The Key to a Thriving Workforce? A Smart Approach to AI微软的最新数据强调了人工智能对员工赋权、活力和生产力的积极影响。领导者可以通过关注其员工队伍是否在“繁荣”中来促进良好表现，微软将“繁荣”定义为被赋予权力和充满活力地进行有意义的工作。员工信号调查显示，人工智能的使用能通过减少乏味工作并促进有意义的工作来提高生产力、努力和影响。人工智能工具还与更高的赋权和活力得分相关，表明员工队伍的“繁荣”。成功的关键在于将人工智能与支持性文化相结合，提供必要的培训，并使人工智能项目与公司目标保持一致。
New data reveals how access to AI can help employees feel more empowered and energized, and find more meaning in their work.
what’s the best way for leaders to foster good performance? How can they tell if their efforts are successful or not? Often, companies try to answer these questions by measuring metrics like engagement or financial results. And while those are critical to business success, at Microsoft, we also want to explore whether the workforce is thriving.
“Thriving has become the North Star for how we understand employees,” says Microsoft VP of People Analytics Dawn Klinghoffer, who leverages data to help leaders understand and improve employee’s experience. “We define thriving as being empowered and energized to do meaningful work. Are people excited to come to work every day, excited about the opportunities ahead?”
One of the ways we gauge this at Microsoft is with our Employee Signals survey, a biannual company-wide poll. The recent results not only offered insights into the tangible benefits of thriving, they also uncovered a key catalyst for fostering it: access to AI.
The Benefits of Thriving
We are focused on fostering a culture of thriving because our research suggests that doing so can boost how effective our workforce perceives itself to be. We also found that employees who are thriving are likely to have the highest scores on our indicators of high performance, like productivity, effort, and impact
Additionally, survey results suggest that employees who are thriving are more likely to go above and beyond what is expected of them. They take more pride in their work and they are less apt to look for employment elsewhere.
Recent Employee Signals survey results give us some new insights about what it means to thrive in this new era of work. We discovered that higher scores on what we’ve identified as the most important factors that support thriving—finding meaning in work, feeling empowered, and feeling energized—also translate to a measurable boost in productivity. Furthermore, access to AI seems to correlate with higher scores on each of these pillars.
Meaningfulness: According to our data, employees who find their work meaningful are 59% more likely to say they are productive at work—and 28% more likely to say they put in extra effort. Key to that is minimizing time spent on tasks that don’t feel meaningful. This is where AI comes in: AI assistants can lighten the load by generating rough drafts, sifting through piles of data, or simply acting as a sounding board and brainstorming partner to help people nail down a plan of action. Crucially, incorporating AI into the day correlated to a 20% jump in scores relating to meaningful work.
“What we find is that AI is really there to help you take friction and toil out of the system, and to remove the drudgery of work,” Klinghoffer says. “And when people are able to remove some of that drudgery, we see that they’re more productive, and they thrive more.”
Empowerment: Survey results also point to a future in which AI empowers people in their jobs. People who are empowered do not feel they have resource constraints, and they aren’t overburdened with people telling them how to do their work, Klinghoffer says, “so they have more freedom to do things the way they want and need to get the job done.” Access to AI tools and resources, we found, correlated to 34% higher scores for questions related to empowerment.
Energy: Our employees who say they feel energized are 44% more likely to say they feel proud of their work, and 22% more likely to say they take the initiative to be productive and put discretionary effort into their work. All levels of AI use— learning about it, grasping its value, incorporating it into processes and products, or simply having AI resources—correlated to higher reported energy levels. In fact, scores on energy-related questions for those using AI jumped almost 27%.
These results offer solid evidence that AI can be a catalyst for thriving and high performance. But how a company goes about making AI available will determine whether the company can reap these benefits. If employees are equipped with the right knowledge, tools, training, and resources to leverage AI in their work, they can begin to tap the full potential of an AI companion.
The key to success, Klinghoffer says, is integrating AI in a way that spans culture, learning, and people management. That way, everyone will understand how AI can help them focus on the most meaningful work.
The ABCs of Thriving with AI
Klinghoffer recommends keeping the following blueprint top of mind.
Accelerate alignment: Strengthen connections between employees, the company’s mission, and the transformative potential of AI. Clarify how AI initiatives align with the company’s goals and employees’ roles. Celebrate contributions to AI projects to highlight their impact on the company and customers.
“Employees who felt more connected to the mission and really understood how their work fits into the larger system were also the ones who were really thriving,” says Ketaki Sodhi, Senior HR Data Analyst at Microsoft. “When we looked at Copilot and employee sentiment around AI, these were also the folks who were willing to experiment and find ways to use AI to take some of the drudgery out of the day-to-day.” Smart leaders should seek out those internal champions and offer them support and encouragement.
Be inclusive: Create an environment where all employees feel equipped to engage with AI. This includes providing AI education, training, and resources, as well as fostering a culture of innovation and supporting a safe space for experimentation. Regular check-ins and feedback sessions can help employees express concerns and share ideas related to AI. Once users are encouraged and equipped to explore the possibilities of AI, our research suggests that a time savings of just 11 minutes a day is all it takes for them to start to appreciate its value.
Cultivate collective growth: Create a culture that empowers employees to decide how to do their best work, while investing in moments that matter together. Provide employees with the flexibility to plan their days and create time to meaningfully engage with AI. Encourage them to explore how AI can help them free up time for creative and strategic work. Then highlight use cases and foster collaboration among teams to encourage knowledge sharing.
Collective growth encompasses in-role experiences (how do we create time and space for employees to learn within their role?) and beyond (what comes next for me? Is there a viable career that excites me at this company?). AI can help with both—by eliminating the drudgery that keeps employees from doing more creative work, and by facilitating positive employee movement. “You see a huge boost. People get excited doing something new, growing their skills and experiences, and furthering their career,” Klinghoffer says. “A couple of months ago on my team we had people who were interested in a different role raise their hands, and we facilitated changes for about 20% of my org.”
Dawn Klinghoffer
2024年06月24日
Dawn Klinghoffer
How Will AI Impact People Analytics in 2024 and Beyond(Podcast)2024年，人员分析将面临一个转折点。这个转折点集中在AIML上，以及它如何为组织创造优势，以及 HR 中的大量活动和工作，HR内部的数据科学分析团队有一个独特的位置可以研究。
将人员分析从洞察转变为影响需要什么？人员分析和人力资源专业人员如何影响企业领导者？人工智能和机器学习对现在和未来的人员分析有何影响？
这些只是我们本周在数字人力资源领导者播客从寒假回归时讨论的三个主题。与我一起参加会议的还有三位嘉宾，他们都亲自启发了我，还有无数其他人，他们在人员分析领域拥有超过40年的经验：
Dawn Klinghoffer，Microsoft人员分析全球主管和 Insight222 的董事会顾问，他在过去20年中一直在 Microsoft 建立和领导人员分析功能。
杰里米·夏皮罗（Jeremy Shapiro），默克公司（Merck & Co）劳动力分析全球主管，纽约战略人力资源分析会议小组的联合召集人。
Thomas Hedegaard Rasmussen，壳牌组织发展和学习副总裁，曾在澳大利亚国民银行、壳牌和马士基建立并领导人员分析职能。
您可以通过单击下面的图片或访问播客网站来收听。
在对话中，我们探讨了如何通过人员分析来推动业务价值，重点介绍了 Thomas 最近与 Mike Ulrich 和 Dave Ulrich 合著的论文（将人员分析从洞察力转移到影响力）中的发现，以及 Insight222的2023 年人员分析趋势报告中确定的领先公司的八个特征。
如果您能够访问企业中的战略对话，则更容易受到它们的影响。而且，如果你有高层领导的支持，以试图一次做太多事情为代价来追求那些相对较少的高价值项目，那么确定优先级也更容易。
Dawn、Jeremy、Thomas 和我还讨论了：
人员分析的三个“I”：洞察力、影响力和影响力
确定人员分析工作的优先级并将其与业务需求保持一致的技术
如何在人员分析和财务之
间建立成功的关系
人工智能和机器学习如何支持人员分析工作
人工智能将如何在未来12个月和几年内改变工作世界。
我希望人工智能能够真正帮助人力资源部门充满活力，并有能力去做有意义的工作，消除今天人力资源部门发生的许多任务的苦差事。
资源
以下是本集讨论的一些材料的链接：
托马斯与迈克·乌尔里希（Mike Ulrich）和戴夫·乌尔里希（Dave Ulrich）共同发表的论文：将人员分析从洞察力转移到影响
Insight222 的 2023 年人员分析趋势研究：投资交付——人员分析的新模型
Dawn 关于蓬勃发展的文章：为什么 Microsoft 衡量员工的发展，而不是敬业度
杰里米与汤姆·达文波特（Tom Davenport）和珍妮·哈里斯（Jeanne Harris）合著的开创性文章《哈佛商业评论》：在人才分析上竞争
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Dawn Klinghoffer
Dawn Klinghoffer
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