a strategic imperative that unlocks competitive advantage by leveraging the rich, natural variation in human cognition. By intentionally designing processes for neurodistinct individuals, organisations can profoundly improve: (1) Hiring, by tapping into overlooked talent pools with unique skills (as seen with SAP attracting highly credentialed candidates often missed by traditional interviews); (2) Innovation, through diverse perspectives that spark novel solutions (Microsoft's Teams ‘Blur’ feature emerged from a neurodistinct engineer's insights); and ultimately, (3) Culture, by fostering a more adaptive and truly inclusive environment for everyone. As the article reveals, EY, Microsoft, and SAP are prime examples of organisations already reaping these benefits, demonstrating that embracing neurodiversity enhances collective intelligence and drives superior business outcomes. FRANK DOBBIN AND ALEXANDRA KALEV - Achieve DEI Goals Without DEI Programs Many management innovations designed to improve performance actually boost workforce diversity as well, without inviting the backlash of formal DEI programs. Frank Dobbin and Alexandra Kalev, in their recent HBR article, challenge the traditional view of DEI. They argue that as formal DEI programs face headwinds, HR leaders can still drive significant diversity, equity, and inclusion by focusing on high-performance management techniques that naturally foster inclusion and improve business outcomes, all without the ‘DEI program’ label. They highlight five powerful techniques and provide examples of how these have been implemented by companies: (1) Referral programs: Companies like Oracle use these effectively, often boosting representation organically. (2) Skills upgrading: Walmart exemplifies this, investing in employee upskilling that broadens opportunities for diverse talent (see FIG 15). (3) Mentoring programs: IBM has long leveraged robust mentoring to support career progression across all groups. (4) Scheduling flexibility and stability: Gap demonstrates how providing predictable yet flexible schedules empowers diverse workforces. (5) Performance-based retention: Amazon uses data-driven approaches to identify and retain top performers, inherently benefiting those who excel regardless of background (also see FIG 15). This approach embeds DEI within the fabric of how we manage and develop our people, making it an undeniable component of business success. It’s about doing good by doing well. FIG 15: Walmart and Amazon’s changing workforces (Source: Dobbin and Kalev) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor and analyst community, and I’ve picked out a few resources from July that I recommend readers delve into: LISA K. SIMON - How Much Is a Skill Worth? In her article, Lisa K. Simon, Chief Economist at Revelio Labs, presents the findings of a new paper, she co-authored with David Dorn, Ludger Woessmann, Moritz Seebacher and Florian Schoner, which finds that the number and type of skills workers report are strong predictors of how much they earn: “In fact, differences in skills predict earnings better than differences in education or past experience. Workers who list more skills tend to be in better-paid jobs. On average, each additional skill listed on a resume is associated with 0.67 percentage points higher earnings.” Another finding is that not all skills are valued equally, with occupation-specific and managerial skills providing the largest boost to income, while a higher prevalence of general skills is associated with lower earnings (see FIG 16). Thanks to Seth Hollander, MBA for highlighting the article and paper. Workers who list more skills tend to be in better-paid jobs. On average, each additional skill listed on a resume is associated with 0.67 percentage points higher earnings. FIG 16: Only having general skills on a resume is associated with lower earnings (Source: Revelio Labs) WARDEN AI - State of AI Bias in Talent Acquisition This is an excellent new report from Jeffrey Pole and the team at Warden AI, which provides a comprehensive and data-driven review of AI bias, compliance and responsible AI practices in talent acquisition – the area of HR, which perhaps has the most significant adoption of AI. With a foreword by Kyle Lagunas, and contributions from the likes of Hung Lee (see quote below) and Sarah Smart, Sultan Murad Saidov and Trent Cotton, key findings include: (1) 75% of HR leaders say bias is a top concern when adopting AI. (2) 15% of AI systems fail to meet fairness metrics for one or more demographic group. (3) AI scores 0.94 vs 0.67 for humans, outperforming on average across fairness metrics (see FIG 17). (4) AI is up to 45% more fair than humans for women and racial minority candidates. Congrats too to Jeff and the team for raising $1.6m in a recent funding round. We are right to worry about AI bias, but we should not forget that the baseline, human only judgment, is far from bias-free - Hung Lee FIG 17: AI outperforms humans across fairness metrics (Source - Warden AI, State of AI Bias in Talent Acquisition) COLE NAPPER - From HR Skills…to HR Jobs When new trends emerge at work, they are likely to first appear as skills. As skills evolve, they consolidate into job titles and full occupations. The prolific Cole Napper highlights Lightcast data to paint a compelling analysis on the journey of people analytics, workforce planning and talent intelligence from trends to skills to jobs: “When new trends emerge at work, they are likely to first appear as skills. As skills evolve, they consolidate into job titles and full occupations.” In the article, Cole presents data visualisations and analysis on how job postings mentioning each of the three skills fluctuated over time, how this translated into job titles, and the wage premium (see FIG 18) that these three categories have on HR salaries in general (on the theme of people strategy and analytics salaries, read this post by Pallavi Narang) Look out for Cole’s book, People Analytics: Using data-driven HR and Gen AI as a business asset, which is available for pre-order now ahead of being published on August 26. FIG 18: Median salaries in HR areas (Source: Lightcast) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): PETER FASOLO - Leading with impact as a chief human resources officer – In this must-listen episode of Capital H, Peter Fasolo, Ph.D., former chief human resources officer at Johnson & Johnson, joins host Kyle Forrest to discuss the power of systems thinking, board collaboration, aligning your people agenda with enterprise strategy, and more. ANGELA LE MATHON - AI-Native HR Operating Model & AI Agents for Skills/Tasks – The brilliant Angela LE MATHON joins Cole Napper to discuss how AI is transforming the work that people analytics does and how the function operates as well as envisioning a new AI-native operating model for HR. SVENJA GUDELL, BROOKE WEDDLE, AND BRYAN HANCOCK - What the labor market isn’t telling you—yet – Svenja Gudell, chief economist at Indeed, joins Brooke Weddle, Bryan Hancock, and host Lucia Rahilly, on an episode of McKinsey Talks Talent to help leaders make sense of the current collision of labour market trends: generative AI, agentic AI, an aging workforce, shifting priorities, and more. BEN WEIN – How Bristol-Myers Squibb used skills data to solve a life-or-death talent shortage – Ben Wein, Director of Workforce Skills Enablement at Bristol Myers Squibb, joins Julius Schelstraete ? on The TechWolf Podcast to share how BMS is becoming a skills-based organisation—starting with a business-critical talent shortage in cell therapy manufacturing. Ben explains how BMS uses skills data to drive faster hiring, smarter workforce planning, and ultimately, patient impact. VIDEO OF THE MONTH DJ PATIL - Data, Decisions, and the Future of Work: How AI and Curiosity Are Redefining Careers Many of the videos of the talks at the recent Wharton People Analytics Conference are now available on the Wharton School YouTube channel, including my talk on How Top Companies Scale People Analytics Adoption. There are some wonderful talks from the likes of Amy Edmondson, Ravin Jesuthasan, CFA, FRSA, Ben Waber, Karalee Close, Guru Sethupathy and Michael Fraccaro, but perhaps my favourite session of the two days was former US Chief Data Scientist DJ Patil’s fireside chat with Eric Bradlow on how firms can harness data science to navigate the future of work. They explore the evolving relationship between AI and human collaboration, the promises and pitfalls of algorithmic management, and how leaders can build ethical, resilient, and high-performing organizations in an increasingly data-driven world. BOOKS OF THE MONTH Given it’s the summer in Europe and North America, here are two books to read while you are getting some well-earned relaxation time: PETER HINSSEN – The Uncertainty Principle - Peter Hinssen's The Uncertainty Principle, his fifth book, is a vital read for HR leaders. It argues we're in a "Never Normal" world, where constant change is inevitable. Hinssen transforms uncertainty from a threat to an opportunity, urging us to move faster and think bigger. For HR, this means embracing ambiguity, leading cultural shifts, leveraging people data, and redefining talent and leadership for relentless evolution. It's about equipping our people to thrive and transform every challenge into a strategic advantage. For a preview of the book, I recommend Peter’s recent discussion with me on the Digital HR Leaders podcast: Uncertainty as an Opportunity: HR's role in Shaping the Future. JENNY DEARBORN AND KELLY RIDER - The Insight-Driven Leader: How High-Performing Companies are Using Analytics to Unlock Business Value - Jenny Dearborn, MBA and Kelly Rider's The Insight-Driven Leader is an inspirational guide to unlocking serious business value through people analytics. This book shows how to transform raw data into powerful workforce insights, solving critical challenges and driving success. You'll learn: (1) How to move beyond traditional rear-view HR metrics to actionable insights. (2) Real-life case studies from leading organisations, as well as cautionary tales. (3) Recommendations for becoming an insights-driven organization using workforce analytics. The book is a must-read for leaders aiming to align data with strategy and build a truly insight-driven culture. FROM MY DESK July saw four new episodes of the Digital HR Leaders podcast – all sponsored by our friends at Mercer (thanks IŞIL ÇAYIRLI KETENCI): ANSHUL SHEOPURI - How People Analytics is Powering Business Strategy - Anshul Sheopuri, Executive Vice President of People Operations & Insights at Mastercard, joins me for a conversation on how to embed analytics into enterprise-wide decision-making at scale. Thanks to Sasha Houlihan for organising. PETER HINSSEN - Uncertainty as an Opportunity: HR's role in Shaping the Future – As highlighted in the Books of the Month above, Peter Hinssen joined me to discuss what it really takes for HR to embrace uncertainty and lead in this era of the ‘Never Normal.’ RAVIN JESUTHASAN AND BRIAN FISHER - The Skills Revolution: Your Playbook for Workforce Agility – Ravin Jesuthasan, CFA, FRSA and Brian Fisher join me to explore why skills-based workforce planning has surged to the top of the HR agenda - and what leading companies are doing to turn intent into action. AMY BAXENDALE - How Arcadis Built a Skills-Powered Organisation – Amy Baxendale , Global Future of Workforce Director at Arcadis, provides a detailed guide on the journey the company has embarked to become a skills-powered organisation. The episode includes discussion on the business case, securing sponsorship, setting up governance, the partnership with Mercer and Eightfold, and the early benefits: We are early in the journey, but we are seeing some promising signs of progress. Our time to hire is trending downwards - that has a direct commercial impact for the business. We've also actually been able to calculate the financial impact of work that's being completed through gigs and show the actual impact on EBITDA LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 525 roles with half of these being new. THANK YOU To HR magazine and Charissa King for including me again in their annual HR Most Influential list as one of the ten most influential practitioners The Talent Games for including the Digital HR Leaders podcast at #6 in its 27 Best Leadership Podcasts for HR Leaders. Steve Sands for including my work as part of his Human Resource Management Analytics night class at the National College of Ireland. A huge thank you to the following people who either shared the June edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Emmanuel Duncan, Rob Baker, FCIPD, MAPP, Richard Hall, Robert Rogowski, Catherine de la Poer, Caroline Lambe, Jeremy Sholl, Narelle Burke, Edan Halili, Francesca Caroleo (SHRM-SCP, ICF-ACC), Uwe Gohr, Joseph Frank, PhD CCP GWCCM, Randeep Kaur, Aaron Chasan, Danial Singh Kang, Jorge-Luis Gonzalez, Anisha Moosaأنيشا موسى?????, Carlos Lopes, Danielle Farrell, MA, CSM, Kris Saling, Hiroyuki MIYAI, Ph.D., Yukiko Hosomi, Dr. Christoph Spöck, Joachim Rotzinger, Kevin Le Vaillant, Seung Won Yoon, Alexis Fink, Timo Tischer, Dr. Tobias Bartholomé, Jose Luis Chavez Vasquez, Meg Bear, Abhinav Tiwari, Esther Abraas, Gareth Flynn, Elizabeth Musso, Jana Glogowski, Maarten van Beek, K Nair, Joonghak Lee, Sameer Tahir, Robert Allen, Volker Jacobs, Bilal Laouah, Florent Maire, Oliver Kasper, Jaap Veldkamp, Patrick Coolen, Jeff Wellstead, Jean-Francois (Jeff) BOUBANGA MIGOLET, Dan George, Shujaat Ahmad, Alexandra Nawrat, People Edge Consulting Ltd., Andrew Spence, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter ?, Austin Brockert, MBA, Dan Riley, Sanja Licina, Ph.D., Anna A. Tavis, PhD, Stela Lupushor, Jeremy Shapiro, David Simmonds FCIPD, Catriona Lindsay, Aravind Warrier, Michael Arena, Greg Pryor, Isabella Cheshire, Amardeep Singh, MBA, Aline Costa, Anis Alexandros El Namparaoui, Adam Treitler, Helder Figueiredo, Sebastian Knepper, Sebastian Kolberg, Lewis Garrad, Kerry Ghize, Preetha Ghatak Mukharjee, Jacob Nielsen, Pete Jaworski, Søren Kold, Prabhakar Pandey, Avani Solanki Prabhakar, Ian Grant FCIPD, Erik Samdahl, Max Blumberg, Sergey Puchka, Romy Hobson, Bettina Dietsche, Hernan Chiosso, CSPO, SPHR ?, Paola Alfaro Alpízar, Sergio Garcia Mora, Hanadi El Sayyed, David van Lochem, Maria Nolazco Masson, David McLean, Clara W Estanqueiro, Shonna Waters, PhD, Kevin Martin, Kathi Enderes, Serena H. Huang, Ph.D., Smadar Tadmor, Tobias W. Goers ツ, Dr. Denise Turley AI.Impact.Equity, Stella Ioannidou, Apeksha Awaji, Evan Franz, MBA, L N Divya Mudundi, Ross Sparkman, Salman Farooq, Megan Reitz, Todd Tauber, Heather Muir, AJ Herrmann, Priyanka Mehrotra, Oliver Auty, Priya Subrahmanyan, Naotake Momiyama, Bill Banham, Matthew Yerbury, Prachi Agasti, Robin Haag, Fabian Stokes, MBA, SWP, Monika Manova, Barry Swales, Dean Carter, Ian OKeefe, Ying Li, Alexandre Monin, Mike Zarrilli, Natasha Fearon, Pedro Pereira, David Balls (FCIPD), Naomi Verghese, Geetanjali Gamel, Frankie Close, Warren Howlett, Stephanie Murphy, Ph.D., John Gunawan, Jesse Clark, MBA, Caitie Jacobson Mikulis, Meghan M. Biro, Dan Trares, Kouros Behzad, Kathleen Kruse, Nick Lynn, Mariana Allain Carrasqueira, Marina Pearce, PhD, Dawn Klinghoffer, Raquel Mitie Harano, Delia Majarín, Deborah M. Weiss, Courtney McMahon, Nirit Peled-Muntz, Hanne Hoberg, Adam McKinnon, PhD., Don Dela Paz, Matt Elk, Sophia Houziaux, Danielle Bushen, Nabil Dewsi, Sai Bon Timmy Cheung 張世邦, Dolapo (Dolly) Oyenuga Agnes Garaba, Wouter Minten, Olly Britnell, Nick Hudgell, Roxanne Laczo, PhD, Claire Masson, Daisy Grewal, Ph.D., Laura Cole, Brian Elliott, Erin Eatough, PhD Henrik Håkansson Gabe Horwitz Russell Klosk (智能虎) The final note this month is a sad one - rest in peace Diogo Jota and André Silva. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2025: July 31 - August 1 - People Matters TechHR India 2025, Delhi August 13-16 - GCHRA Africa, Accra, Ghana (I will join virtually) September 25 - Visier Outsmart Local London, London October 7-9 - Insight222 Global Executive Retreat, Atlanta (exclusive to the people analytics leader in member companies of the Insight222 People Analytics Program®) October 15-16 - People Analytics World, New York October 21-22 - UNLEASH World, Paris November 12-13 - HR Forum 2025, Oslo More events will be added as they are confirmed.
    burnout
    2025年07月27日
  • burnout
    SHRM发布2025年HR新趋势:招聘降温,人才培养成关键 SHRM最新报告显示,2025年HR工作重点已从“招聘”转向“培养现有人才”。领导力发展、职业成长和员工体验成为核心关注点,招聘甚至未进入前三。 HR’s 2025 Focus: Retention and Career Growth Overtake Recruiting HR优先级转变:从招聘到人才培养 根据2025年SHRM《职场状态报告》,HR的工作重点发生了重大变化。去年,招聘仍然是最优先的任务,而今年,领导力和管理发展已取代招聘,成为HR最关注的领域。令人意外的是,招聘甚至未能跻身2025年的前三大优先事项。这一变化表明,企业越来越关注内部人才的培养,而不是单纯依赖外部招聘来填补职位空缺。 这一趋势的背后,是劳动力市场的降温。Indeed的数据显示,截至2024年11月,美国的职位发布指数同比下降10%。相比2022年的招聘难题,如今的企业已经从“疯狂抢人”转向了“如何更好地利用现有人才”的新命题。 员工流失与倦怠问题仍是挑战 虽然招聘需求下降,但员工流失和倦怠问题仍然困扰着HR管理者。SHRM的调查显示,2024年,56%的HR专业人士认为企业的招聘工作是有效的,而仅有41%的员工同意这一观点。由于职位长期空缺,超过三分之一的员工不得不承担更重的工作量,导致职业倦怠加剧,进一步加剧了人才流失问题。 如果企业无法有效遏制员工流失,培训计划将难以发挥作用。美国人才发展协会(ATD)的一项研究发现,80%的人才发展专家认为,即使员工离职率较高,他们依然能够实施培训计划,但其中近一半的人表示,不清楚具体如何实现这一目标。这说明,在员工流动性较大的情况下,企业的人才培养计划可能面临实际落地的困难。 人才培养和员工体验成为HR新焦点 为了提升企业的竞争力,HR正将目光转向职业发展和员工体验。SHRM的报告强调,认可和团队协作是提高员工体验和留任率的关键要素。通过建立更有吸引力的培训体系,尤其是针对一线员工和小时工的职业发展路径,企业可以在竞争激烈的市场环境中保留核心人才。 在当前的HR趋势下,招聘不再是企业最优先的目标,取而代之的是如何最大化现有人才的价值。企业应积极调整HR策略,优化员工体验,提高职业成长机会,才能在未来的劳动力市场中保持竞争力。 关键点: 招聘需求下降:2025年HR优先事项转向领导力发展和人才培养,招聘不再是首要任务。 员工流失仍是挑战:职位空缺导致工作负担加重,员工倦怠加剧,HR需关注人才保留。 培养人才成新趋势:通过提升职业发展机会和优化员工体验,提高企业竞争力。  
    burnout
    2025年03月21日
  • burnout
    The top 5 HR trends today – and HR's guide to what's next SAP SuccessFactors 每年都会深入研究全球 HR 趋势,以帮助企业制定更有效的人才战略。2025 年,他们分析了来自 40 家全球权威媒体的 254 项预测,归纳出 5 大核心“元趋势”,展现 HR 在企业中的双重角色:既是变革的“指挥者”,也是政策落地的“引航者”。 1️⃣ 重新连接员工: 由于经济压力、决策争议和信任危机,员工体验恶化,57% 的员工认为如果公司不采取措施,他们的倦怠问题不会改善。HR 需关注心理契约,增强员工信任。 2️⃣ AI 从炒作走向实际价值: AI 进入大规模落地阶段,企业需明确 ROI 并平衡员工和领导者对 AI 价值的不同预期。46% 的员工认为 AI 省下的时间属于自己,而非公司。 3️⃣ 技能转型的平衡策略: 由于 AI 发展迅猛,企业技能鸿沟加剧。除了关注技能,薪酬激励成为推动学习的重要因素,54% 的员工表示,如果公司实施基于技能的薪酬体系,他们会更愿意学习新技能。 4️⃣ DEI&B 的分歧: 企业对多元化、公平性和包容性(DEI&B)态度不一,26% 的员工认为公司对 DEI&B 关注过多,而 33% 认为关注太少。HR 需明确 DEI&B 战略,以促进长期文化变革。 5️⃣ 混合办公的未来: 组织已基本确定办公模式,2025 年将验证其成效。54% 的员工愿意牺牲部分薪酬,以换取更大的工作灵活性。 这些趋势展现了 HR 在塑造未来工作模式中的关键作用,企业需借助创新技术和数据驱动的洞察来优化人力资源管理。 Each year, the HR Research Scientists at SAP SuccessFactors conduct research to understand the top HR and workforce trends facing organizations and share our perspective on what HR teams should consider as they look to help their companies address these trends. This year we aggregated and synthesized data from 40 global and regional reputable business press sources that put forward 254 individual trends and predictions grounded in their own research and data. We then conducted a content analysis of the trends sample to derive the five key themes, or “meta-trends.” While our annual report always includes some pointed commentary and critique about each trend based on our expertise in psychology, new this year is calling upon our own body of original applied research to incorporate datapoints and insights, resulting in a more evidence-based point of view. This year’s trends are in different stages of maturity and on different trajectories; therefore, the role that HR needs to play to help businesses tackle and capitalize on these trends is different. We’ve organized the trends into two sections aligned to the dual role HR will play in addressing them. First, HR will need to act as a Conductor, leading the orchestration of a strategy and associated change management across the business to realize the opportunities these trends offer: Trend #1: Reconnecting the disconnected employee: Contentious decisions, macroeconomic and sociopolitical stressors, and breached trust with leadership has led to employee stress and burnout – and consequently, a crisis of disconnect and counterproductivity. In the year ahead: Leaders must ruthlessly prioritize fulfilling their end of the “psychological contract” by meeting employees’ basic needs. People managers will be seen as a lifeline for employees drowning in disconnect. STAT: 57% of employees feel unless their companies make some serious changes, their burnout will not get better. Trend #2: Moving from AI hype to AI impact:Organizations are shifting from AI pilot projects to enterprise-wide rollouts, demanding proof of clear value and ROI. In the year ahead: Organizations will home in on their key value drivers for AI, revealing their true priorities. The body of research on the ROI of AI will be built this year. Organizations will find friction between leaders’ and employees’ goals for using AI. STAT: 46% of employees feel that the time that they save by using AI tools at work belongs to them, not their organization.​ Trend #3: Striking a balance to steer skills forward: Organizations continue to face pervasive skills gaps, in part due to rapid AI advancements. A more balanced approach is needed to see tangible progress in skills-based transformations this year. In the year ahead: “Skills-based” will no longer be the only goal. Pay will prove itself the missing piece of the upskilling puzzle. The human vs. technical skill debate will move from or to and. STAT: 54% of employees would be more motivated to learn new skills if their company instituted skills-based pay.​ Second, HR will need to act as a Navigator, leading the organization through precarious waters and circumventing obstacles to put policies into practice for the betterment of all stakeholders: Trend #4: Divesting or doubling down on diversity, equity, inclusions, and belonging (DEI&B): Some organizations remain committed to DEI&B goals, continuing to ask “How are we going to do this?” Others plan to divest, instead now asking “Are we going to do this?” In the year ahead: Some will shy away from DEI&B goals, but these approaches will vary. Taking a stand on DEI&B will change company cultures in the long term, but it’s not clear exactly how. STAT: 26% of employees say companies focus too much on DEI&B, 41% of employees say companies focus an appropriate amount on DEI&B, and 33% of employees say companies focus too little on DEI&B. Trend #5: Plugging into or pulling the plug on hybrid work: Now that organizations have determined their position on where their employees will work, it’s time to see if they achieve the outcomes they intended. In the year ahead: Those businesses choosing the return-to-office path will see whether their bets paid off this year. Those choosing the hybrid or remote path will take it a step further, integrating autonomy as a core value in other aspects of work design. STAT: 54% of employees would consider being paid less if they could have more flexibility in where and when they work. Read the report to see what’s now and what’s next for each trend, along with some fast facts that uplevel the nerdiness of this year’s trends report. We also include a section on how SAP SuccessFactors solutions can help organizations address the 2025 HR trends.
    burnout
    2025年03月07日
  • burnout
    Goolge 创始人Sergey Brin呼吁员工每周至少工作60小时,并建议尽可能回到办公室 谷歌联合创始人谢尔盖·布林(Sergey Brin)近日发布内部备忘录,呼吁员工每周至少工作60小时,并建议尽可能回到办公室,以在人工智能(AI)竞赛中保持领先。他认为,谷歌拥有赢得通用人工智能(AGI)竞赛的所有必要条件,关键在于提高工作效率,充分利用AI工具进行编码,从而加速AGI的实现。 布林在备忘录中还批评了一些员工的工作态度,指出部分人仅仅“勉强完成最低要求”,不仅效率低下,还影响了团队士气。他强调,谷歌的AI工程师应该成为世界上最优秀、最高效的开发者,并充分利用AI工具提升工作效率。 近年来,人工智能(AI)竞赛加速升温,各大科技巨头争相投入资源,试图在这一领域占据领先地位。而近日,谷歌联合创始人谢尔盖·布林(Sergey Brin)的一份内部备忘录再度将AI竞赛推向新的焦点。他在备忘录中敦促谷歌员工回到办公室工作,并建议每周至少投入60小时,以加速通用人工智能(AGI)的实现。这一表态不仅引发了科技界的关注,也引出了关于工作效率、员工福祉和企业竞争策略的讨论。 布林的倡议:回归办公室+高强度工作 在布林的备忘录中,他直言谷歌拥有赢得AGI竞赛的所有要素,但前提是员工需要更高效地投入工作。他建议团队成员尽量回到办公室,并鼓励他们使用谷歌的AI工具提升编码效率。他强调,AI本身也可以成为提高生产力的关键,借助AI自动优化代码,将能帮助谷歌在与OpenAI、微软和Meta的竞争中占据优势。 尽管布林的建议并未改变谷歌现行的混合办公政策(每周至少三天线下办公),但这一呼吁无疑向员工传达了更高的工作期望。布林认为,60小时工作周是提高生产力的“最佳区间”,并批评部分员工仅满足于最低工作要求,认为这种“摸鱼”行为不仅无助于公司发展,还会影响团队士气。 AI竞赛白热化,科技巨头纷纷收紧远程办公 谷歌的这一举措,正值整个科技行业收紧远程办公政策的大趋势。亚马逊早前已宣布,2025年起要求企业员工每周回归办公室五天,而摩根大通、高盛等公司也陆续取消混合办公模式,强调团队面对面协作对于创新和效率的重要性。 科技行业的竞争焦点正在发生变化。自从OpenAI推出ChatGPT以来,谷歌面临着前所未有的挑战,尽管它曾是AI领域的领军企业,如今却不得不奋起直追。布林在2022年重返谷歌,积极参与AI产品开发,并直接与DeepMind团队合作,足见公司对AI战略的重视。在过去两年中,谷歌已对业务进行重组,并推出了Gemini 2.0等AI模型,以加快产品落地速度,缩小与竞争对手的差距。 高强度工作模式:突破创新还是透支员工? 布林的“60小时工作制”倡议无疑提升了谷歌AI团队的紧迫感,但这一策略也引发了外界对员工倦怠(burnout)问题的担忧。在高压竞争环境下,过度加班可能导致员工身心疲惫,影响创造力和长远的生产力。此前,埃隆·马斯克(Elon Musk)也曾在特斯拉和推特(现X)推行高强度工作文化,尽管提升了短期效率,但也引发了大量员工离职的情况。 谷歌的这一策略,是否能够真正带来AI突破,还是会带来人才流失的风险?这不仅仅是谷歌的选择,也代表了整个科技行业未来工作模式的演变方向。 结语:AI竞赛的未来,效率与平衡并存? AI竞赛进入白热化阶段,科技巨头们正在用更激进的方式争夺市场。但对于企业而言,如何在保持创新速度的同时,避免员工过劳、维持团队稳定,将成为AI时代管理层的重要考题。布林的倡议或许能短期加速谷歌的AI进程,但从长远来看,如何在高效与平衡之间找到最优解,才是谷歌能否真正赢得AI竞赛的关键。
    burnout
    2025年02月28日
  • burnout
    2024 年工作场所沟通状况 随着在家工作的劳动力比例增加到 58%(9200 万人),数字通信已成为工作场所沟通和生产力的焦点。经过分析,《福布斯顾问》发现科罗拉多州和马里兰州的远程工作者数量最多。调查还发现,28% 的受访者表示使用互联网语音协议 (VoIP) 电话系统。虽然我们调查的一半受访者在混合环境中工作,但 27% 的受访者远程工作,20% 的受访者现场工作。 要点 员工平均每周花费 20 个小时使用数字通信工具。 由于使用数字通信,45% 的员工感觉与团队的联系更加紧密。 数字通信让 58% 的员工觉得他们需要更频繁地联系。 百分之六十的员工因数字化沟通而感到更加倦怠。 近一半的员工表示,他们的生产力受到无效沟通的影响。 42% 的员工在试图形成传达正确语气的反应时感到压力。 2023 年工作场所使用的通讯工具 尽管如今有许多其他通信平台,但电话的时代可能还没有过去。工人们发现,更有效的通信平台取决于其提供的通信类型,无论是即时消息、视频通话还是 VoIP 系统。Google Meet 和 Zoom 在视频通话方面排名最高,分别有 40% 和 46% 的受访者使用。 远程和混合工作人员比办公室工作人员更频繁地使用 VoIP 系统进行通信。超过四分之一的受访者使用 VoIP 系统,其中 37% 的远程员工使用该系统,23% 的现场员工使用该系统,24% 的混合员工使用该系统。 适合办公室员工、混合员工和远程员工的最有效的通信工具 最有效的沟通工具因现场、远程和混合工作人员而异。对于现场工作人员来说,38% 的受访者认为手机是最有效的沟通方式,其次是固定电话 (22%) 和 Zoom (21%)。对于远程工作的人来说,22% 的受访者认为 Zoom 是最有效的方法,Google Chat(同样是 22%)也是如此。混合型员工也遵循类似的趋势:31% 的人认为 Zoom 是最有效的,23% 的人认为 Google Meet 是最有效的。 Covid-19 如何继续影响工作沟通 大多数人在工作中会使用标准电话以外的工具进行沟通,其中 14% 的受访者在大流行之前没有使用VoIP 。其中超过 20% 是远程工作者。显然,越来越多的人开始使用 Zoom(占受访者的 24%),但 2020 年 3 月 1 日之后,手机的使用量也激增了 20%。 自 Covid-19 以来,超过 40% 的员工感觉与团队的联系更加紧密 虽然 Covid-19 改变了办公室和团队的沟通方式,但这并不一定会导致员工感觉整体联系减少。在 Covid-19 疫情之后,总共 45% 的接受调查的员工实际上感觉与团队的联系更加紧密(43% 的现场员工、52% 的远程员工和 46% 的混合员工)。 一些员工确实感觉联系较少(25%)。远程员工最有可能表示感觉联系较少 (34%),而现场员工 (27%) 和混合员工 (20%) 的比例较低。也有一些人没有经历任何变化。在这些受访者中,现场工作人员最有可能表示没有变化(28%)。 大多数员工每周使用数字通讯工具的时间长达 20 小时 许多员工一整天都在屏幕前度过。比例最高的受访者 (16%) 表示,他们每周在数字通信平台上花费 21 至 25 小时。平均每天大约五个小时。 15% 的人花费了 16 至 20 小时,14% 的人花费了 11 至 15 小时,12% 的人花费了 6 至 10 小时。当数字达到 31 至 35 小时时,这一数字急剧下降:只有 5% 的人表示他们在数字通信工具上花费了这么多时间。2% 的受访者每周使用数字通讯工具的时间超过 40 小时。 数字通信工具正在影响工作与生活的平衡 有了如此多的数字通信工具,越来越多的员工感受到了在正常工作时间之外与同事保持联系的压力。近 25% 的员工表示,他们总是因与同事保持联系而感到压力,而 35% 的员工表示,他们经常感到压力。而另一端——那些感觉没有压力的人——数量要少得多。7% 的人表示他们很少感到压力,而 10% 的人表示他们从不感到压力。 数字通信增加了 60% 员工的职业倦怠 无论是在家工作、在现场工作还是两者兼而有之,数字通信很可能会增加倦怠感。我们的调查显示,60% 的受访者表示数字通信增加了倦怠感。近 70% 的远程工作人员表示,他们因数字通信而感到倦怠。混合型员工和现场员工因数字通信而感到倦怠的可能性较小:分别为 56% 和 49%。 无效的沟通如何影响工作环境 只有 11% 的员工表示,无效的沟通对他们没有任何影响。对于其他受访者来说,沟通不畅极大地影响了许多地区的工人。最值得注意的是,它影响了 49% 受访者的工作效率。近 50% 的受访者表示,无效的沟通会影响工作满意度,而 42% 的受访者表示,这会影响压力水平。 沟通不畅正在影响 45% 员工的信任 对于超过 40% 的员工来说,沟通不畅会降低对领导层和团队的信任。远程工作人员受到的影响更大,54% 的人表示沟通不畅会影响对领导层的信任,52% 的人表示会影响对团队的信任。对于现场员工来说,沟通不畅并没有对信任产生同样程度的影响,尽管它仍然产生了很大的影响:43% 的人表示对领导层的信任受到了影响,38% 的人表示对团队的信任受到了影响。 工作满意度取决于大多数员工的有效沟通 受访者表示,有效的沟通影响了多个工作领域。42% 的人表示这影响了跨职能协作。工作满意度是另一个受沟通影响的重要领域:48% 的人表示他们受到了影响。近一半的受访者表示他们的生产力受到了影响。 数字通信工具正在增加工作场所的压力 对于 46% 的受访者来说,看到消息长时间被忽视会导致工作场所产生压力。45% 的受访者表示,他们的经理正在输入消息的通知给他们带来了压力。数字通信的许多其他方面也带来了压力:用正确的语气制作数字回复(42%)、破译数字消息背后的语气(38%)、领导层最后一刻的视频通话(36%)以及转向进行视频通话时关闭摄像头 (35%)。 大多数员工更喜欢电子邮件而不是其他数字通信选项 当谈到首选的沟通方式时,许多员工更喜欢老式工具。电子邮件是最受欢迎的工具,18% 的受访者将其标记为首选(25% 的远程工作人员和 10% 的现场工作人员)。视频通话是第二受欢迎的选择(17%),其次是直接消息(16%)。对于现场工作人员来说,面对面对话是迄今为止最喜欢的沟通方式,34% 的受访者表示这是他们的偏好。 不同性别的偏好相同,但在视频通话方面差异很大:22% 的男性受访者更喜欢视频,12% 的女性更喜欢视频。 年龄对沟通方式的偏好产生了影响:59 至 77 岁之间的受访者中有 40% 更喜欢面对面交谈,而 18 至 26 岁的受访者中只有 17% 的受访者喜欢面对面交谈,而 27 至 42 岁的受访者中只有 16% 的受访者更喜欢面对面交谈。 员工如何使用数字通信进行联系 对于许多员工来说,数字通信是他们日常生活的重要组成部分,但他们使用的通信方法有所不同。超过一半 (56%) 的受访者使用视频进行交流,55% 使用音频。个性化问候不太常见(44%)。表情符号和 GIF 仍然是相对常见的交流形式:分别为 42% 和 34%。 女性受访者比男性受访者更喜欢个性化问候:分别为 47% 和 40%。 男性受访者比女性受访者更喜欢音频:63% 和 50%。视频也遵循类似的模式:61%(男性)对 53%(女性)。 43 至 58 岁的受访者对 GIF 的偏好最高:42%,而 18 至 26 岁的受访者为 31%。 18 岁至 26 岁之间的受访者最有可能喜欢视频 (69%)。对视频的偏好随着年龄的增长而下降:60% 的受访者年龄在 27 岁至 42 岁之间,50% 的受访者年龄在 43 岁至 58 岁之间,只有 23% 的受访者年龄在 59 岁至 77 岁之间。 每个州有多少人仍然在家工作? Forbes Advisor 统计了 2023 年各州在家工作的总人数。调查发现,远程工作者的比例因州而异。在在家工作劳动力最多的 11 个州中,有 20% 至 24.2% 的人在家工作。 华盛顿州在家工作的人数比例最高,占在家工作劳动力的 24.2%,其次是马里兰州 (24%) 和科罗拉多州 (23.7%)。 马萨诸塞州是在家工作比例最高的州(23.7%),其次是俄勒冈州(22.7%)、弗吉尼亚州(22.3%)和新泽西州(22.1%)。 密西西比州在家工作的劳动力数量最少。在 120 万工人中,只有 6.3%(76,556 人)在家工作。 结论 自 Covid-19 以来,虽然数字通信世界发生了很大变化,但也有一些不变的事情。尽管有许多选项和工具可用,但电子邮件和电话仍然是最受欢迎的两种通信方式。VoIP 系统也越来越受欢迎,28% 的受访者使用它们。员工平均每周在数字通信平台上花费 20 小时,这是每周 40 小时工作时间的一半。 展望未来,对于团队和小型企业来说,建立高效的数字通信系统非常重要,特别是考虑到我们调查的一半以上的人表示数字通信会导致职业倦怠加剧。 如果公司或团队围绕数字通信建立健康的文化,则可能会带来更好的工作满意度、更高的生产力以及对公司领导层和团队的更高信任度。 方法 Forbes Advisor 根据市场研究协会的行为准则,委托市场研究公司 OnePoll 对 1,000 名在办公室工作的美国人进行了调查。置信度为 95% 时,误差幅度为 +/- 3.1 个点。OnePoll 研究团队是 MRS 的成员,并且是美国民意研究协会 (AAPOR) 的企业会员。 为了了解每个州在家工作的工人数量,《福布斯顾问》从人口普查局的美国社区调查中获取了数据。 https://www.forbes.com/advisor/business/digital-communication-workplace/ https://www.forbes.com/advisor/business/digital-communication-workplace/
    burnout
    2024年02月01日