• Innovation
    Why it’s time for HR Business Partners 2.0 文章中强调了人力资源商业伙伴（HRBP）从通才到战略顾问的演变。最初旨在将人力资源战略与商业目标对齐，HRBP经常被日常运营任务分散注意力。Kathi Enderes 主张通过加强培训、指导和系统性的人力资源方法来复兴这一角色，这种方法整合了商业咨询能力。她引用了TomTom和乐高集团的例子，这些公司已成功地将其HRBP角色转变为更具战略性、数据驱动和有效促进业务增长和创新的角色。文章指出，只有11%的公司完全整合了这种模式，但见证了更高的增长和创新。 Kathi Enderes的观点强调了在当今由AI驱动的市场中，将HRBP转变为战略顾问不仅是一种改变，更是一种必需。 Global Industry Analyst Kathi Enderes, SVP of Research at The Josh Bersin Company, sees the need to clear the dust off a 30-year great idea of HRBPs. Expert Insight HRBPs are a crucial part of the success of the HR functions, and organizations as a whole. However, as Kathi Enders, SVP of Research at The Josh Bersin Company, shares in this exclusive OpEd, they need to move from being a jack of all trades to becoming a business savvy consultant. Here's how to achieve this! Thirty years ago, HR embraced a groundbreaking concept: the HR Business Partner (HRBP). The idea was that these professionals would collaborate closely with business leaders and line managers to align people strategies with the organization’s broader business objectives. This remains a crucial concept and a contribution that organizations desperately need. The problem is that somewhere along the way, we lost sight of the strategic part of the equation. As a result, we’ve ended up misusing resources and devolving the role of the HRBP into a much more tactical, and less globally impactful, function. In fact, the HRBP role is the most critical, yet the most misunderstood, of all HR jobs. But by refreshing and modernizing the original concept and investing in HRBP capabilities, we can revitalize the role and get it back to its even more strategic purpose. How we got here, and where we have to go next We introduced HRBPs when we transitioned to the tiered HR service delivery model in the 1990s. Originally, the HRBP was envisioned as a crucial connector between the various HR Centers of Excellence (COE) and the business. But before too long, a lot of operational tasks were loaded onto their plates by business managers who needed immediate assistance with less strategic, day-to-day issues—think, “I need to hire someone but don’t know how to submit the requisition in the system,” or “I need to transfer someone: can you help me with that?” When this happens frequently, the HRBP unintentionally becomes more of an HR workflow admin assistant. While this helps solve short-term issues, it detracts from the original strategic intent of the role. Consequently, many HRBPs end up not working “at top of license”—acting more like HR generalists than the specialized, strategic partners they could be. To get things on track and empower HRBPs to grow into the strategic role you hired them for (and what they came on board to do), look to: accept and encourage them to become business consultants, not just advisors or general admins, and support them in developing strong relationships with business leaders and the rest of HR build the level of HR business partner capabilities they need to do that organize their roles in new ways, and communicate clearly how you expect them to operate and contribute. Leading the development of this critical in-house resource It’s important to emphasize that all three elements noted above are crucial to the success of HRBPs – and they are interconnected. Implementing just one recommendation won’t achieve the desired outcomes. Equally importantly, this isn’t about increasing headcount costs; it’s about enhancing the training and utilization of the people you already have. Indeed, in some organizations, there are significant numbers of HRBPs; myself and The Josh Bersin Company have worked with organizations where there are 200 or more in place. So, the mission of the CHRO is to develop them, help them build the right relationships across the business, give them the support they need, and consciously organize them for success. For capability development, some of that investment will go towards formal learning programs. However, a significant portion will also be dedicated to facilitating mentorships and fostering connections. This approach works best by consciously placing HRBPs in project roles where they can expand their knowledge and gain valuable exposure. How to move to next-gen HRBP ground-level support A Systemic HR approach, a concept The Josh Bersin Company introduced to the market last year, can be the driver of transformation here. Why? Because by its very definition, Systemic HR transforms HR from a siloed service provider into an integrated, consultative function that tackles a company’s most pressing business challenges. By doing so, the HRBP evolves from an HR ‘jack of all trades’ to a highly-skilled, data- and technology-savvy business consultant. According to our research, only 11% of companies operate a truly Systemic HR function, so there is huge opportunity here – and these organizations have much higher company growth, delight their customers, innovate more, and create a great place to work. Next-generation HRBPs can accelerate the journey towards Systemic HR and drive successful business outcomes. However, to achieve this, you must be prepared to both pose and find answers to questions such as: What are my new-style HRBPs’ specific accountabilities? What does success look like? How will our newly-energized and skilled-up HRBPs interact with managers and leaders? Evidence from front-rank organizations, like TomTom, a geolocation technology company that specializes in mapping, navigation, and real-time traffic information services, suggests a move to a more integrated, fully data-driven, Systemic HR framework can deliver significant benefits. In its case, TomTom has strategically restructured its HRBP team, moving away from a traditional, rigid HR model to a more fluid, team-based approach. Its HRBPs are now organized into cross-functional teams that operate with flat hierarchies, allowing for quicker decision-making and more responsive HR practices. Its HRBPs also now sit on the HR strategy and strategic business partnering team, which also includes HR strategy, people analytics and insights, HR portfolio management, and organizational development. Working across this group, collaborating with the business, and supporting the highest-priority initiatives makes the HR function much more impactful. Through this organizational model, TomTom ensures that its HRBPs are well-equipped to support the organization’s dynamic needs, driving effectiveness and efficiency. Achieving ‘Master Builder’ HRBP capability TomTom is not the only one looking at a new way to utilize HRBPs. Famous Danish toy leader The LEGO Group has taken a proactive approach to building HRBP capabilities. Specifically, it implemented a series of initiatives aimed at enhancing business acumen, leadership skills, and understanding of complex organizational dynamics. This includes specialized training programs to equip HRBPs with skills in change management, organization design, and coaching and developing leaders. This new approach to the HRBP also centers on supporting their participation in cross-functional projects so as to develop a deeper understanding of its multiple business units and achieve a truly holistic view of the organization. Doing so broadens their perspective and enhances their ability to contribute to strategic discussions and initiatives. This is an approach many other organizations can and should explore, as it’s a great way to develop full-stack HRBP capabilities. In summary, HRBPs are incredibly important to organizational success, but along the way, we lost sight of how to maximize their potential fully. As businesses accelerate under the influence of AI and other factors, this oversight becomes a luxury we cannot afford. Therefore, the CHRO must prioritize developing HRBPs to enable their business to outperform competitors, nurture talent, and cultivate the innovation-driven organization necessary to thrive and endure. 原文来自：https://www.unleash.ai/strategy-and-leadership/why-its-time-for-hr-business-partners-2-0/
    Innovation
    2024年08月31日
  • Innovation
    Josh Bersin: When Will The Trillions Invested In AI Pay Off? Sooner Than You Think. 近年来，生成式人工智能（GenAI）的投资已达数万亿美元，但围绕其回报问题的争论不断升级。一些分析师，如麻省理工学院教授达隆·阿西莫格鲁（Daron Acemoglu）和纽约大学心理学与神经科学教授加里·马库斯（Gary Marcus），对AI的经济影响持悲观态度，认为其对美国生产力和GDP增长的推动作用有限，甚至可能导致市场崩溃。相反，另一派如高盛的全球经济学家则乐观地认为，AI有望在未来十年内大幅提高生产力。然而，文章指出，生成式AI的真正价值在于其特定领域的应用。例如，Paradox和Galileo等HR技术平台通过高度专业化的解决方案，显著提升了招聘和人才管理的效率。最终，文章强调，AI行业仍处于早期阶段，成功的关键在于找到具有专注性和精确性的创新解决方案。 In the last few weeks there has been a lot of concern that Gen AI is a “bubble” and companies may never see the return on the $Trillion being spent on infrastructure. Let me cite four analyst’s opinions. Will Today’s Massive AI Investments Pay Off? MIT professor Daron Acemoglu estimates that over the next ten years AI will impact less than 5% of all tasks, concluding that AI will only increase US productivity by .5% and GDP growth by .9% over the next decade. As he puts it, the impact of AI is not “a law of nature.” On a similar vein, Gary Marcus, professor emeritus of psychology and neural science at New York University, believes Gen AI is soon to collapse, and the trillions spent will largely result in a loss of privacy, increase in cyber terror, and a lack of differentiation between providers. The result: a market with low profits and big losses. Goldman Sachs Head of Equity Research Jim Covello is similarly pessimistic, arguing simply that the $1 Trillion spent on AI is focused on tech that cannot truly automate complex tasks, and that vendors’ over-focus on “human-like features” will miss the boat in delivering business productivity.  (He studies stocks, not the economy.) And Goldman Sachs Global Economist, who is a fan, estimates that AI could automate 25% of work tasks and raise US productivity by 9T and GDP by 6.1% over the next decade. He follows the traditional business meme that “AI changes everything” for the better. What’s going on? Quite simply this new technology is very expensive to build, so we’re all unsure where the payoffs will be. Buyers Are Looking For A Return Soon If we discount the work going on at Google, Meta, Perplexity, and Microsoft to build AI-based search businesses, which make money on advertising (Zuckerberg essentially just said that in a few years AI will guarantee your ad spend pays off), corporate IT managers are asking questions. An article in Business Insider pointed to a large Pharma company that cancelled their Microsoft Copilot licenses because the tool was not adding any significant value (Chevron’s CIO was quoted similarly in The Information). Another quoted a Chief Marketing Officer who stated Google Gemini’s email marketing tool and the new AI-powered ad-buying tool performed worse than the human workers it was intended to replace (or support). Given that these tools almost double the “price per user” for the productivity suites, I think it’s fair that CIOs, CMOs, to expect them to pay for themselves fairly quickly. What’s Going On?  The Big Wins Will Be Domain Specific As with all new technologies that enter the market quickly, “the blush on the rose” is over. We’ve been dazzled by the power of ChatGPT and now we’re searching for real solutions to problems. And unlike the internet, where research was funded by the government, there’s going to be a lag (and some risk) between the trillions we spend and the trillions we save. Given that ChatGPT is less than two years old and OpenAI has morphed from a research company into a product company, it’s easy to see what’s happening. Every vendor and tool provider is narrowing its AI “strategy” and not just pasting little AI “stars” on their websites, looking for useful things to do. And this process may take a few years. In the world of HR, I think we can all agree that a “push the button job description generator” is a bit of a commodity. However if the AI analyzes the job title, identifies the skills needed through a large skills engine, and tunes the job description by company size, industry, and role, then it’s a fantastic solution.  (Galileo does this, as does SeekOut, SAP, and some other vendors.) The more “specific” and “narrow” the AI is, the more useful it becomes. Generic LLMs that aren’t highly trained, optimized, and tuned to your company, business, and job are simply not going to command high prices. So while we all thought ChatGPT was Nirvana, we’re now figuring out that highly specialized solutions are the answer. Let me give you some examples. The first is the platform built by Paradox, a pioneering company that started work on AI-based recruiting agents in 2016. Paradox, now valued at around $2 Billion, delivers an end-to-end recruitment platform that automates the entire process of candidate marketing, candidate experience, assessment, selection, interview scheduling, hiring, and onboarding. Most people believe its a “Chatbot” but in reality it’s an AI-powered end-to-end system that radically simplifies and speeds the recruitment process in a groundbreaking way. Companies like 7-11, FedEx, GM, and others see massive improvements in operational efficiency and both candidates, managers, and recruiter adore it. It took Paradox eight years to build this level of integrated solution. The second is our platform Galileo. Galileo, which is now licensed by more than 10,000 HR professionals, is a highly tuned AI agent specifically designed to help HR professionals (leaders, business partners, consultants, recruiters, and other roles) do the “complex work” HR professionals do. It’s not a generic LLM: it’s a highly specialized solution designed specifically for HR professionals, and we’ve added specialized content partners and are building special integrations with other HR platforms. Our clients tell us it’s saving them 1-2 hours a day. The third is the platform HiredScore, that was recently acquired by Workday. Founded in 2012, the HiredScore team built tools to help identify “fit” between individuals and jobs, and tuned its AI to be highly explainable, unbiased, and very easy to use. It took Athena Karp and the team a few years to nail down the use-cases and user interface but now HiredScore is considered one of the most powerful recruitment “orchestration” tools in the market, and is also used for internal hiring and many other applications. Every customer I talk with tells me it’s essential and saves them months of manual, error-prone effort. The fourth is the platform Eightfold, which was invented in 2016 as a way to build “Google-scale” matching between job seekers and jobs. Through many years of engineering, product management, and ongoing sales process the company has become the leader in a new space called “Talent Intelligence,” now a billion dollar rapid-growing category. The company is about ten years old and now has some of the world’s largest companies building their hiring, career management, and talent management processes using AI. Companies like EY, Bayer, and Chevron now use it for all their strategic talent programs. Each of these vendors, including others like Gloat, Sana, Arist, Lightcast, Draup, Uplimit, Firstup, and hundreds of others have patiently taken the power of Generative AI and applied it with laser precision to their solutions. Each of these companies is different, and as we work with them we see lightning bolts of innovation: not in AI itself, but in finding new ways to solve problems and do what I call “crawling up the value curve.” This is the path for AI in the coming years. As with all new technologies, the “trough of disappointment” is always followed by the “bowling pin” of hitting the nail on the head. Innovators, entrepreneurs, and startup founders are the ones who will take GenAI and apply it in unique ways to solve problems. And soon enough, “AI-powered” will be a phrase we barely even need to say. The Best Solutions Will Be Narrow Not Wide GenAI solutions require a large “platform” of data, infrastructure, and software. That alone is not where the value resides. Rather, the big productivity advantages come after years of effort, focusing the data sets and working with customers to find the features, UI designs, and data sets that add enormous value. And we are still in the early stages. If you want to learn more about HR Technology and AI, join me at the HR Technology Conference on September 24-25 in Vegas, or at Unleash in Paris in October 16-17. While I can’t predict who will win the core AI platform game (Microsoft, OpenAI, Google, Meta, Amazon will fight it out), I can predicts this: Generative AI will deliver massive improvements in business productivity. You just have to shop around a bit and wait for just the right solutions to arrive.
    Innovation
    2024年08月10日
  • Innovation
    【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。
    Innovation
    2024年07月17日
  • Innovation
    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.”
    Innovation
    2024年06月24日
  • Innovation
    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.
    Innovation
    2024年06月20日
  • Innovation
    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
    Innovation
    2024年06月19日
  • Innovation
    赋能未来的工作：生成式AI驱动的组织网络分析和高绩效团队 Empowering the Future of Work: Generative AI-Powered ONA and High-Performing Teams 现代职场正经历从僵化的等级制度向敏捷、动态网络的转变。这一转变的核心动力是生成式AI驱动的组织网络分析（Organizational Network Analysis，简称ONA）。这种尖端技术使小型、专注且具备多学科能力的团队能够独立完成任务，正在重塑企业的运营方式。 敏捷团队的崛起 在当今快节奏的商业环境中，敏捷性的需求比以往任何时候都更为重要。公司正从传统的孤立结构转向小型多学科团队的模式。这些团队通常被称为“squads”或“pods”，它们的设计目的是灵活、专注和自主运作，其特点是能够独立运作，快速高效地交付价值。 挑战：应对复杂性 然而，创建和管理这些团队并非易事。在复杂的组织中，理解关系、专业知识和沟通渠道的相互作用对于构建有效团队至关重要。这正是组织网络分析（ONA）派上用场的地方。ONA提供了关于信息流动、关键影响者以及组织内沟通瓶颈的洞察。 生成式AI驱动的ONA：游戏规则改变者 生成式AI驱动的ONA正在彻底改变公司理解和优化内部网络的方式。通过AI分析和建模组织关系，这项技术提供了团队互动和协作的动态实时视图。 创建小型专注的团队 ONA帮助识别自然合作良好的员工群体。通过分析沟通模式和协作网络，AI驱动的ONA突出了与项目目标一致的潜在团队配置。这确保了团队是小型、专注的，并由互补技能的个体组成。 使用生成式AI驱动的ONA进行小队组建。来源：Cognitive Talent Solutions 生成式AI驱动的队伍组建建议。来源：Cognitive Talent Solutions 赋能自主决策 生成式AI驱动的ONA识别团队中的关键影响者和决策者。通过了解谁在群体中拥有“社会资本”，公司可以赋予这些个体代表团队做出决策的权力，从而促进自主性，减少对高层管理批准的依赖 通过生成式AI驱动的ONA识别非正式领导者。来源：Cognitive Talent Solutions 增强多学科协作 ONA揭示了跨职能连接，帮助公司创建带来多样专业知识的多学科团队。这促进了创新，并确保团队具备从头到尾完成任务所需的技能。 实时监控和调整 生成式AI驱动的ONA提供团队动态的实时洞察。通过持续监控沟通模式和协作指标，公司可以在问题升级前识别并解决问题，确保团队保持有效和专注于目标。 影响：驱动创新和效率 生成式AI驱动的ONA对团队绩效的影响深远。通过赋能小型、专注的团队，企业可以实现以下关键收益： 增加创新：多学科团队带来多样的视角，促成创造性问题解决和创新。 提高效率：自主团队能够快速决策，减少瓶颈，加速项目进程。 增强参与度：赋能的团队拥有更高的工作满意度和参与度，导致更低的离职率和更投入的员工队伍。 提高敏捷性：小型专注的团队能够快速应对变化的市场条件，提供竞争优势。 结论：团队合作的未来 生成式AI驱动的ONA是创建和管理高绩效团队的强大工具。通过理解和利用组织内的复杂网络，公司可以使小型、专注、赋能的多学科团队从头到尾独立运作。这不仅驱动了创新和效率，还为更敏捷和响应迅速的未来工作奠定了基础。 随着职场的不断演变，拥抱生成式AI驱动的ONA将是保持领先并构建在变化中茁壮成长的团队的关键。
    Innovation
    2024年05月25日
  • Innovation
    美国联邦贸易委员会（FTC）FTC 宣布全国范围内禁止竞业协议，详细请看 美国联邦贸易委员会（FTC）于2024年4月23日发布最终规定，全国范围内禁止非竞争协议。此举旨在通过保护工人更换工作的自由来促进竞争，增加创新，并推动经济增长。根据FTC的预测，新业务的形成将每年增加2.7%，预计每年将新增超过8500家新企业。此外，预计工人的平均收入将增加524美元，未来十年内医疗费用预计将减少高达1940亿美元。同时，预计该规定还将在未来十年内每年新增17000至29000项专利。 详情以英文版为准： FTC Announces Rule Banning Noncompetes FTC’s final rule will generate over 8,500 new businesses each year, raise worker wages, lower health care costs, and boost innovation Today, the Federal Trade Commission issued a final rule to promote competition by banning noncompetes nationwide, protecting the fundamental freedom of workers to change jobs, increasing innovation, and fostering new business formation. “Noncompete clauses keep wages low, suppress new ideas, and rob the American economy of dynamism, including from the more than 8,500 new startups that would be created a year once noncompetes are banned,” said FTC Chair Lina M. Khan. “The FTC’s final rule to ban noncompetes will ensure Americans have the freedom to pursue a new job, start a new business, or bring a new idea to market.” The FTC estimates that the final rule banning noncompetes will lead to new business formation growing by 2.7% per year, resulting in more than 8,500 additional new businesses created each year. The final rule is expected to result in higher earnings for workers, with estimated earnings increasing for the average worker by an additional $524 per year, and it is expected to lower health care costs by up to $194 billion over the next decade. In addition, the final rule is expected to help drive innovation, leading to an estimated average increase of 17,000 to 29,000 more patents each year for the next 10 years under the final rule. Noncompetes are a widespread and often exploitative practice imposing contractual conditions that prevent workers from taking a new job or starting a new business. Noncompetes often force workers to either stay in a job they want to leave or bear other significant harms and costs, such as being forced to switch to a lower-paying field, being forced to relocate, being forced to leave the workforce altogether, or being forced to defend against expensive litigation. An estimated 30 million workers—nearly one in five Americans—are subject to a noncompete. Under the FTC’s new rule, existing noncompetes for the vast majority of workers will no longer be enforceable after the rule’s effective date. Existing noncompetes for senior executives - who represent less than 0.75% of workers - can remain in force under the FTC’s final rule, but employers are banned from entering into or attempting to enforce any new noncompetes, even if they involve senior executives. Employers will be required to provide notice to workers other than senior executives who are bound by an existing noncompete that they will not be enforcing any noncompetes against them. In January 2023, the FTC issued a proposed rule which was subject to a 90-day public comment period. The FTC received more than 26,000 comments on the proposed rule, with over 25,000 comments in support of the FTC’s proposed ban on noncompetes. The comments informed the FTC’s final rulemaking process, with the FTC carefully reviewing each comment and making changes to the proposed rule in response to the public’s feedback. In the final rule, the Commission has determined that it is an unfair method of competition, and therefore a violation of Section 5 of the FTC Act, for employers to enter into noncompetes with workers and to enforce certain noncompetes. The Commission found that noncompetes tend to negatively affect competitive conditions in labor markets by inhibiting efficient matching between workers and employers. The Commission also found that noncompetes tend to negatively affect competitive conditions in product and service markets, inhibiting new business formation and innovation. There is also evidence that noncompetes lead to increased market concentration and higher prices for consumers. Alternatives to Noncompetes The Commission found that employers have several alternatives to noncompetes that still enable firms to protect their investments without having to enforce a noncompete. Trade secret laws and non-disclosure agreements (NDAs) both provide employers with well-established means to protect proprietary and other sensitive information. Researchers estimate that over 95% of workers with a noncompete already have an NDA. The Commission also finds that instead of using noncompetes to lock in workers, employers that wish to retain employees can compete on the merits for the worker’s labor services by improving wages and working conditions. Changes from the NPRM Under the final rule, existing noncompetes for senior executives can remain in force. Employers, however, are prohibited from entering into or enforcing new noncompetes with senior executives. The final rule defines senior executives as workers earning more than $151,164 annually and who are in policy-making positions. Additionally, the Commission has eliminated a provision in the proposed rule that would have required employers to legally modify existing noncompetes by formally rescinding them. That change will help to streamline compliance. Instead, under the final rule, employers will simply have to provide notice to workers bound to an existing noncompete that the noncompete agreement will not be enforced against them in the future. To aid employers’ compliance with this requirement, the Commission has included model language in the final rule that employers can use to communicate to workers. The Commission vote to approve the issuance of the final rule was 3-2 with Commissioners Melissa Holyoak and Andrew N. Ferguson voting no. Commissioners’ written statements will follow at a later date. The final rule will become effective 120 days after publication in the Federal Register. Once the rule is effective, market participants can report information about a suspected violation of the rule to the Bureau of Competition by emailing noncompete@ftc.gov. The Federal Trade Commission develops policy initiatives on issues that affect competition, consumers, and the U.S. economy. The FTC will never demand money, make threats, tell you to transfer money, or promise you a prize. Follow the FTC on social media, read consumer alerts and the business blog, and sign up to get the latest FTC news and alerts.  
    Innovation
    2024年04月23日
  • Innovation
    101 real-world gen AI use cases from the world's leading organizations 在过去一年半的时间里，生成式人工智能（AI）在企业领域的应用迅速发展。Google Cloud的Next活动中展示了超过300家组织如何利用AI推动企业转型。这些企业已经从简单的问答助手，发展到能够进行预测和采取行动的AI代理，进一步扩展其业务功能和提升效率。 具体来说，AI代理在以下几个关键领域表现出显著的效益：首先是客户服务，AI能够帮助企业更好地理解和满足客户需求；其次是员工赋能，通过自动化日常任务和优化工作流程，AI提升了工作效率；在创意构思和生产领域，AI助力企业快速生成创新的解决方案；数据分析方面，AI通过高效处理和解析大数据，支持决策制定；在编码创建方面，AI简化了开发流程，提高了代码质量；最后在网络安全领域，AI加强了数据保护和风险管理。 这些应用不仅提高了生产力和操作效率，还极大地改善了客户体验和企业的创新能力。AI的多模态能力，即在文本、语音、视频等多种通信模式中的应用，使其能够更全面地满足不同行业的需求。通过这些先进的技术，企业正在开创一个智能、高效和互联的新时代。 我们一起来看看，是否有参考？ Since generative AI first captured the world’s attention a year and a half ago, there’s been a vigorous discussion about what, exactly, the new technology is best used for. While we all enjoyed those early funny chats and witty limericks, we’ve quickly discovered that many of the biggest AI opportunities are clearly in the enterprise. Our customers and partners at Google Cloud have found real potential for creating new processes, efficiencies, and innovations with generative AI. For proof, look no further than the 300-plus organizations who are featured at this week’s Next event in Las Vegas. In a matter of months, organizations like these have gone from AI helping answer questions, to AI making predictions, to generative AI agents. What makes AI agents unique is that they can take actions to achieve specific goals, whether that’s guiding a shopper to the perfect pair of shoes, helping an employee looking for the right health benefits, or supporting nursing staff with smoother patient hand-offs during shifts changes. In our work with customers, we keep hearing that their teams are increasingly focused on improving productivity, automating processes and modernizing the customer experience. These aims are now being achieved through the AI agents they’re developing in six key areas: customer service; employee empowerment; creative ideation and production; data analysis; code creation; and cybersecurity. These special capabilities are made possible in large part by the new multimodal capacity of generative AI and AI foundation models, which allow agents to handle tasks across a range of communications modes, including text, voice, video, audio, code, and more. With human support, agents can converse, reason, learn, and make decisions. The hundreds of customers who joined us at Next ‘24 to showcase and discuss early versions of their AI agents and gen-AI solutions have come to rely on Google Cloud technologies that include our AI infrastructure, Gemini models, Vertex AI platform, Google Workspace, and Google Distributed Cloud. We were also joined by more than 100 partners supporting the creation of AI agents and AI solutions, which you can read about in detail.Here’s a snapshot of how 101 of these industry leaders are putting AI into production today, creating real-world use cases that will transform tomorrow. Similar to great sales and service people, customer agents are able to listen carefully, understand your needs, and recommend the right products and services. They work seamlessly across channels including the web, mobile, and point of sale, and can be integrated into product experiences with voice and video. ADT is building a customer agent to help its millions of customers select, order, and set up their home security. Alaska Airlines is developing a personalized travel search experience using advanced AI techniques, creating hyper-personalized recommendations that engage customers early and foster loyalty through AI-generated content. Best Buy is using Gemini to launch a generative AI-powered virtual assistant this summer that can troubleshoot product issues, reschedule order deliveries, manage Geek Squad subscriptions, and more; in-store and digital customer-service associates are also gaining gen-AI tools to better serve customers anywhere they need help. The Central Texas Regional Mobility Authority is using Vertex AI to modernize transportation operations for a smoother, more efficient journey. Etsy uses Vertex AI training to optimize their search recommendations and ads models, delivering better listing suggestions to buyers and helping sellers grow their businesses. Golden State Warriors are using AI to improve the fan experience content in their Chase Center app. IHG Hotels & Resorts is building a generative AI-powered chatbot to help guests easily plan their next vacation directly in the IHG One Rewards mobile app. ING Bank aims to offer a superior customer experience and has developed a gen-AI chatbot for workers to enhance self-service capabilities and improve answer quality on customer queries. Magalu, one of Brazil’s largest retailers, has put customer service at the center of its AI strategy, including using Vertex AI to create “Lu’s Brain” to power an interactive conversational agent for Lu, Magalu's popular brand persona (the 3D bot has more than 14 million followers between TikTok and Instagram). Mercedes Benz will infuse e-commerce capabilities into its online storefront with a gen AI-powered smart sales assistant. Mercedes also plans to expand its use of Google Cloud AI in its call centers and is using Vertex AI and Gemini to personalize marketing campaigns. Oppo/OnePlus is incorporating Gemini models and Google Cloud AI into their phones to deliver innovative customer experiences, including news and audio recording summaries, AI toolbox, and more. Samsung is deploying Gemini Pro and Imagen 2 to their Galaxy S24 smartphones so users can take advantage of amazing features like text summarization, organization, and magical image editing. The Minnesota Division of Driver and Vehicle Services helps non-English speakers get licenses and other services with two-way real-time translation. Pepperdine University has students and faculty who speak many languages, and with Gemini in Google Meet, they can benefit from real-time translated captioning and notes. Sutherland, a leading digital transformation company, is focused on bringing together human expertise and AI, including boosting its client-facing teams by automatically surfacing suggested responses and automating insights in real time. Target uses Google Cloud to power AI solutions on the Target app and Target.com, including personalized Target Circle offers and Starbucks at Drive Up, their curbside pickup solution. Tokopedia, an Indonesian ecommerce leader, is using Vertex AI to improve data quality, increasing unique products being sold by 5%. US News saw a double-digit impact in key metrics like click-through rate, time spent on page, and traffic volume to its pages after implementing Vertex AI Search. IntesaSanpaolo, Macquarie Bank, and Scotiabank are exploring the potential of gen AI to transform the way we live, work, bank, and invest — particularly how the new technology can boost productivity and operational efficiency in banking. Watch the session to learn more. Employee agents help workers be more productive and collaborate better together. These agents can streamline processes, manage repetitive tasks, answer employee questions, as well as edit and translate critical communications. Avery Dennison empowered their employees with generative AI to enable secure, flexible, and borderless collaboration for enhanced productivity to drive growth. Bank of New York Mellon built a virtual assistant to help employees find relevant information and answers to their questions. Bayer is building a radiology platform that will assist radiologists with data analysis, intelligent search, and to create documents that meet healthcare requirements needed for regulatory approval. The bioscience company is also harnessing BigQuery and Vertex AI to develop additional digital medical solutions and drugs more efficiently. Bristol Myers Squibb is transforming its document processes for clinical trials using Vertex AI and Google Workspace. Now, documentation that took scientists weeks now gets to a first draft in minutes. BenchSci develops generative AI solutions empowering scientists to understand complex connections in biological research, saving them time and financial resources and ultimately bringing new medicine to patients faster. Cintas is using Vertex AI Search to develop an internal knowledge center for customer service and sales teams to easily find key information. Covered California, the state’s healthcare marketplace, is using Document AI to help improve the consumer and employee experience by automating parts of the documentation and verification process when residents apply for coverage. Dasa, the largest medical diagnostics company in Brazil, is helping physicians detect relevant findings in test results more quickly. DaVita leverages DocAI and Healthcare NLP to transform kidney care, including analyzing medical records, uncovering critical patient insights, and reducing errors. AI enables physicians to focus on personalized care, resulting in significant improvements in healthcare delivery. Discover Financial helps their 10,000 contact center representatives to search and synthesize information across detailed policies and procedures during calls. HCA Healthcare is testing Cati, a virtual AI caregiver assistant that helps to ensure continuity of care when one caregiver shift ends and another begins. They are also using gen AI to improve workflows on time-consuming tasks, such as clinical documentation, so physicians and nurses can focus more on patient care. The Home Depot has built an application called Sidekick, which helps store associates manage inventory and keep shelves stocked; notably, vision models help associates prioritize which actions to take. Los Angeles Rams are utilizing AI across the board from content analysis to player scouting. McDonald’s will leverage data, AI, and edge technologies across its thousands of restaurants to implement innovation faster and to enhance employee and customer experiences. Pennymac, a leading US-based national mortgage lender, is using Gemini across several teams including HR, where Gemini in Docs, Sheets, Slides and Gmail is helping them accelerate recruiting, hiring, and new employee onboarding. Robert Bosch, the world's largest automotive supplier, revolutionizes marketing through gen AI-powered solutions, streamlining processes, optimizing resource allocation, and maximizing efficiency across 100+ decentralized departments. Symphony, the communications platform for the financial services industry, uses Vertex AI to help finance and trading teams collaborate across multiple asset classes. Uber is using AI agents to help employees be more productive, save time, and be even more effective at work. For customer service representatives, they’ve launched new tools that summarize communications with users and can even surface context from previous interactions, so front-line staff can be more helpful and effective The U.S. Dept. of Veterans Affairs is using AI at the edge to improve cancer detection for service members and veterans. The Augmented Reality Microscope (ARM) is deployed at remote military treatment facilities around the world. The prototype device is helping pathologists find cancer faster and with better accuracy. The U.S. Patent and Trademark Office has improved the quality and efficiency of their patent and trademark examination process by implementing AI-driven technologies. Verizon is using generative AI to help teams in network operations and customer experience get the answers they need faster. Victoria’s Secret is testing AI-powered agents to help their in-store associates find information about product availability, inventory, and fitting and sizing tips, so they can better tailor recommendations to customers. Vodafone uses Vertex AI to search and understand specific commercial terms and conditions across more than 10,000 contracts with more than 800 communications operators. WellSky is integrating Google Cloud's healthcare and Vertex AI capabilities to reduce the time spent completing documentation outside work hours. Woolworths, the leading retailer in Australia, boosts employees’ confidence in communications with “Help me write” across Google Workspace products for more than 10,000 administrative employees. It’s also using Gemini to create next-generation promotions, as well as for quickly assisting customer service reps in summarizing all previous customer interactions in real time. Box, Typeface, Glean, CitiBank, and Securiti AI discuss developing AI-powered apps across the enterprise, with measurable returns on investment for marketing, financial services, and HR use cases. Highmark Health and Freenome join Bristol Myers Squibb to explore how AI can improve efficiency and innovation across care delivery, drug discovery, clinical trial planning, and bringing medicines to market. Creative agents can expand your organization with the best design and production skills, working across images, slides, and exploring concepts with workers. Many organizations are building agents for their marketing teams, audio and video production teams, and all the creative people that can use a hand. With creative agents, anyone can become a designer, artist, or producer. Belk ECommerce is using generative AI to craft better product descriptions, a necessary yet time-consuming task for digital retails that has often been done manually. Canva is using Vertex AI to power its Magic Design for Video, helping users skip tedious editing steps while creating shareable and engaging videos in a matter of seconds. Carrefour used Vertex AI to deploy Carrefour Marketing Studio in just five weeks — an innovative solution to streamline the creation of dynamic campaigns across various social networks. In just a few clicks, marketers can build ultra-personalized campaigns to deliver customers advertising that they care about. Major League Baseball continues to innovate its Statcast platform, so teams, broadcasters, and fans have access to live in-game insights. Paramount currently relies on manual processes to create the essential metadata and video summaries used across its Paramount+ platform for showcasing content and creating personalized experiences for viewers. VertexAI Text Bison is now helping to streamline this process. Procter & Gamble used Imagen to develop an internal gen AI platform to accelerate the creation of photo-realistic images and creative assets, giving marketing teams more time to focus on high-level planning and delivering superior experiences for its consumers. WPP will integrate Google Cloud’s gen AI capabilities into its intelligent marketing operating system, called WPP Open, which empowers its people and clients to deliver new levels of personalization, creativity, and efficiency. This includes the use of Gemini 1.5 Pro models to supercharge both the accuracy and speed of content performance predictions. Data agents are like having knowledgeable data analysts and researchers at your fingertips. They can help answer questions about internal and external sources, synthesize research, develop new models — and, best of all, help find the questions we haven’t even thought to ask yet, and then help get the answers. AI21 Labs offers a BigQuery integration called Contextual Answers that allows users to query data conversationally and get high-quality answers quickly Anthropic has partnered with Google Cloud to offer its family of Claude 3 models on Vertex AI — providing organizations with more model options for intelligence, speed, cost-efficiency, and vision for enterprise use cases. The Asteroid Institute is using AI to discover hidden asteroids in existing astronomical data. This is a major focus for astronomers researching the evolution of the Solar System, investors and businesses hoping to fly missions to asteroids, and for all of us who want to prevent future large asteroid impacts on Earth. Contextual is working with Google Cloud to offer enterprises fully customizable, trustworthy, privacy-aware AI grounded in internal knowledge bases. Cox 2M, the commercial IoT division of Cox Communications, is able to make smarter, faster business decisions using AI-powered analytics. Essential AI, a developer of enterprise AI solutions, is using Google Cloud’s AI-optimized TPU v5p accelerator chips to train its own AI models. Generali Italia, Italy's largest insurance provider, used Vertex AI to build a model evaluation pipeline that helps ML teams quickly evaluate performance and deploy models. Globo, one of Brazil’s largest media networks, is using Service Extensions and Media CDN to fight piracy during live events by blocking pirated streams in real time. Hugging Face is collaborating with Google across open science, open source, cloud, and hardware to enable companies to build their own AI with the latest open models from Hugging Face and Google Cloud hardware and software. Kakao Brain, part of Korean technology company Kakao Group, has built a large-scale AI language model that is the largest Korean language-specific LLM in the market, with 66 billion parameters. They’ve also developed a text-to-image generator called Karlo. Mayo Clinic has given thousands of its scientific researchers access to 50 petabytes worth of clinical data through Vertex AI search, accelerating information retrieval across multiple languages. McLaren Racing is using Google AI to get up-to-the-millisecond insights during races and training to gain a competitive edge. Mercado Libre is testing BigQuery and Looker to optimize capacity planning and reservations with delivery carriers and airlines to fulfill shipments faster. Mistral AI will use Google Cloud's AI-optimized infrastructure, to further test, build, and scale up its LLMs, all while benefiting from Google Cloud's security and privacy standards. MSCI uses machine learning with Vertex AI, BigQuery and Cloud Run to enrich its datasets to help our clients gain insight into around 1 million asset locations to help manage climate-related risks. NewsCorp is using Vertex AI to help search data across 30,000 sources and 2.5 billion news articles updated daily. Orange operates in 26 countries where local data must be kept in each country. They are using AI on Google Distributed Cloud to improve network performance and deliver super-responsive translation capabilities. Spotify leveraged Dataflow for large-scale generation of ML podcast previews, and they plan to keep pushing the boundaries of what’s possible with data engineering and data science to build better experiences for their customers and creators. UPS is building a digital twin of its entire distribution network, so both workers and customers can see where their packages are at any time. Workday is using natural language processing in Vertex Search and Conversation to make data insights more accessible for technical and non-technical users alike. Woven — Toyota's investment in the future of mobility — is partnering with Google to leverage vast amounts of data and AI to enable autonomous driving, supported by thousands of ML workloads on Google Cloud’s AI Hypercomputer. This has resulted in resulting in 50% total-cost-of-ownership savings to support automated driving. Broward County, Florida, and Southern California Edison are using geospatial capabilities and AI to improve infrastructure planning and monitoring, generate new insights, and create regional resilience for communities facing climate challenges today and tomorrow. Kinaxis and Dematic are building data-driven supply chains to address logistics use cases including scenario modeling, planning, operations management, and automation. NOAA and USAID are among the U.S. government agencies using Google Cloud AI to unlock critical data insights to streamline operations and improve mission outcomes — all with an emphasis on responsible AI. Watch the session to learn more. Code agents are helping developers and product teams to design, create, and operate applications faster and better, and to ramp up on new languages and code bases. Many organizations are already seeing double-digit gains in productivity, leading to faster deployment and cleaner, clearer code. Capgemini has been using Code Assist to improve software engineering productivity, quality, security, and developer experience, with early results showing workload gains for coding and more stable code quality. Commerzbank is enhancing developer efficiency through Code Assist's robust security and compliance features. Quantiphi saw developer productivity gains of more than 30% during their Code Assist pilot. Replit developers will get access to Google Cloud infrastructure, services, and foundation models via Ghostwriter, Replit's software development AI, while Google Cloud and Workspace developers will get access to Replit’s collaborative code editing platform. Seattle Children's hospital is using AI to boost data engineering productivity and accelerate development. Turing is customizing Gemini Code Assist on their private codebase, empowering their developers with highly personalized and contextually relevant coding suggestions that have increased productivity around 30 percent and made day-to-day coding more enjoyable. Wayfair piloted Code Assist, and those developers with the code agent were able to set up their environments 55 percent faster than before, there was a 48 percent increase in code performance during unit testing, and 60 percent of developers reported that they were able to focus on more satisfying work. Security agents assist security operations by radically increasing the speed of investigations, automating monitoring and response for greater vigilance and compliance controls. They can also help guard data and models from cyberattacks, such as malicious prompt injection. BBVA uses AI in Google SecOps to detect, investigate, and respond to security threats with more accuracy, speed, and scale. The platform now surfaces critical security data in seconds, when it previously took minutes or even hours, and delivers highly automated responses. Behavox is using Google Cloud technology and LLMs to provide industry leading regulatory compliance and front office solutions for financial institutions globally. Charles Schwab has integrated their own intelligence into the AI-powered Google SecOps, so analysts can better prioritize work and respond to threats. Fiserv’s security operations engineers create detections and playbooks with much less effort, while analysts get answers more quickly. Grupo Boticário, one of the largest beauty retail and cosmetics companies in Brazil, employs real-time security models to prevent fraud and to detect and respond to issues. Palo Alto Networks’ Cortex XSIAM, the AI-driven security operations platform, is built on more than a decade of expertise in machine-learning models and the most comprehensive, rich, and diverse data store in the industry. Backed by Google's advanced cloud infrastructure and advanced AI services, including BigQuery and Gemini models, the combination delivers global scale and near real-time protection across all cybersecurity offerings. Pfizer can now aggregate cybersecurity data sources, cutting analysis times from days to seconds. To find even more customers using our AI tools to build agents and solutions for their most important enterprise projects, visit the Google Cloud customer hub and watch the Next ‘24
    Innovation
    2024年04月12日
  • Innovation
    美国领先企业联合成立了一个联盟，应对人工智能对技术岗位劳动力的影响 由思科（Cisco）牵头，埃森哲（Accenture）、谷歌（Google）、国际商业机器公司（IBM）和微软（Microsoft）等主要行业参与者参与的人工智能 ICT 劳动力联盟（AI-Enabled ICT Workforce Consortium）AI-Enabled Information and Communication Technology (ICT) Workforce Consortium 旨在评估和减轻人工智能对技术工作的影响。该联盟旨在确定受人工智能进步影响的岗位所需的关键技能，为再培训和提高技能提供途径。该倡议借鉴了私营部门、顾问和政府的合作见解，为人工智能环境下的劳动力做好准备，强调了全球合作促进包容性技术未来的必要性。 人工智能 ICT 劳动力联盟致力于提供实际可行的洞见，发掘重新培训和提升技能的新机遇 思科牵头成立的AI赋能信息通信技术（ICT）工作力联盟，包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP等行业领导者的加入。该联盟将评估人工智能对科技岗位的影响，并为最可能受到AI影响的职业确定技能发展途径。 联盟的成立得到了美国-欧盟贸易与技术委员会人才成长工作组的推动，思科主席兼CEO Chuck Robbins在该工作组的参与，以及美国商务部的建议，起到了催化剂的作用。 顾问团包括美国劳工联盟-产业组织联合会、CHAIN5、美国通信工人联合会、DIGITALEUROPE、欧洲职业培训协会、可汗学院和SMEUnited等。 比利时鲁汶，2024年4月4日-- 思科（纳斯达克代码：CSCO）和另外八家行业领先公司包括埃森哲、Eightfold、谷歌、IBM、Indeed、英特尔、微软和SAP，以及六位顾问今天宣布，成立了致力于提升和重新培训最可能受到AI影响岗位的AI赋能ICT工作力联盟。该联盟受到美国-欧盟贸易与技术委员会人才成长工作组的启发，旨在探究AI对ICT岗位的影响，帮助工作者发现并参与相关培训计划，同时连接企业和具备相应技能、准备就绪的工作者。 作为私营部门的合作平台，联盟正评估AI如何改变工作岗位及所需技能，让工作者取得成功。首阶段工作成果将总结为一份提供给企业领导者和工作者实际建议的报告。未来几个月将公布更多详情。研究结果旨在为那些寻求为员工重新培训和提升技能的雇主提供实用的洞见和建议。 联盟成员涵盖了在AI前沿创新的企业，他们深知AI对劳动力市场的当前和未来影响。各成员企业已分别记录了AI带来的机遇与挑战。通过合作，这些组织能够汇聚见解，推荐行动计划，并在其广泛的影响领域内实施这些发现。 “人工智能正加速全球劳动力市场的变革，为私营部门提供了一个强大机会，帮助工作者重新培训和提升技能，以迎接未来，”思科执行副总裁兼首席人事、政策与目标官Francine Katsoudas表示。“我们新成立的AI赋能工作力联盟的任务是向组织提供关于AI对劳动力影响的知识，并装备工作者以相关技能。我们期待吸引更多利益相关方——包括政府、非政府组织和学术界——一同迈出确保AI革命惠及每个人的重要一步。” 联盟的工作受到了美国-欧盟贸易与技术委员会人才成长工作组的启发，思科主席兼CEO Chuck Robbins领导其技能培训工作流程的指导，以及美国商务部的建议。美国总统拜登、欧盟委员会主席冯德莱恩和欧洲理事会主席米歇尔于2021年6月成立了TTC，目的是通过合作和民主方法在贸易、技术和安全领域推进美国和欧盟的竞争力和繁荣。 “在美国商务部，我们致力于推动先进技术的发展，并深化与全球伙伴和盟友之间的贸易与投资关系。这项工作正帮助我们建立一个强大且具竞争力的经济体，由能够获得高质量、高薪、可维持家庭生活的未来工作的才华横溢的劳动力所推动。我们明白，经济安全与国家安全紧密相连。这就是我为何感到自豪地看到人才成长工作组的努力以及AI赋能ICT工作力联盟的成立，”美国商务部长Gina Raimondo表示。“我感激联盟成员加入这一努力，共同面对AI快速发展所带来的新型劳动力需求。这项工作将为这些工作的具体技能需求提供前所未有的见解。我希望这个联盟仅是一个开始，并且私营部门将其视为一个行动呼吁，确保我们的劳动力能够享受到AI带来的好处。” AI赋能ICT工作力联盟的工作解决了对具备AI各方面技能训练的熟练劳动力的紧迫需求。联盟将利用其成员和顾问的力量，推荐和扩大包容性的重新培训和提升技能培训计划，以惠及多方利益相关者——学生、职业转换者、当前的IT工作者、雇主和教育者——大规模提升工作者以适应AI时代。 在其首阶段工作中，联盟将评估AI对56个ICT岗位角色的影响，并为受影响岗位提供培训建议。这些岗位角色根据Indeed Hiring Lab的数据，包括在2023年2月至2024年期间在美国和五个ICT劳动力最多的欧洲国家（法国、德国、意大利、西班牙和荷兰）获得最高岗位发布量的前45个ICT职位的80%。这些国家的ICT部门共计拥有1000万名ICT工作者，占据了行业的重要份额。 联盟成员普遍认识到，随着AI在商业的所有方面的加速融合，及时集结力量，建立一个包容性、能提供维持家庭生活机会的劳动力市场的重要性。联盟成员承诺，在将越来越多地整合人工智能技术的职业领域，开发工作者路径。为此，联盟成员设定了具有远见的目标，并通过技能发展和培训计划，在未来十年内对全球超过9500万人产生积极影响。联盟成员的目标包括： 思科承诺到2032年为2500万人提供网络安全和数字技能培训。 IBM将在2030年前为3000万人提供数字技能培训，包括200万人的AI技能。 英特尔计划到2030年为超过3000万人提供当前和未来工作的AI技能。 微软承诺到2025年为来自弱势社区的1000万人提供需求旺盛的数字技能培训和认证，为他们在数字经济中提供工作和生计机会。 SAP计划到2025年为全球200万人提供提升技能培训。 谷歌最近宣布投入2500万欧元，支持全欧洲人民的AI培训和技能提升。 埃森哲 “帮助组织识别技能差距并进行大规模快速培训是埃森哲的重点任务，这个联盟汇集了一系列致力于在我们社区中发展尖端技术、数据和AI技能的行业合作伙伴。在各个行业中，为与AI协同工作的人员进行重新培训至关重要。那些在技术投资中与学习投资同等重视的组织，不仅创造了职业发展路径，还能在市场中占据领先地位。” - 埃森哲首席领导力与人力资源官Ellyn Shook Eightfold “工作的动态和本质正在以前所未有的速度演变。Eightfold通过深入分析最受欢迎的职位，了解重新培训和提升技能的需求。通过其人才智能平台，我们为商业领袖提供了迅速适应不断变化的商业环境的能力。我们为能够为组织预备未来工作做出贡献而感到自豪。” - Eightfold AI首席执行官兼联合创始人Ashutosh Garg 谷歌 “谷歌坚信，技术创造的机遇应真正面向所有人。我们自豪地加入AI赋能工作力联盟，进一步推动我们使AI技能培训普及化的工作。我们致力于跨领域合作，确保不同背景的工作者都能有效利用AI，为面向未来的职位做好准备，获得新机会，在经济中茁壮成长。” - 谷歌成长计划创始人Lisa Gevelber IBM “IBM自豪地加入这个及时的企业主导倡议，通过汇集我们的共同专业知识和资源，为AI时代的劳动力做好准备。作为行业领袖，我们共同的责任是发展可信赖的技术，并为所有背景和经验水平的工作者提供学习新技能和提升现有技能的机会，以应对AI采纳改变工作方式并创造新职位的挑战。” - IBM欧洲中东非洲人力资源副总裁Gian Luigi Cattaneo Indeed “Indeed的使命是帮助人们找到工作。我们的研究表明，Indeed上今天发布的几乎每个职位，从卡车司机到医生到软件工程师，都将面临不同程度的受到基于GenAI的变革的影响。我们期待为工作力联盟的重要工作做出贡献。那些授权其员工学习新技能并获得与不断发展的AI工具的实践经验的公司，将加深他们的专业团队，提高员工留存率并扩大其合格候选人库。” - Indeed AI创新部门负责人Hannah Calhoon 英特尔 “作为全球AI创新的领导者，英特尔自豪地加入ICT工作力联盟，继续我们的努力，为所有人塑造一个包容和公平的技术未来。作为联盟的一员，我们将与行业领袖合作，分享最佳实践，创造可访问的学习机会，并与各方利益相关者协作，确保工作者掌握了迎接明天的技术技能。” - 微软人力资源法律副总裁兼副总法律顾问Amy Pannoni SAP “SAP自豪地加入这一努力，帮助为未来的工作准备我们的劳动力，并确保AI在企业和职位中的应用是相关的、可靠的、负责任的。面对我们不断变化的世界的复杂性，AI有潜力重塑行业、革新解决问题的方式，并释放前所未有的人类潜能，使我们能够构建一个更智能、更高效和更包容的劳动力。多年来，SAP支持了许多技能发展计划，我们期待作为联盟的一部分推动更多的学习机会、创新和积极变化。” - SAP副总裁兼全球开发学习负责人Nicole Helmer 关于思科 思科（纳斯达克代码：CSCO）是全球技术领袖，通过帮助我们的客户重新构想他们的应用、支持混合工作模式、保障企业安全、改造基础设施，并实现可持续发展目标，连接一切，让任何事情成为可能。在新闻室了解更多信息，并在X上关注我们@Cisco。 思科和思科标志是思科及/或其在美国和其他国家的关联公司的商标或注册商标。思科的商标列表可在www.cisco.com/go/trademarks查看。提到的第三方商标属于其各自所有者。使用“合作伙伴”一词并不意味着思科与任何其他公司之间存在合伙关系。 来源：思科公司   LEUVEN, Belgium, April 4, 2024 - Cisco (NASDAQ: CSCO) and a group of eight leading companies including Accenture, Eightfold, Google, IBM, Indeed, Intel, Microsoft and SAP as well as six advisors today announced the launch of the AI-Enabled Information and Communication Technology (ICT) Workforce Consortium focused on upskilling and reskilling roles most likely to be impacted by AI. The Consortium is catalyzed by the work of the U.S.-EU Trade and Technology Council's (TTC) Talent for Growth Task Force, with the goal of exploring AI's impact on ICT job roles, enabling workers to find and access relevant training programs, and connecting businesses to skilled and job-ready workers. Working as a private sector collaborative, the Consortium is evaluating how AI is changing the jobs and skills workers need to be successful. The first phase of work will culminate in a report with actionable insights for business leaders and workers. Further details will be shared in the coming months. Findings will be intended to offer practical insights and recommendations to employers that seek ways to reskill and upskill their workers in preparation for AI-enabled environments. Consortium members represent a cross section of companies innovating on the cutting edge of AI that also understand the current and impending impact of AI on the workforce. Individually, Consortium members have documented opportunities and challenges presented by AI. The collaborative effort enables their organizations to coalesce insights, recommend action plans, and activate findings within their respective broad spheres of influence. "AI is accelerating the pace of change for the global workforce, presenting a powerful opportunity for the private sector to help upskill and reskill workers for the future," said Francine Katsoudas, Executive Vice President and Chief People, Policy & Purpose Officer, Cisco. "The mission of our newly unveiled AI-Enabled Workforce Consortium is to provide organizations with knowledge about the impact of AI on the workforce and equip workers with relevant skills. We look forward to engaging other stakeholders—including governments, NGOs, and the academic community—as we take this important first step toward ensuring that the AI revolution leaves no one behind." The Consortium's work is inspired by the TTC's Talent for Growth Task Force and Cisco Chair and CEO Chuck Robbins' leadership of its skills training workstream, and input from the U.S. Department of Commerce. The TTC was established in June 2021 by U.S. President Biden, European Commission President von der Leyen, and European Council President Michel to promote U.S. and EU competitiveness and prosperity through cooperation and democratic approaches to trade, technology, and security. "At the U.S. Department of Commerce, we're focused on fueling advanced technology and deepening trade and investment relationships with partners and allies around the world. This work is helping us build a strong and competitive economy, propelled by a talented workforce that's enabling workers to get into the good quality, high-paying, family-sustaining jobs of the future. We recognize that economic security and national security are inextricably linked. That's why I'm proud to see the efforts of the Talent for Growth Task Force continue with the creation of the AI-Enabled ICT Workforce Consortium," said U.S. Secretary of Commerce Gina Raimondo. "I am grateful to the consortium members for joining in this effort to confront the new workforce needs that are arising in the wake of AI's rapid development. This work will help provide unprecedented insight on the specific skill needs for these jobs. I hope that this Consortium is just the beginning, and that the private sector sees this as a call to action to ensure our workforces can reap the benefits of AI." The AI-Enabled ICT Workforce Consortium's efforts address a business critical and growing need for a proficient workforce that is trained in various aspects of AI, including the skills to implement AI applications across business processes. The Consortium will leverage its members and advisors to recommend and amplify reskilling and upskilling training programs that are inclusive and can benefit multiple stakeholders – students, career changers, current IT workers, employers, and educators – in order to skill workers at scale to engage in the AI era. In its first phase of work, the Consortium will evaluate the impact of AI on 56 ICT job roles and provide training recommendations for impacted jobs. These job roles include 80% of the top 45 ICT job titles garnering the highest volume of job postings for the period February 2023-2024 in the United States and five of the largest European countries by ICT workforce numbers (France, Germany, Italy, Spain, and the Netherlands) according to Indeed Hiring Lab. Collectively, these countries account for a significant segment of the ICT sector, with a combined total of 10 million ICT workers. Consortium members universally recognize the urgency and importance of their combined efforts with the acceleration of AI in all facets of business and the need to build an inclusive workforce with family-sustaining opportunities. Consortium members commit to developing worker pathways particularly in job sectors that will increasingly integrate artificial intelligence technology. To that end, Consortium members have established forward thinking goals with skills development and training programs to positively impact over 95 million individuals around the world over the next 10 years. Consortium member goals include: Cisco to train 25 million people with cybersecurity and digital skills by 2032. IBM to skill 30 million individuals by 2030 in digital skills, including 2 million in AI. Intel to empower more than 30 million people with AI skills for current and future jobs by 2030. Microsoft to train and certify 10 million people from underserved communities with in-demand digital skills for jobs and livelihood opportunities in the digital economy by 2025. SAP to upskill two million people worldwide by 2025. Google has recently announced EUR 25 million in funding to support AI training and skills for people across Europe. Accenture "Helping organizations identify skills gaps and train people at speed and scale is a major priority for Accenture, and this consortium brings together an impressive ecosystem of industry partners committed to growing leading-edge technology, data and AI skills within our communities. Reskilling people to work with AI is paramount in every industry. Organizations that invest as much in learning as they do in the technology not only create career pathways, they are well positioned to lead in the market." - Ellyn Shook, chief leadership & human resources officer, Accenture Eightfold "The dynamics of work and the very essence of work are evolving at an unprecedented pace. Eightfold examines the most sought-after job roles, delving into the needs for reskilling and upskilling. Through its Talent Intelligence Platform, it empowers business leaders to adapt swiftly to the changing business environment. We take pride in contributing to the creation of a knowledgeable and responsible resource that assists organizations in preparing for the future of work." - Ashutosh Garg, CEO and Co-Founder, Eightfold AI Google "Google believes the opportunities created by technology should truly be available to everyone. We're proud to join the AI-Enabled Workforce Consortium, which will advance our work to make AI skills training universally accessible. We're committed to collaborating across sectors to ensure workers of all backgrounds can use AI effectively and develop the skills needed to prepare for future-focused jobs, qualify for new opportunities, and thrive in the economy." - Lisa Gevelber, Founder, Grow with Google IBM "IBM is proud to join this timely business-led initiative, which brings together our shared expertise and resources to prepare the workforce for the AI era. Our collective responsibility as industry leaders is to develop trustworthy technologies and help provide workers—from all backgrounds and experience levels—access to opportunities to reskill and upskill as AI adoption changes ways of working and creates new jobs." - Gian Luigi Cattaneo, Vice President, Human Resources, IBM EMEA Indeed "Indeed's mission is to help people get jobs. Our research shows that virtually every job posted on Indeed today, from truck driver to physician to software engineer, will face some level of exposure to GenAI-driven change. We look forward to contributing to the Workforce Consortium's important work. The companies who empower their employees to learn new skills and gain on-the-job experience with evolving AI tools will deepen their bench of experts, boost retention and expand their pool of qualified candidates." - Hannah Calhoon, Head of AI Innovation at Indeed Intel "At Intel, our purpose is to create world-changing technology that improves the lives of every person on the planet, and we believe bringing AI everywhere is key for businesses and society to flourish. To do so, we must provide access to AI skills for everyone. Intel is committed to expanding digital readiness by collaborating with 30 countries, empowering 30,000 institutions, and training 30 million people for current and future jobs by 2030. Working alongside industry leaders as part of this AI-enabled ICT workforce consortium will help upskill and reskill the workforce for the digital economy ahead." – Christy Pambianchi, Executive Vice President and Chief People Officer at Intel Corporation Microsoft "As a global leader in AI innovation, Microsoft is proud to join the ICT Workforce Consortium and continue our efforts to shape an inclusive and equitable technology future for all. As a member of the consortium, we will work with industry leaders to share best practices, create accessible learning opportunities, and collaborate with stakeholders to ensure that workers are equipped with the technology skills of tomorrow," - Amy Pannoni, Vice President and Deputy General Counsel, HR Legal at Microsoft SAP "SAP is proud to join this effort to help prepare our workforce for the jobs of the future and ensure AI is relevant, reliable, and responsible across businesses and roles. As we navigate the complexities of our ever-evolving world, AI has the potential to reshape industries, revolutionize problem-solving, and unlock unprecedented levels of human potential, enabling us to create a more intelligent, efficient, and inclusive workforce. Over the years, SAP has supported many skills building programs, and we look forward to driving additional learning opportunities, innovation, and positive change as part of the consortium." - Nicole Helmer, Vice President & Global Head of Development Learning at SAP About Cisco Cisco (NASDAQ: CSCO) is the worldwide technology leader that securely connects everything to make anything possible. Our purpose is to power an inclusive future for all by helping our customers reimagine their applications, power hybrid work, secure their enterprise, transform their infrastructure, and meet their sustainability goals. Discover more on The Newsroom and follow us on X at @Cisco. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company. SOURCE Cisco Systems, Inc.
    Innovation
    2024年04月05日
    • 12
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