Paychex因数据泄露被起诉：数千员工信息遭曝光事件背景
2024年4月30日，知名薪资服务公司Paychex在与加利福尼亚州政府交换未认领财产信息时，意外曝光了大量雇员的个人信息。此次数据泄露事件导致成千上万名雇员的姓名、社会安全号码等敏感信息被未授权的个人获取。事件发生后，引发了广泛关注和担忧。
诉讼详情
2024年7月11日，纽约西区联邦法院收到了一起针对Paychex的集体诉讼。原告娜塔莉·史蒂文森（Natalie Stevenson）声称，Paychex未能采取足够的网络安全措施，导致未授权个人能够访问并窃取员工的个人信息。此次诉讼的核心指控是Paychex在数据安全方面存在严重疏忽，没有及时通知受影响的个人，从而加剧了受害者的潜在风险。
原告指出，Paychex在处理不直接与公司有关系的个人信息时，负有保护这些信息的责任。然而，公司未能实施足够的安全措施来防止数据泄露，违反了对受影响个人的信任。此次事件不仅给受害者带来了身份盗窃的风险，还导致了财务监控费用的增加以及其他相关损失。
受害者影响
据原告律师团队称，数据泄露事件对受影响的员工造成了以下几方面的损害：
身份盗窃风险增加：受影响的员工可能面临身份盗窃的直接威胁，导致个人信息被恶意使用。
财务监控费用增加：受害者不得不投入更多的时间和金钱来监控其财务账户，以防止欺诈活动。
精神损害：由于个人信息泄露，受害者承受了巨大的心理压力和不安。
数据价值损失：个人信息的泄露降低了这些信息的价值，并可能对受害者的未来造成不利影响。
法律责任
此次诉讼由Weitz & Luxenberg PC和Strauss Borrelli PLLC的律师团队代表原告发起。诉讼文件指出，Paychex未能履行其应有的安全义务，导致员工信息遭到泄露。原告要求法院判令Paychex赔偿受害者的实际损失，并采取必要措施，防止未来类似事件的发生。
具体而言，诉讼要求Paychex：
赔偿损失：包括因身份盗窃和财务监控增加的费用。
提供后续支持：为受害者提供信用监控服务和身份恢复支持。
改进安全措施：实施更严格的网络安全措施，防止类似数据泄露事件再次发生。
行业影响
此次事件并非孤立个例，近年来，越来越多的公司因数据泄露事件面临法律诉讼。数据安全已经成为各行业关注的焦点，企业需要不断提升其网络安全水平，以保护客户和员工的个人信息。
近年来，许多知名企业因数据泄露事件被起诉并支付了巨额赔偿。例如，HR供应商UKG因2021年的数据泄露事件而支付了数百万美元的赔偿。此外，餐饮连锁店Panera和新闻媒体Philadelphia Inquirer也因类似事件面临法律诉讼。
结论
此次针对Paychex的集体诉讼提醒企业必须高度重视数据安全。随着个人信息保护法律法规的不断完善，企业在处理和保护客户及员工信息时需更加谨慎。未来，企业应不断投资于网络安全技术和培训，确保信息安全管理体系的完善和有效运作。
对于受影响的员工而言，及时采取防范措施并寻求法律支持是应对数据泄露事件的重要步骤。受害者应密切关注其财务账户，并采取必要的信用监控措施，以减少身份盗窃带来的潜在损失。此次事件的法律进展将对未来类似案件的处理提供重要参考，也将促使企业进一步加强数据保护措施。
Paychex Sued for Negligence After Data Breach Exposes Workers’ Names and Social Security Numbers
Background
On April 30, 2024, Paychex, a leading payroll services provider, experienced a significant data breach while exchanging unclaimed property information with the State of California. This incident exposed the personal information of thousands of employees, including names and Social Security numbers. The breach has raised serious concerns about Paychex’s cybersecurity measures and its ability to protect sensitive data.
Details of the Lawsuit
On July 11, 2024, a class action lawsuit was filed against Paychex in the U.S. District Court for the Western District of New York. The plaintiff, Natalie Stevenson, alleges that Paychex failed to implement adequate cybersecurity measures, which allowed unauthorized individuals to access and steal employees’ personal information. The lawsuit claims that Paychex’s negligence in data security practices and delayed notification to affected individuals have caused significant harm.
The lawsuit highlights several key points:
Negligence in Data Security: Paychex is accused of not having sufficient safeguards to protect personal information, leading to unauthorized access and data theft.
Delayed Notification: The company allegedly failed to promptly inform the affected individuals, exacerbating the potential harm caused by the breach.
Duty of Care: Paychex is argued to have assumed a duty of care to protect the personal information of employees, even if those individuals had no direct relationship with the company.
Impact on Victims
The data breach has had multiple adverse effects on the affected employees:
Increased Risk of Identity Theft: Exposed individuals are at a heightened risk of identity theft and fraud.
Financial Monitoring Costs: Victims have incurred additional expenses and time to monitor their financial accounts for suspicious activity.
Emotional Distress: The breach has caused significant stress and anxiety among those affected.
Loss of Data Value: The exposure has diminished the value of the victims’ personal information, potentially impacting their future security.
Legal Responsibility
The lawsuit seeks to hold Paychex accountable for its alleged failures and aims to secure compensation for the victims. Specifically, the lawsuit demands:
Damages: Compensation for financial losses and emotional distress suffered by the victims.
Support Services: Provision of credit monitoring and identity restoration services to the affected individuals.
Enhanced Security Measures: Implementation of stronger cybersecurity protocols to prevent future breaches.
Broader Industry Impact
This incident is part of a growing trend of data breach lawsuits targeting companies handling sensitive personal information. Similar cases have been filed against various organizations, highlighting the urgent need for robust cybersecurity measures across industries. Notably, HR vendor UKG faced significant legal and financial repercussions following its 2021 data breach, illustrating the widespread consequences of inadequate data protection.
Conclusion
The Paychex data breach lawsuit underscores the critical importance of cybersecurity in protecting personal information. As data breaches become increasingly common, organizations must prioritize the implementation of comprehensive security measures to safeguard sensitive data. This case serves as a reminder to all companies about the legal and ethical responsibilities they bear in managing and protecting personal information.
For the affected employees, it is crucial to take proactive steps in monitoring their financial accounts and seeking legal advice to address potential identity theft and fraud. The outcome of this lawsuit will likely influence future data protection practices and set precedents for handling similar incidents.
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2024年07月22日
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【评选】2024北美华人人力资源年度大奖提名开始，期待您的参与！北美华人人力资源协会（North American Chinese Society of Human Resource，简称 NACSHR）于2024年7月正式启动2024北美华人人力资源年度大奖（2024 North American Chinese Human Resource Awards）评选。我们的使命是发掘和表彰华人HR在人力资源管理领域的卓越实践，认可在专业领域表现杰出的华人HR经理人、HR管理团队和HR服务机构。通过这一享有盛誉的评选活动，我们致力于展示华人HR的专业能力和贡献，提升华人人力资源品牌及其在职场的影响力，促进行业的交流、发展和进步。
NACSHR2016年发起成立，一直致力于搭建华人HR专业交流和发展的平台，更好的帮助和团结在北美的华人人力资源工作者以及在北美职场的华人。我们相信通过本次评选活动将发掘更多优秀的华人HR专业人士和管理人员、服务机构，可以树立良好的典范，激励同行，推动所在行业持续发展！
2024北美华人人力资源年度大奖是卓越和成就的象征，为组织和个人提供了在全球范围内获得认可的平台。赢得这一奖项不仅代表着在行业内的卓越表现、创新和成功，还能激励其他人追求卓越，设定新的基准。
通过2024北美华人人力资源年度大奖，NACSHR致力于表彰和鼓励在职场上展现出色的华人HR专业人士和机构，促进华人在北美职场的交流、合作与发展。
诚挚邀请参与2024北美华人人力资源年度大奖的提名
2024北美华人人力资源年度大奖奖项设置
▶面向华人优秀的HR和HR团队
2024 Best HR Practice Award （2024最佳人力资源实践奖）
2024 Best HR Leader Award（ 2024最佳人力资源经理人奖）
2024 Best HR Team Award（2024最佳HR团队奖）
▶面向华人HR服务机构及其创业者
2024 Best HR Entrepreneur Award（2024最佳人力资源创业者）
2024 Best HR Service Provider Award（2024最佳人力资源服务机构）
2024 Innovative HR Service Provider Award（2024创新人力资源服务机构奖）
评选对象
2024年北美华人人力资源年度大奖面向华人HR、HR团队、华人人力资源科技或服务群体设置不同的细分奖项，参评的主体更加丰富和多元化，并提升更广泛的行业和职场影响力；
·北美地区华人HR专业人士或者HR管理团队
·为北美华人HR同仁提供人力资源产品或服务的华人人力资源机构或创业者
评选流程
评选启动：7月18日
报名阶段：7月18日至9月15日
评审阶段：9月15日至10月1日
颁奖典礼：10月5日 周六 加州硅谷
参与提名链接：https://www.nacshr.org/Survey/F618BF01-8AC0-8CC8-E821-4A59C7763DE3
具体流程：
1.提名登记，支付评审费用
2.收到提名后内部初步审查，预计3-5个工作日
3.内部审查通过后，需要提交参评案例
4.专家评审和工作人员回访
5.大众评审和综合评审
6.颁奖典礼，现场表彰及留念
评审服务费用：500美元，包含NACSHR年度晚宴门票一张
同一个组织或个人增加一个奖项提名，需增加 150 美元评审服务费
*评审服务费是为奖项评选的行政服务提供支持，包含奖项策划，推广，评审、晚宴及物料组织成本。
注意
1.参评申请一经提交，可在截止日期前撤回。请注意，申请费是一次性的将不予退还。
2.提交评选申请的主体需在北美地区有团队或公司；如果您意向为您的客户提交评选，我们建议您客户自行提交申请信息。
3.初审通过后需根据申请的奖项提供实践案例（企业实践、机构实践、个人实践）作为佐证信息。
参与奖项评选的收益
参与北美华人人力资源协会年度评选为个人和机构带来了诸多收益。以下是一些关键优势：
1. 荣誉与声望：赢得北美华人人力资源协会奖项是一项极具声望的荣誉，能够提升您的行业声誉和信誉。它将您与竞争对手区分开来，突显您的领导力和创新精神。
2. 曝光与可见性：该评选计划为您的品牌、产品或服务提供了宝贵的曝光机会，能够吸引行业专业人士和潜在客户的关注，开启新的机遇、合作和伙伴关系。
3. 卓越的验证：北美华人人力资源协会奖项是对您辛勤工作、奉献和成功的外部认可，证明您在您的领域中表现卓越并产生了积极影响。
4. 交流机会：参与评选可以让您与多元化的行业专业人士、思想领袖和影响者建立联系和互动，创造有助于新业务联系、合作和伙伴关系的网络机会。
5. 学习与对标：北美华人人力资源协会奖项为您提供了向行业内最佳实践学习的平台。通过研究和对标其他优秀的参赛作品，您可以获得洞察、启发和最佳实践，从而推动组织内部的持续改进和创新。
6. 员工士气与动力：通过北美华人人力资源协会的认可可以提升员工士气和动力。这种认可能激发员工的自豪感和成就感，进而提高员工满意度、留存率和忠诚度。
7. 营销与推广：作为北美华人人力资源协会评选的参与者或获奖者，您可以利用这一认可来增强您的营销活动、网站、社交媒体、新闻稿和其他沟通渠道，吸引更多的客户和利益相关者。
参与北美华人人力资源协会年度评选能够为您的专业声誉、业务增长和行业地位带来积极影响，是展示您成就并获得应有认可的宝贵机会。
奖项评选的影响力与影响
赢得北美华人人力资源协会奖项对个人或组织的成功有着重要的影响力和影响。以下是一些关键方式：
1. 行业认可：赢得北美华人人力资源协会奖项将您定位为行业内公认的领导者和创新者，建立信誉并增强您的声誉，使您更容易吸引新客户、合作伙伴、投资者和其他利益相关者。
2. 品牌可见性提升：获奖所带来的认可和宣传能显著提升您的品牌可见性，打开媒体报道、演讲机会和行业活动的大门，使您能够接触更广泛的受众并获得宝贵的曝光。
3. 竞争优势：赢得北美华人人力资源协会奖项赋予您相对于竞争对手的竞争优势，证明您的卓越表现、产品或服务的优越性，有助于在竞争激烈的市场中吸引和留住客户。
4. 客户信任与忠诚：北美华人人力资源协会奖项是卓越和质量的象征，通过获奖，您能够获得现有客户的信任和忠诚，并吸引新客户。客户更倾向于选择获得认可的企业。
5. 员工动力与参与：赢得北美华人人力资源协会奖项可以提升员工士气和动力，认可他们的辛勤工作和奉献，激发自豪感和成就感，从而提高员工参与度、生产力和留存率。
6. 商业机会与合作伙伴关系：与北美华人人力资源协会奖项相关的认可和声誉可以为新商业机会和合作伙伴关系打开大门，吸引潜在的投资者、合作伙伴和战略伙伴，他们希望与成功和创新的组织结盟。
7. 持续改进与创新：赢得北美华人人力资源协会奖项证明您对卓越的承诺，鼓励组织内部的持续改进和创新。这种认可可以成为进一步增长的催化剂，激励您不断突破界限，追求更大的成就。
赢得北美华人人力资源协会奖项的影响力和影响不仅限于即时的认可，它可以塑造您的职业或业务轨迹，对您的声誉、品牌和行业成功产生持久的积极影响。
附录其他常见问题和如何赢得大奖
*北美地区包含加拿大、美国、墨西哥、危地马拉、萨尔瓦多、伯利兹、 洪都拉斯、尼加拉瓜、哥斯达黎加、巴拿马、巴哈马、古巴、牙买加、海地、多米尼加共和国、安提瓜和巴布达、多米尼加联邦、圣卢西亚、圣文森特和格林纳丁斯、巴巴多斯、格林纳达、特立尼达和多巴哥、圣克里斯托弗和尼维斯联邦等２３个独立的国家。
为什么要收取评审服务费？
评审服务费的收取是为了支持奖项评选过程中的各项行政服务成本。
以下是主要原因：
行政费用：管理和执行一个高质量的奖项评选需要大量的行政工作，包括申请的接收和处理、参赛者的沟通和协调等。这些都需要专业的行政支持。
营销和广告：为了确保奖项能够得到广泛的认可和参与，我们需要进行有效的市场营销和广告宣传。这些费用涵盖了在线推广、印刷材料以及媒体合作等方面。
活动策划和制作：奖项评选活动需要精心策划和组织，包括评审过程的安排、评审会的举办以及颁奖晚宴的策划和执行。所有这些环节都需要投入大量的时间和资源。
评审成本：为了确保评选过程的公平和专业，我们会有评审嘉宾和公开投票等环节
晚宴及物料组织：颁奖晚宴是整个评选活动的重要环节，包括场地租赁、晚宴餐饮、奖杯制作、纪念品准备等，都需要相应的费用支持。
参与一个NACSHR奖项评选计划的费用，应被视为企业品牌和声誉的一项有价值的投资。通过获奖，企业可以向客户、合作伙伴和更广泛的商业社区展示其卓越表现，这有助于提升企业的知名度和可信度。
因此，评审服务费被许多企业视为业务运营的一部分，是对其长期成功的一项投资。通过支付这笔费用，企业不仅能够参与到一个高质量的奖项评选中，还能够获得品牌推广和业务增长的机会。
如何赢得2024北美华人人力资源年度大奖
赢得2024北美华人人力资源年度大奖需要在各自的类别中展示卓越和创新。
以下是一些可能增加您获奖机会的步骤：
了解奖项类别和评选标准
熟悉奖项类别：了解各奖项类别，如2024最佳人力资源实践奖、2024最佳人力资源经理人奖、2024最佳HR团队奖、2024最佳人力资源创业者奖、2024最佳人力资源服务机构奖和2024创新人力资源服务机构奖。
评选标准：确保您的公司、产品、个人或团队成就符合奖项的评选标准和目标。
突出您的成就
清晰展示成就：明确且有效地传达您的成就和成果，展示其如何满足或超越奖项的评选标准。每个类别只需提名一项关键成就。
突出影响力：强调您的成就对组织、行业或社区产生的积极影响。
收集支持性证据
提供证据：为您的成就提供支持性证据，如客户推荐信、统计数据、案例研究和媒体报道，以证明您的卓越表现。
真实可信：确保所有提供的证据真实可信，能够客观支持您的申报内容。
提交强有力的申请
结构合理：提交一个结构清晰、专业的申请材料，有效展示您的成就并证明您符合奖项评选标准。
突出重点：在申请中突出您的关键成就和其独特性，确保评审委员能够一目了然。
合理的展示：你可以提交案例的文本版本，也可以是PPT版本，也可以是视频解说
寻求推荐
行业推荐：寻求行业专家、客户、合作伙伴和其他利益相关者的推荐，以增强您的申请力度。
多方支持：获得多方位的支持和认可，进一步证明您的卓越表现和行业影响力。
请记住，2024北美华人人力资源年度大奖竞争激烈，无法保证一定获奖。然而，按照以上步骤准备并提交强有力的申请材料，可以增加您因卓越成就而被认可的机会。
2024北美华人人力资源年度大奖奖项类别
面向华人优秀的HR和HR团队：
2024 Best HR Practice Award（2024最佳人力资源实践奖）
2024 Best HR Leader Award（2024最佳人力资源经理人奖）
2024 Best HR Team Award（2024最佳HR团队奖）
面向华人HR服务机构及其创业者：
2024 Best HR Entrepreneur Award（2024最佳人力资源创业者）
2024 Best HR Service Provider Award（2024最佳人力资源服务机构）
2024 Innovative HR Service Provider Award（2024创新人力资源服务机构奖）
希望这些步骤能够帮助您在2024北美华人人力资源年度大奖的评选中脱颖而出，获得应得的认可和荣誉。
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2024年07月17日
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【免费加入】HR采购指南-北美华人人力资源服务机构图谱开放登记中
New Opportunity: North American Chinese HR Service Companies Landscape Now Open for Registration, Setting a New Standard for Chinese HR Services in North America
我们诚挚邀请您加入北美地区最全面的华人人力资源服务机构图谱（North American Chinese HR Service Companies Landscape）。此图谱旨在助力HR服务机构树立强大品牌形象，帮助企业更高效地寻找专业HR服务。该图谱由北美华人人力资源协会（NACSHR）联合权威媒体全力打造。这将成为众多企业在北美地区采购HR服务的重要指南。
覆盖范围广泛
北美华人人力资源服务机构图谱将汇聚来自加拿大、美国、墨西哥等地的优秀华人人力资源服务机构，涵盖HR服务的各个方面，包括但不限于：招聘服务（猎头,RPO,校招等）、HR咨询培训、移民签证，劳动关系、薪酬福利、人力资源外包、薪酬外包、EOR、灵活用工等等。
参与机构条件
在北美地区设有实体和工作人员的HR服务机构均可参与。无论是华人创办的机构，还是客户对象包含华人公司，亦或是希望开拓企业市场的公司，皆欢迎加入。
加入NACSHR服务图谱的理由
加入NACSHR服务图谱将为您提供诸多好处：
品牌推广：通过NACSHR多个渠道展示您的品牌，提升品牌知名度。
客户获取：成为企业寻找HR服务的首选指南，带来潜在客户。
专业背书：与NACSHR和权威媒体合作，提升机构信誉和美誉。
市场拓展：扩大在北美地区的市场影响力。
如何加入
扫码登记：扫描提供的二维码登记相关信息。
点击链接：https://www.nacshr.org/map/Register/join
表现形式与收益
NACSHR服务图谱将以多种形式展示，包括图谱、海报、网页、短视频等，这些形式将确保您的品牌获得最大程度的曝光（部分形式仅限于VIP服务）。
北美华人人力资源服务机构图谱下载：https://www.nacshr.org/map/Index/download/
如何加入北美华人人力资源服务机构图谱
为了方便大家参与北美华人人力资源服务机构图谱，我们提供两种服务选择：
免费服务：适合所有希望加入的机构，只需要填写链接提交相关资料即可。
VIP服务：优惠：2000美元/年，3600美元/2年 包含诸多额外权益，是提升品牌的最佳选择。VIP服务将为您提供更全面的推广和支持，帮助您在竞争中脱颖而出。（2024年12月31日后，3000美元/年）
NACSHR图谱VIP服务权益：
· NACSHR图谱版本LOGO+简称展示，优先前排展示（其他仅为文字简称）
· 网页版本分类优先显示，LOGO展示，品牌形象好，实力展示
· 网页版本页面提供推荐的VIP徽章
· NACSHR推荐服务机构海报
· 客户需求优先对接
· NACSHR活动优先\优惠参加
覆盖人群
NACSHR服务图谱将覆盖北美地区的NACSHR用户和会员。我们将通过微信群、小红书、网站、LinkedIn等社交媒体渠道进行广泛传播，确保您的品牌信息触达更多潜在客户。
加入北美华人人力资源服务机构图谱，是提升品牌和拓展市场的绝佳机会。立即行动，抓住这次难得的机遇，成为众多企业信赖的HR服务提供者！
期待您的参与！
北美华人人力资源协会
North American Chinese Society of Human Resource, (known as NACSHR)
关于北美华人人力资源服务图谱
北美华人人力资源服务图谱（NACSHR Landscape）汇聚来自加拿大、美国、墨西哥等北美地区的顶尖华人人力资源服务机构，全面覆盖企业所需的各类HR服务。作为北美企业人力资源服务采购的权威指南，NACSHR图谱不仅是企业挑选优质服务伙伴的必备工具，更是服务机构展示品牌实力、拓展北美市场的绝佳平台。
NACSHR图谱将通过全方位、多渠道的广泛传播，精准触达北美地区的华人管理精英，成为企业开拓北美市场的首选资源。无论是本土扩张还是海外发展，NACSHR图谱都将助您抢占先机，赢得市场。加入NACSHR图谱，您的品牌将与北美最优秀的HR服务商齐名，共同引领行业未来！
常见问题
·哪些机构可以参与？
在北美地区有实体和工作人员的HR服务机构均可，华人创办或客户对象包含华人公司，希望开拓中企市场等
·为什么要加入NACSHR服务图谱？
太多理由！无论从品牌推广到获取客户，NACSHR服务图谱都是你不可错过的重要渠道
·如何加入？
请扫码登记，或者点击这里登记相关信息，并选择相关权益，所有服务为1年有效期
·图谱有哪些表现形式，收益有哪些？
多个形式，图谱、海报、网页、手册等诸多形式。
·是否需要支付费用？
为更广泛的参与，提供免费和VIP服务2种供选择。
VIP服务收费为2000美元（优惠价 原价3000美元/年），包含诸多权益，是你最佳的选择，当然你可以先从免费开始。
从收集整理到发布推广，都是需要相当成本。
·NACSHR服务图谱会覆盖哪些人群？
首先会覆盖北美地区NACSHR用户和会员，我们会通过诸多微信群、小红书、网站、LinkedIn等社交媒体等渠道发布和传播。
诸多推广海报，供参考
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2024年07月14日
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【报名事项】付款方式—欢迎参加NACSHR年度峰会，注意事项及付款方式，请查看相关信息（不断更新中）
hi您好，欢迎参加2024NACSHR年度峰会，相关信息如下，我们会不断更新！
时间：2024年10月5日-6日 周六周日，其中周六上午 8点开放签到,9点会议开始
地点：Crowne Plaza Silicon Valley North （ Union City） 如需预定酒店，直接拉到最下方查看
32083 Alvarado-Niles Rd. Union City CA 94587
10月5日周六第一天日程安排
10月6日周日第二天日程安排
会议详情：https://www.nacshr.org/2024.html （会不断更新）
付款方式如下：（为方便大家，特别提供2种付款方式）
因EventBrite手续费非常高，应大家要求，今年特别提供 Zelle 方式付款，收款人为本次会议运营负责人. 付款zelle地址为 gawain520@qq.com 或者扫码支付。支付时请memo处备注您的报名姓名及参会人数，感谢！ （这个是没有手续费的）
您可以选择通 Eventbrite的NACSHR会议链接进行报名和付费。报名及付费链接(https://nacshr10.eventbrite.com/) （注：Eventbrite 会收取一些手续费，信用卡或者美国之外的或如果无法使用zelle 建议可以使用，或者联系我们）
备注：如需银行账号转账或企业支付，或写支票，请直接联系我们获取详细信息（nacshr818@gmail.com）
如果人民币支付，请添加客服联系沟通。
NACSHR会议费用供参考：
费用：400美元/人 优惠票 （10月4日前报名支付） 现场门票 500美元。
晚宴：150美元/人（不单独销售，需购买门票，名额有限，售完为止 参与者为分享嘉宾、特邀专家、VIP参会等40人规模）
如有嘉宾推荐，可以根据优惠券扣除相关金额。
————————————————————————————————————————————
备注：
· 如果您有HR职位招聘，可以点击这里免费发布：https://www.nacshr.org/job
如果有任何问题可以联系我们：
联系人：Annie 邮件： nacshr818@gmail.com 网站：https://www.nacshr.org
*报名收到此邮件，意味着您已经报名参加NACSHR及合作伙伴主办的论坛，亦表示您已经清晰了解参会注意事项和用户隐私条款等事宜。
若非本人报名，请邮件告知：nacshr818@gmail.com
会议酒店：Crowne Plaza Silicon Valley North （ Union City）
32083 Alvarado-Niles Rd. Union City CA 94587
如需住宿，可以使用以下链接预定或者直接通过携程预定
点击这里可以直接预定酒店: ( https://www.ihg.com/crowneplaza/hotels/us/en/find-hotels/select-roomrate?fromRedirect=true&qSrt=sBR&qIta=99801505&icdv=99801505&qSlH=SFOUC&qCiD=04&qCiMy=092024&qCoD=06&qCoMy=092024&qGrpCd=NAZ&qAAR=6CBARC&qRtP=6CBARC&setPMCookies=true&qSHBrC=CP&qDest=32083%20Alvarado-Niles%20Road,%20Union%20City,%20CA,%20US&srb_u=1&qChAge=&qRmFltr= )
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2024年07月07日
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California Small Businesses Can Apply Now for Up to $2,000 Per Employee for Paid Family Leave Grants 加州小型企业现在就可以为每位员工申请最高 2000 美元的带薪探亲假补助金从2024年6月1日起，加利福尼亚州拥有1-100名员工的小企业可以申请每名员工高达2000美元的补助，用于应对员工使用加州带薪家庭假期（PFL）计划时增加的成本。加州的带薪家庭假期计划允许员工在需要照顾新生儿（通过出生、收养或寄养）或照顾重病家属时，享受最多8周的带薪休假。
这个补助计划旨在帮助企业应对员工休假期间的成本增加，例如培训现有员工、招聘和培训额外员工等。符合条件的企业必须在加州注册，在加州州务卿办公室处于活跃状态，并拥有一个有效的加州雇主账号。了解更多信息并申请补助，请访问CaliforniaPFL.com
Attention small businesses in California with 1-100 employees! If you have at least one employee who will be using California’s Paid Family Leave program on or after June 1, 2024, you may be eligible to apply for grants up to $2,000 per employee on PFL. This grant is designed to help offset the increased costs you may face while the employee is on leave. California’s Paid Family Leave program allows workers to take paid leave to bond with a new child (through birth, adoption, or foster care) or to care for a seriously ill family member. Businesses impacted by this program may have increased costs, such as training and upskilling existing staff to cover the duties of the employee on leave, hiring and training additional staff, and other related expenses. For more information and to apply for the grant, please visit CaliforniaPFL.com.
LOS ANGELES--Small businesses across California can now receive grants of up to $2,000 per employee through California’s Paid Family Leave (PFL) program. The online application is now open.
This initiative, funded by the California Employment Training Panel and the California Labor and Workforce Development Agency, aims to support small businesses in managing additional costs when employees take leave. These grants can help cover expenses such as cross-training existing staff and hiring and training new or temporary employees, ensuring business continuity during employee absences.
California’s PFL program provides eligible employees with up to 8 weeks of wage replacement benefits when they are off work for certain qualifying reasons, such as bonding with a new child or caring for a seriously ill family member. The grant is available to small businesses with 1 to 100 employees that have at least one employee utilizing PFL on or after June 1, 2024.
Grants are available in the following amounts:
Businesses with 51–100 employees may receive up to $1,000 per employee utilizing Paid Family Leave.
Businesses with 1–50 employees may receive up to $2,000 per employee utilizing Paid Family Leave.
To qualify, businesses must:
Employ between 1 and 100 employees;
Be registered to do business in the State of California;
Be in active status with the office of the California Secretary of State;
Have an active California Employer Account Number under which employees are listed for payroll and
Have at least one employee on California’s Paid Family Leave on or after June 1, 2024.
For more information or to apply for a grant, visit CaliforniaPFL.com.
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2024年06月25日
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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.”
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2024年06月24日
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HR如何可以成为组织中的影响者 How HR Can Become an Organizational Influencer文章《HR如何成为组织的影响者》强调了HR在推动组织变革中的关键作用，通过战略影响而非正式权力来驱动变革。HR专业人员可以通过利用他们对人力动态的深入理解、战略思维和沟通技巧，成为关键的影响者。文章列出了HR需要掌握的八项核心能力，包括战略影响力、讲故事的能力、公共演讲、协作影响力、外交、信息传递、冲突解决和执行力。
通过发展这些技能，HR可以有效地驾驭变革，激励行动，并将人员战略与业务目标对齐。
变革不仅是不可避免的，而且是推动个人和组织成长与创新的动力。在工作中，变革可以推动一个组织向前发展并提升其水平，也可以摧毁它（包括其中的员工）。组织如何应对变革？是通过纯粹的角色权威？还是通过高层领导的强制命令？亦或是通过那些没有“正式权威”的人以更微妙的方式来推动和引导变革的方向？
在大多数组织中，人力资源（HR）没有像其他部门那样拥有正式的权力或影响力。通常，HR人员不足，资源匮乏。即使在过去几年中人力资源职能快速发展，HR在工作中仍在努力建立其战略价值。对于HR来说，推动或引导变革的力量不是正式的权力或“蛮力”，而是战略影响力（strategic influence）。
本质上，战略影响力不是关于权威，而是关于灵感、创新以及对工作中人类元素的深刻理解。讽刺的是，一些拥有强大职位的领导者除了他们头衔赋予的权力外，没有任何影响力。相反，一些在工作中没有头衔的普通人，却是通过利用他们的影响力来推动和引导变革的真正变革者。
有时HR确实有正式的权力，但更多时候没有。这就是为什么它必须更多地依赖影响力而不是正式的权威。
组织中的影响者 组织中的影响者是变革的催化剂，是能够理解业务战略与人类动态之间联系的愿景者。不同于源自层级权力的传统影响力，组织中的影响者的影响力来自于他们连接、理解和激励人的能力。
组织中的影响者具有一些基本特质，包括：
战略思考：看到更大的图景，并将努力与整体组织目标对齐。
以同理心领导：理解并重视他人的观点和需求。
有效沟通：通过清晰和信念表达想法并激励行动。
适应力强：拥抱变革并帮助他人应对变革。
用数据决策：利用数据洞察来决策和制定策略。
与他人合作并建立伙伴关系：建立伙伴关系并在组织各个层面促进团队合作。
创新：不断寻找和实施创造性的解决方案。
有韧性：在面对挫折时保持专注和积极。
伦理和诚信：坚持诚信并促进信任和尊重的文化。
让HR成为组织影响者的8种方式 以下是HR可以用来成为组织影响者的八种方法：
1 - 战略影响力 战略影响力是关于利用HR在人员领导和业务管理方面的独特见解来推动业务策略，确保人员与业务目标对齐并推动其前进。这个概念体现了HR领导者不仅是参与者，而且是董事会中的关键策略家，倡导促进组织成长和员工满意度的政策和实践。 这些是需要掌握的五项能力：
制定并执行与组织领导力对齐的有影响力的HR策略。
通过战略性HR举措影响高层管理和决策。
在整个组织中建立战略伙伴关系以增强HR的影响力。
使用HR洞察分析和解决复杂的组织挑战。
指导和发展HR团队以增强战略思维能力。
2 - 讲故事 讲故事是HR专业人士的一个强大工具，使他们能够将组织的价值观、文化和目标联系起来形成引人入胜的叙述。这种方法不仅增强了沟通，还建立了情感连接，使HR举措更易于理解和影响深远。通过讲故事，HR可以有效地倡导变革，庆祝成功，并阐明业务决策中的人性化一面，将抽象概念转化为在整个组织中产生共鸣的有意义的故事。 这些是需要掌握的五项能力：
创作引人入胜的叙述以传达HR的愿景和价值观。
使用有说服力的讲故事技巧吸引多样化的受众。
利用讲故事推动组织变革。
根据不同的沟通媒介调整讲故事的风格。
使用叙事智能增强HR的说服力。
3 - 出色的公众演讲 出色的公众演讲使HR领导者能够以权威和激情进行沟通，影响并激励他人。出色的公众演讲不仅仅是大声说话或喋喋不休，而是关于自信、同理心和理解。这项技能对于倡导HR举措、分享洞察和引导塑造组织未来的讨论至关重要。精通的公众演讲使HR领导者成为能够吸引听众的强大演说者，无论是在小型团队会议还是大型企业聚会上，都能有效传达HR的战略价值。 这些是需要掌握的五项能力：
掌握适用于HR背景的公众演讲技巧。
通过有效的演讲技巧吸引和激励受众。
利用公众演讲作为HR倡导和影响的工具。
根据不同类型的受众和组织层级调整演讲内容。
制作能够引起利益相关者共鸣的引人入胜的演讲内容。
4 - 协作影响力 协作影响力侧重于HR建立和维护推动组织成功的战略业务伙伴关系的能力。它突显了HR在弥合部门间差距、促进跨职能团队合作以及将HR策略与更广泛的业务目标对齐方面的作用。通过协作，HR可以打破孤岛，促进团结，并确保人员策略是实现公司目标的重要组成部分。 这些是需要掌握的五项能力：
建立和维持支持HR目标的有影响力的业务伙伴关系。
促进HR与其他业务单位之间的合作。
利用人际交往技能增强HR的协作影响力。
协商并对齐HR策略与更广泛的业务目标。
培养支持和倡导HR举措的盟友网络。
5 - 外交技巧 HR的外交技巧是关于以策略性智慧和策略性技巧驾驭复杂的组织政治网络。它涉及以尊重不同观点的方式倡导HR政策和举措，同时推动进步性变革。HR外交官善于建立共识、管理冲突，并将HR定位为组织决策中的中立但有影响力的参与者，确保在业务策略中始终考虑人员因素。 这些是需要掌握的五项能力：
利用外交技巧驾驭和影响组织政治。
使用策略性沟通技巧倡导HR驱动的变革。
通过外交解决复杂的组织问题。
在不同利益相关者群体中建立共识。
在所有HR举措中以诚信和伦理领导。
6 - 信息掌控 HR的信息掌控是关于编写和传达清晰表述HR策略价值和影响的信息。它是将沟通调整到不同受众的能力，确保清晰、参与和支持HR举措。通过有效的信息传达，HR专业人士可以解密HR政策，倡导组织变革，并巩固HR在组织内作为关键沟通者的角色。 这些是需要掌握的五项能力：
制定清晰有影响力的HR举措沟通策略。
调整HR信息以引起不同组织受众的共鸣。
以易于理解的方式传达复杂的HR概念。
有效利用各种沟通渠道传递HR信息。
测量和分析HR沟通策略的影响。
7 - 冲突解决和达成共识 冲突解决和达成共识在维护和谐和高效的工作环境中至关重要。这个概念围绕HR调解争议、促进谈判和培养合作与相互尊重环境的能力。通过为HR专业人士配备解决冲突的技能，组织可以确保更顺畅的运营、增强的团队合作以及一个重视建设性对话而非对抗的文化。 这些是需要掌握的五项能力：
有效调解和解决工作场所冲突。
促进合作和建设性的谈判过程。
在冲突各方之间建立共识以实现组织和谐。
实施预防和管理冲突的主动策略。
培训和指导团队冲突解决和达成共识的技能。
8 - 领导风范 HR影响者的领导风范和领导力是关于体现那些在组织各个层面上赢得尊重和激发信心的品质。这包括培养一种真实、权威和平易近人的领导风格，使HR领导者能够有效地倡导战略举措并以身作则。凭借强大的领导风范，HR专业人士可以更有效地影响结果、推动战略决策，并倡导以人为本的业务方法。 这些是需要掌握的五项能力：
培养权威且真实的领导风格。
提升高层沟通技巧。
建立战略关系。
以自信和愿景领导。
通过变革性领导实践激励团队和个人。
英文原来来自：https://www.linkedin.com/pulse/how-hr-can-become-organizational-influencer-hacking-hr-0xnlc/
作者：Hacking HR
Change is not just inevitable, but the driving force behind personal and organizational growth and innovation.
At work, change can either propel an organization forward and lift it up, or break it (including its people).
How can organizations navigate change? Is it through pure role-based authority? Is it through the brute force of senior leadership mandates? Or is there a more subtle way in which people, without “formal authority”, may drive and even steer the direction of change?
In most organizations, Human Resources (HR) does not have the formal authority or power that some of its counterparts have. Generally, HR is understaffed and under-resourced. And, even with the rapid advancement of the people function in the past few years, HR is still on the road to building its strategic value at work.
For HR, it is not formal authority or “brute force” that drives or steers change, it is the power of strategic influence.
In essence, strategic influence is not about authority, but inspiration, innovation, and a deep understanding of the human element at work.
Ironically, some leaders with a powerful position have no influence other than that given to them by their titles. In contrast, some ordinary people at work, without a title, are real change makers with potent network effects at work given how they leverage their influence to drive and steer change.
Sometimes HR does have the formal authority, but often it does not. That’s why it has to rely more on the power of influence than on the power of formal authority.
Organizational Influencers
An organizational influencer is a catalyst for change, a visionary who understands the connection business strategy and human dynamics. Unlike traditional notions of influence that stem from hierarchical power, organizational influencers derive their impact from their ability to connect, understand, and inspire people.
An organizational influencer has some foundational attributes, including:
Thinking strategically: Sees the bigger picture and aligns efforts with overarching organizational goals.
Leading with empathy: Understands and values the perspectives and needs of others.
Communicating effectively: Articulates ideas and inspires action through clarity and conviction.
Adapting: Embraces change and helps others navigate through it.
Informing decisions with data: Leverages insights from data to inform decisions and strategies.
Collaborating with others and building partnerships: Builds partnerships and fosters teamwork across all levels of the organization.
Innovating: Constantly seeks and implements creative solutions to challenges.
Being resilient: Maintains focus and positivity in the face of setbacks.
Behaving ethically and with integrity: Upholds integrity and promotes a culture of trust and respect.
8 Ways for HR to Becomes an Organizational Influencer
These are nine ways HR can use to become an organizational influencer.
1 - Strategic Influence
Strategic influence is about leveraging HR's unique insights into people leadership and business management to drive business strategies, ensuring that people align with and propels business objectives forward. This concept embodies the idea that HR leaders are not just participants but key strategists in the boardroom, advocating for policies and practices that foster both organizational growth and employee satisfaction.
These are five competencies to master:
Develop and execute impactful HR strategies aligned with organizational leadership.
Influence top-level management and decision-making through strategic HR initiatives.
Foster strategic partnerships across the organization to enhance HR's influence.
Analyze and address complex organizational challenges using HR insights.
Mentor and develop HR teams to strengthen strategic thinking skills.
2 - Storytelling
Storytelling is a powerful tool for HR professionals, enabling them to connect the dots between organization's values, culture, and goals into compelling narratives. This approach not only enhances communication but also builds emotional connections, making HR initiatives more relatable and impactful. Through storytelling, HR can effectively champion change, celebrate successes, and articulate the human side of business decisions, transforming abstract concepts into meaningful stories that resonate across the organization.
These are five competencies to master:
Craft compelling narratives to communicate HR vision and values.
Engage diverse audiences with persuasive storytelling techniques.
Leverage storytelling to drive organizational change.
Adapt storytelling styles to fit various communication mediums.
Use narrative intelligence to enhance HR's persuasive power.
3 - Public Speaking Excellence
Public speaking excellence empowers HR leaders to communicate with authority and passion, influencing and inspiring others at work. People speaking excellence is not about being loud or never shutting up, but about confidence, empathy and understanding. This skill is crucial for advocating HR initiatives, sharing insights, and leading discussions that shape the organization's future. Masterful public speaking turns HR leaders into powerful orators who can captivate their listeners, whether in small team meetings or large corporate gatherings, effectively conveying the strategic value of HR.
These are five competencies to master:
Master public speaking skills tailored for HR contexts.
Engage and motivate audiences through effective speech delivery techniques.
Utilize public speaking as a tool for HR advocacy and influence.
Adapt speeches to various audience types and organizational levels.
Develop compelling presentation content that resonates with stakeholders.
4 - Collaborative Influence
Collaborative influence focuses on HR’s capacity to forge and maintain strategic business partnerships that drive organizational success. It highlights HR’s role in bridging gaps between departments, facilitating cross-functional teams, and aligning HR strategies with broader business objectives. Through collaboration, HR can dismantle silos, encourage unity, and ensure that people strategies are integral to achieving corporate goals.
These are five competencies to master:
Build and sustain influential business partnerships that support HR goals.
Facilitate collaboration between HR and other business units.
Leverage interpersonal skills to enhance HR’s collaborative impact.
Negotiate and align HR strategies with broader business objectives.
Cultivate a network of allies to support and advocate for HR initiatives.
5 - Diplomacy
HR diplomacy is about navigating the complex web of organizational politics with tact and strategic acumen. It involves advocating for HR policies and initiatives in a way that respects differing viewpoints while pushing for progressive change. HR diplomats are adept at building consensus, managing conflicts, and positioning HR as a neutral yet influential player in organizational decisions, ensuring that the people aspect is always considered in business strategies.
These are five competencies to master:
Utilize diplomacy to navigate and influence organizational politics.
Advocate for HR-driven change using tactful and strategic communication.
Resolve complex organizational issues with diplomatic problem-solving.
Build consensus among diverse stakeholder groups.
Lead with integrity and ethical considerations in all HR initiatives.
6 - Message Mastery
Message mastery in HR is about crafting and delivering messages that clearly articulate the value and impact of HR strategies. It’s the ability to tailor communication to diverse audiences, ensuring clarity, engagement, and support for HR initiatives. Through effective messaging, HR professionals can demystify HR policies, champion organizational change, and solidify HR’s role as a key communicator within the organization.
These are five competencies to master:
Develop clear and impactful communication strategies for HR initiatives.
Tailor HR messaging to resonate with different organizational audiences.
Communicate complex HR concepts in an accessible manner.
Utilize various communication channels effectively for HR messaging.
Measure and analyze the impact of HR communication strategies.
7 - Conflict Resolution and Agreement Building
Conflict resolution and agreement building are fundamental in maintaining a harmonious and productive workplace. This concept revolves around HR's ability to mediate disputes, facilitate negotiations, and foster an environment of cooperation and mutual respect. By equipping HR professionals with the skills to navigate and resolve conflicts, organizations can ensure smoother operations, enhanced teamwork, and a culture that values constructive dialogue over confrontation.
These are five competencies to master:
Mediate and resolve workplace conflicts effectively.
Facilitate collaborative and constructive negotiation processes.
Build consensus among conflicting parties to achieve organizational harmony.
Implement proactive strategies to prevent and manage conflicts.
Train and guide teams in conflict resolution and agreement-building skills.
8 - Executive Presence
Executive presence and leadership for HR influencers are about embodying the qualities that command respect and inspire confidence at all levels of the organization. This includes cultivating a leadership style that is authentic, authoritative, and approachable, enabling HR leaders to effectively advocate for strategic initiatives and lead by example. With a strong executive presence, HR professionals can more effectively influence outcomes, drive strategic decisions, and champion a people-centric approach to business.
These are five competencies to master:
Cultivate an authoritative and authentic leadership style.
Enhance executive communication skills.
Build strategic relationships.
Lead with confidence and vision.
Inspire teams and individuals with transformative leadership practices.
头条
2024年06月20日
头条
利用组织网络分析（ONA） - 衡量员工绩效并优化战略作者: Maya Bodan, Don Miller, Sue Cantrell, Gary Parilis, 和 Carissa Kilgour
在快速变化的工作环境中，传统的办公室、工作时间和组织结构已逐渐失效，组织需要新的洞察力来理解、衡量和评估员工的绩效。特别是现在，了解人们如何互动、互动模式如何影响业务结果以及如何调整行为以改善这些结果变得更加重要。数据分析和人工智能 (AI) 的创新使这一切成为可能。
组织网络分析利用网络科学和特定指标来分析和可视化组织内部的沟通和信息流动。通过收集和分析调查和工作应用中的数据，组织可以利用数据、分析和 AI 的力量。组织网络分析揭示了传统组织结构图中没有的洞察力，例如人们如何协作、谁在决策中起到关键作用或者独立工作，以及关于信任和影响的情感。组织网络分析可以帮助领导者理解人际关系、可视化关系并找出成功的潜在障碍（图1）。
图1: 组织网络分析可以帮助发现组织内部的协作
衡量员工绩效
业务结果可以通过多种方式衡量。有时具体的定量指标是适用的；例如，一个专注于生产力的网络营销团队可能会强调点击次数、下载次数或发布的社交媒体帖子数量。改进指标，如“将网络流量增加X％”，使团队能够创新实现这一目标的方法。其他业务结果包括质量率和客户保留率的衡量。
然而，仅靠容易衡量的关键绩效指标并不能完整地呈现员工的生产力和业务影响。推动关系、发展和其他非量化人类结果的软性目标的结果对业务至关重要，尽管难以衡量。
雇主需要创造员工重视的工作场所。德勤研究显示，79%的领导者认识到他们有责任为员工创造价值，但只有27%的员工认为他们的雇主正在取得有意义的进展。在当前质疑面对面工作价值的环境中，量化人类结果带来了挑战。组织网络分析为领导者提供了分析洞察，优先考虑以人为本的指标，优化工作场所策略以提升整体员工体验。
理解个人员工绩效
组织网络分析 (ONA) 的洞察力在结合评估个人和团队绩效时尤其有用，这些绩效衡量会影响业务结果或生产力。
组织网络分析通过衡量与生产力相关的行为模式来评估生产力（需要对不同团队、职能和业务的生产力进行客观定义）。这些定义可以通过专家判断、焦点小组和访谈确定，或者通过数据分析进行量化。哪种模式是最优的取决于业务情况和需求。例如，有时，广泛的网络互动（与团队外部合作）是必要的，而在其他情况下，这可能会分散注意力——与直接同事合作是最好的（孤立的团队也可以是好的）。
非正式影响者通常不同于组织的正式领导者，他们可以提供关于如何独立于正式层级结构高效工作的宝贵视角。这些洞察力展示了员工人口在整个网络中的分布，以及职能、业务单元或地理位置等因素如何影响团队动态和生产力。在一个无边界的组织中，员工绩效超越了传统指标，突出了对非正式协作可见性的重要性。组织网络分析可以揭示隐藏的洞察力，展示信息在组织内部的真实流动方式，给领导者提供做出明智决策和优化员工绩效的洞察。
利用 ONA 优化工作场所策略
组织在平衡面对面和虚拟互动方面面临挑战。尽管许多组织鼓励员工返回办公室，期望面对面的互动能提升员工绩效和创新，但需要对人们如何实际工作的细致理解。高管希望办公室工作能激发创造力和联系，但往往面临昂贵的长期房地产承诺未得到充分利用的压力，这增加了定义办公室目的和价值的难度。通勤也会增加环境足迹，员工可能不愿失去灵活性。
通过组织网络分析，领导者可以回答一些关键问题：
有多少团队成员是共址的？
在什么情况下以及为什么需要共址？
什么工作可以或最好独立完成？
哪些工具和应用程序最能支持不同地点的工作？
一个重要因素是现场密度，它衡量一个人在办公室内近距离合作者网络的比例。更高的现场密度与更高的面对面工作的认可度相关。领导者可以利用组织网络分析的洞察来了解谁应该在一起工作以及何时在一起工作。理解这些非正式网络和影响范围可以为领导者解锁巨大的价值，以确定哪些团队应该共址以及共址时如何组织空间。通过虚拟方式沟通的独立工作者可能在办公室工作中看到的收益有限。有趣的是，新的数据显示“在松散联系网络中更可能产生创意”，这意味着与自己的直接网络外的合作可以促进创新。
结论
组织应负责任地使用数据、分析和 AI，以实时洞察员工在当今工作环境中的操作、协作和战略。这种改进的理解可以在多个组织层面支持价值创造和决策。组织网络分析提供了有关员工如何在混合工作模式和远程工作模式中跨职能和地理“边界”协作的绩效洞察，可以帮助领导层制定工作场所策略和政策。
作者
Maya Bodan
Don Miller
Sue Cantrell
Gary Parilis
Carissa Kilgour
贡献者
Yuki Iwase
Shruti Kalaiselvan
Ramyasri T M
Brennan Conway
Katherine Arriola
尾注
1 Deloitte, “Using network analysis to build an agile organization: Create organizational collaboration in a remote workplace,” 2020年10月27日。 2 Stephen Lancaster-Hall 等人, Humanizing productivity and performance: Productivity and performance in times of disruption, Deloitte, 2020; Deloitte, Beyond productivity: The journey to the quantified organization, 2023年5月。 3 Deloitte, Beyond Productivity: The journey to the quantified organization, 2023年5月。 4 Sue Cantrell 和 Corrie Commisso, “Outcomes over outputs: Why productivity is no longer the metric that matters most,” Deloitte Insights, 2023年7月19日。 5 Steve Hatfield, “Rethinking the ways we look at productivity in a Work from Anywhere world: How to evaluate remote worker productivity post-pandemic,” Deloitte’s Capital H blog, 2021年8月24日。 6 Worklytics, “12 metrics for more effective meetings,” 访问时间 2024年1月4日。 7 Deloitte Insights, New fundamentals for a boundaryless world: 2023 Global Human Capital Trends Report, 2023, 第80页。
来源：https://www2.deloitte.com/us/en/blog/human-capital-blog/2024/harnessing-organization-network-analysis.html
头条
2024年06月19日
头条
2024年北美华人人力资源夏季论坛成功举办
2024年6月8日～9日，由NACSHR（北美华人人力资源协会）主办的北美华人人力资源夏季论坛在美国硅谷成功举办。本次会议共有32位HR高管及商业领袖，围绕HR业务、AI科技、全球化人力资源管理、女性领导力和人生教练等话题带来精彩纷呈的分享，共吸引70+来自硅谷、西雅图、纽约、洛杉矶、圣地亚哥等地的参会嘉宾。
The North American Chinese HR Summer Forum, hosted by NACSHR (North American Chinese Society for Human Resources), was successfully held in Silicon Valley from June 8-9, 2024. The forum featured 32 HR executives and business leaders who delivered engaging presentations on topics such as HR operations, AI technology, global HR management, women's leadership, and life coaching. The event attracted over 70 attendees from various regions, including Silicon Valley, Seattle, New York, Los Angeles, and San Diego.
部分参会的企业来自：Tiktok、Canadian Solar、ASML、Xpeng Motors US、NetEase、Nvidia、Pony.ai、Sony Corporation of America、eBay、Cisco、Clinical Pharmacology、ZERO&、昆仑万维、TCL、Alpha EMS、ASUS Computer International、轻舟QCraft.AI等知名的企业。
Some of the renowned companies that participated in the forum included TikTok, Canadian Solar, ASML, Xpeng Motors US, NetEase, Nvidia, Pony.ai, Sony Corporation of America, eBay, Cisco, Clinical Pharmacology, ZERO&, Kunlun Wanwei, TCL, Alpha EMS, ASUS Computer International, and QCraft.AI.
本次论坛不仅了解到最新的AI科技在HR领域的应用和全球化人力资源管理趋势，还为北美华人HR从业者提供了一个重要的交流平台，促进了行业内的知识共享和合作交流。参会者能够获得宝贵的行业洞见，提升企业在人力资源管理方面的竞争力，同时加强了华人HR社区的凝聚力和影响力。
The forum not only highlighted the latest AI technology applications in the HR field and global HR management trends but also provided a crucial networking platform for North American Chinese HR professionals. It facilitated knowledge sharing and collaborative exchanges within the industry. Attendees gained valuable industry insights that enhance their companies' competitiveness in human resource management while also strengthening the cohesion and influence of the Chinese HR community.
感谢本次的分享嘉宾、赞助合作伙伴及参会嘉宾的支持。下次活动日期是10月初，期待下次相聚!
We extend our gratitude to the speakers, sponsors, and attendees for their support. The next event is scheduled for early October, and we look forward to seeing you there.
关于本次的赞助商
彭律师事务所
彭律师事务所自成立以来专注于美国移民法业务。作为新移民的生活引领者，精心办理EB-1、EB-5、O1、L-1、以及职业移民等各类移民案件。通过投资、创业、科技、艺术等多元化移民路线，为数以千计的家庭和个人架起通往美国的桥梁。更多访问：www.thepenglaw.com
China Southern Airlines
China Southern Airlines is China’s largest carrier in terms of fleet size, route network coverage, and annual passenger traffic. Rated as China’s safest airline, China Southern Airlines is proud to maintain the best safety record in the country with its global leadership in safety management. It has maintained 30 million consecutive hours of safe flight operation and, in 2023, became the first in the industry to receive the "Three-Star Flight Safety Diamond Award" from the Civil Aviation Administration of China.
China Southern is now operating 11 scheduled flights per week from North America to China, including 4 flights departing from San Francisco. We look forward to your visit to Guangzhou with China Southern Airlines.
购票访问：https://oversea.csair.com/tka/us/en/book/search
订票邮箱：sfosales@csair.us
特别福利：NACSHR会员购票，将享受南方航空客服人员1对1联系和服务！
About NACSHR
We are a vibrant community where North American Chinese HR professionals can connect, learn, grow, and thrive throughout their careers. Founded in 2016 in Silicon Valley, NACSHR is dedicated to supporting and advancing Chinese HR practitioners in North America. We offer a platform for North American Chinese HR professionals to exchange knowledge, enhance their skills, and succeed in their careers. Through events, an online platform, mentorships, and awards, we connect, elevate, and empower the Chinese HR community. Our goal is to strengthen the influence and rights of HR professionals and the broader Chinese community in the workplace. Ultimately, we strive to promote the collective prosperity of the entire Chinese HR ecosystem.
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2024年06月17日
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美国SEC控告纽约的AI招聘公司Joonko的创始人证券欺诈和电信欺诈概要：伊利特·拉兹（Ilit Raz），AI招聘公司Joonko的首席执行官和创始人，因涉嫌对投资者进行重大欺诈被美国证券交易委员会（SEC）及纽约南区美国检察官办公室指控。SEC指控拉兹通过虚假和误导性的声明欺骗投资者，包括夸大Joonko的客户数量和质量、平台上的求职者数量以及公司收入，涉嫌欺诈金额至少达到2100万美元。
Joonko公司自称利用人工智能帮助客户找到多元化和代表性不足的求职者，以达到其多元化、公平和包容的招聘目标。然而，拉兹向投资者提供了虚构的客户感谢信和赞誉其效果的假证据，甚至在被投资者质疑时提供了伪造的银行对账单和合同。这一骗局在2023年中期被揭穿，当时一名投资者面对面质问拉兹，拉兹承认伪造文件并撒谎关于公司的财务状况和客户基础。
SEC和刑事检察机关的指控显示，拉兹利用新兴技术领域的热潮，以人工智能和自动化等流行词汇吸引投资，实际上却进行了传统的欺诈行为。这一事件不仅揭示了创业公司在吸引投资时可能存在的道德风险，也提醒了投资者在追求人工智能等高科技领域的投资机会时需要格外谨慎。
总部位于纽约市的人工智能招聘平台Joonko的创始人及前首席执行官因涉嫌欺诈投资者，误导他们关于公司核心方面的信息，被控证券欺诈和电信欺诈。
美国证券交易委员会（SEC）在6月11日于纽约南区联邦地区法院提交的投诉中指控，这家现已关闭的人工智能招聘初创公司的创始人及前首席执行官伊利特·拉兹通过对Joonko的客户数量和质量、平台上的求职者数量以及公司收入等核心方面作出虚假和误导性陈述，从投资者那里骗取至少2100万美元（2022年9月有一篇融资B轮2500万美元的新闻点击可以查看）。
Joonko在2022年完成了由Insight Partners领投、包括Target Global、Kapor Capital和Vertex Ventures Israel等投资者参与的2500万美元B轮融资。《华尔街日报》报道称，该公司自2016年成立以来共筹集了超过3800万美元。Kapor Capital拒绝对此发表评论，而Insight、Target Global和Vertex Ventures Israel则没有回应《华尔街日报》的置评请求。
SEC指控拉兹违反了联邦证券法的反欺诈条款，要求对其实施永久禁令、民事罚款、返还非法所得及预审计利息，并禁止其担任公司高管。
与此同时，纽约南区美国检察官办公室也于6月11日宣布了针对拉兹的刑事指控。拥有以色列国籍的拉兹被控一项证券欺诈和一项电信欺诈，每项罪名最高可判20年监禁。
Joonko于5月24日在特拉华州美国破产法院申请破产保护。
根据SEC的投诉，Joonko声称使用人工智能帮助客户找到多元化和代表性不足的求职者，以实现其多元化、公平和包容的招聘目标。拉兹在筹资过程中向投资者谎称Joonko拥有超过100家客户——包括财富500强公司，并向投资者提供了几家公司的虚假感谢信，赞扬其效果。
拉兹还谎称Joonko的收入超过100万美元，正在与超过100000名活跃求职者合作，并在投资者怀疑时向其提供了伪造的银行对账单和伪造的合同。根据投诉，这一骗局在2023年中期被揭穿，当时一名投资者面对面质问拉兹，后者承认伪造了银行对账单和合同，并且在Joonko的收入和客户数量上撒谎。
SEC执行局局长古尔比尔·格雷瓦尔（Gurbir Grewal）在一份新闻稿中表示：“我们指控拉兹利用老式的诈骗手法，但使用了新式的流行词如‘人工智能’和‘自动化’。随着越来越多的人寻求人工智能相关的投资机会，我们将继续监管市场，防止今天投诉中所指控的类型的不当行为。但与此同时，对于那些利用人工智能的热潮来筹资的公司，投资者也应保持警惕。”
附录SCE的新闻稿：
Washington D.C., June 11, 2024 —
The Securities and Exchange Commission today charged Ilit Raz, CEO and founder of the now-shuttered artificial intelligence recruitment startup Joonko, with defrauding investors of at least $21 million by making false and misleading statements about the quantity and quality of Joonko’s customers, the number of candidates on its platform, and the company’s revenue.
According to the SEC’s complaint, Joonko claimed to use artificial intelligence to help clients find diverse and underrepresented candidates to fulfill their diversity, equity, and inclusion hiring goals. To raise money for Joonko, the complaint alleges that Raz falsely told investors that Joonko had more than 100 customers, including Fortune 500 companies, and provided investors with fabricated testimonials from several companies expressing their appreciation for Joonko and praising its effectiveness. Raz also allegedly lied to investors that Joonko had earned more than $1 million in revenue and was working with more than 100,000 active job candidates. When an investor grew suspicious of Raz’s claims, Raz allegedly provided the investor with falsified bank statements and forged contracts in an effort to conceal the fraud. According to the complaint, the scheme unraveled in mid-2023 when the investor confronted Raz, who admitted to forging bank statements and contracts and lying about Joonko’s revenue and number of customers.
“We allege that Raz engaged in an old school fraud using new school buzzwords like ‘artificial intelligence’ and ‘automation,’” said Gurbir S. Grewal, Director of the SEC’s Division of Enforcement. “As more and more people seek out AI-related investment opportunities, we will continue to police the markets against AI-washing and the type of misconduct alleged in today’s complaint. But at the same time, it is critical for investors to beware of companies exploiting the fanfare around artificial intelligence to raise funds.”
The SEC’s complaint, filed in the U.S. District Court for the Southern District of New York, charges Raz with violating the antifraud provisions of the federal securities laws and seeks a permanent injunction, civil money penalties, disgorgement with prejudgment interest, and an officer-and-director bar against Raz.
In a parallel action, the U.S. Attorney's Office for the Southern District of New York today announced criminal charges against Raz.
The SEC’s investigation was conducted by Alicia Guo, Ariel Atlas, Neil Hendelman, and Lindsay S. Moilanen and was supervised by Sheldon L. Pollock of the New York Regional Office. The litigation will be led by Ms. Guo and Ms. Atlas, and supervised by Daniel Loss and Mr. Pollock. The SEC appreciates the assistance of the U.S. Attorney’s Office for the Southern District of New York and the FBI.
华盛顿特区，2024年6月11日 — 美国证切和交易委员会（SEC）今日指控现已关闭的人工智能招聘创业公司Joonko的首席执行官兼创始人伊利特·拉兹（Ilit Raz），因在Joonko的客户数量和质量、平台上的候选人数量以及公司收入方面向投资者做出虚假和误导性陈述，欺诈投资者至少2100万美元。
根据SEC的投诉，Joonko声称使用人工智能帮助客户找到多元化和代表性不足的候选人，以实现其多元化、公平和包容的招聘目标。投诉称拉兹向投资者谎称Joonko拥有超过100家客户，包括财富500强公司，并向投资者提供了几家公司的虚构感谢信，赞扬其效果。拉兹还谎称Joonko的收入超过100万美元，并正在与超过100,000名活跃求职者合作。当一名投资者对拉兹的说法表示怀疑时，拉兹据称向该投资者提供了伪造的银行对账单和伪造的合同来掩盖欺诈行为。根据投诉，该骗局在2023年中期被揭露，当时该投资者直面拉兹，后者承认伪造银行对账单和合同，并且在Joonko的收入和客户数量上撒谎。
SEC执行局局长古尔比尔·S·格雷瓦尔（Gurbir S. Grewal）表示：“我们指控拉兹利用老式的欺诈手法，但使用了新式的流行词如‘人工智能’和‘自动化’。随着越来越多的人寻求人工智能相关的投资机会，我们将继续监管市场，防止今天投诉中所指控的类型的不当行为。但与此同时，对于那些利用人工智能的热潮来筹资的公司，投资者也应保持警惕。”
SEC的投诉已提交至纽约南区美国地区法院，指控拉兹违反联邦证券法的反欺诈条款，并寻求永久禁令、民事罚款、返还非法所得及预审计利息，并禁止其担任公司高管。
与此同时，纽约南区美国检察官办公室今天也宣布了针对拉兹的刑事指控。
SEC的调查由纽约地区办公室的艾丽西亚·郭（Alicia Guo）、阿里尔·阿特拉斯（Ariel Atlas）、尼尔·亨德尔曼（Neil Hendelman）和林赛·S·莫伊兰宁（Lindsay S. Moilanen）进行，并由谢尔顿·L·波洛克（Sheldon L. Pollock）监督。诉讼将由郭女士和阿特拉斯女士领导，并由丹尼尔·洛斯（Daniel Loss）和波洛克先生监着。SEC感谢纽约南区美国检察官办公室和联邦调查局的协助。
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