Employee Engagement - 北美华人人力资源协会

Employee Engagement

Why AI is now HR’s business Could the AI revolution also herald a revolution in HR? Generative AI is leaving many businesses in a fix. On the one hand, the potential of the technology is strikingly obvious. Since ChatGPT debuted to the public in late 2022, AI has made extraordinary advances. Coding tools can spin up micro apps from a simple prompt. Chatbots can produce instantaneous research. Video models can create studio-grade clips. Tools like these can supercharge all kinds of work, whether it’s helping create a whole marketing campaign or simply assisting an individual reason through a thorny problem. One estimate sizes the corporate opportunity at $4.4 trillion globally. Yet it can be bewilderingly hard for enterprises to realize those gains. Studies show that generative AI is having limited impact on productivity. Many organizations find themselves either stuck in pilot purgatory, or rolling out initiatives that fail to deliver ROI. Others don't even know where to start. This issue is especially pronounced for smaller enterprises. In fact, research suggests that AI is seen as the number-one challenge by four out of five small business leaders in the UK. Small firms are half as likely to have implemented it compared to larger companies. And within the small companies that have adopted AI, usage is often uneven. Seventy three percent of senior managers use it at least once a month, compared with only 32 percent of entry-level employees. This creates what Kevin Fitzgerald, UK Managing Director of the all-in-one employment platform Employment Hero, calls the “AI advantage gap.” “AI is only delivering productivity gains for some, and that’s a huge problem,” he says. “For technology to drive meaningful change, it needs to be in the hands of everyone.” Human resources (HR) departments are uniquely positioned to help manage some of the challenges around AI adoption. That’s because taking full advantage of the new AI tools available to organizations is more than just an IT project. “AI is all about job redesign, new skills, new organization structures, and new roles for leaders,” says Josh Bersin, a respected HR industry analyst and CEO of HR consultancy The Josh Bersin Company. “HR people are essential as part of companies’ AI transformations.” In practice, this kind of project tends to be easier for smaller businesses, which have fewer employees and less organizational complexity to disrupt. Bersin says that Chief Human Resources Officers (CHROs) now frequently lead AI-based organizational redesigns. Going further, almost two thirds of IT decision-makers expect their HR and IT teams to merge in the next five years, according to a recent survey. This is already happening at companies such as Moderna, the biotech firm with more than 5,000 employees, which now has a single leader covering both. “HR has a once-in-a-generation opportunity to reshape the future of work,” says Fitzgerald. “And it’s important to get this right. Bad AI rollouts can slash personal productivity in half.” So what does HR-led transformation look like in practice? Here we spotlight three ways HR leaders can set their organization up for AI success… 1. HR as pioneers Leading on AI transformation means deeply understanding training needs, integration challenges, employee resistance and—fundamentally—how and where AI offers value. This means HR professionals need real experience of those things themselves. There are many HR tasks to which both traditional machine learning and generative AI is well suited. Much of the press buzz is around recruitment—using AI to source candidates, screen CVs, and automate parts of the application process—but its impact can be much broader. The creative and communication side of the job is a natural fit for the capabilities of large language models (LLMs), which excel both in summarizing and expressing information. Whether it’s drafting job descriptions, communicating complicated policies in plain language, or managing the team’s internal knowledge, there’s plenty that an LLM can help with (so long as it offers appropriate privacy assurances). There are a range of options for deployment, from buying tools that package up an LLM for delivering on a specific use case—such as offering AI training programs or building FAQ chatbots—to simply subscribing to a frontier AI assistant like ChatGPT. The most immediate benefit is the potential gains for the HR team itself. Handing off repetitive tasks to AI can free up time. But it’s also the baseline for any HR team that is planning on leading the way in a business’ AI transformation, because credibility will be vital. That’s not to say that it should only be HR leading the charge on AI—Bersin says that more often than not having a dedicated committee with representatives from HR, legal, and IT is most effective—but it’s a necessary criterion for playing a central role. “It’s about leading by example,” says Fitzgerald. “People don’t want technology forced on them—they want to see its benefits, and be given the freedom and encouragement to explore it.” Of course, much of HR’s AI usage will be internally facing, so there’s a comms job to be done. “My advice to the HR leader would therefore be: share,” says Fitzgerald. “Share the wins that you've had, and actually put them out there to the broader business.” 2. HR as culture definers Establishing the right culture around AI is vital. “It’s the missing link in AI adoption,” says Deepali Vyas, Global Head of Data & AI at global talent advisory firm ZRG. There are two crucial reasons for this. The first is that when a company chooses to roll out AI, it can create ill feelings. People can fear it’s a prelude to cost cutting and job losses. Of course, an organization may be planning to downsize—but equally it could be planning to do more with the same number of people. Whatever the plan, be transparent. If nobody needs to worry about their jobs, tell them. If a restructure is likely, fair dealing and honesty can go a long way to attenuating resentment. HR has the authority and the skills to lead on conveying this information in the most effective and appropriate way. The second reason concerns “shadow AI.” This is where employees use AI tools of their own without telling management, either because they fear for their jobs or because they view AI as a shortcut and don’t want to pull back the curtain on how they get things done. Shadow AI is already widespread; the security firm Varonis estimates that up to 98 percent of employees use shadow AI or shadow IT in some capacity, with employees hiding their AI use out of fear of their employer's reaction. While the primary risks of shadow AI are to do with security and privacy, there is also a more systemic drawback. Top-down AI tool implementation can be important, but companies that don’t also tap into the wisdom of the crowd will miss out on AI opportunities. Generative chatbots are general-purpose tools with the most open-ended interface possible: there are countless different ways to use them, and the people best placed to figure out how this kind of AI can help your business are the people who work there. But you can’t enjoy the fruits of their experiments if they are unwilling to share how they’re using it and what they’re discovering as a result. “You really need to bring shadow AI use to the surface,” Vyas says. “In any case, banning or ignoring shadow AI is not going to make it disappear. It's only going to drive it further underground.” Bringing it out into the light is, again, a question of culture. If IT owns guardrails and platforms, and the C-suite owns vision and accountability, HR owns the people and behaviors piece. In addition to quelling fears that revealing AI usage will jeopardize jobs, HR needs to create forums to encourage sharing across all teams. This could take the form of workshops and hackathons or simply dedicated channels on Slack. There should also be incentives, so that individuals who come up with approaches that create meaningful value are well remunerated for their contributions. “There's a lot of fear versus empowerment,” says Vyas. “HR’s cultural mandate is building a culture of AI fluency, normalizing AI as a partner in work and to build trust around its use.” 3. HR as organization designers AI transformation is not just about rolling out the tools. You need teams with AI literacy, skills and mindsets—teams that are open to new ways of working and to reimagining workflows that have perhaps remained unchanged for decades. You may also need to create new roles like a Chief AI Officer, or hire specialist software developers. “It's about building that future-ready workforce,” says Vyas. HR’s expertise in recruitment and training will be crucial in this effort—only half of employees in SMEs believe their company has done a good job instilling technological know-how—and AI itself can play a powerful role in making a success of it. Forward-thinking organizations weave AI into workforce management, from how workers move internally to how they train and learn, Vyas says. “There’s personalized learning journeys, there's internal mobility recommendations, there's workforce planning tied to all of these business scenarios.” As they scale, companies may wish to rethink their org charts in light of AI. The traditional triangular org chart has been a mainstay since Brigadier General Daniel McCallum unveiled the first example in 1855. But many commentators believe that new architectures will coalesce to reflect how people work best with AI. Microsoft’s Work Trend Index Annual Report 2025 argues that the org chart will be replaced with a “Work Chart,” which it describes as “a dynamic, outcome-driven model where teams form around goals, not functions, powered by [AI] agents that expand employee scope and enable faster, more impactful ways of working.” In practice this means a flatter, more flexible operating model. Firms that have harnessed AI in this way report having more satisfied, more optimistic employees. HR will need to play a pivotal role in managing any such transformation. “That’s not only because most savvy HR leaders are also very good at change enablement,” says Bersin, “but also because this clearly would have implications for pay models, reward systems, and leadership pipeline.” What’s more, Microsoft argues that in a Work Chart world, orchestrating the interplay between humans and AI agents—and getting the balance right—is going to be an emerging area of responsibility for HR. In discharging this duty, they will need to collaborate more closely than ever with technical teams. This shift may seem radical. But, as the aphorism has it, it's easy to underestimate the long-term effects of new technologies. Vyas believes this kind of business architecture will just be “the new normal—and sooner than we might think”. 原文：https://www.wired.com/sponsored/story/employment-hero-why-ai-is-now-hrs-business/

Employee Engagement
2025年11月28日
Employee Engagement

隐性的人才危机：Workday《2025全球劳动力报告》解读概述：Workday最新发布的《2025全球劳动力报告》揭示了一场正在组织内部酝酿的人才危机。虽然外部招聘市场依旧活跃，职位需求在2025年上半年同比增长6%，但内部情况却截然不同：晋升率在10个行业中的11个下滑，内部招聘减少8%，员工发展通道受阻。尤其值得关注的是，高绩效员工正加速离职——零售行业同比上升64%，医疗健康行业上升28%，这对企业的韧性与创新能力构成严重威胁。报告指出，传统职业晋升路径正在失效，企业更倾向于招聘外部候选人，而内部员工缺乏成长与轮岗机会，导致敬业度和忠诚度下降。同时，AI战略的沟通不畅进一步加剧了焦虑。44%涉及AI的员工评论带有负面情绪，55%的求职者认为AI已经减少了就业机会。管理者在转型中承受巨大压力，但缺乏工具和支持，形成了“夹心层”困境。应对这一危机，报告提出三大方向：一是重塑职业发展路径，提供横向调动、项目轮岗和技能提升机会；二是优先推动内部流动，利用数据与AI匹配人才与岗位；三是加强透明沟通，特别是围绕AI的愿景与应用，帮助员工将AI视为成长工具而非威胁。Workday自身的案例表明，以人为本的AI应用能够提升生产力与员工信心，增强战略一致性。报告的核心结论是：未来的人才竞争关键不在于“外部招聘更快”，而在于“留住最好的人”。只有通过重建内部信任与成长路径，企业才能在AI时代保持竞争优势。在全球劳动力市场看似稳定的表象之下，一场深层次的人才危机正在酝酿。Workday在其最新发布的《2025全球劳动力报告》中揭示了一个值得企业高度警惕的事实：外部招聘依旧活跃，但组织内部的人才发展体系正在崩塌。晋升机会锐减、内部流动停滞、高绩效员工加速出走，再加上AI战略沟通不足带来的焦虑感，正在形成一股“隐性的离职潮”，对企业的竞争力和未来发展构成巨大威胁。本文将围绕报告中的关键发现和建议，进行深入解读。外部市场的表象繁荣与内部困境的对比报告指出，从宏观数据看，全球招聘需求仍在上升。2025年上半年职位需求同比增长6%，某些行业甚至保持了高速扩张。例如，酒店业职位需求同比增长61%，科技与通信行业增长29%。这说明企业仍在积极寻找外部人才，尤其在疫情后快速复苏的行业中表现明显。然而，与外部的繁荣相比，组织内部的情况却显得格外冷清。内部晋升率在过去一年下降了8%，10个主要行业中有11个出现了“晋升衰退”。这种外部热、内部冷的矛盾，正是当前人才危机的根源。表面上的招聘火热掩盖了内部人才管理的空心化，员工缺乏成长与发展的空间，导致敬业度下降和离职意愿增强。高绩效员工的加速流失报告中特别强调，高绩效人才正成为离职的“主力军”。在零售行业，高绩效员工的离职率同比增长64%。在医疗健康行业，这一数字也高达28%。这意味着，最能创造价值、推动业绩的员工正在大量流失。他们离开的原因并不是外部市场更具吸引力，而是内部缺乏清晰的成长通道和发展空间。换句话说，他们不是“不想留下”，而是“留不下去”。更为严重的是，这种趋势不仅仅是人员流动问题，而是组织韧性的流失。高绩效人才的离开往往带走了关键知识、客户关系和创新动力，对企业的打击远大于普通员工离职。晋升衰退与职业发展死胡同 “晋升衰退”（Promotion Recession）是报告中的高频词。晋升率下降意味着员工在组织内部看不到未来。内部调动和横向发展机会不足。企业管理者更倾向于招聘外部候选人，而不是信任和培养内部人才。这种倾向表面上似乎有利于引入新鲜血液，但长期而言削弱了组织的忠诚度和凝聚力。员工如果在企业中无法获得横向调动、跨部门学习或参与关键项目的机会，就会感到被忽视，最终选择跳槽。因此，报告提出“重塑职业发展路径”的理念：不仅要提供纵向晋升，还要设计横向项目轮岗、技能提升和跨部门合作，让员工在不同的成长维度中保持挑战感和价值感。 AI战略沟通不畅引发员工焦虑 AI正在重塑工作方式，但报告揭示出另一个被忽视的问题：AI战略的沟通不畅。 44%涉及AI战略的员工评论带有负面情绪。 55%的求职者认为AI已经减少了就业机会。近一半员工表示，他们对AI如何影响岗位和未来缺乏清晰理解。这说明，虽然企业高层有明确的AI发展愿景，例如利用AI提高效率、减少低价值劳动、提升客户体验，但普通员工并没有从中看到自己的位置和未来。缺乏清晰沟通，使得AI不再是机遇，而成为焦虑的来源。报告指出，AI的引入不仅是技术变革，更是文化转型。如果企业不能通过透明沟通、清晰的角色案例和系统性的培训来解释AI的作用，就会在组织内部制造恐慌，削弱员工对未来的信心。管理者承受转型压力在AI转型中，管理者的角色尤为关键。但数据显示，许多一线管理者缺乏足够的资源和支持：他们在“变革资源和支持”的打分仅为7.06分。在“风险评估”和“变革理由阐释”等维度上，得分也低于个人贡献者。这意味着，管理者既要应对来自上层的战略压力，又要安抚基层员工的焦虑，却缺乏相应的工具和培训。这种“夹心层”的困境进一步拖慢了AI转型的步伐。案例启示：Workday的EverydayAI计划报告中引用了Workday自身的案例作为参考。通过“EverydayAI计划”，Workday在六个月内实现了显著成果： 80%的员工使用至少一款AI工具，比基准提高38%。高绩效员工使用AI的可能性是其他人的两倍。使用AI的员工更可能看到清晰的职业路径，并表现出更强的战略一致性。这一案例表明，以人为本的AI战略不仅能提升效率，更能增强员工的归属感与成长感。核心在于将AI转型与文化、沟通和技能建设结合，而非仅仅依赖工具部署。报告建议：重建内部信任与成长路径为应对这场隐性的人才危机，报告提出了三大建议：优先内部成长提供可见的、个性化的职业发展机会。将晋升、横向发展和技能培训与业务需求挂钩。透明沟通战略方向特别是关于AI的应用和影响，要保持一致、开放的沟通。让员工理解AI并非威胁，而是成长的工具。以人为本的AI应用将AI用于释放员工时间、发现潜在机会、提升自主性和归属感。建立反馈循环，帮助员工在使用中不断积累信心。结语：人才危机的关键在“内部” 从宏观角度看，2025年的劳动力市场依旧活跃，但企业面临的真正挑战不在外部招聘，而在于内部人才体系的裂痕。晋升衰退、人才流失和AI焦虑并非孤立事件，而是信任和沟通不足导致的系统性问题。未来的人才竞争不再仅仅是“招聘更快”，而是“留住最好的人”。这需要企业在AI时代重新定义职业发展与组织文化，让员工能够“在企业中成长”，而不是“绕开企业成长”。换句话说，解决隐性的人才危机，核心不在技术，而在人心。

Employee Engagement
2025年09月12日
Employee Engagement

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.

Employee Engagement
2025年03月07日
Employee Engagement

Josh Bersin: Understanding the Path to CHRO Josh Bersin 最新研究揭示 CHRO 成长轨迹与未来挑战!近年来，首席人力资源官（CHRO）这一角色正在经历前所未有的变革。最新发布的《Understanding the Path to CHRO》报告(点击可以下载报告，同时附录在文章后)，基于对 20,000 多名 CHRO 的数据分析，深入研究了 CHRO 的成长路径、核心能力及全球 HR 领导者如何适应企业需求的变化。该研究揭示了HR 从传统行政职能向战略核心的转型趋势，同时发现： 75% 的 CHRO 来自外部招聘，内部继任计划严重不足。 CHRO 逐步迈入 C-suite，13% 进入企业最高薪酬前五名，相比 30 年前增长 26 倍。四类 CHRO 发展路径浮出水面：职业型 CHRO（Career CHRO）、企业型 CHRO（Company CHRO）、业务型 CHRO（Business CHRO）、运营型 CHRO（Operations CHRO）。具备国际化经验的 CHRO 绩效更高，75% 的高绩效 CHRO 曾在海外工作。政治学、经济学背景的 CHRO 更具影响力，而 HR 专业背景反而在高绩效公司中占比最低。从这些数据来看，CHRO 角色不再是简单的人才管理者，而是企业变革的推动者、业务战略的支持者、AI 与科技革新的领导者。那么，中国的 HR 领导者如何才能成长为具备全球视野的 CHRO？本文将从CHRO 角色的转型趋势、职业路径、核心能力模型及中国 HR 的成长路径四个方面展开分析。报告下载地址：https://www.hrtechchina.com/Resources/59250FA4-A800-58D9-5CE6-76E4DBC4F82A.html ? CHRO 的转型趋势：从 HR 负责人到企业变革领导者传统 HR 主要聚焦于招聘、薪酬管理、劳动合规等事务性工作，过去常被视为“后勤支持”部门。然而，随着全球劳动力市场变化、AI 赋能 HR、企业运营模式调整，CHRO 的角色发生了深刻变化： 1️⃣ CHRO 从 HR 服务交付者转变为业务战略伙伴过去 HR 被认为是支持职能，而今天，CHRO 需要直接参与企业战略决策，关注人才如何驱动业务增长。例如，疫情后全球远程办公兴起，CHRO 需要设计全新的组织架构、推动员工体验升级、调整绩效激励模式，以适应新的工作模式。 2️⃣ AI 与数字化重塑 HR 角色AI 和 HR Tech（人力资源科技）正在改变 HR 的运作方式。CHRO 不仅需要理解 AI 招聘、数据驱动绩效管理、智能学习平台，还要在组织中推动这些技术的应用。例如，采用 AI 进行人才画像分析、通过自动化面试减少招聘成本、利用数据分析优化员工保留率。 3️⃣ 全球化人才流动与多元化管理企业越来越依赖国际市场，CHRO 需要具备跨文化管理、远程团队领导、国际雇佣合规的能力。报告发现，在高绩效公司中，75% 的 CHRO 具备国际工作经验，这说明全球视野已成为 HR 领导者不可或缺的竞争力。 ? 四类 CHRO 发展路径：你属于哪一类？研究报告将 CHRO 的职业路径划分为四种主要类型，每种路径各有优势和挑战： 1️⃣ 职业型 CHRO（Career CHRO）——最常见的路径通过在不同公司担任 HR 领导职务不断晋升，占比 73%。优势：具备跨行业 HR 经验，能从外部引入最佳实践，拥有更广阔的专业网络。挑战：对新公司的文化和业务理解较浅，缺乏长期稳定的 C-suite 关系。 2️⃣ 企业型 CHRO（Company CHRO）——公司内部晋升在同一公司内部从 HR 经理逐步晋升为 CHRO，占比 17%。优势：深谙企业文化和业务流程，与内部管理层关系紧密。挑战：缺乏外部视角，可能难以推动 HR 变革和创新。 3️⃣ 业务型 CHRO（Business CHRO）——来自业务部门从销售、运营、市场等业务部门转型进入 HR，占比 8%。优势：更能理解业务需求，与 C-suite 关系更紧密，推动 HR 战略落地能力强。挑战：缺乏 HR 专业知识，需要依赖强大的 HR 团队支持。 4️⃣ 运营型 CHRO（Operations CHRO）——来自行政管理从财务、法务、风控、合规等行政职能转型进入 HR，占比 2%。优势：擅长数据分析、预算管理、企业治理。挑战：缺乏人才管理经验，对 HR 战略落地理解较弱。 ? 在北美工作的华人 HR 领导者如何突破瓶颈？在北美职场，华人 HR 面临文化适应、晋升壁垒、C-suite 话语权较弱等挑战。如何突破天花板，成长为 CHRO？ ? 1. 强化本土商业思维，提升 C-suite 话语权深入了解北美商业环境、企业运营模式、行业趋势。参与跨部门会议，与 CEO、CFO 直接对话，培养以业务为核心的人才战略思维。 ? 2. 培养影响力，突破“华人 HR 只擅长执行”的刻板印象多发声，多展示成果：在公司内外分享 HR 变革案例，塑造领导者形象。主导 HR 变革项目，例如推动 AI 赋能招聘、优化薪酬激励机制，提升 HR 价值感。 ? 3. 争取国际轮岗机会，提升全球 HR 领导力申请企业的跨国 HR 轮岗项目，拓展跨文化管理经验。参与国际 HR 论坛、北美 HR 高管社群，建立全球视野和人脉资源。 ? 4. 选择适合的 CHRO 职业路径喜欢跨行业挑战？选择职业型 CHRO 路线。想深耕企业文化？适合企业型 CHRO 发展路径。具备销售、运营经验？向业务型 CHRO 方向发展。 ? 5. 强化数据与 AI 能力，掌握 HR 科技趋势学习数据分析、AI 招聘、人才预测建模，让 HR 决策更具数据支撑。掌握 HR Tech 生态系统，推动数字化 HR 变革，提高 HR 部门的战略价值。 ? 结论：北美华人 HR 需要突破自我，成为“全球 CHRO” 要成为北美企业的 CHRO，仅靠 HR 知识远远不够，商业思维、数据能力、影响力、全球化经验都是必备技能。北美华人 HR 需要打破行业天花板，成为推动企业变革、掌控未来人才战略的全球化 CHRO 领导者！

Employee Engagement
2025年02月17日
Employee Engagement

HiBob：HCM 市场中快速成长的新领导者 HCM 市场规模达 110 亿美元，为各种规模的公司提供人力资源和薪资平台。知名领导者（Workday、SAP SuccessFactors、ADP、UKG、dayforce）都是对该领域了解多年的高管。由于这些公司在市场上拥有多年的经验，他们拥有成千上万的客户，因此他们了解全球人力资源部门、经理和薪资团队的复杂需求。然而，尽管市场具有传统性质，但颠覆正在发生。公司对这些系统的可用性、缺乏灵活性以及其架构限制的脆弱性感到沮丧。在大多数情况下，当你建立人力资源系统时，你会对职位层次、职位级别、薪资等级和组织结构做出许多决定。一旦你做出了这些决定，它们就很难改变。这意味着随着时间的推移，系统变得越来越难用，因此公司在上面叠加了几十种人才管理工具。这些系统对于员工来说也很难使用。这些系统最初是为人力资源部门开发的，现在大多数系统都有移动界面和门户供管理人员和员工使用。由于 Agentic AI 的出现，大多数系统都在构建聊天前端。尽管如此，其复杂程度很难掩饰，因此许多公司对员工“隐藏”了 HCM，并在其上构建了复杂的门户。ServiceNow 的迅猛发展就是明证，它推广了员工体验层的概念，可以保护员工免受 HCM 的困扰。大约十年前（2017 年），我遇到了 Ronni Zehavi，他是一位经验丰富的科技企业家，也是当时 HiBob 的新任首席执行官。他的愿景是建立一个“人员管理”系统，该系统不是为后台办公室设计的，而是为经理和员工设计的。我们广泛讨论了最初的想法，即打造“人力资源的 Instagram”——一个如此优雅和美丽的东西，任何人都能立即看到它的价值。我警告 Ronni，这个问题比想象的要复杂得多。他听了我的劝告，但还是继续前进，为 Bob 构建了一个具有现代、优雅、引人入胜界面的 HCM 平台，使 Bob 的“人人享有 HCM”愿景成为现实。与我看到的许多 HCM 产品不同，Bob 的使用案例始于员工和经理。因此从一开始，该系统就旨在帮助领导者管理他们的团队，提供易于使用的工具，用于创建个人资料、日历、团队员工识别、组织结构图、通信和警报。用户体验至今仍然令人兴奋，它有趣、易于理解，并且以通用的商业语言编写。（顺便说一下，HiBob在 G2 中的评分为 4.5 ，这对于企业软件来说是一个很高的评分。）虽然前端看起来“简单”，但该系统从一开始就具备企业功能。虽然 HiBob 最初将其出售给规模较小的科技公司，但他们很快意识到其最初的核心市场更大，几乎涵盖了以人为本的行业中所有快速增长的公司。 VaynerMedia 和 Fiverr 等公司招聘人数众多，非常注重文化和参与度，人力资源团队人手不足。Bob 非常擅长薪酬管理、分析、DEI 和绩效管理，这些都是所有公司都需要的东西，但很少有公司愿意购买每个领域的专业产品。（几年前，我们 Josh Bersin 公司实施了 Bob HCM 平台，基本上在一个周末就完成了配置。）随着公司业务的增长，对功能的需求也随之增长。因此，在 2023 年和 2024 年，HiBob 推出了 Bob Hiring、其 ATS（申请人跟踪系统）、Bob Learning、其 LMS 和 UK Payroll，为传统的薪资运营提供了一种现代化的方法。通过今年早些时候对Pento 的战略收购（Ronni 的团队是一家技术巨头），HiBob 获得了提供灵活薪资方法的技术，并计划在 2026 年提供美国薪资服务。在此过程中，HiBob 始终专注于“企业软件消费化”，成为少数成功破解用户体验密码的 SaaS 公司之一。作为一名用户，我不得不说它不仅功能丰富，而且使用起来真的很愉快。让我来谈谈使命。大多数 HCM 供应商一开始都关注员工，但很快就被拖入人力资源的神秘需求中。即使是世界上最大的 HCM 供应商 ADP（以客户数量衡量），也不得不强迫自己随着时间的推移构建越来越易于使用的前端。正如您所见，HiBob 仍然认为 Bob 是一个“业务增长平台”，而不是一个“管理人力资源”或“向领导者提供可操作的人力资源数据”的系统。（Rippling 也是这么认为的。）这让 HiBob 实现了快速增长，我称之为“颠覆者”地位。其他颠覆者包括美国的 Rippling 和 Lattice、亚洲的 Darwinbox 以及薪资供应商（Paychex、Paycor、Paylocity、Gusto 等），它们各自都在构建 HCM 平台。当然，我们不得不提 ADP，它仍然以自己的方式具有颠覆性和创新性。ADP的 Lyric HCM建立在高度自适应的架构之上，拥有市场上最先进的灵活性，但它针对的是大型分布式企业。这个领域的每个供应商都很聪明、创新且充满热情。UKG 推出了整个代理 AI 平台，任命了一位新 CEO，并致力于让小时工雇主成为最佳工作场所。Workday继续创新，将 AI 注入其平台并与专注于行业的顾问合作。而 SAP SuccessFactors推出了我目前见过的最先进的 AI 系统(Joule)，集成了所有 SAP 应用程序。尽管进行了所有这些创新，HiBob 仍在继续发展。去年，该公司增长了 40%，目前拥有 4,200 多名客户和 1,100 名员工。随着公司扩大产品和销售团队，它现在看到了成为“您一直想要的 HCM 平台”的机会。换句话说，他们正在瞄准快速增长的中型公司，在这些公司中，Workday 和其他传统企业解决方案过于复杂，无法证明其成本合理性。 HiBob 将其称为“现代企业”，这一定位很有道理。Workday 是 2000 年代中期“第一个采用云计算”的公司，并确立了其作为该代技术的“现代系统”的地位。HiBob 认为，其高度灵活的平台、快速的价值实现时间和类似 Instagram 的用户界面使其有可能赢得基于当今架构的“下一代快速增长公司”。（即将推出的 AI 功能令人印象深刻：招聘电子邮件生成器、智能课程生成器、能力库生成器、工作目录构建器、调查构建器以及经理和员工自助服务工具。）虽然所有这些都是有道理的，而且很少有 HCM 供应商以每年 40% 的速度增长，所以我认为故事归根结底还是执行力。Rippling是一个了不起的创新者，拥有我见过的最积极的销售团队之一（我经常接到他们的电话）。ADP 是各方面的创新者：工资服务、数据和基准测试、AI 界面以及最终将基于Lyric HCM 的一系列底层平台。Workday 正在与集成商合作，并为较小的公司重新包装其系统。而像 UKG 和 dayforce 这样的供应商正在加倍投入先进功能来吸引这个市场。就 HiBob 而言，我认为其活力、激情和快节奏的工程文化发挥了一定作用。Ronni 继续领导该组织，他拥有精明的商业领导力、丰富的技术经验和不断学习的谦逊态度等独特优势。我认为这是一家值得关注的公司，在任何像 HiBob 这样充满活力的市场中，HiBob 的成功都将推动其他公司更快地发展。

Employee Engagement
2024年11月24日

Employee Engagement

2025年HR领域的6大关键趋势：迎接未来工作的变革随着技术的进步和员工期望的不断变化，2025年的人力资源管理将面临前所未有的挑战和机遇。以下是六大关键趋势，它们将推动未来职场的发展： 1. 远程和混合办公模式的普及远程和混合办公已成为员工最期待的工作形式。2025年，更多企业将采用灵活的工作安排，不仅能提高员工的满意度，还能减少运营成本。HR团队需要确保远程员工享有与办公室员工相同的支持和资源。 2. 人工智能（AI）深度融入HR流程 AI技术正在快速改变HR流程，如招聘和绩效管理。2025年，AI将更加普及，帮助HR自动化日常任务，并提供数据洞察以优化决策。但企业在使用AI时必须保持透明，定期进行偏见审查。 3. 强调员工健康和心理健康员工心理健康在疫情后成为企业的首要关注点。到2025年，企业将进一步加大对员工健康的投入，如提供灵活的工作安排、心理健康资源等，以提高生产力并减少员工流失。 4. 多样性、公平性和包容性（DEI） DEI是未来工作的核心。2025年，更多公司将推进多元化招聘和公平政策，培养包容性的企业文化，以推动创新和更好的决策。 5. 技能提升与再培训技术的快速发展导致技能过时的速度加快。到2025年，50%的员工需要再培训。企业将需要投资于员工的持续学习计划，以确保其技能与未来工作需求匹配。 6. 人才分析的兴起人才分析通过数据驱动决策，使HR能够更有效地管理员工并优化业务成果。2025年，企业将加大对数据工具的投入，提升HR决策的科学性和精准性。 2025年，企业若能掌握这些趋势，将在未来职场中占据竞争优势。

Employee Engagement
2024年10月19日
Employee Engagement

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.”

Employee Engagement
2024年06月24日
Employee Engagement

世界幸福报告能教给我们关于工作的什么? What The World Happiness Report Teaches Us About Work 最新《世界幸福报告》揭示，尽管经济增长，美国幸福感下降。研究强调，高薪并非幸福的关键，而公平薪酬、良好的企业文化才是。特别是年轻人，受到气候变化、政治纷争等影响，幸福感低落。企业需关注文化建设、弹性工作，关照员工心理健康。工作场所的信任、社区感和公平至关重要。我们要反思：真正的幸福是什么？我每年都认真研读《世界幸福报告》，今年的报告特别引人深思。以下是我对一些关键发现的解读。首先，美国的幸福指数（10分满分）降至第23位，比全球最幸福的国家芬兰低了13%。实际上，在过去15年中，美国的幸福度几乎下降了8%，呈现出持续的年降趋势。对于我们这些生活在美国的人来说，这可能并不陌生：坏消息、政治争斗以及人们在价值观上的分歧似乎无处不在。这一切发生的同时，美国的GDP增长却持续领先世界上大多数主要经济体。这意味着我们作为一个国家正在变得更加富裕，却显著地变得不那么幸福（下文将详细解释）。从企业角度来看，这个观点很简单：仅仅提高薪资并不能使人们感到更加幸福。尽管每个人都希望得到公平的报酬，但高薪酬并不直接转化为高参与度。我们2023年的《薪酬公平终极指南》发现，与薪酬水平相比，薪酬公平与员工参与度的关联性高出7倍。其次，报告指出，在美国，年轻人的幸福感明显低于老年人（这一点并非在所有国家都适用，但在大多数发达国家中是这样的）。在美国，30岁以下人群的幸福评分为6.4，而60岁以上人群的评分为7.3，幸福度低了12%。我们对年轻人的这一低幸福评分使美国在全球青年幸福排行榜上仅位列第62位，远低于我们的总体排名。这反映出我在上周播客中讨论的现象。如今的年轻工作者担忧全球变暖，他们在年轻时就经历了疫情的冲击，他们对于战争、通货膨胀、社会问题以及政治不和感到沮丧。埃德曼信任度量尺表明，年轻人认为相比政府，企业在为社会带来创新方面更值得信赖，高出近20%。但令人担忧的是，这种信任程度也在下滑。从企业的视角来看，这进一步强化了播客中提到的观点：我们（美国）的劳动力中位年龄现已达到33岁。这表明许多关键员工对生活的热情有所下降，这迫使雇主需要采取更多措施。我们对企业文化、员工福祉、工作灵活性和个人成长的关注，现在比以往任何时候都显得更为重要。这就是像四天工作周、灵活工作时间以及其他诸多福利（如生育支持、儿童看护、心理健康、健身、财务福利）变得越来越普遍的原因。（最新的劳动统计局数据显示，我们在福利上的支出占工资总额的31.1%，比三年前的29%有所增加。在信息行业，这个比例高达35.5%，是有史以来的最高值。）此外，重点强调：对企业来说，重振早期职业发展计划至关重要。许多企业在20世纪60、70年代建立了这些计划，但随后这些计划逐渐被忽视。如果你正在从大学招聘顶尖人才，并投资于校园招聘（这一趋势正在上升），那么确保你有一个坚实的1-2年发展计划、工作轮岗以及面向年轻人的群体参与计划是非常重要的。我最近与康卡斯特讨论了他们的计划，他们的早期职业发展计划正在直接为他们的领导力管道做出贡献。第三，也是最引人注目的一点是，报告强调了社会关系和信任在幸福感中的巨大作用。进行这项研究的学者团队发现，幸福感的“坎特里尔阶梯”（一个简单的“你觉得自己多幸福”的1-10评分问题）可以分解为六个贡献因素：人均GDP（财富）、社会支持（密切关系的数量和质量）、预期寿命（健康）、生活选择的自由（按个人意愿生活的能力）、慷慨（向他人给予金钱和时间的倾向）以及腐败感知（相信“系统”是公平的）。这些因素对幸福的贡献度大开眼界。令人惊讶的是，社会关系是幸福感的最大贡献者，而健康只占大约1.4%。请注意，第二重要的因素是对腐败的感知或者说是公平感，这解释了为什么薪酬公平非常重要。我们再次发现，财富对幸福感的影响相对较小。这对我们的工作有何启示？这里有一些简单的启示：关系很重要。如果管理层和主管不能建立起团队合作感，员工便会感到不适。尽管我们面临财务和运营压力，但我们仍需抽时间了解员工、倾听他们的声音，并与他们共度愉快时光。通过聚集人员并创建跨功能团队，我们即使在远程工作情况下也能建立社交关系。信任至关重要。我曾在高层领导贪婪、不忠、不诚实的环境中工作过，公司内的每个人都能感觉到这一点。信任是经年累月建立起来的资产，我们必须不断地进行投资。通过道德、诚实和倾听来培养信任，你的领导模式中包含了这些元素吗？薪酬的影响可能比你想象的要小。虽然每个人都希望赚更多钱，但人们更希望感觉到奖励是公平且慷慨的。因此，不应仅仅过度奖励表现突出的员工，而忽视其他人的努力。生活选择的自由极为重要。众多研究显示，与薪资相比，员工更加重视工作的灵活性，因此，考虑将四天工作周和灵活工作选项作为你的雇佣政策的核心部分是非常重要的。多年前，我在一个人力资源领导者的大型会议上发表了关于企业公民责任的演讲。我指出，公司就像小型社会一样，如果我们的企业“社会”不公平、不透明、不自由，那么我们的员工就会感受到痛苦。演讲结束时，我不确定听众的反应如何，但来自宜家的一大群人向我走来，给了我一个热情的拥抱。宜家这家公司，深深植根于瑞典的社会主义文化，是地球上最长久的公司之一。他们真心相信集体思维、公平和对每个个体的尊重。原文来自：https://joshbersin.com/2024/03/what-the-world-happiness-report-can-teach-us-about-work/

Employee Engagement
2024年03月22日
Employee Engagement

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。

Employee Engagement
2024年02月18日
Employee Engagement

How to Build Your HR Technology Stack for 2024 In the AI age, you should use HR technology to ensure seamless integration and compatibility with your overall HR strategy for 2024. These are what Beqom is aiming for. Jan.17,2024 As organizations navigate the complexities of the evolving workforce in 2024, the strategic use of technology in Human Resources (HR) has become critical. This blog explores the crucial role of HR systems to deliver on corporate objectives, automate and streamline processes, improve the employee user experience, and reduce the administrative burden on HR. We also take a look at essential criteria for HR when evaluating technology solutions and delve into the nuanced landscape of trying to rely on HR suites versus a best-of-breed approach. What is an HR tech stack? The term "HR tech stack" refers to the comprehensive suite of tools and software applications that HR professionals use to manage various aspects of human resources. Just as a chef carefully selects and organizes different ingredients and methods to create a masterpiece, HR leaders curate and integrate diverse solutions to optimize HR processes, enhance employee engagement, and contribute strategically to business success. An HR tech stack typically includes a combination of software for recruitment, onboarding, performance management, learning and development, employee engagement, compensation management, and more. These tools work synergistically to streamline HR workflows, drive efficiency, and enable data-driven decision-making. The selection of tools depends on the unique needs and objectives of the organization, reflecting its high-level philosophy for HR technology adoption. The evolution of HR tech stack in modern businesses The journey of HR tech stacks has undergone a significant evolution in tandem with the changing of the modern workplace. In the early stages, HR systems primarily focused on automating administrative tasks and maintaining employee records. However, as organizations recognized the strategic importance of HR in achieving business objectives, the HR tech stack evolved into a dynamic ecosystem designed to address complex challenges and leverage opportunities. Key phases in the evolution have included: Automation of administrative tasks Early 2000s: The initial phase saw the adoption of HR information systems (HRIS) to automate routine administrative tasks, such as payroll processing and time tracking. Basic Applicant Tracking Systems (ATS) emerged to simplify recruitment processes. Introduction of integrated suites Mid-2000s to early 2010s: Integrated HR suites gained prominence, offering a unified platform for various HR functions. These suites aimed to streamline processes and enhance data consistency by providing a centralized platform for HR activities. Focus on employee experience and engagement Late 2010s: With the increasing emphasis on the employee experience, HR tech stacks expanded to include tools for talent management (recruiting, onboarding, learning, etc.), compensation and benefits, performance management, and employee engagement. Mobile applications and self-service portals became integral to fostering a positive workplace culture. Rise of specialized best-of-breed solutions Present day: The current phase witnesses a shift towards specialized best-of-breed software. Businesses are recognizing the value of choosing tools that excel in specific HR functions, providing depth and flexibility in their HR tech stacks, while delivering an improved employee experience. Significance of the evolution The evolution of HR tech stacks mirrors the broader transformation in HR's role—from a predominantly administrative function to a strategic partner driving company success. Modern HR tech stacks are not just about automation; they represent a strategic investment in technologies that empower HR professionals to make informed decisions, enhance employee engagement, and contribute meaningfully to achieving business objectives. Crafting a high-level philosophy for HR technology As organizations embark on the journey of leveraging technology in their Human Resources (HR) functions in 2024, it's helpful first to establish a high-level philosophy to guide your choices. As with most business decisions, it’s best to start with the "why" and articulate the overarching goals HR seeks to achieve for the company. Aim for strategic alignment Why do it? Your high-level systems philosophy must align seamlessly with the organization's overall strategic objectives. HR digital solutions should not be implemented in isolation but as a strategic enabler, contributing to the achievement of broader business goals like diversity, profit margin, market share, and so on. How to do it. HR leaders should collaboratively engage with organizational leadership to understand key business objectives and challenges. The technology philosophy should then be crafted to align with and support these goals. Enhance the employee experience Why do it? A key focus of HR technology should be on enhancing the overall employee experience. By delivering value to employees, providing user-friendly interfaces, fostering collaboration, and enabling self-service capabilities, HR can create an environment where employees thrive. How to do it. Conducting regular employee feedback surveys, analyzing pain points in HR processes, and understanding employee needs will inform the technology approach. The goal is to implement solutions that make work more meaningful and enjoyable for employees. Drive efficiency and agility Why do it? HR technology should be a catalyst for operational efficiency and agility. By automating repetitive tasks, streamlining workflows, and providing real-time insights, HR contributes to the organization's ability to adapt swiftly to changing market dynamics. How to do it. Assessing current HR processes, identifying bottlenecks, and evaluating the capability and adaptability of existing systems will guide the decision-making process. The aim is to implement an HR platform that not only addresses current needs but also scales as the organization evolves. Enable data-driven decision-making Why do it? A high-level philosophy should emphasize the importance of leveraging data for informed decision-making. HR technology should provide the tools and analytics necessary to transform raw data into actionable insights, empowering HR professionals to make strategic decisions. How to do it. Assessing the company's data maturity, identifying critical HR metrics, and understanding the capabilities of offerings in the market to support strategic decision-making at all levels will guide the choice of technology that aligns with this philosophy. Cultivate a culture of continuous improvement Why do it? The philosophy behind HR technology should embrace a culture of continuous improvement. Solutions should not be static but evolve to meet changing organizational needs, staying abreast of industry trends and workplace regulations, and driving innovation. How to do it. Regularly evaluating the effectiveness of existing technology, staying informed about emerging HR tech trends, and fostering a culture of innovation within the HR team contribute to a philosophy that embraces ongoing improvement. In essence, the high-level philosophy behind the HR tech stack should be a strategic roadmap, guiding the business towards success. It is the articulation of what HR aims to achieve and why technology is a critical enabler in achieving those objectives. Crafting this philosophy involves aligning with corporate goals, prioritizing employees, driving efficiency and agility, leveraging data, and fostering a culture of continuous improvement. As companies embark on the transformative journey of HR technology adoption, a well-defined and thoughtfully considered high-level philosophy will serve as the North Star, ensuring that technology becomes a powerful ally in achieving organizational excellence. The growing importance of technology in HR As Josh Bersin has framed it, we are now entering a post industrial economy. The industrial revolution over the last 150 years has created massive amounts of automation and productivity-enhancing advancements. The result is that employees no longer are just replaceable commodities, needed for menial tasks. They are more skilled and specialized than ever before, and that trend is only going to continue with the blossoming of artificial intelligence. Now, says Bersin, “every company is in the people business.” HR is more important than ever, and the HR tech stack plays a key role in shaping today’s high performing organization in many ways, including: Efficiency and productivity In the fast-paced business environment of 2024, efficiency is key. Technology enables HR professionals to automate repetitive tasks and streamline complex processes. Whether in recruiting (resume screening, scheduling interviews, managing employee records), compensation (salary planning, merit increases, pay equity) or performance management (goal-setting, collecting feedback, performance reviews)—to name a few examples—the use of technology not only saves time but also allows HR teams to focus on strategic initiatives that contribute to the overall productivity of the organization. Data-driven decision-making Technology provides HR with tools to collect, analyze, and interpret data, and to make predictions. This data-driven approach enables HR professionals to make informed decisions regarding talent acquisition, employee engagement, compensation strategy, and workforce planning. Harnessing the power of workforce analytics can lead to more effective strategies and better outcomes for the business. Remote work and collaboration With the rise of remote work, HR technology facilitates seamless collaboration between dispersed teams. Virtual onboarding processes, digital communication tools, feedback platforms, self-service tools, and remotely administered systems are among the essential components that enable HR to adapt to the changing dynamics of the modern workplace. Impact of technology on different areas of HR Virtually every aspect of HR can be improved and accelerated through the use of digital solutions. It is up to HR leaders to determine what areas can have the most impact on the organization’s success and prioritize accordingly. Recruitment and talent acquisition Technology streamlines the recruitment process by leveraging artificial intelligence (AI) for resume screening and predictive analytics for identifying top talent. Applicant Tracking Systems (ATS) automate the hiring pipeline, reducing time-to-fill and ensuring a more efficient recruitment process. Learning and development HR software facilitates personalized learning experiences through e-learning platforms and Learning Management Systems (LMS). This not only enhances employee skills but also ensures that training programs align with organizational goals and industry trends. Compensation management and pay equity Technology can play a pivotal role in transforming compensation management, which is a critical core function. These solutions empower HR professionals to create transparent pay structures, conduct market analysis, design flexible compensation strategies, support data-driven pay decisions at all levels, and administer rewards efficiently. Advanced pay equity tools can ensure ongoing fair pay and legal compliance. Collaboration and coaching Integrated collaboration platforms facilitate seamless communication among dispersed teams, enhancing the employee experience and contributing to increased productivity. Support for manager coaching takes collaboration one step further and aids in employee-manager alignment. Goal-setting and tracking Software provides automation for setting and tracking individual and team goals, speeding up the cascading of high level goals throughout the organization, fostering real-time evaluation and progress tracking, and promoting a more dynamic performance management process. Continuous feedback and recognition Automated feedback and recognition tools contribute to a positive workplace culture by ensuring timely acknowledgment of employee achievements, fostering a sense of appreciation and motivation, as well as supporting continuous improvement. 360-degree feedback Performance management tools enable the automation of 360-degree feedback processes, providing a holistic view of employee performance from various perspectives within the enterprise. Performance appraisal and calibration Automation in performance appraisal processes, including calibration features, ensures consistency and fairness in evaluating employee performance across the organization, and saves enormous amounts of time. Impact on the business, employees, and HR staff HR technology has something to benefit everyone in the organization. Business impact Implementing HR technology positively affects the bottom line. Improved efficiency, better talent management, and data-driven decision-making contribute to overall business success. The adaptability of HR tech to changing market demands ensures that businesses stay competitive and agile, and attract and retain needed talent. Employee experience From recruitment to retirement, HR technology enhances the employee experience. Self-service portals, mobile applications, and digital communication tools empower employees, providing them with the tools they need to thrive in the workplace. This, in turn, contributes to a positive workplace culture, motivation, productivity, and loyalty. HR department and staff HR professionals benefit from technology by automating administrative tasks, allowing them to focus on strategic HR functions. Access to real-time data also equips HR staff with the insights needed to make informed decisions. This shift from transactional to strategic roles enhances the value HR brings to the organization. Risks of not embracing technology in HR Conversely, failure to keep up with the advances in HR technology can put your company at a competitive disadvantage. Organizations that fail to embrace HR digital solutions risk falling behind competitors who leverage these tools for strategic advantage. The ability to attract and retain top talent often hinges on the adoption of modern HR practices and technology. Employees want to work for a company with efficient processes, and increasingly, for companies that practice transparency and workplace equity. Manual processes are prone to errors and inefficiencies, both of which are costly. Without the aid of technology, HR departments may struggle with accuracy in record-keeping, compliance issues, and inefficient workflows, hindering the overall effectiveness of HR operations. Building a tech stack for HR So how to best approach technology adoption for HR? Assess organizational needs. Before implementing an HR solution, HR executives should conduct a thorough assessment of the organization's needs. Understanding specific pain points, goals, and desired outcomes is essential for choosing the right solutions. What are the company’s objectives and what would be needed to accomplish them? Identify critical areas. These are areas where you can gain the most strategic benefit, and where you therefore do not want to compromise on functionality. What is mission critical, what is core to realizing your strategy and achieving your goals? In other words, what is most worthy of investment? Consider integration and scalability. A well-rounded tech stack should be easily integrable with existing systems and scalable to accommodate future growth. Seamless integration ensures data consistency and avoids silos, while scalability future-proofs the technology against evolving organizational needs. Criteria for evaluating HR technology solutions Here are some key areas to consider when evaluating technology solutions. Functional coverage First and foremost, technology solutions should be able to do what you need done. You should not have to compromise on your strategy to conform to system limitations. If a solution cannot really handle your needs, scan the market to see if there is an alternative that is a better fit for your needs. Integration capabilities Seamless integration with existing systems is crucial for data consistency and efficient workflows. HR professionals should prioritize technology solutions that support interoperability. Scalability and global compatibility Large organizations must choose solutions that are scalable to accommodate their size and adaptable to meet global complexities and diverse compliance requirements. Global compatibility supports consistency in HR practices across different regions. User experience and accessibility A user-friendly interface and accessibility across devices are critical considerations. HR technology should be intuitive for users globally, promoting widespread adoption and engagement. And remember that part of the user experience is delivering real value to the end users. Data security and compliance Given the sensitivity of HR data, security features and compliance with data protection regulations should be paramount. Robust security measures safeguard against data breaches and ensure confidentiality. Vendor expertise and support Every solution has people behind it who create, implement, update, and support it. Even the most intuitive systems need support to keep the technology improving and advancing, look for expertise and a commitment to innovation. Comparing HR suites and best-of-breed solutions It is often tempting to try to rely on your core HR suite to handle most or all of your HR software needs. However, the benefit of a single source supplier is limited compared to the possible benefits of a best-of-breed approach. Limitations of HR suites Some of the common problems encountered when trying to stretch an HR suite to cover every need include: Lack of specialization. Comprehensive HR suites often provide a generalist approach, attempting to cover a broad spectrum of HR functions. While this may be suitable for some organizations, it can result in a lack of depth for specialized functions like compensation management and performance management. Slower innovation. The sheer size and complexity of comprehensive suites can sometimes lead to slower adaptation to emerging technologies and industry trends. The bureaucratic processes involved may hinder the swift integration of innovative solutions that could benefit the organization. Complex implementation. Implementing extensive HR suites can be intricate and resource-intensive, requiring substantial time and effort. The complexity of these systems may lead to challenges in user adoption and ongoing maintenance. Advantages of a best-of-breed HR tech approach What is driving companies to seek best-of-breed solutions within their HR tech stack? Some reasons include: Specialization. Best-of-breed solutions excel in specific HR functions, providing advanced features and customization options tailored to the organization's unique needs. This specialization ensures that each component of the HR tech stack is functionally rich and optimized for maximum efficiency. Faster innovation. Specialized providers often innovate more rapidly, adapting to industry trends and technological advancements with agility. This proactive approach allows organizations to stay at the forefront of HR technology, driving continuous improvement. Flexibility and integration. Best-of-breed solutions offer flexibility and can be seamlessly integrated with other systems. This allows organizations to build a tailored tech stack that aligns precisely with their requirements, avoiding the constraints of a one-size-fits-all solution. A best-of-breed HR technology success story One large multinational bank was facing an increasingly complex and competitive landscape including new non-traditional players, increasing regulation, artificial intelligence, and automation. These challenges made it crucial for them to attract, retain, and leverage their human capital to its fullest potential. They wanted to give employees and line managers a uniform and engaging experience, and establish a culture of continuous improvement, and so were seeking best of breed solutions for key HR processes to complement their core SAP HCM solution. beqom enabled crowdsourced real-time continuous feedback, regular check-ins, and agile goal setting, supporting managers in providing timely and helpful coaching. With pulse surveys, structured 360 feedback and insightful analytics, the solution measures the entire employee experience at every touchpoint. With beqom they can align personalized rewards with real-time performance data, as well as with feedback, skills, behavior, and goals, to provide meaningful and effective rewards. The bank was able to consolidate all compensation processes, including salary and promotion increases, short and long-term incentives, and cash awards, across more than 30 countries. And, their compensation budget can be continuously monitored as performance ratings are submitted and their cost impact calculated. All in all, it’s a real success story that shows the power of HR technology to transform an organization. Moving forward with your HR technology stack In today’s dynamic workplace, technology solutions will play a pivotal role in empowering HR professionals to deliver value for the organization. To find out how best-of-breed solutions can transform your HR processes and help you build a high-performing organization, take a positive first step and contact us at beqom. SOURCE Beqom

Employee Engagement
2024年01月17日

12 》

订阅NACSHR周报

HR Jobs