• meritocracy
    Josh Bersin:通过效率实现高速增长:新时代的主题 最近的选举中,各种信息混杂,但有一条呼声响彻领导人的耳中:美国政府必须提高效率。美国选民似乎对芯片和基础设施法案上花费的数十亿美元并不感冒:他们想要的是更低的税收和更负责任的政府。 正如埃隆·马斯克所解释的那样,降低成本是一项涉及数千个细节的工作。每当你聘请一名经理,就会产生更多的费用中心。本周,亚马逊首席执行官安迪·贾西 (Andy Jassey) 宣布他希望减少经理人数。正如我在最近的 HBR 文章(通过力量倍增器发展你的公司)中所讨论的那样,如果你围绕“更少的人”进行设计,你的公司实际上可以发展得更快。 围绕更少的员工来优化公司意味着什么?这意味着要改变很多事情: 在没有组织发展计划的情况下,不要分配员工 不要在发展前就招聘员工并期望收入会随之而来(Salesforce招聘 1000 名销售代表来销售 AI?) 迫使管理人员在基层实现自动化,并不断重新思考岗位职责 消除复杂的职位名称,减少级别,以便于人员调动 停止根据“控制范围”支付管理人员的薪酬——根据产出、收入、盈利能力或增长进行评估 加倍投资培训,并开始在不同的职业类别之间进行交叉培训 告诉那些请求增加员工数量的领导“重新考虑减少员工数量的计划” 用奖金支付员工工资,避免根据绩效高薪加薪(这会使不公平制度化) 大力投资人工智能和自动化测试项目,让一线员工给你出主意 除非你有非常明确的商业案例,否则避免大规模的 ERP 升级 培育精英管理文化,奖励人们的技能和表现,而不是“达到目标”。 许多人力资源实践必须进行调整。最重要的是人才密度的理念,让每个人都能表现出色……并重新思考我们的招聘方式,这样我们就不会在不知不觉中招聘了太多员工。 我们从小就接受这种古老的钟形曲线观念:只有 10% 的人能被评为 1,20% 的人被评为 2,依此类推。这个愚蠢的想法本应迫使人们竞争,这样人们就会争相获得备受推崇的 1 评级。虽然这在逻辑上说得通,但效果却适得其反。如果你相信(就像我一样)每个人都能成为高绩效者,那么这种制度会伤害最有抱负的人的绩效。 每个员工都能在合适的角色中发挥出超强的表现。 研究表明,真正的团队表现遵循“力量曲线”——少数人(篮球界的勒布朗·詹姆斯或斯蒂芬·库里)的表现比其他人高出 10 到 100 倍。其他团队成员见证了他们的成功,并找到了属于自己的“超强表现”角色。如果所有高评价的位置都被占满,其他人的动力又是什么呢?我们希望每个人都能感觉到自己可以成为超级明星,我们希望公司能帮助他们找到这个机会。 我们招聘员工时,不是以附加的方式满足“缺少的技能”或“缺少的人数”,而是以“力量倍增效应”为目的。新员工是否会成倍地提高整个团队的绩效?或者他们只是“填补了一个看似空缺的职位”。后一种做法是走向官僚主义的旅程;前一种做法是超级竞争性增长的秘诀。(我们称之为“人才密度”) 为什么现在提出这些观点? 在一个员工减少的世界里,我们所有人都将面临人才短缺的问题。随着AI的加速发展,我们必须把公司视为由超高绩效员工组成的网络。 我无法预测联邦政府将会做些什么,但希望这些有启发性的思考能够影响华盛顿。是的,我们还有工会等问题需要考虑,但即使是世界上最大的机构也有其局限性。 如今,自动化触手可及,任何“大公司”都可能受到小公司的威胁。因此,越早开始“精简”思维,越能获得优势。   作者:Josh Bersin
    meritocracy
    2024年11月13日
  • meritocracy
    Josh Bersin :劳动力市场已完全改变:您真的准备好了吗? Josh Bersin 最新撰文谈到,随着以婴儿潮一代为主的劳动力队伍的衰落和具有独特期望和职业模式的新一代的崛起,劳动力市场发生了巨大的变化。这一新劳动力的特点是偏好组合职业和副业,他们要求尊重、灵活性和精心设计工作的机会。企业在适应这些变化时面临着挑战,职位普遍空缺,人员流动增加。文章强调,企业需要采用一种动态的组织模式,优先考虑授权、内部流动性和员工积极性,以便在这个新的劳动力市场中茁壮成长。这种适应的关键在于了解劳动力现在寻求的是成长、灵活性以及他们的价值观与工作之间有意义的结合。 英文原文如下,推荐了解 The labor market has changed before our eyes. Employers and HR teams better watch out. Over the last five decades baby boomers defined the workforce. Today things could not be more different, and this change impacts all of us. I was born in the 1950s, growing up in a world where the middle class experienced steadily increasing standards of living. My father was a scientist, my mother sold art, and my brother and I had a nice middle-class life. This included a three stage career: education | work | retirement. I went to college, studied hard, and got a good job as an engineer. My career went on a predictable path. I worked for Exxon and then IBM – each company giving me training, development, and potential for long-term career. I met many great people, learned about work, got married and had a family. My cohort, the baby boomers, was huge. Companies built entire talent systems for us – onboarding, training, predictable career growth, developmental assignments, leadership development, and retirement programs. We strapped ourselves in and enjoyed the journey. Fast forward to now: things are very different. Today’s working population bulge (median age 33, born in the early 1990s,) entered the workforce in a disrupted world. They joined companies during a boom, experienced the pandemic in their 20’s, and live in a world where everything is on the internet. While my generation revered our employers, these workers see every corporate mistake in real-time. They expect their bosses to earn their respect, otherwise they’ll “quietly quit” or start moonlighting on the side. While my generation expected to work for only a few employers during a career, today people build what Lynda Gratton calls “a portfolio career.” More than 2/3 of workers have side-hustles and their resume is filled with projects, businesses, activities, and professional interests. If you look at the LinkedIn profiles of most high performers they look like personal journeys, far different from the linear career paths we had in the past. While most of these changes came slowly, the end result is profound: the expectations, needs, and demands of workers are different. And businesses have struggled to keep up. Companies have vast amounts of unfilled positions, we suffer high turnover in almost every role, and labor unions are growing in number. What do companies do? We have to accept and understand that the labor market has totally changed. We live in a world where employees will live into their 100s. Young workers are postponing getting married and having children and they see their career as a long series of experiences. The norms of a long-term linear career have ended: people try new things, change industries, and live in what I call a “pixelated” job market. And rather than blindly trust employers, people bring high expectations to work. Young workers don’t expect to “become the job,” they want the job to “become them.” (Often called “job crafting.”) And given the shortage of workers in every role, this trend is just getting bigger. While economists believe the job market will soften and employers will have more power over time, I think those days are over. Life just isn’t going back to the way it was. Despite the growth of AI, companies are more dependent on their workforce than ever. And with 70% of the jobs now service-related (healthcare, retail, hospitality), employees really are our product. I look at it this way. Companies and employers live in a pool of labor: it’s the needs and expectations of people who decide what we can and should do. People are upset about inflation. They’re worried about climate change. They want CEOs to behave ethically. And they want flexible work that lets them live a joyful life. And every year the workforce becomes more educated and connected. (The percentage of US workers with degrees has gone up to 54%, up from 38% fifteen years ago.) People know about the company’s financial results or other issues far before an announcement even comes out. While many of these trends are obvious, many companies aren’t ready. Last year I talked to the CHRO of Boeing and he told me the problems were highlighted by employees years ago. They simply were not listening, and now they’re a company in crisis. And that leads to the topic of “employee activation.” In the old days senior leaders made decisions, workers carried out the orders. Ideas and strategies were “top-down.” Today much of the intelligence we need to grow our companies is sitting with front-line workers. We need to “activate employees” and listen to them directly. The worker in the store, plant, or front office who feels frustrated by some system or process is the person who should advise us what to do. The old idea of “management by walking around” must come back. (Our Org Design Superclass explains this in detail.) I don’t mean chaos, holacracy, or lack of controls. Successful companies have a clear mission, a series of strategic initiatives, and budgets to hold people accountable. But they empower everyone to be a leader, unleashing power from the bottom up. (Come to Irresistible and learn about how Marriott and Delta airlines exemplify this model.) The key is building what we call a “Dynamic Organization” – one which is flat, team-centric, connected, and accountable. Our research shows that only 7% of companies operate this way: most are still very hierarchical and slow to adapt. But change is coming, as companies like Delta, Marriott, Telstra, Unilever, Novartis, Seagate, and Bayer have found out. (This week the CEO of Bayer announced a radical transformation to a team-centric management model, dramatically reducing the number of “bosses.”) A dynamic organization does two things well. First, it adapts to change, sees new markets, and mobilizes quickly for change. But even more importantly, it empowers people, encourages internal mobility, and focuses on meritocracy, skills, and collaboration to thrive. (Read about Talent Density to learn more.) While these ideas are not new, urgency is critical. Employees demand growth, flexibility, and agency – and we can’t deliver it unless our reward and development systems change. Today more than 70% of US jobs are in the service sector: health care, retail, entertainment, and transportation. If we don’t empower people in these roles our products and services will suffer. Let me conclude with this: we just woke up in a totally new labor market. If you don’t focus on empowerment, growth, and employee activation, talent will just go elsewhere.
    meritocracy
    2024年03月31日