Josh Bersin :劳动力市场已完全改变：您真的准备好了吗？Josh Bersin 最新撰文谈到，随着以婴儿潮一代为主的劳动力队伍的衰落和具有独特期望和职业模式的新一代的崛起，劳动力市场发生了巨大的变化。这一新劳动力的特点是偏好组合职业和副业，他们要求尊重、灵活性和精心设计工作的机会。企业在适应这些变化时面临着挑战，职位普遍空缺，人员流动增加。文章强调，企业需要采用一种动态的组织模式，优先考虑授权、内部流动性和员工积极性，以便在这个新的劳动力市场中茁壮成长。这种适应的关键在于了解劳动力现在寻求的是成长、灵活性以及他们的价值观与工作之间有意义的结合。
英文原文如下，推荐了解
The labor market has changed before our eyes. Employers and HR teams better watch out.
Over the last five decades baby boomers defined the workforce. Today things could not be more different, and this change impacts all of us.
I was born in the 1950s, growing up in a world where the middle class experienced steadily increasing standards of living. My father was a scientist, my mother sold art, and my brother and I had a nice middle-class life.
This included a three stage career: education | work | retirement. I went to college, studied hard, and got a good job as an engineer. My career went on a predictable path. I worked for Exxon and then IBM – each company giving me training, development, and potential for long-term career. I met many great people, learned about work, got married and had a family.
My cohort, the baby boomers, was huge. Companies built entire talent systems for us – onboarding, training, predictable career growth, developmental assignments, leadership development, and retirement programs. We strapped ourselves in and enjoyed the journey.
Fast forward to now: things are very different.
Today’s working population bulge (median age 33, born in the early 1990s,) entered the workforce in a disrupted world. They joined companies during a boom, experienced the pandemic in their 20’s, and live in a world where everything is on the internet. While my generation revered our employers, these workers see every corporate mistake in real-time. They expect their bosses to earn their respect, otherwise they’ll “quietly quit” or start moonlighting on the side.
While my generation expected to work for only a few employers during a career, today people build what Lynda Gratton calls “a portfolio career.” More than 2/3 of workers have side-hustles and their resume is filled with projects, businesses, activities, and professional interests. If you look at the LinkedIn profiles of most high performers they look like personal journeys, far different from the linear career paths we had in the past.
While most of these changes came slowly, the end result is profound: the expectations, needs, and demands of workers are different. And businesses have struggled to keep up. Companies have vast amounts of unfilled positions, we suffer high turnover in almost every role, and labor unions are growing in number.
What do companies do? We have to accept and understand that the labor market has totally changed.
We live in a world where employees will live into their 100s. Young workers are postponing getting married and having children and they see their career as a long series of experiences. The norms of a long-term linear career have ended: people try new things, change industries, and live in what I call a “pixelated” job market.
And rather than blindly trust employers, people bring high expectations to work. Young workers don’t expect to “become the job,” they want the job to “become them.” (Often called “job crafting.”) And given the shortage of workers in every role, this trend is just getting bigger.
While economists believe the job market will soften and employers will have more power over time, I think those days are over. Life just isn’t going back to the way it was. Despite the growth of AI, companies are more dependent on their workforce than ever. And with 70% of the jobs now service-related (healthcare, retail, hospitality), employees really are our product.
I look at it this way. Companies and employers live in a pool of labor: it’s the needs and expectations of people who decide what we can and should do. People are upset about inflation. They’re worried about climate change. They want CEOs to behave ethically. And they want flexible work that lets them live a joyful life.
And every year the workforce becomes more educated and connected. (The percentage of US workers with degrees has gone up to 54%, up from 38% fifteen years ago.) People know about the company’s financial results or other issues far before an announcement even comes out.
While many of these trends are obvious, many companies aren’t ready. Last year I talked to the CHRO of Boeing and he told me the problems were highlighted by employees years ago. They simply were not listening, and now they’re a company in crisis. And that leads to the topic of “employee activation.”
In the old days senior leaders made decisions, workers carried out the orders. Ideas and strategies were “top-down.”
Today much of the intelligence we need to grow our companies is sitting with front-line workers. We need to “activate employees” and listen to them directly. The worker in the store, plant, or front office who feels frustrated by some system or process is the person who should advise us what to do. The old idea of “management by walking around” must come back. (Our Org Design Superclass explains this in detail.)
I don’t mean chaos, holacracy, or lack of controls. Successful companies have a clear mission, a series of strategic initiatives, and budgets to hold people accountable. But they empower everyone to be a leader, unleashing power from the bottom up. (Come to Irresistible and learn about how Marriott and Delta airlines exemplify this model.)
The key is building what we call a “Dynamic Organization” – one which is flat, team-centric, connected, and accountable. Our research shows that only 7% of companies operate this way: most are still very hierarchical and slow to adapt. But change is coming, as companies like Delta, Marriott, Telstra, Unilever, Novartis, Seagate, and Bayer have found out.
(This week the CEO of Bayer announced a radical transformation to a team-centric management model, dramatically reducing the number of “bosses.”)
A dynamic organization does two things well. First, it adapts to change, sees new markets, and mobilizes quickly for change. But even more importantly, it empowers people, encourages internal mobility, and focuses on meritocracy, skills, and collaboration to thrive. (Read about Talent Density to learn more.)
While these ideas are not new, urgency is critical. Employees demand growth, flexibility, and agency – and we can’t deliver it unless our reward and development systems change. Today more than 70% of US jobs are in the service sector: health care, retail, entertainment, and transportation. If we don’t empower people in these roles our products and services will suffer.
Let me conclude with this: we just woke up in a totally new labor market. If you don’t focus on empowerment, growth, and employee activation, talent will just go elsewhere.
Valoir 报告显示 HR 尚未准备好迎接 AI，你呢？
研究显示，人力资源管理领导者面临的主要问题包括缺少 AI 相关的专业知识以及面临的风险和合规性问题。
弗吉尼亚州阿灵顿--Valoir 发布的一项全球新报告显示，尽管 AI 驱动的自动化似乎无法避免，但人力资源部门似乎并未做好准备。这项涵盖超过150位人力资源执行官的调查揭示了利用 AI 的巨大机会，但同时也显示出在制定政策、实施实践和进行培训方面普遍存在不足，以便安全有效地将 AI 技术应用于人力资源管理。
“虽然许多机构开始采用生成式 AI，但很少有组织建立必要的政策、准则和保障措施。作为员工数据的保护者和公司政策的制定者，人力资源领导者需要在 AI 的政策和培训方面走在前列，不仅为自己的团队，也为广大员工群体做好准备。”
以下内容需要特别注意： “AI 正在快速融入人力资源管理领域，特别是在招聘、人才发展和劳动力管理等方面。然而，引入 AI 也伴随着诸如数据泄露、误解、偏见和不当内容等风险，”Valoir 的首席执行官 Rebecca Wettemann 表示。“面对这些挑战并采取措施减少风险的人力资源部门，可以显著提升其从 AI 中获得的益处。”
人力资源的自动化与战略转型潜力
报告指出，有35%的人力资源部门员工的日常工作非常适合自动化处理。在所有人力资源管理活动中，招聘环节最有潜力应用 AI 技术，并且已成为采纳率最高的领域，近四分之一的组织已经开始利用 AI 支持的招聘流程。人才发展、劳动力管理以及培训和发展同样被视为 AI 自动化的关键领域。
生成式 AI 正在加速人力资源部门的生产力提升及风险增加
尽管到2023年中旬，超过三分之四的人力资源领域工作者已经尝试使用过某种形式的生成式 AI，但仅有16%的组织制定了关于使用生成式 AI 的具体政策。而且，真正关于其伦理使用的政策数量更是寥寥无几。人力资源领导者认为，缺乏 AI 相关技能和专业知识是采纳 AI 的最大障碍，但只有14%的组织制定了有效的 AI 使用培训政策。这些政策对于确保所有员工都能充分利用 AI 带来的好处并最小化风险是至关重要的。
“尽管生成式 AI 正被广泛采纳，但几乎没有哪些组织建立了必要的政策、准则和保护措施。作为员工数据的守护者和公司政策的制定者，人力资源领导者必须在 AI 政策和培训方面先行一步，这不仅是为了他们自己的团队，也是为了整个员工群体的利益，”Wettemann 表示。
报告的关键知识点：
Integration Challenges: HR faces challenges in managing AI use due to lack of policies, practices, and training.
Early Adoption vs. Preparedness: While HR has been an early adopter of AI, most organizations still lack the proper frameworks for safe and effective AI adoption.
Rapid Product Release: Post-Chat GPT announcement, HR software vendors have rapidly released generative AI products with varying capabilities.
AI’s Double-Edged Sword: AI offers great benefits but also poses risks of "accidents" due to immature technology, inadequate policies, and lack of training.
AI Experimentation and Automation Opportunity: Over three-quarters of HR workers have experimented with generative AI. 35% of HR tasks could potentially be automated by AI.
Current AI Utilization: The main opportunities for HR benefits from AI are in recruiting, learning and development, and talent management, with recruiting leading in AI adoption.
Adoption Barriers: Main hurdles include lack of AI expertise (28%), fear of compliance and risk (23%), and lack of resources (21%).
Policy and Training Deficiencies: Only 16% of organizations have policies on generative AI use, and less than 16% have training policies for AI usage.
Risk Areas in AI: Data compromises, AI hallucinations, bias and toxicity, and recommendation bias are identified as primary risks.
Future Plans for AI: Over 50% of organizations plan to apply AI in recruiting, talent management, and training within the next 24 months.
Least Likely AI Adoption: Benefits management has the lowest likelihood of current or future AI adoption due to data sensitivity concerns.
AI Skills and Expertise: The significant gap in AI skills and expertise impacts the adoption and effective use of AI in HR.
HR’s Role in AI Adoption: HR needs to develop policies, provide training, and ensure ethical AI use aligning with organizational principles.
Recommendations for HR: Suggestions include experimenting with generative AI, developing ethical AI usage policies, creating role-specific AI training, and identifying employee groups at risk from AI automation.
头条
2024年03月12日
头条
根据美世 2024 年全球人才趋势研究，高管认为人工智能是提高生产力的关键，但大多数员工尚未做好转型的准备Mercer's 2024 Global Talent Trends Study unveils critical insights from over 12,000 global leaders and employees, highlighting the increasing importance of AI in productivity, discrepancies between executive and HR perceptions, the necessity of human-centric work design, and the growing challenges in trust, diversity, and resilience within the workforce. The study emphasizes the urgency of adapting talent strategies to foster greater agility and employee well-being amidst technological advances and shifting workforce dynamics.
美世今天发布了2024年全球人才趋势研究。该研究借鉴了全球 12,000 多名高管、人力资源主管、员工和投资者的见解，揭示了雇主为在这个新时代蓬勃发展而采取的行动。
“今年的调查结果突显了工作中的惊人转变，”美世总裁帕特·汤姆林森 (Pat Tomlinson) 表示。“他们指出，高管层和人力资源部门对于 2024 年业务发展的看法存在显着分歧，而且员工对于技术影响的看法也存在滞后。随着我们迎来人机团队的时代，组织需要将人置于转型的核心。”
生成式人工智能 (AI) 被视为提高生产力的关键
生成式人工智能能力的快速增长引发了人们对劳动力生产力提升的希望，40% 的高管预测人工智能将带来超过 30% 的收益。然而，五分之三 (58%) 的人认为科技进步的速度超过了公司对员工进行再培训的速度，不到一半 (47%) 的人认为他们可以通过当前的人才模式满足今年的需求。
“通过人工智能提高生产力是高管们最关心的问题，但答案不仅仅在于技术。提高员工生产力需要有意识的、以人为本的工作设计。”美世全球人才咨询主管兼该研究的作者 Kate Bravery 说道。“领先的公司认识到人工智能只是其中的一部分。他们正在从整体的角度来解决生产力下降的问题，并通过新的人机协作模式提供更大的敏捷性。”
寻找通向未来工作的可持续道路面临着挑战。四分之三 (74%) 的高管担心他们的人才的转变能力，不到三分之一 (28%) 的人力资源领导者非常有信心他们能够使人机团队取得成功。提高敏捷性的关键是采用技能驱动的人才模型，这是高增长公司已经掌握的。
员工信任度全面下降
2023 年，对雇主的信任度从 2022 年的历史最高水平下降，这是一个危险信号，因为研究表明信任对员工的精力、蓬勃发展感和留下来的意愿产生重大影响。那些相信雇主会为他们和社会做正确事情的人，表示自己正在蓬勃发展、具有强烈的使命感、归属感和被重视感的可能性是其他人的两倍。
近一半的员工表示，他们希望为一个令他们感到自豪的组织工作，一些公司的回应是优先考虑可持续发展工作和“良好工作”原则。鉴于公平薪酬（34%）和发展机会（28%）是员工今年留下来的主要驱动力，雇主有动力在未来一年在薪酬公平、透明度和公平获得职业机会方面取得更快进展。
在全球范围内，员工都清楚，归属感有助于他们成长，但只有 39% 的人力资源领导者表示，女性和少数族裔在其组织的领导团队中拥有良好的代表，只有 18% 的人表示，最近的多元化、公平性和包容性努力提高了员工保留率关键多元化群体。四分之三的员工 (76%) 目睹过年龄歧视。由于这些挑战加上持续的技能短缺，更多地关注包容性和满足员工的需求将有助于所有员工蓬勃发展。
未来几年，韧性将至关重要
最近在风险缓解方面的投资已获得回报，64% 的高管表示他们的业务能够承受不可预见的挑战，而两年前这一比例为 40%。通货膨胀等近期担忧严重影响高管的三年计划，但网络和气候等长期风险可能没有得到应有的必要关注。
建立个人韧性与企业韧性同样重要，五分之四 (82%) 的员工担心自己今年会精疲力竭。为员工福祉重新设计工作对于缓解这一风险至关重要，51% 的高增长公司（2023 年收入增长 10% 或以上）已经这样做了，而低增长同行中只有 39% 这样做了。
员工体验是重中之重
超过一半的高管 (58%) 担心他们的公司在激励员工采用新技术方面做得不够，三分之二 (67%) 的人力资源领导者也担心他们在没有改变工作方式的情况下实施了新技术解决方案。员工体验是今年HR的首要任务；这是一个值得关注的问题，因为蓬勃发展的员工表示雇主设计的工作体验能够发挥他们的最佳水平的可能性是普通员工的 2.6 倍。
人力资源部门在改善所有人的工作方面发挥着关键作用，但人力资源部门越来越有必要与风险和数字化领导者合作，以按要求的速度引入必要的变革。为了满足组织和员工的期望，96% 的公司计划今年对人力资源职能进行一些重新设计，重点是跨部门交付和领先的数字化工作方式。
投资者重视敬业的员工队伍
今年，美世首次收集资产管理公司关于组织的人才战略如何影响其投资决策的意见。近十分之九 (89%) 的人将员工敬业度视为公司绩效的关键驱动力，84% 的人认为“流失和燃烧”方法会损害商业价值。投资者还表示，营造信任和公平的氛围是未来五年建立真正、可持续价值的最重要因素。
单击此处了解更多信息并下载今年的研究。
关于美世 2024 年全球人才趋势研究
美世全球人才趋势目前已进入第九个年头，汇集了来自 17 个地区和 16 个行业的 12,200 多名高管、人力资源领导者、员工和投资者的见解，该研究重点介绍了当今领先组织为确保人员长期可持续发展所采取的措施。在此过程中走得更远的组织在四个领域取得了长足的进步。(1) 他们认识到，以人为本的生产力需要关注工作的演变以及工作人员的技能和动机。(2) 他们认识到信任是真正的工作对话，通过透明度和公平的工作实践得到加强。(3) 随着风险变得更加关联且难以预测，他们认识到，提高风险意识和缓解水平对于建立一支准备就绪、有复原力的员工队伍至关重要。(4) 他们承认，随着工作变得越来越复杂，简化、吸引和激励员工走向数字化的未来至关重要。
关于美世
美世坚信，可以通过重新定义工作世界、重塑退休和投资成果以及释放真正的健康和福祉来建设更光明的未来。美世在 43 个国家/地区拥有约 25,000 名员工，公司业务遍及 130 多个国家/地区。美世是Marsh McLennan （纽约证券交易所股票代码：MMC）旗下的企业，Marsh McLennan 是风险、战略和人才领域全球领先的专业服务公司，拥有超过 85,000 名同事，年收入达 230 亿美元。通过其市场领先的业务（包括达信、Guy Carpenter和奥纬咨询），达信帮助客户应对日益动态和复杂的环境。
头条
2024年03月07日
头条
FlexJobs 分享 20 个远程求职骗局以及 2024 年安全求职的关键提示
强烈推荐了解一下，HR要避免出现类似骗局的招聘信息。随着远程和混合工作需求的增加，FlexJobs分享了2024年20种常见的远程工作诈骗，并提供了安全求职的建议。文章强调了在当前就业市场中，骗子利用AI和社交媒体等新工具和方法盗取个人和财务信息的现象。为了保护求职者，FlexJobs展示了诈骗职位描述的语言和呈现方式，强调了识别职位描述、面试过程和社交媒体上的诈骗警告标志的重要性。文章结束时，给出了如何保持安全的建议，包括研究公司和联系人、直接联系公司以及立即报告欺诈活动。
Remote work, AI developments add to expanding employment scams in today's job marketplace
BOULDER, Colo., March 5, 2024 Work-from-home jobs have long been a target for scammers seeking access to personal and financial information, and with the demand for remote and hybrid work, the number of online job scams has steadily increased. According to the Better Business Bureau (BBB), employment scams ranked as the second riskiest in recent years, with a 23% increase in reported cases. In honor of National Consumer Protection Week on March 3-9, and to help professionals stay safe in their job search, FlexJobs® has shared 20 remote job scams and advice on how to job search safely in 2024.
"With scammers using new tools and methods of phishing for personal and financial information, it's more important than ever before that job seekers stay vigilant to the latest online career scams," said Keith Spencer, Career Expert at FlexJobs. "When in doubt, walk away––if you feel like a job may be a scam, it's not worth finding out the hard way," Spencer added.
20 Common Remote Job Scams in 2024
1. AI-Generated Job Postings and Fake Company Websites2. Cryptocurrency Exchanges and Ponzi Schemes3. Posing as a Legitimate Company or Job Board4. Using Fake URLs, Photos, and Company Names5. Gaining Access to Personal Financial Information6. Recruitment Over Social Media7. Posing as Recruiters with ATS-Compliant "Services"8. Communicating Through Chat9. Phishing Attacks Over Text Message10. Google Docs Inviting or Mentioning11. Paying for Remote Work Equipment12. Data Entry13. Pyramid Marketing14. Stuffing Envelopes from Home15. Wire Transfers16. Unsolicited Job Offers17. Online Reshipping18. Rebate Processor19. Assembling Crafts/Products20. Career Advancement Grants
Notably, social media and technology advancements like AI have created new avenues for fraud. For example, one of the latest scams uses AI to create fake job postings and company profiles or websites that collect money directly from applicants and steal sensitive personal information. Scammers can also take to social media platforms to target potential victims and steal information with attractive job offers or involve them in multi-level marketing schemes.
In addition to sharing the 20 newest and most common remote job scams, FlexJobs' remote work experts have provided examples of job postings that demonstrate the language and presentations of scams. They stress the importance of knowing the latest warning signs of a scam in job descriptions, interviews, and across social media.
Job Scam Warning Signs: Job Descriptions
The job posting uses words that are probably too good to be true, such as "quick money," "unlimited earning potential," or "free work-from-home jobs"
The job claims to pay a lot of money for little work
The company boasts several rags-to-riches stories that showcase high-flying lifestyles
The job description is unusually vague
The job posting mentions quick money or drastic income changes overnight
The job posting has glaring grammatical or spelling errors
The product is supposedly endorsed by celebrities or public figures
The contact email address is personal (e.g., johnsmith3843@gmail.com) or one that mimics a real company's email address (e.g., johnsmith@dellcomputercompany.com)
The job requires several up-front expenses from candidates
Job Scam Warning Signs: Interviews
Candidates get a message from a generic company email address – Recruiters use the job board or social media platform to communicate with candidates instead of their personal email addresses.
The interview is alarmingly short – Job scammers don't want to conduct lengthy interviews and will offer candidates the job immediately. Legitimate recruiters want to establish a relationship, verify applicants' work experience, and ask for references.
The entire interview process is done without speaking to a live person – Not speaking to a live person or including text or online chat tools is a red flag. Most legitimate companies don't reach out to recruit via text unless a candidate already applied on the company's site and opted to receive text messages.
The candidate is asked for personal information or money – Sensitive information (like a social security number, date of birth, or bank account information) should never be a part of the early recruitment process. Legitimate employers and hiring managers don't require an application fee or expect candidates to pay for training.
The interview is with a "mystery company" – Legitimate employers will always disclose the name of the company to candidates.
Candidates are offered the job quickly – Often with a job scam, candidates are offered the role without a recruiter or HR verifying their work experience or asking for references.
Pay is based on recruiting – Particularly with pyramid and other scams, a worker's compensation is based on how many people they recruit.
Job Scam Warning Signs: Social Media
Unclear or unrelated comments from a stranger – No matter what kind of post or which platform it appears on, if comments are enabled, scammers may appear in a job seeker's comments section. They commonly post a random message unrelated to the subject, then try to get users to directly message them (often by clicking a link) about an "amazing opportunity."
Posts shared on an individual's feed or in their direct messages – Scammers will post or direct message people in hopes of getting them to take the bait on a job scam. When a scam appears on social media, report it. Never click any links or engage with these posts in any way.
While anyone can fall prey to job scams, there are a few other things workers can do to stay safe:
Research the company and contacts – What results do you get when searching [Company Name] + scam? Workers can also use the Better Business Bureau's scam tracker to review companies.
Connect directly with the company – Go directly to the company website and see if the job is posted on their jobs page.
Report fraudulent activities immediately – If a scam has been found, report the scam to organizations like the BBB and FTC.
Please visit https://www.flexjobs.com/blog/post/common-job-search-scams-how-to-protect-yourself-v2/ or contact Shanna Briggs at shanna.briggs@bold.com for more information.
About FlexJobsFlexJobs is the leading career service specializing in remote, hybrid, and flexible jobs, with over 135 million people having used its resources since 2007. FlexJobs provides the highest-quality database of vetted remote and flexible job listings, from entry-level to executive, startups to public companies, part-time to full-time. To support job seekers in all phases of their career journey, FlexJobs also offers extensive expert advice, webinars, and other resources. In parallel, FlexJobs works with leading companies to recruit quality remote talent and optimize their remote and flexible workplace. A trusted source for data, trends, and insight, FlexJobs has been cited extensively in top national outlets, including CNN, the Wall Street Journal, the New York Times, CNBC, Forbes magazine, and many more. FlexJobs also has partner sites Remote.co and Job-Hunt.org to help round out its content and job search offerings. Follow FlexJobs on LinkedIn, Facebook, Twitter, Instagram, TikTok, and YouTube.
Workday收购HiredScore的意义，这可能颠覆人力资源科技领域Workday计划收购HiredScore，这是人力资源技术领域的一次重大变革。HiredScore是一家领先的基于AI的招聘匹配工具提供商，此举将大大增强Workday在人才智能和招聘方面的能力。这次收购预计将整合HiredScore的专长到Workday的系统中，显著改善其应聘者追踪系统（ATS）、技能云和整体人才智能产品。此战略性收购可能会重塑人力资源软件市场，迫使其他供应商加速他们的AI计划，可能激发一轮新的收购热潮。
以下是原文：
This week Workday announced intent to acquire HiredScore, a leading provider of AI-based matching tools for recruiting (called “talent orchestration”). While it wasn’t discussed much in the earnings call, this deal is a big positive for Workday and could have many implications for the HR Tech market.
Let me explain. (I have not been briefed by Workday yet, so more information will come as I learn more.)
Right now there is a massive marketplace war for high-powered AI-based recruiting tools (estimated at $30.1 billion). Historically dominated by applicant tracking systems (ATS), this market provides essential technology to help every company grow.
The ATS market, which is more than 25 years old, has been rapidly transformed with high-powered AI tools that help with candidate matching, search, skills inference, and sourcing. And now that AI tools are readily available, these systems are becoming big data platforms loaded with billions of employee profiles, running complex AI models to help match people to jobs, projects, and gigs.
Most ATS vendors (including Workday) have slowly extended into this space through matching. The original idea of a resume parser (software that reads a resume and scores it against a job description) has evolved into complex text analysis and AI-powered inference technology, forcing ATS vendors to invest.
As the ATS vendors enhance their AI capabilities, a parallel universe of AI-first Talent Intelligence vendors emerged. These vendors, like Eightfold, Gloat, Beamery, Phenom, Seekout, Skyhive, Retrain, and Techwolf are building skills-centric big data platforms to match people to jobs, gigs, and mentors. These systems do much more than rate matches: they identify skills, find adjacent skills, match people to careers, find mentors, and more. They are essentially open big-data AI platforms built on vector databases that can be used for many enterprise apps (job architecture design, skills planning, internal mobility, pay equity analysis, etc.). In many ways they represent the future of HR Tech.
(Read our Talent Intelligence Primer for more.)
As the Talent Intelligence vendors grow, they start to deliver “HCM-threatening” platforms that impinge on the HCM “System of Record” idea. If you have all your employees, candidates, alumni, and prospects in Eightfold, Phenom, Seekout, or Gloat, for example, Workday or SAP look like a tactical payroll and workflow management system. (ServiceNow also understands this, and is building talent intelligence into its workflow platform.)
Up until now the big HCM vendors like Workday, Oracle, and SAP have struggled to build these new systems, largely because their original architectures were not AI-based. So they’ve attracted customers with offerings like the Workday Skills Cloud or SAP Opportunity Marketplace that aren’t fully completed yet. We have talked with dozens of Workday Skills Cloud customers, for example, and they see it as an important “skills system of record,” but its real AI matching and inference capabilities have been limited.
Along comes HiredScore, a well respected AI-based matching system with 150 employees and 40+ seasoned AI engineers in Israel. These folks are experts at candidate matching (quite a complex problem), and they’ve built a very innovative “orchestration” system to help line managers coordinate activities with HR business partners and recruiters (more on this later). While I’m sure they’ll continue to build out HiredScore, they can also contribute to Workday’s overall talent intelligence offering, improving the entire system – including the Skills Cloud, Workday Learning, Workday’s Talent Marketplace.
As large as the recruiting software market is, the market for internal career tools, talent mobility, skills inference, and corporate learning is five times bigger. This acquisition gives Workday a shot in the arm to accelerate its entire AI platform strategy. (As the Identified acquisition did back in 2014. Identified was the roots of the Workday Skills Cloud.)
Market Implications Of This Move
This move could change the market for HR software in a few significant ways.
First, Workday Recruiting customers will be thrilled. Workday’s ATS now benefits from a first class matching and candidate scoring solution. This helps Workday compete with the bigger ATS players and gives Workday a new revenue source as they sell HiredScore to the existing 4,000+ Workday ATS customers. (Similar to the Peakon acquisition in Employee Experience.) And the talent orchestration features (kind of like a “staffing copilot”) gives Workday a very unique feature set.
Second, this forces Workday’s talent intelligence partners to step up their game. Remember when Apple acquired Dark Sky, the most compelling micro-weather app on the market? Once they integrated it into Apple’s other apps, the market for third party weather apps went away. Workday could limit its partner network to avoid letting HiredScore competitors into the ecosystem.
Third, this forces HCM vendors to accelerate their AI. Since HiredScore is such a well-respected product (every client we talk with adores it), it will become part of Workday demos and sales proposals quickly. Workday’s HCM competitors will start scratching around to find a similarly mature AI vendor to acquire. And that could kick off another round of acquisitions, similar to the frenzy that took place in the mid 2010s.
Finally, there’s one more scenario, and I give this good odds. Not to be outdone by Workday, the Talent Intelligence vendors may just expand their ATS capability and decide to go “full stack.” I wouldn’t be surprised to see this happen.
Why Is AI-Based Candidate Matching So Important
Why is this technology so important? Well if you’ve ever tried to recruit on Indeed or LinkedIn, you know why. The quality and reliability of “candidate matching technology” is a lynchpin of a talent platform. Just as Google Search crushed Yahoo, Excite, and Inktomi, a powerful next-gen matching tool adds an enormous amount of value. Not only does it speed talent acquisition, it fuels all the internal mobility, career portals, skills, and eventually learning and pay systems.
Why do I say this? A “match” is a sophisticated problem. Unlike a Google search which looks at text and traffic, when you search for a person to fill a role you have to think about dozens of complex relationships. What are this person’s skills and capabilities? What are their credentials or certifications? Who else are they connected with? How likely will they fit into the job, role, and company? What is the impact of their industry experience? What tools and technologies do they understand?
And it gets much more complex. The Heidrick Navigator platform (built on Eightfold), uses AI to assess functional skills for management and leadership, identifies a person’s “ability to drive results,” and more. This important application of AI powers many of the most important decisions we make in business.
That’s why the Talent Intelligence space is growing so fast. As of this week there are more than 1,800 Director or VPs of “Talent Intelligence” in LinkedIn, and that number is up almost six-fold from one year ago.
Can Workday take the lead in this emerging space? It’s impossible to tell at this point, but the horses have left the gate and the race is on. This deal sets the players in the right lanes and feels like the earthquake to shake things up.
头条
2024年03月01日
头条
滴滴出行选用NICE，以提供基于实时 AI 的个性化服务NICE has partnered with DiDi Global to enhance customer and employee experiences through its cloud-based Workforce Management (WFM) and Employee Engagement Manager (EEM) solutions. This collaboration aims to streamline DiDi's global contact center operations, improving operational efficiency and customer satisfaction with AI-driven forecasting and scheduling. The implementation of NICE's solutions facilitates real-time management and self-scheduling for agents, boosting employee engagement and operational efficiency. DiDi's choice of NICE highlights the importance of advanced, flexible technology in supporting the dynamic needs of modern, app-based transportation services.
领先的移动出行平台通过利用 NICE 的客户体验 AI 技术，使其员工能够提供轻松且高效的客户服务体验
新泽西州霍博肯-NICE (纳斯达克: NICE) 今日宣布，滴滴出行已经选用了 NICE 劳动力管理 (WFM) 和员工参与管理 (EEM) 作为其云端创新技术的一部分。滴滴现在可以全面预测、规划和管理其全球客户联系中心的运作；同时提升运营效率和员工的参与度，并确保客服代表能够在首次通话中解决问题。Betta作为全球最大的 WFM 客户群之一的支持者，在实施过程中与 NICE 价值实现服务携手合作，负责执行集成，并在多国提供咨询、培训和支持服务。
滴滴出行寻求一种能够满足其核心业务、功能及技术需求，并能够随公司成长而扩展的劳动力管理解决方案。NICE WFM 结合了 AI 技术与灵活性，能够满足跨多个大洲、具有特定区域特色的运营需求，这不仅成本效益高，而且精确度高，确保维持最佳的服务水平。通过精准预测，确保在合适的时间有合适技能的代理人，从而大幅提升客户满意度。
通过引入 NICE EEM，可以实时解决人员配置需求，使得客服代理能够自我调节工作时间表，从而增强员工参与度和工作满意度。此外，利用智能日内自动调整功能，能够主动地进行调整，预防问题的发生。
滴滴出行国际客户体验执行总监 Caio Poli 表示：“基于多个考量因素，NICE 显然是我们的首选。我们寻找的是一个顶尖的云端劳动力管理解决方案，能够使我们的全球运营在保证运营效率和员工参与度的同时，提供卓越的客户体验。NICE 的智能日内自动化功能给我们留下了深刻印象，我们的选择是基于 AI 驱动的策略以及云技术的速度和灵活性。”
NICE 美洲总裁 Yaron Hertz 表示：“随着滴滴持续全球扩张，NICE 很高兴有机会为这家数字时代最具创新和活力的应用型运输公司之一提供服务。我们相信，通过采用 NICE 的 AI 驱动预测和机器学习来进行最适合的调度安排，对于联系中心和员工而言，这将有助于推动滴滴的未来发展。”
关于滴滴出行公司
滴滴出行公司是一个领先的移动技术平台，它在亚太地区、拉丁美洲及其他全球市场提供一系列基于应用的服务，包括网约车、叫车服务、代驾以及其他共享出行方式，还涵盖某些能源和车辆服务、食品配送和城市内部货运服务。滴滴为车主、司机和配送伙伴提供灵活的工作和收入机会，致力于与政策制定者、出租车行业、汽车行业及社区合作，利用 AI 技术和本地化智能交通创新解决全球的交通、环境和就业挑战。滴滴力图为未来城市构建一个安全、包容和可持续的交通与本地服务生态系统，以创造更好的生活体验和更大的社会价值。更多信息，请访问：www.didiglobal.com
关于 NICE
借助 NICE (纳斯达克: NICE)，全球各地不同规模的组织现在可以更容易地创造卓越的客户体验，同时满足关键的业务指标。作为世界领先的云原生客户体验平台 CXone 的提供者，NICE 是 AI 驱动自助服务和代理辅助客户体验软件领域的全球领导者，服务范围超出了传统的联系中心。超过 25,000 个组织在超过 150 个国家，包括 85 家以上的财富 100 强公司，都选择与 NICE 合作，以改造并提升每一次客户互动。www.nice.com
商标说明：NICE 和 NICE 标志是 NICE Ltd. 的商标或注册商标。所有其他标志属于它们各自的所有者。NICE 商标的完整列表，请访问：www.nice.com/nice-trademarks。
头条
头条
头条
头条
头条
头条
头条
头条
头条
头条
扫一扫
添加客服
