• layoffs
    从招聘网站裁员,看美国就业市场的深层重构—AI主导招聘入口,蓝领市场韧性凸显,平台价值面临重估 从招聘网站裁员,看美国就业市场的深层重构—AI主导招聘入口,蓝领市场韧性凸显,平台价值面临重估 2025年7月,日本人力资源服务巨头 Recruit Holdings 再次宣布重组其 HR 科技部门,裁员约1300人,约占该部门员工总数的6%。此次调整涉及旗下的 Indeed 和 Glassdoor,其中 Glassdoor 将正式并入 Indeed,原CEO也已确认将在10月离职,平台独立运营时代宣告结束。Recruit Holding的  CEO 也是目前Indeed 的CEO  Deko 在发给员工的内部信中写道:“AI 正在改变世界,我们必须适应,并确保我们的产品能够真正为用户提供卓越体验。” 这已是 Recruit 旗下 HR 科技业务三年来的第三轮大规模裁员,自2023年以来,仅Indeed一家公司累计裁员人数就已超过4000人(2023年2200人,2024年1000人,2025年这次),影响范围涵盖全球产品、市场、人力资源及研发团队。然而,这场变动并非孤例,而是整个美国招聘科技行业深度震荡的缩影。 招聘平台集体调整,传统模式遭遇全面冲击 除了Indeed,行业内多个知名招聘平台也已陷入结构性困境。2025年6月24日,CareerBuilder 与 Monster Worldwide 的母公司 Zen JV, LLC 及其旗下9家子公司正式在美国特拉华州申请了Chapter 11破产保护,标志着北美招聘平台两大代表性品牌正式走向终章。此次破产涵盖包括 CareerBuilder、Monster Worldwide、CareerBuilder France、Monster Government Solutions、FastWeb、Luceo Solutions 等在内的10家实体。根据法院文件披露,Zen JV 负债总额高达5亿美元,主要集中在市场推广、技术服务、法律费用等长期应付款项,资产规模则不足1亿美元。 更令人警醒的是,该集团已公开表示“当前无能力向普通无担保债权人偿付”,预计仅能在破产管理期间支付行政费用。这不仅是一场财务重组事件,更是AI技术变革与平台商业模式失灵交织下,传统招聘平台集体“退场”的标志性时刻。 科技招聘平台 DICE 的母公司 DHI Group 也在6月宣布裁员约100人,占其总员工数超过30%。即便是公开市场上的幸存者,如 ZipRecruiter,也面临严重的增长压力。其股价在2021年上市初期曾达到每股24美元以上,而截至2025年7月,已跌至不足12美元,市值缩水超过50%。2024年年报显示,其营收同比下降近8%,净利润出现连续两个季度负增长。 此外,大型招聘服务公司如 Randstad、Robert Half、ManpowerGroup 等,也都在2024年底至2025年初陆续下调年度营收预期。其中,Robert Half在其2025年Q1财报中明确指出“招聘需求持续低迷,白领岗位需求尤其不稳定”,并削减了近10%的内部招聘职位。 白领岗位下滑,蓝领市场韧性仍在 招聘平台的收缩,背后是白领岗位持续萎缩的宏观现实。根据 ADP 发布的2025年6月就业报告,美国私营部门当月净减少3.3万个岗位,为过去一年中最严重的月度下滑之一。而下滑的重点集中在信息、金融、教育与专业服务等“白领板块”。 相对而言,蓝领市场仍表现出一定的韧性。数据显示,6月制造业新增岗位1.5万个,建筑业新增9000个,运输与仓储岗位持平或微增。Revelio Labs的职位发布数据也印证了这一趋势:截至2025年第一季度,白领岗位发布同比下降12.7%,而蓝领岗位下降幅度仅为11.6%。 换句话说,并非整个就业市场都在收缩,而是招聘平台原本依赖最深的中高端白领市场正在发生结构性转移。同时,中小企业、制造业和本地化服务企业越来越倾向于通过私有化渠道或AI系统直接招聘,而非依赖传统平台。 AI招聘工具替代平台功能,入口权力正在迁移 更具颠覆性的,是 AI 技术对招聘流程的全方位替代。Paradox.ai 等AI平台已将简历筛选、候选人沟通、面试安排等环节自动化运行,企业平均可节省5至7天的招聘周期,并显著降低人工操作成本。 SmartRecruiters 在2025年初推出的 Winston 平台,更是几乎实现了招聘流程的全链路自动化,从岗位描述生成、候选人匹配到跟进面试与录用,全程无需人工介入。 而 Shopify 的招聘政策则更具象征意义:管理者必须先证明“AI无法完成任务”,才被允许新增人力岗位。 这种“AI优先”模式正在快速扩展至大型科技公司、远程组织和新兴初创企业。 这一切都对传统招聘平台构成根本性挑战。当企业可以通过AI系统在内部完成筛人、沟通、反馈等流程,是否还需要Indeed、Monster、CareerBuilder这样的“二手中介”? 自带人才资源的AI平台,正在绕过传统招聘入口 与招聘网站不同,以 HireEZ 为代表的 AI 主导型 sourcing 平台,正通过“自带人才图谱 + 主动推荐 + 多渠道触达”模式,直接打通企业招聘链条的前段。其最新推出的 Agentic AI 产品线,不仅能智能生成职位描述和人才画像,还能根据职位动态自动搜索全球超过8亿候选人的数据池,并通过多渠道(如邮件、LinkedIn、GitHub)实现个性化触达。 这类平台的核心优势在于:不依赖传统“发布-等待”的流量机制,而是主动“找到人、联系他、推动转化”,显著缩短招聘流程,尤其适用于技术、销售、医疗等“高需求+人才稀缺”岗位。 HireEZ 并非个例。Entelo、SeekOut、Findem、Fetcher 等新一代 sourcing tech 公司,纷纷布局 AI Agent 能力,试图将“招聘入口”从平台导流转为“搜索+自动跟进+分析”的闭环式体验。 这类产品的崛起正在清晰传递一个信号:企业并不一定非要依赖招聘网站,只要能高效获取人、联系到人、推进流程,平台不再是唯一通道。 平台价值重估:从流量生意转向数据能力 过去二十年,招聘平台依靠“职位广告+简历流量”的商业模式稳居入口地位。但今天,企业不再需要依赖外部平台筛选简历,也不再需要为“曝光”买单。 随着招聘数字化、AI自主化程度的提升,平台的价值正在从“渠道聚合”向“数据能力、系统协同”迁移。Recruit的整合动作正体现了这一趋势:通过将Glassdoor并入Indeed,集中资源打造AI招聘系统,并将“品牌+技术+用户行为”打通,才可能形成下一阶段的增长支点。 平台如果不能在AI系统中扮演“操作系统”角色,或在某一垂直行业构建高门槛的专业壁垒,将极易被AI招聘助手、私域SaaS系统所取代。 未来的招聘入口,将由AI定义 从表面看,这一轮平台裁员潮似乎只是经济寒冬下的被动收缩。但更深层的信号是:招聘的入口权正在从平台转向AI,从流量转向系统,从广告转向数据。 白领招聘正逐步走向智能化,蓝领招聘则重回本地化和平台外部化。传统平台的中介属性正在被解构,取而代之的是“流程引擎”和“智能交互”的新角色。 AI不会完全取代招聘行业,但它一定会取代那些缺乏AI能力、无法重新定义自身价值的招聘平台。
    layoffs
    2025年07月12日
  • layoffs
    是时候重塑人才招聘了 -Research Shows It’s Time To Reinvent Talent Acquisition Josh Bersin 的文章 "研究表明,是时候重塑人才招聘了 "强调了人才招聘亟需进行的变革。由于只有 32% 的人力资源高管参与战略规划,而且许多人觉得自己只是个接单员,因此这篇文章呼吁进行战略改革。在劳动力短缺和急需技能型招聘的情况下,目前削减成本和减少招聘力度的方法与对技能型专业人才日益增长的需求相矛盾。文章敦促企业将人才招聘作为一项重要的战略职能,利用现代技术并将其与学习和发展相结合,以提高效率并关注内部人才流动。 原文如下: This week we published a disappointing research study, Talent Acquisition at a Crossroads. The study, conducted in partnership with AMS, points out that talent acquisition leaders (this is a senior position) are largely left out of their company’s strategic planning process and many feel they operate as “order takers.” In today’s world of labor and skills shortages, this is a wakeup call for change. Here’s the data: Among these 130+ HR executives only 32% are involved in any form of strategic workforce planning, 42% believe their company has no workforce plan at all, and 46% say “they’re running around to keep up.” And when layoffs do occur, often the recruiters go first. (Witness Tesla this week.) All this is happening in a world where 58% of companies feel skills shortages are significantly impacting their business plans, more than three-quarters believe they must transform their talent practices to grow, and “skills-based hiring” is a top priority yet difficult to implement. Here’s the paradox: companies are cutting their talent acquisition spending at the same time CEOs feel that skills shortages are getting worse. What’s going on? Talent Acquisition Needs A Reinvention Let’s just face it: recruiting as a business function has to change. Once considered the “staffing department,” where companies posted jobs and scanned resumes, talent acquisition has become highly strategic operation. What skills do we need? How do we find people who will fit our culture? What internal candidates should fill our key positions? Who are the right leaders for us to hire? Unfortunately, almost 80% of talent acquisition functions are quite tactical. PwC’s CEO survey found that CEOs rate “hiring” as the third most bureaucratic process in their companies, tied with “too many emails” and “too many meetings” as a time-wasting process. And that explains why two-thirds of TA leaders are being asked to cut costs. I had a conversation last week with a former TA leader for one of the Big Three automakers. He told me that in the fervor to hire staff for EV engineering he was asked to hire “any engineer he could find, regardless of skill,” because the company was in such a hurry. No time for skills assessment, competitive planning, or even location analysis. Just “go out there and hire engineers.” We have been studying the auto industry as part of our GWI study and found that important EV roles (reliability engineer or power plant engineer, for example), are quite specialized and hard to find. Strategic recruiting departments need to understand these roles and source these individuals carefully. Just hiring engineering grads from a local community college is not going to move this needle. (Consider the data by Draup on what these roles are. Talent Acquisition teams with talent intelligence skills can pinpoint who to hire.) And it gets worse. In our Dynamic Organization research we found that high performing companies focus heavily on internal hiring, talent intelligence tools to find hidden talent, and continuous internal development to fill skills gaps. We can’t simply throw job requisitions over to the recruiting function any more: the people we need may be buried inside the company. This week Tesla announced a layoff of 10% of their workforce. Was their time to balance and redeploy talent internally? Absolutely not. According to my sources every business unit had to let 10% go, and and many of the people being fired were talent acquisition leaders, the very people who help with these issues. We talk with many HR executives and there is an enlightened group. Companies that understand this issue (about one in eight) have elevated Talent Acquisition to a strategic function, they merge or integrate TA with L&D, and they redefine their recruiters as “talent advisors.” Mastercard, as a leader, just renamed their recruiters as “Career Coaches,” demonstrating their role in helping people find the right jobs. Despite the onslaught of AI, this role is becoming even more human-centric. High-powered recruiting teams source internal candidates, understand company culture, and have a deep knowledge of jobs, roles, and organizational dynamics. When well supported and trained, these professionals are strategic advisors, not just “recruiters.” And companies that understand this often outsource or automate much of the administration in recruiting. Technology plays a major role in this reinvention. Most large companies have dozens of legacy systems, many of which make the candidate experience difficult. When organizations focus on modernizing and streamlining their technology, talent acquisition can become 10-100X more efficient. This, in turn, gives recruiters and talent advisors the time to search for the right skills, carefully select the best candidates, and focus on internal hiring and development as a strategy. Technology Is Here But Not The Entire Answer Of all the HR technology markets, recruiting is the most innovative of all. New AI-powered systems like HiredScore (just acquired by Workday), Paradox (leader in conversational AI), Eightfold, Gloat, Draup, and Lightcast (pioneers in talent intelligence), and many others can reduce time to hire from months to weeks and weeks to days. But none of this technology works if the Talent Acquisition team is left on an island. In the last year I have met with more than 50 heads of talent acquisition and once the door is closed and we talk honestly, they always tell me the same thing. “We are not treated as a strategic function, we are being asked to cut costs, and we are constantly running from fire to fire to keep executives happy.” This type of “service-delivery” focus simply will not work in the new economy. What should companies do? As part of our Systemic HR initiative, we help companies evolve their TA Function to operate in a more strategic way. Organizations like Bayer, Verizon, and many others have elevated the role of recruiter to talent advisor, they’re building skills in talent intelligence, and they’re integrating the recruiting function with L&D, career management, and employee engagement. I’ve always felt that recruiting is the most important things HR professionals do. If we can’t get the “right” people into the company, no amount of management can recover. But what does “right” mean? And how can we source, locate, and attract these particular people? This is a highly strategic operation, and one that must integrate with internal mobility, culture, and employee experience. I encourage you to read our Systemic HR research, join our Academy, or reach out to us or AMS for advice. In this new era of talent and skills shortages, we simply cannot run recruiting in this tactical way any longer.
    layoffs
    2024年04月24日
  • layoffs
    知名员工奖励公司BlueBoard突然宣布关闭 BlueBoard, a once-popular software company for organizing employee rewards, abruptly ceased operations, leaving users in the dark regarding their accounts and rewards. Founded in San Francisco in 2014, the company experienced financial struggles despite raising seed and Series A funding. The abrupt shutdown raised concerns among users about unreturned funds and unresolved rewards. The company failed to issue any advance notices of layoffs, contrary to regulations. The situation has prompted discussions on the proper ways to shut down a company. 据KQED报道,知名员工奖励软件公司BlueBoard本周突然宣布停止运营。 公司在周五发送给用户的邮件中声明:“我们即将停止所有运营,并将关闭公司网站和应用程序。从此以后,我们将不再提供任何服务。” BlueBoard成立于2014年,总部最初设在旧金山,专注于为企业提供员工奖励和表彰的软件解决方案。如今,该公司已经停业,官网上的通知仅简单表示:“自2024年3月12日起,BlueBoard停止所有运营。感谢过去几年里所有支持我们的人。” 公司表示:“我们已经尝试了数月来获得续续经营所需的资金,遗憾的是我们未能成功。” BlueBoard在2015年完成种子轮融资,并在2020年完成A轮融资,据Crunchbase数据显示。但是,由于财务困难,公司不得不在2017年将总部迁至圣地亚哥,并最终走向关闭。 对于用户是否能够使用系统中存储的奖励,目前尚无明确信息。 首席执行官兼联合创始人Taylor Smith在接受KQED采访时表示,“目前有几方正在努力找到解决方案。”但他没有提供更多评论。 在在线论坛中,BlueBoard的用户对公司的突然关闭表示惊讶,并询问他们是否还能访问自己的账户。 “这是一个展示如何不应该关闭公司的‘绝佳’案例研究。”一位用户在Y Combinator运行的Hacker News论坛上表示,“他们没有提到如何退还客户资金,这是所有客户最关心的问题。第二个问题是关于正在进行或已经预定的奖励的状态,这也没有在邮件中提到。” 在X上(该网站之前被称为Twitter),一位用户抱怨:“真的吗,@blueboard就这样关闭了,并且没退还他们欠我妻子的500美元?” 截至上周五,BlueBoard尚未向州就业发展部门发出任何关于大规模裁员的工人调整和再培训通知。按照规定,公司在关闭工厂或进行大规模裁员前,需要提前60天通知员工和政府。 请继续关注此事件的最新发展。
    layoffs
    2024年03月18日