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    The best HR & People Analytics articles of July 2025 HR如何在AI时代掌握主动?David Green发布的7月《Data Driven HR Monthly》汇集全球顶尖报告与实践,聚焦“技能+任务”新范式、AI对员工体验与倦怠的双面影响,以及CHRO在企业AI战略中的领导地位。BCG数据显示,印度AI使用率达92%,但全球员工对AI培训满意度仅36%。Upwork报告揭示:高效AI用户更易疲惫离职。McKinsey与Gartner呼吁HR重构组织模型与人才规划体系。本期还探讨神经多元、NASA人才图谱与“Vibe Coding”等创新实践。 I always enjoy spending time in India, so I was delighted to arrive in Delhi yesterday ahead of People Matters Tech HR later this week. I’ll be delivering the opening keynote on how HR leaders can ace the next curve of change as well as leading a workshop on the science of better decisions. I’m looking forward to catching up with fellow speakers such as Jason Averbook (tip: subscribe to his Now to Next blog, if you don’t already), Pushkaraj Bidwai, Mukesh Jain, and Shefali Raias well as immersing myself in what is happening in the Indian HR tech scene. In this month’s edition of the Data Driven HR Monthly, which comes against the backdrop of CEOs flexing on the impact of AI on jobs, I’ve included new research from BCG and Upwork on AI at work, and the role of HR. Marc Effron is spot on here with his assessment that CHROs need to be leading the strategic conversation with the executive team on their desire to reduce costs through job reduction enabled by AI: “CHROs can lead this conversation through organization, operating model and job design, where we should be experts.” I expect plenty of discussion at Tech HR on this topic as well as the wider impact of AI on work, the workforce, and the workplace. One of the messages, I’ll look to get across in my keynote is: AI guides, but humans decide. We must prioritise the ‘H’ in HR. This edition of the Data Driven HR Monthly is sponsored by our friends at TechWolf Skills, Tasks, and Workforce Intelligence: Navigating the AI Transformation This month’s edition highlights an important conversation from the TechWolf Podcast, recorded live in New York, featuring Marc Steven Ramos, global learning leader with 25+ years’ global transformation experience with Google, Microsoft, Accenture, Novartis, Oracle, and Cornerstone, and Jeroen Van Hautte ?, CTO & Co-Founder of TechWolf. The discussion explores how task-based intelligence complements skills data to create a complete view of workforce capabilities, empowering organizations to navigate one of the largest business transformations in history: the AI-driven redefinition of work. Skills without context can be ambiguous. Tasks ground them in real work, and that’s where change, productivity, and AI come together — Marc Ramos Why This Matters Now: The pace of change in the workforce is unprecedented. Leading enterprises are already recognizing that workforce intelligence - the ability to understand, predict, and act on how work is changing in real time - is no longer optional. From skills to skills + tasks + jobs: Combining these data points allows organizations to connect individual capabilities to tangible outputs and outcomes. AI as a catalyst: AI is accelerating job evolution, making real-time visibility into tasks and skills essential for workforce planning and redeployment. Strategic urgency for boards: Workforce automation isn’t a distant trend — it is reshaping workforces today, creating pressure on executives to act on reskilling, redeployment, and workforce design at speed. To really understand a skill, you need to understand the context in which it’s applied — the tasks. And that’s where AI can add transformative clarity — Jeroen Van Hautte For HR leaders, this is an opportunity to lead. With skills and tasks as the foundation, HR is uniquely positioned to drive cultural alignment, manage change, and deliver on the board-level mandate to prepare workforces for the AI era. Listen to the Episode: ?️ Marc Ramos & Jeroen Van Hautte on Tasks, Skills & the Future of Work (TechWolf website summary) To sponsor an edition of the Data Driven HR Monthly, and share your brand with more than 145,000 Data Driven HR Monthly subscribers, send an email to dgreen@zandel.org. JULY ROAD REPORT Until flying to Delhi yesterday, as mentioned above for Tech HR India later this week, July had been a light month of travel other than a short trip to Switzerland to run an AI workshop with the HR leadership team of one of the companies that are part of the Insight222 People Analytics Program. For those interested, one of my speaking engagements from earlier this year, at the Wharton People Analytics Conference, is now available to view (see below). In the talk, I explore the critical role of data democratisation and adoption in driving workforce insights, enhancing decision-making, and scaling HR’s strategic impact. I also share best practices from our work and research at Insight222 for making people analytics accessible to leaders and employees alike, the challenges of adoption, and the key investments required to unlock the full potential of workforce data. Enjoy! Share the love! Enjoy reading the collection of resources for July and, if you do, please share some data driven HR love with your colleagues and networks. Thanks to the many of you who liked, shared and/or commented on June’s compendium. If you enjoy a weekly dose of curated learning (and the Digital HR Leaders podcast), the Insight222 newsletter: Digital HR Leaders newsletter is usually published every other Tuesday – subscribe here – and read the latest edition. HYBRID, GENERATIVE AI AND THE FUTURE OF WORK BCG - AI at Work: Momentum Builds, but Gaps Remain | JOHN BRAZIER AND NICK SOUTH - BCG’s AI at Work 2025 report: Four takeaways for HR leaders Companies are realizing that merely introducing AI tools into existing ways of working isn’t enough to unlock their full potential. The real magic happens—and value generated —when businesses go further and reshape their workflows end-to-end. BCG’s annual AI at work global survey of employees is packed full of insights and guidance for business and HR leaders looking to maximise value, adoption and employee experience with AI. The key takeaways include: (1) AI is now part of our daily work lives: 72% of respondents are regular AI users (although adoption amongst frontline employees has stalled at 51%). (2) Investment in training, leadership support and access to the right tools can break this ceiling: Yet only 36% of employees are satisfied with their AI training. (3) The Global South is showing higher adoption of AI. India leads the pack with 92% of regular users compared to the US (64%), UK (68%) and Japan (51%). (4) The next frontier: from adoption to value with end-to-end redesign. One-half of respondents say their company is starting to reshape processes. These companies also invest more in their people – and it pays off (see FIG 1). (5) AI agents are not widely deployed. Only 13% see agents integrated into broader workflows (see FIG 2). Kudos to the authors: Vinciane Beauchene, Sylvain Duranton, Nipun Kalra, and David Martin. For HR leaders, I also recommend reading John Brazier’s interview with BCG’s Nick South about the implications of the report’s findings for HR on the UNLEASH blog. FIG 1: The relationship between workflow redesign due to AI and investment in people (Source: BCG) FIG 2: Use of AI agents (Source: BCG) GABBY BURLACU AND KELLY MONAHAN - From Tools to Teammates: Navigating the New Human-AI Relationship Full time employees getting the most done with AI are also the most burned out, disengaged, and disconnected from their teams. In their study for the Upwork Research Institute, Gabriela (Gabby) Burlacu and Kelly Monahan, Ph.D. identify a crucial message for the future of work: while AI is undeniably boosting productivity – with a reported 40% jump for many workers – it's also creating a human paradox. Alarmingly, top AI performers are experiencing high burnout (88%) and are twice as likely to leave, often feeling disconnected from strategy and even trusting AI more than human colleagues (see FIG 3 and 4). The report offers three urgent calls to action for business leaders: (1) Redesign work for human-centered, AI-empowered talent and workflows, prioritising autonomy, trust and psychological safety. (2) Cultivate flexible and resilient talent ecosystems, combining full-time employees, freelancers, and AI capabilities to create agile, resilient, and high-performing teams. (3) Redefine AI strategies to focus on the end-to-end human experience, including new roles, norms, and governance. For HR leaders, these findings are a wake-up call. We must prioritise the relational side of AI, ensuring human connection, well-being, and purpose are augmented, not eroded. It's about preventing burnout in our most productive AI users, fostering alignment, and learning from agile models like freelancers to build a truly sustainable human-AI collaborative future. FIG 3: The human cost of AI productivity (Source: The Upwork Research Institute) FIG 4: The rise of human-like relationships with AI (Source: The Upwork Research Institute) COBUS GREYLING - Do AI Agents Substitute Human Workers — Or Enable Humans To Succeed In New Ways? | L. ELISA CELIS, LINGXIAO HUANG, AND NISHEETH K. VISHNOI - A Mathematical Framework for AI-Human Integration in Work AI Agents are good at tasks not jobs… In his article, Cobus Greyling provides an insightful and accessible analysis of a new study by Elisa Celis, Lingxiao Huang, and Nisheeth Vishnoi, which presents a mathematical framework that models jobs, workers, and worker-job fit, and introduces a novel decomposition of skills into decision-level and action-level subskills to reflect the complementary strengths of humans and GenAI. Greyling’s incisive analysis offers a helpful perspective for HR leaders navigating the future of work. His core message is clear: AI agents are fantastic at tasks, not entire jobs. They're not just substitutes, but powerful amplifiers of human capability, especially for less experienced workers, effectively compressing productivity gaps and fostering extraordinary collaboration. Here are four key learnings for HR: (1) Agentic AI Augments Human Potential: AI agents boost efficiency and performance, particularly for junior talent, by handling structured tasks and freeing humans for higher-order work. (2) Redefine Skills & Development: While AI takes on the mundane, HR must strategically ensure continuous skill development, focusing on uniquely human capabilities like judgment, creativity, and complex problem-solving. (3) Design for Human-AI Synergy: Organisational design must pivot to foster premium collaborations between humans and AI. It's about combining complementary strengths to achieve outcomes greater than the sum of the parts. (4) HR Leads Strategic Integration: Our role in HR is pivotal. We must orchestrate the strategic integration of agentic AI, balancing its efficiency gains with the imperative to preserve and nurture human ingenuity, driving both innovation and connection. FIG 5: Al for work: skill difficulty continuum (Source: Cobus Greyling) PEOPLE ANALYTICS KETAKI SODHI AND COLE NAPPER - Who Needs a “Human in the Loop” When AI Gives Itself Feedback Ketaki Sodhi, PhD, Program Owner for Agentic Listening and Analytics at Microsoft, and Cole Napper provide a fascinating perspective on the "human in the loop" concept for Generative AI, provocatively asking: which human, and how? This isn't just a technical question; it's where I/O Psychology and People Analytics come into their own. The article frames AI "evals"— the systems for assessing whether AI outputs are useful, accurate or aligned —as essentially performance management for Large Language Models. Just as we've wrestled with defining "good" in complex human knowledge work for decades, we now face the same challenge in building AI systems. In a world of infinite " " answers, AI evals demand the same nuance we apply to human systems: competency models, multi-rater input, calibration, and context. One of the key takeaways from Ketaki and Cole is that true success lies not in chasing perfect answers from AI, but in designing smart, human-informed systems. These are the systems that can discern between good, better, and what genuinely drives impact for your organisation. For people analytics leaders and I/O psychologists, this is a clarion call to leverage their deep expertise in human performance to shape the very fabric of our AI-driven future. FIG 6: Source – Ketaki Sodhi BEN BERRY - The future is built by everyone: What is Vibe Coding and why should People Analytics teams adopt it | ROSARIO GERMINO - From People Analytics to People Economics and Impact | ADRIAN PEREZ – GitLab People Analytics Team Handbook | DOMINIK TOMICEVIC - Can NASA’s People Graph and LLMs Revolutionize Workforce Planning? | MORGAN DEPENBUSCH - How to let color do the storytelling In each edition of the Data Driven HR Monthly, I feature a collection of articles by current and recent people analytics leaders. These are intended to act as a spur and inspiration to the field. Five are highlighted in this month’s edition: (1) In a particularly insightful piece, Ben Berry examines whether vibe coding, a product management practice of using AI tools to rapidly build functional prototypes to help turn rough ideas into working concepts, should be adopted in people analytics. (2) In her thoughtful article, Rosario Germino argues that to elevate people decisions to the same level of strategic investment as product or finance, we need a new way of thinking—and a new kind of function – People Economics and Impact, which she then breaks down into the why (see FIG 7 on the multi-dimensional aspect of informed decision making), what and how. (3) In a recent post, Adrian M. Pérez provides open source access to GitHub’s People Analytics Team Handbook, a rich resources covering areas such as (i) data governance framework, (ii) tools and methodologies, (iii) survey administration, and (iv) Tableau dashboard strategies. (4) Dominik Tomicevic provides a compelling account of how NASA’s People Graph is supporting a range of priorities from upskilling to workforce planning – with insights from the NASA team of David Meza, Madison Ostermann and Katharine Knott, MBA: “Knowledge graphs offer flexibility, since you don’t need a full schema upfront. We began with known relationships and expanded as we uncovered more insights in the data.” (5) In an edition of her excellent Trending Up newsletter, Morgan Depenbusch, PhD offers some compelling guidance on the use of colour in data visualisation and storytelling. FIG 7: Informed decisions are multi-dimensional. Financial logic makes them investable (Source: Rosario Germino) THE EVOLUTION OF HR, LEARNING, AND DATA DRIVEN CULTURE MCKINSEY - HR Monitor 2025 The gap is widening between what is needed from an efficient, effective HR function and what most organizations currently offer McKinsey's HR Monitor 2025 benchmark study of workforce and HR trends across Europe, delivers a sharp analysis of the critical shifts shaping the HR profession, emphasising that the next 12-24 months are decisive for the function. The report identifies five key trends: (1) Workforce planning is not approached strategically enough – see FIG 8 - (“…with rapid changes driven by gen AI and shifting skill needs, workforce planning must move beyond short-term staffing forecasts to include a longer-term view and future-scenario planning”). (2) Talent acquisition is becoming more complex: with only 56% offer acceptance rates, 18% of new hires leaving during their probationary period and the overall hiring success rate in Europe standing at a lowly 46%, a more strategic and coordinated approach to attracting and hiring talent is required. (3) Employee development continues to be highly fragmented (“To prepare the workforce for future challenges, organizations must connect performance management, learning and development, and talent development in one cohesive strategy”). (4) Employee experience is essential—and underdeveloped (“A more tailored, data-driven approach to the employee experience is needed to build motivation and long-term commitment to employers”). (5) Gen AI and shared-services centres could boost efficiency and effectiveness (“HR departments must modernize their operating models by expanding SSC adoption and using automation and gen AI to increase speed, scalability, and strategic impact”). For Chief People Officers, the message is clear: You must align HR strategy directly with business priorities, strengthen your HR operating model, and aggressively build digital and AI skills within HR. This is about laying the foundation for a modern, AI-enabled HR function that is both deeply people-centric and laser-focused on organizational performance. Kudos to the authors: Julian Kirchherr, Vincent Bérubé, Charlotte Seiler, Dr. Kira Alexandra Rupietta, Kristina Stoerk, Nina-Marlene Senst, and Simon Gallot Lavallée. ...with rapid changes driven by gen AI and shifting skill needs, workforce planning must move beyond short-term staffing forecasts to include a longer-term view and future-scenario planning FIG 8: Engagement in workforce planning (Source: McKinsey) FIG 9: Predicted impact of gen AI on HR department (Source: McKinsey) ESER RIZAOGLU AND STEPHANIE CLEMENT - How CHROs Can Prepare Their Function and the Enterprise for AI Transformation CHROs play a key role in safely using AI at scale to deliver business outcomes. Recent research by Eser Rizaoglu and Stephanie Clement for Gartner provides a helpful roadmap for CHROs steering their organisations through AI transformation, by focusing on HR's pivotal role in shaping the future of work. The report highlights three key actions for CHROs to enable their organisation's AI approach: (1) Assist in delivering business outcomes using AI: Leverage GenAI for HR productivity first, then expand to drive enterprise-wide improvements with a broader AI portfolio. (2) Manage behavioural outcomes of AI: Cultivate a culture of innovation, build human-centred change management plans, and introduce new HR roles to foster human-machine partnerships. (3) Enable workforce readiness for AI: Implement AI literacy programs for all (see FIG 10), while targeting upskilling efforts on segments most impacted, building empathy, and tracking readiness indicators. For CHROs in Steady-AI-Pace organisations, the focus is on foundational AI literacy and policy. Those at an Accelerated-AI-Pace must deepen this by targeting high-impact workforce segments and deploying AI champions to drive effective, human-centric change. FIG 10: AI Literacy Program Roadmap (Source: Gartner) DAVE ULRICH - Navigating Eight Paradoxes of AI for HR When algorithms combine with human empathy, judgement, and creativity, sustained progress occurs. In his article, Dave Ulrich highlights eight paradoxes on the AI for HR agenda that he believes business and HR leaders need to navigate to move up the s-curve and waves of HR impact (see FIG 11) to deliver more value. As Dave explains: “Navigating (not just managing) paradox means highlighting and working through opposing ideas—each of which is valid—that combine to create more value.” The eight paradoxes identified in the article are: (1) AI and AI: Artificial Intelligence * Authentic Intimacy. (2) Remove jobs and redefine work. (3) Bottom line efficiency and top line growth. (4) Distribute and concentrate power. (5) Lower and increase risk. (6) Expand perspective and reduce cognition. (7) Provide answers and explore questions. (8) Isolate and connect. FIG 11: Five stages of AI for HR evolution (Source: Dave Ulrich) EMPLOYEE LISTENING, EMPLOYEE EXPERIENCE, AND EMPLOYEE WELLBEING JARED WEINTRAUB - A day in the life of a GenAI-enabled workforce Deloitte forecasts that 25 percent of companies currently using GenAI will launch agentic pilots this year, rising to 50 percent by 2027 Jared Weintraub, PhD, SPHR's article for Deloitte paints a tantalising picture of a 'Gen-AI enabled workforce,' showcasing how AI agents are already transforming our daily work. Through a fictional Fortune500 company, Jared brings to life three key personas: (1) New Hire (Riley): Experiences personalised onboarding, with AI agents helping her navigate culture and quickly excel in her role. (2) VP (Taylor): Sees optimised leadership workflows, receiving instant summaries, personalised action items, and even real-time feedback on calls. (3) CEO (Angelina): Gains powerful support for strategic decision-making, with AI agents providing real-time insights and even coaching for high-stakes events like public town halls. These examples demonstrate AI's profound potential not to replace workers, but to fundamentally enhance human potential, leading to a significantly improved employee experience where individuals, teams, and organisations can thrive and perform at their absolute best. Thanks to Brian Heger for highlighting in his excellent Talent Edge Weekly. WORKFORCE PLANNING, ORG DESIGN, AND SKILLS-BASED ORGANISATIONS SCOTT REIDA AND KRISTIN SABOE - Applying the Rule of 72 to Workforce Skill Obsolescence and Productivity Degradation Amazon's Scott Reida and Google's Kristin Saboe, Ph.D. introduce a powerful financial concept to HR: the "Rule of 72." Traditionally, it's a shortcut to estimate how long an investment takes to double, by dividing 72 by its annual growth rate. They ingeniously flip this, applying it to skill evolution: by dividing 72 by a role's weighted average 3-year Compound Annual Growth Rate (CAGR) of its skills, one estimates the "years to obsolescence" if no upskilling occurs. This provides critical directional clarity on how fast job competencies are shifting. Their framework, illustrated in FIG 12, categorises skills into four key zones: (1) Emerging (low adoption, high growth, representing the cutting edge). (2) Table Stakes (widely adopted, foundational must-haves with steady growth). (3) On the Cusp (moderate adoption, sustained expansion, offering long-term value). (4) Sunset (declining demand, requiring intentional upskilling). This enables smarter workforce planning. HR can now target training budgets where skill erosion is rapid, shifting from reactive to proactive strategies. It transforms talent into a dynamic portfolio , informing sharper hiring and career development in our accelerating world. FIG 12: Categorising skills into four key zones (Source – Scott Reida and Kristin Saboe) McKINSEY - The new rules for getting your operating model redesign right When people feel invested in and supported, they are more likely to embrace change, contribute meaningfully, and sustain the behaviors that drive long-term impact. New research from McKinsey updating their nine golden rules for operating model redesign, which finds that five original (evergreen) rules have stood the test of time while four new (evolved) rules have emerged (see FIG 13). The study identifies a key finding: redesign success jumps from 59 percent when using all nine original rules to 97 percent when using all nine in the refreshed set. The article also presents four broad redesign themes for leaders to focus on: (1) Create alignment among leaders and decision-makers, grounded in strategy. (2) Invest deeply in rewiring workflows. (3) Make significant investments in people. (4) Create a performance-oriented culture for durable impact. For Chief People Officers, the key takeaway is that they need to become the architects of dynamic, human-centric operating models. Their focus shifts from traditional talent management to proactively designing how work gets done, emphasising skills and capabilities over static roles. CPOs should also lead on ethical AI integration, foster a culture of continuous learning, and empower leaders. This creates a workforce built for perpetual reinvention, driving sustained value in an increasingly uncertain world. Kudos to the authors: Brooke Weddle, J.R. Maxwell, Tristan Allen, Deepak Mahadevan, Elizabeth Mygatt, and Olli Salo. FIG 13: The refreshed golden rules of organisational redesign (Source: McKinsey) LEADERSHIP, CULTURE, AND LEARNING JEFF WETZLER - The Right Way to Prepare for a High-Stakes Conversation Curiosity increases your ability to process new information and respond creatively to complex problems. It activates the brain’s learning and reward centers, increasing your capacity for insight and creative problem-solving. In his recent HBR article, Jeff Wetzler introduces a helpful concept for leaders: The Curiosity Check (see FIG 14). This diagnostic is designed to fundamentally shift your mindset from defensive certainty to productive curiosity, and so improve your effectiveness in high-stakes discussions and boost your influence. It’s all about unlocking crucial, often hidden, insights. Wetzler outlines three actionable steps: (1) Choose Curiosity Over Certainty: Actively ask yourself "What am I missing?" challenging your assumptions. (2) Make It Safe to Speak Up: Create an environment where people feel secure sharing their true thoughts, proving safety through action, not just words. (3) Pose Quality Questions: Shift from shallow or leading questions to open-ended, neutral, and deeper inquiries that encourage genuine reflection. Wetzler brings this to life with examples, highlighting how leaders often miss critical information when they assume team alignment, never probing for the "unspoken thoughts" that hold the real insights. This approach empowers you to tap into wisdom you might otherwise completely overlook. Thanks to Amy Edmondson for highlighting. FIG 14: The Curiosity Curve (Source: Jeff Wetzler) MCKINSEY RESEARCH AND INNOVATION LEARNING LAB – Reimagined: Development for the Future of Work – Evolving Trends in L&D Article | Full report Leaders must prepare for a future defined by radical candor regarding the impacts of AI on work and the workforce. The 2025 McKinsey Learning Perspective spotlights three interconnected themes crucial for people development in a rapidly changing world: (1) Fluid Development Ecosystems: Organisations must design work to be inherently developmental, shifting from rigid structures to dynamic, data-driven ecosystems. This means de-siloing HR functions and embedding learning into daily work, making growth continuous and seamless. The goal is to make daily challenges catalysts for growth, supported by real-time data and foresight. (2) Responsible AI Adoption: This defining moment demands leaders preserve employee trust by showing AI will help them thrive, not just automate work. It's about fostering powerful human-AI collaboration, offloading repetitive tasks to AI to unlock human creativity and higher-order skills. Responsible adoption hinges on equipping employees with uniquely human capabilities like critical thinking and judgment. (3) Resilient and Adaptable Individuals and Organisations: Thriving organisations anticipate challenges, adapt, and grow, building structural and cultural foundations for resilience. This involves unlocking the potential of diverse, multigenerational workforces, supporting recuperation to prevent burnout, and enabling organisational resilience through sustainable workflows. It means seeing resilience as a shared, cultivated capability, not just an individual trait. Read the article by Heather Stefanski, Benjamin Hall, Jake Gittleson, and Jessica Glazer, and then dive into the full report, which also includes contributions from the likes of Sandra Durth. DIVERSITY, EQUITY, INCLUSION AND BELONGING ROBERT D. AUSTIN, NEIL BARNETT, CHLOE R. CAMERON, HIREN SHUKLA, THORKIL SONNE, AND JOSE VELASCO - How Neuroinclusion Builds Organizational Capabilities Leaders should consider neuro-inclusion as a strategic capability-building opportunity rather than a diversity initiative In a rapidly evolving world, neuro-inclusion is emerging as a critical organisational capability, as highlighted by Robert Austin, Neil Barnett, Chloe Cameron, Hiren Shukla, Thorkil Sonne, and Jose Velasco in the MIT Sloan Management Review. This isn't merely a diversity initiative; it's a strategic imperative that unlocks competitive advantage by leveraging the rich, natural variation in human cognition. By intentionally designing processes for neurodistinct individuals, organisations can profoundly improve: (1) Hiring, by tapping into overlooked talent pools with unique skills (as seen with SAP attracting highly credentialed candidates often missed by traditional interviews); (2) Innovation, through diverse perspectives that spark novel solutions (Microsoft's Teams ‘Blur’ feature emerged from a neurodistinct engineer's insights); and ultimately, (3) Culture, by fostering a more adaptive and truly inclusive environment for everyone. As the article reveals, EY, Microsoft, and SAP are prime examples of organisations already reaping these benefits, demonstrating that embracing neurodiversity enhances collective intelligence and drives superior business outcomes. FRANK DOBBIN AND ALEXANDRA KALEV - Achieve DEI Goals Without DEI Programs Many management innovations designed to improve performance actually boost workforce diversity as well, without inviting the backlash of formal DEI programs. Frank Dobbin and Alexandra Kalev, in their recent HBR article, challenge the traditional view of DEI. They argue that as formal DEI programs face headwinds, HR leaders can still drive significant diversity, equity, and inclusion by focusing on high-performance management techniques that naturally foster inclusion and improve business outcomes, all without the ‘DEI program’ label. They highlight five powerful techniques and provide examples of how these have been implemented by companies: (1) Referral programs: Companies like Oracle use these effectively, often boosting representation organically. (2) Skills upgrading: Walmart exemplifies this, investing in employee upskilling that broadens opportunities for diverse talent (see FIG 15). (3) Mentoring programs: IBM has long leveraged robust mentoring to support career progression across all groups. (4) Scheduling flexibility and stability: Gap demonstrates how providing predictable yet flexible schedules empowers diverse workforces. (5) Performance-based retention: Amazon uses data-driven approaches to identify and retain top performers, inherently benefiting those who excel regardless of background (also see FIG 15). This approach embeds DEI within the fabric of how we manage and develop our people, making it an undeniable component of business success. It’s about doing good by doing well. FIG 15: Walmart and Amazon’s changing workforces (Source: Dobbin and Kalev) HR TECH VOICES Much of the innovation in the field continues to be driven by the vendor and analyst community, and I’ve picked out a few resources from July that I recommend readers delve into: LISA K. SIMON - How Much Is a Skill Worth? In her article, Lisa K. Simon, Chief Economist at Revelio Labs, presents the findings of a new paper, she co-authored with David Dorn, Ludger Woessmann, Moritz Seebacher and Florian Schoner, which finds that the number and type of skills workers report are strong predictors of how much they earn: “In fact, differences in skills predict earnings better than differences in education or past experience. Workers who list more skills tend to be in better-paid jobs. On average, each additional skill listed on a resume is associated with 0.67 percentage points higher earnings.” Another finding is that not all skills are valued equally, with occupation-specific and managerial skills providing the largest boost to income, while a higher prevalence of general skills is associated with lower earnings (see FIG 16). Thanks to Seth Hollander, MBA for highlighting the article and paper. Workers who list more skills tend to be in better-paid jobs. On average, each additional skill listed on a resume is associated with 0.67 percentage points higher earnings. FIG 16: Only having general skills on a resume is associated with lower earnings (Source: Revelio Labs) WARDEN AI - State of AI Bias in Talent Acquisition This is an excellent new report from Jeffrey Pole and the team at Warden AI, which provides a comprehensive and data-driven review of AI bias, compliance and responsible AI practices in talent acquisition – the area of HR, which perhaps has the most significant adoption of AI. With a foreword by Kyle Lagunas, and contributions from the likes of Hung Lee (see quote below) and Sarah Smart, Sultan Murad Saidov and Trent Cotton, key findings include: (1) 75% of HR leaders say bias is a top concern when adopting AI. (2) 15% of AI systems fail to meet fairness metrics for one or more demographic group. (3) AI scores 0.94 vs 0.67 for humans, outperforming on average across fairness metrics (see FIG 17). (4) AI is up to 45% more fair than humans for women and racial minority candidates. Congrats too to Jeff and the team for raising $1.6m in a recent funding round. We are right to worry about AI bias, but we should not forget that the baseline, human only judgment, is far from bias-free - Hung Lee FIG 17: AI outperforms humans across fairness metrics (Source - Warden AI, State of AI Bias in Talent Acquisition) COLE NAPPER - From HR Skills…to HR Jobs When new trends emerge at work, they are likely to first appear as skills. As skills evolve, they consolidate into job titles and full occupations. The prolific Cole Napper highlights Lightcast data to paint a compelling analysis on the journey of people analytics, workforce planning and talent intelligence from trends to skills to jobs: “When new trends emerge at work, they are likely to first appear as skills. As skills evolve, they consolidate into job titles and full occupations.” In the article, Cole presents data visualisations and analysis on how job postings mentioning each of the three skills fluctuated over time, how this translated into job titles, and the wage premium (see FIG 18) that these three categories have on HR salaries in general (on the theme of people strategy and analytics salaries, read this post by Pallavi Narang) Look out for Cole’s book, People Analytics: Using data-driven HR and Gen AI as a business asset, which is available for pre-order now ahead of being published on August 26. FIG 18: Median salaries in HR areas (Source: Lightcast) PODCASTS OF THE MONTH In another month of high-quality podcasts, I’ve selected four gems for your aural pleasure: (you can also check out the latest episodes of the Digital HR Leaders Podcast – see ‘From My Desk’ below): PETER FASOLO - Leading with impact as a chief human resources officer – In this must-listen episode of Capital H, Peter Fasolo, Ph.D., former chief human resources officer at Johnson & Johnson, joins host Kyle Forrest to discuss the power of systems thinking, board collaboration, aligning your people agenda with enterprise strategy, and more. ANGELA LE MATHON - AI-Native HR Operating Model & AI Agents for Skills/Tasks – The brilliant Angela LE MATHON joins Cole Napper to discuss how AI is transforming the work that people analytics does and how the function operates as well as envisioning a new AI-native operating model for HR. SVENJA GUDELL, BROOKE WEDDLE, AND BRYAN HANCOCK - What the labor market isn’t telling you—yet – Svenja Gudell, chief economist at Indeed, joins Brooke Weddle, Bryan Hancock, and host Lucia Rahilly, on an episode of McKinsey Talks Talent to help leaders make sense of the current collision of labour market trends: generative AI, agentic AI, an aging workforce, shifting priorities, and more. BEN WEIN – How Bristol-Myers Squibb used skills data to solve a life-or-death talent shortage – Ben Wein, Director of Workforce Skills Enablement at Bristol Myers Squibb, joins Julius Schelstraete ? on The TechWolf Podcast to share how BMS is becoming a skills-based organisation—starting with a business-critical talent shortage in cell therapy manufacturing. Ben explains how BMS uses skills data to drive faster hiring, smarter workforce planning, and ultimately, patient impact. VIDEO OF THE MONTH DJ PATIL - Data, Decisions, and the Future of Work: How AI and Curiosity Are Redefining Careers Many of the videos of the talks at the recent Wharton People Analytics Conference are now available on the Wharton School YouTube channel, including my talk on How Top Companies Scale People Analytics Adoption. There are some wonderful talks from the likes of Amy Edmondson, Ravin Jesuthasan, CFA, FRSA, Ben Waber, Karalee Close, Guru Sethupathy and Michael Fraccaro, but perhaps my favourite session of the two days was former US Chief Data Scientist DJ Patil’s fireside chat with Eric Bradlow on how firms can harness data science to navigate the future of work. They explore the evolving relationship between AI and human collaboration, the promises and pitfalls of algorithmic management, and how leaders can build ethical, resilient, and high-performing organizations in an increasingly data-driven world. BOOKS OF THE MONTH Given it’s the summer in Europe and North America, here are two books to read while you are getting some well-earned relaxation time: PETER HINSSEN – The Uncertainty Principle - Peter Hinssen's The Uncertainty Principle, his fifth book, is a vital read for HR leaders. It argues we're in a "Never Normal" world, where constant change is inevitable. Hinssen transforms uncertainty from a threat to an opportunity, urging us to move faster and think bigger. For HR, this means embracing ambiguity, leading cultural shifts, leveraging people data, and redefining talent and leadership for relentless evolution. It's about equipping our people to thrive and transform every challenge into a strategic advantage. For a preview of the book, I recommend Peter’s recent discussion with me on the Digital HR Leaders podcast: Uncertainty as an Opportunity: HR's role in Shaping the Future. JENNY DEARBORN AND KELLY RIDER - The Insight-Driven Leader: How High-Performing Companies are Using Analytics to Unlock Business Value - Jenny Dearborn, MBA and Kelly Rider's The Insight-Driven Leader is an inspirational guide to unlocking serious business value through people analytics. This book shows how to transform raw data into powerful workforce insights, solving critical challenges and driving success. You'll learn: (1) How to move beyond traditional rear-view HR metrics to actionable insights. (2) Real-life case studies from leading organisations, as well as cautionary tales. (3) Recommendations for becoming an insights-driven organization using workforce analytics. The book is a must-read for leaders aiming to align data with strategy and build a truly insight-driven culture. FROM MY DESK July saw four new episodes of the Digital HR Leaders podcast – all sponsored by our friends at Mercer (thanks IŞIL ÇAYIRLI KETENCI): ANSHUL SHEOPURI - How People Analytics is Powering Business Strategy - Anshul Sheopuri, Executive Vice President of People Operations & Insights at Mastercard, joins me for a conversation on how to embed analytics into enterprise-wide decision-making at scale. Thanks to Sasha Houlihan for organising. PETER HINSSEN - Uncertainty as an Opportunity: HR's role in Shaping the Future – As highlighted in the Books of the Month above, Peter Hinssen joined me to discuss what it really takes for HR to embrace uncertainty and lead in this era of the ‘Never Normal.’ RAVIN JESUTHASAN AND BRIAN FISHER - The Skills Revolution: Your Playbook for Workforce Agility – Ravin Jesuthasan, CFA, FRSA and Brian Fisher join me to explore why skills-based workforce planning has surged to the top of the HR agenda - and what leading companies are doing to turn intent into action. AMY BAXENDALE - How Arcadis Built a Skills-Powered Organisation – Amy Baxendale , Global Future of Workforce Director at Arcadis, provides a detailed guide on the journey the company has embarked to become a skills-powered organisation. The episode includes discussion on the business case, securing sponsorship, setting up governance, the partnership with Mercer and Eightfold, and the early benefits: We are early in the journey, but we are seeing some promising signs of progress. Our time to hire is trending downwards - that has a direct commercial impact for the business. We've also actually been able to calculate the financial impact of work that's being completed through gigs and show the actual impact on EBITDA LOOKING FOR A NEW ROLE IN PEOPLE ANALYTICS OR HR TECH? I’d like to highlight once again the wonderful resource created by Richard Rosenow and the One Model team of open roles in people analytics and HR technology, which now numbers over 525 roles with half of these being new. THANK YOU To HR magazine and Charissa King for including me again in their annual HR Most Influential list as one of the ten most influential practitioners The Talent Games for including the Digital HR Leaders podcast at #6 in its 27 Best Leadership Podcasts for HR Leaders. Steve Sands for including my work as part of his Human Resource Management Analytics night class at the National College of Ireland. A huge thank you to the following people who either shared the June edition of Data Driven HR Monthly and/or posted about the Digital HR Leaders podcast, conferences or other content. It's much appreciated: Emmanuel Duncan, Rob Baker, FCIPD, MAPP, Richard Hall, Robert Rogowski, Catherine de la Poer, Caroline Lambe, Jeremy Sholl, Narelle Burke, Edan Halili, Francesca Caroleo (SHRM-SCP, ICF-ACC), Uwe Gohr, Joseph Frank, PhD CCP GWCCM, Randeep Kaur, Aaron Chasan, Danial Singh Kang, Jorge-Luis Gonzalez, Anisha Moosaأنيشا موسى?????, Carlos Lopes, Danielle Farrell, MA, CSM, Kris Saling, Hiroyuki MIYAI, Ph.D., Yukiko Hosomi, Dr. Christoph Spöck, Joachim Rotzinger, Kevin Le Vaillant, Seung Won Yoon, Alexis Fink, Timo Tischer, Dr. Tobias Bartholomé, Jose Luis Chavez Vasquez, Meg Bear, Abhinav Tiwari, Esther Abraas, Gareth Flynn, Elizabeth Musso, Jana Glogowski, Maarten van Beek, K Nair, Joonghak Lee, Sameer Tahir, Robert Allen, Volker Jacobs, Bilal Laouah, Florent Maire, Oliver Kasper, Jaap Veldkamp, Patrick Coolen, Jeff Wellstead, Jean-Francois (Jeff) BOUBANGA MIGOLET, Dan George, Shujaat Ahmad, Alexandra Nawrat, People Edge Consulting Ltd., Andrew Spence, Roshaunda Green, MBA, CDSP, Phenom Certified Recruiter ?, Austin Brockert, MBA, Dan Riley, Sanja Licina, Ph.D., Anna A. Tavis, PhD, Stela Lupushor, Jeremy Shapiro, David Simmonds FCIPD, Catriona Lindsay, Aravind Warrier, Michael Arena, Greg Pryor, Isabella Cheshire, Amardeep Singh, MBA, Aline Costa, Anis Alexandros El Namparaoui, Adam Treitler, Helder Figueiredo, Sebastian Knepper, Sebastian Kolberg, Lewis Garrad, Kerry Ghize, Preetha Ghatak Mukharjee, Jacob Nielsen, Pete Jaworski, Søren Kold, Prabhakar Pandey, Avani Solanki Prabhakar, Ian Grant FCIPD, Erik Samdahl, Max Blumberg, Sergey Puchka, Romy Hobson, Bettina Dietsche, Hernan Chiosso, CSPO, SPHR ?, Paola Alfaro Alpízar, Sergio Garcia Mora, Hanadi El Sayyed, David van Lochem, Maria Nolazco Masson, David McLean, Clara W Estanqueiro, Shonna Waters, PhD, Kevin Martin, Kathi Enderes, Serena H. Huang, Ph.D., Smadar Tadmor, Tobias W. Goers ツ, Dr. Denise Turley AI.Impact.Equity, Stella Ioannidou, Apeksha Awaji, Evan Franz, MBA, L N Divya Mudundi, Ross Sparkman, Salman Farooq, Megan Reitz, Todd Tauber, Heather Muir, AJ Herrmann, Priyanka Mehrotra, Oliver Auty, Priya Subrahmanyan, Naotake Momiyama, Bill Banham, Matthew Yerbury, Prachi Agasti, Robin Haag, Fabian Stokes, MBA, SWP, Monika Manova, Barry Swales, Dean Carter, Ian OKeefe, Ying Li, Alexandre Monin, Mike Zarrilli, Natasha Fearon, Pedro Pereira, David Balls (FCIPD), Naomi Verghese, Geetanjali Gamel, Frankie Close, Warren Howlett, Stephanie Murphy, Ph.D., John Gunawan, Jesse Clark, MBA, Caitie Jacobson Mikulis, Meghan M. Biro, Dan Trares, Kouros Behzad, Kathleen Kruse, Nick Lynn, Mariana Allain Carrasqueira, Marina Pearce, PhD, Dawn Klinghoffer, Raquel Mitie Harano, Delia Majarín, Deborah M. Weiss, Courtney McMahon, Nirit Peled-Muntz, Hanne Hoberg, Adam McKinnon, PhD., Don Dela Paz, Matt Elk, Sophia Houziaux, Danielle Bushen, Nabil Dewsi, Sai Bon Timmy Cheung 張世邦, Dolapo (Dolly) Oyenuga Agnes Garaba, Wouter Minten, Olly Britnell, Nick Hudgell, Roxanne Laczo, PhD, Claire Masson, Daisy Grewal, Ph.D., Laura Cole, Brian Elliott, Erin Eatough, PhD Henrik Håkansson Gabe Horwitz Russell Klosk (智能虎) The final note this month is a sad one - rest in peace Diogo Jota and André Silva. ABOUT THE AUTHOR David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 100 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021. MEET ME AT THESE EVENTS I'll be speaking about people analytics, the future of work, and data driven HR at a number of upcoming events in 2025: July 31 - August 1 - People Matters TechHR India 2025, Delhi August 13-16 - GCHRA Africa, Accra, Ghana (I will join virtually) September 25 - Visier Outsmart Local London, London October 7-9 - Insight222 Global Executive Retreat, Atlanta (exclusive to the people analytics leader in member companies of the Insight222 People Analytics Program®) October 15-16 - People Analytics World, New York October 21-22 - UNLEASH World, Paris November 12-13 - HR Forum 2025, Oslo More events will be added as they are confirmed.
    资讯
    2025年07月27日
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    微信客服:hinacshr ,北美华人人力资源协会(NACSHR)推出 北美华人人力资源协会(NACSHR)推出微信客服:hinacshr  为方便与您的快捷沟通交流,北美华人人力资源协会特别推出微信客服:hinacshr 小红书:NACSHR Linkedin: NACSHR ( https://www.linkedin.com/company/nacshr/ ) 网站:www.nacshr.org 邮件:nacshr818@gmail.com 可以右键保存,不失联
    资讯
    2025年07月23日
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    NACSHR机构会员计划 Institutional Membership-连接信任,拓展客户,共建北美华人HR新生态 北美华人人力资源协会(NACSHR)正式推出 机构会员计划 Institutional Membership 连接信任,拓展客户,共建北美华人HR新生态 在北美竞争日益激烈的人力资源服务市场,品牌信任、客户连接与持续曝光变得比以往任何时候都更加关键。一次性的活动合作,难以支撑企业长期影响力的建设,而真正的商业价值,来自于稳定关系与持续协作。 为此,北美华人人力资源协会(NACSHR)特别推出机构会员计划,专为猎头服务、HR外包、移民签证劳工律所、EOR、人力资源咨询培训机构及HR科技SaaS厂商等专业服务机构打造。我们不仅仅提供一次论坛演讲的机会,更致力于与优质合作伙伴构建可持续的战略关系,共同深耕北美华人HR生态圈。 为什么加入NACSHR机构会员? 全年品牌建设与信任积累 通过图谱认证、网站专栏、社交媒体推广等多渠道组合,持续增强品牌可信度与行业影响力。 高质量人脉与客户触达 参与线下会议、线上活动与会员社群,精准对接HRD、招聘负责人等关键决策群体。 优先展示与推荐机制 在平台内的业务合作推荐、采访邀请、市场对接中获得优先展示权,全面提升转化效率。 品牌美誉与传播机会 长期品牌曝光叠加年度评选优先权,助力品牌在行业中建立良好声誉与专业口碑。 业务推荐与跨区转化支持 协会企业会员的需求将优先推荐给机构会员,并支持跨区域合作与垂直行业资源对接。 为什么选择与NACSHR建立长期合作? 我们拥有覆盖北美最广泛的华人HR核心网络 每年多场高质量线下、线上专业活动,助力品牌全年可持续曝光 触达出海企业的HRD、招聘负责人、法务合规及业务负责人等核心B端决策人 提供真实、可转化的客户资源与合作推荐机会 我们期待与志同道合的HR服务机构建立长期战略合作伙伴关系,共创北美华人HR新未来,而不仅仅是一次性的活动参与者。 从一次曝光,到全年连接 成为NACSHR机构会员,开启专业品牌成长的长期通道。 Stay Together, Stay Powerful 马上加入NACSHR机构会员,与我们共同推动华人HR生态在北美的专业化、规模化与品牌化发展! 机构会员等级与权益一览 为满足不同阶段机构的需求,分为以下两种等级: 白金会员(Platinum Member)年费:9800美元/年 会员权益包括: 线下活动演讲机会 2 次 价值8000美元,可参与NACSHR主办的年度线下论坛或城市专场,面向HR决策群体进行品牌展示与内容分享。 图谱认证服务 1 年 价值3000美元,获得“NACSHR华人HR服务机构图谱”认证与推荐,在平台内长期曝光,增强品牌信任度。 品牌展示服务 1 年 价值3000美元,包含专属机构页面、网站专栏文章发布、社交媒体内容推广(LinkedIn、微信群、小红书等渠道)。 年度评选优先参与权 价值1000美元,优先入围“NACSHR年度服务机构榜单”及其他荣誉评选。 线上活动专属机会 1 次(60分钟) 价值3000美元,参与NACSHR线上分享活动或闭门沙龙,提升行业影响与客户转化机会。 业务需求优先推荐 协会企业会员若有招聘、合规、技术等业务合作需求,将优先向白金会员机构推荐。 黄金会员(Gold Member) 年费:5000美元/年 会员权益包括: 线下活动演讲机会 1 次 价值4000美元,可参与1场NACSHR线下论坛,进行品牌与内容展示。 图谱认证服务 1 年 价值3000美元,获得图谱认证与平台曝光。 年度评选优先参与权 价值1000美元,获得优先参与协会年度奖项的资格。 业务需求优先推荐 协会平台内相关企业合作需求将优先考虑高级会员。 联系方式: nacshr818@gmail.com 微信客服:hinacshr 在线申请: https://www.nacshr.org/Survey/5D9C5B7F-4CE0-9D7D-D489-87535F0CAA29
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    2025年07月17日
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    NACSHR企业会员计划 Corporate Membership 与值得信赖的 HR 社群建立长期连接 北美华人人力资源协会(NACSHR) 企业会员计划 Corporate Membership 与值得信赖的 HR 社群建立长期连接 在北美,企业的持续发展离不开对人才的深度理解与专业支持。而对于人力资源管理而言,真正的竞争力,不仅来自体系与工具,更来自连接——与优秀 HR 人才的连接、与真实经验的连接、与可信赖资源的连接。 NACSHR(北美华人人力资源协会),是北美地区具有影响力的人力资源专业社群,汇聚了来自不同行业与文化背景的 HR 从业者与组织管理者。 我们始终相信:专业的力量源于彼此的理解,长期的成长建立在稳定的连接之上。 企业会员计划是 NACSHR 为在北美发展的企业特别设立的一项合作机制。我们希望通过这个计划,与用人单位建立深度协作,共同构建一个可信、专业、互助的 HR 生态,在招聘、组织建设、人才发展、用工合规等关键议题上,成为企业值得信赖的合作伙伴。 与此同时,越来越多的 HR 从业者也在寻找一个真正值得依靠的社区——一个能够支持他们解决工作挑战、提升专业能力、拓展人脉网络的平台。 NACSHR 始终关注 HR 的长期成长,致力于通过知识分享、社群连接与真实案例共创,陪伴每一位 HR 专业人士在职业之路上稳步前行。 加入 NACSHR 企业会员,不仅是为了帮助企业找到合适的人才与解决方案,更是在支持一个专业社群的同时,为整个北美 HR 生态注入活力,推动它向着更加稳健、多元、有力的方向发展。 无论您是正在组建本地 HR 团队的成长型企业,还是希望拓展品牌影响力、链接更多人力资源的成熟公司, 我们诚挚邀请您加入 NACSHR 企业会员—— 共建连接,共享价值,共助成长。 企业会员等级与权益一览 为满足不同阶段企业的需求,企业会员分为以下两种等级: 黄金会员 3000美元 /年 线下相关会议通票 6人次,价值3000美元 线下会议论坛VIP专属礼遇 招聘频道VIP发布和推广(5个岗位)以内,价值2000美元 优先参与奖项评选参与,价值1000美元 专属客服通道,需求优先对接支持 :招聘、合规、培训、法律资源等需求对接 NACSHR业务优先优惠参加,如线下workshop、企业参访交流等 高级会员 2000美元/年 线下相关会议通票 4人次,价值2000美元 线下会议论坛VIP专属礼遇 招聘频道VIP发布和推广(3个岗位)以内,价值1200美元 优先参与奖项评选参与,价值1000美元 需求优先对接支持 :招聘、合规、培训、法律资源对接支持 NACSHR业务优先优惠 联系方式: nacshr818@gmail.com 微信客服: hinacshr 在线申请:https://nacshr.org/Survey/002DB65F-F2BB-3C1B-2F3D-A231777AE5A0
    资讯
    2025年07月16日
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    How California Employees Can Navigate Conflict & Respond to Workplace Aggression 在加州职场,冲突虽常见,但若升级为言语、心理或身体上的攻击,员工权益和安全便受到严重威胁。本文由加州资深劳动律师 Andrea Amaya 撰写,结合丰富实务经验,为员工提供一套应对职场侵害的法律行动指南。 首先,员工需识别何为“正常摩擦”与“侵害行为”之间的界限——如果对方的行为使你感到受威胁、被羞辱、被排挤,或影响工作绩效,就不应被视为“职场常态”。其次,律师强调“记录一切”的重要性,即便是微小的不适也应及时整理证据,如保存邮件、截图聊天记录,并建立日志。 面对挑衅时,理性、专业的回应比情绪化反应更具保护力。文章建议使用明确措辞维护自身底线,并在适当时向HR正式提出书面投诉。但员工也需意识到HR并非完全中立,举报时需谨慎、留存所有记录。如担心遭遇打击报复,建议先与律师沟通。 当局势持续恶化、损害身心健康时,员工应评估是否需要寻求法律援助或考虑离职。在加州,基于歧视、骚扰或报复的侵权可向 CRD 或 EEOC 提出申诉。 作者最后提醒,职场毒性文化的存在并非员工本人的失败,勇敢维权、优先保护自己的心理健康,是专业、成熟且有力的选择。 LOS ANGELES, July 15, 2025-Conflict is part of any workplace and often unavoidable. It can look like subtle disrespect in meetings or outright hostility behind closed doors.But when conflict escalates into aggression, whether it be verbal, psychological, or even physical, and it starts threatening your dignity, safety, and career, it stops being a mere HR matter. As an employment lawyer in California representing employees across industries, I've seen how workplace aggression, left unchecked, can erode mental health, derail careers, and silence otherwise brilliant voices. But I've also seen how clarity, strategy, and the courage to act can turn conflict into a turning point rather than a breaking point. Here's how California employees can navigate workplace conflict and respond to aggression in a way that's not only safe and smart, but legally informed. 1. Recognize the Difference Between Discomfort and Abuse Not every disagreement is "hostile work environment" material. Workplaces are made up of employees with differing opinions, personalities and backgrounds. Disagreements are bound to happen. However, there is a difference between a disagreement or a misunderstanding and a toxic work environment. Many workers, especially in hierarchical or high-pressure fields, normalize toxic dynamics. If you find yourself second-guessing whether your colleague's tone, your supervisor's "jokes," or the constant exclusion from meetings are just part of the job, pause. Ask yourself: Is this behavior isolating me, threatening me, humiliating me, or interfering with my ability to do my job? In California, workplace aggression can cross legal lines if it includes harassment (especially if based on protected characteristics like race, gender, age, disability, etc.) or retaliation (for reporting wrongdoing, requesting medical leave, etc.). It doesn't have to be physical. Verbal attacks, threats, and sabotage count. 2. Document Everything, Even the "Small" Stuff Legal cases aren't built on vibes; they're built on records. If a coworker publicly berates you, if your boss sends passive-aggressive emails, or if you're left out of key communications, write it down. Save the emails. Screenshot the thread. Keep a running log with dates, what happened, and who was present. Even if you never file a formal complaint, documentation arms you with clarity and credibility. It helps HR understand patterns, not just isolated events. And if things do escalate legally, it could be the difference between "he said, she said" and a compelling, evidence-based claim. 3. Respond Strategically, Not Emotionally It's human to want to snap back at the colleague who cuts you down in front of others. But emotional reactions can be used against you later, especially if the aggressor is angling to provoke you. Instead, respond with professionalism. If safe, call out the behavior calmly: "I'd prefer to be spoken to respectfully. Is there something specific you want to address?" If you're in a meeting, redirect the conversation or note the inappropriate behavior in writing afterward. Use phrases like: "To clarify what was said earlier…" "For the record, I'd like to note…" Standing up for yourself may feel uncomfortable, especially if you're junior or underrepresented, but it is a crucial step to protecting your dignity. Remember: assertiveness is not aggression. It's boundary-setting. 4. Use Your Company's Processes, But With Eyes Wide Open HR is supposed to be a neutral party, but in practice, they often serve the company's interests. That doesn't mean you shouldn't report bad behavior. It means you should report with awareness. When making a complaint: Be clear, specific, and factual. Stick to workplace impact (e.g., "This interfered with my ability to do X"). Ask for a written acknowledgment of your complaint. Save a copy of everything you submit or receive. In California, retaliation for complaining about unlawful behavior (discrimination, harassment, wage violations, etc.) is itself illegal. Nonetheless, retaliation by an employer is still common. If you're concerned about blowback, consult an employment lawyer before filing the complaint. 5. Know When to Escalate, And When to Exit There comes a point when the question shifts from "Can I fix this?" to "Is this worth staying in?" That's not quitting. That's choosing yourself. If conflict or aggression becomes chronic, or harmful to your health, or it remains unresolved, it may be time to seek outside help. In some cases, a legal letter can prompt change. In others, a claim with the California Civil Rights Department (CRD) or Equal Employment Opportunity Commission (EEOC) may be appropriate. And sometimes, the bravest and healthiest move is to walk away, with your records intact, your self-respect preserved, and legal options open. This doesn't mean you are giving up. You are simply prioritizing your mental and physical health. You are not unprofessional for protecting your peace. And you are not alone. Take action. Final Thoughts If you're dealing with constant tension or subtle hostility, it's easy to internalize it as a personal failure. But much of what we call "personality conflicts" in the workplace is actually a failure of culture and leadership. Especially for employees from marginalized communities, navigating workplace aggression can feel like an invisible second job. Recognize when a situation is harmful. Leaving a workplace that no longer suits you is not a sign of weakness. While workplace aggression can make you feel powerless, remember that you have the power to control the outcome. You don't need to be loud to stand up for yourself. You just need to be strategic, supported, and unshakably clear on your worth. The law, when understood and applied, is a powerful ally. Contact D.Law by calling (818) 875-2008 or send a message with any questions or concerns you may have regarding your employment rights. Our attorneys are experts in California employment law and worker's rights and can help you with the problems you are faced with.   -By Andrea Amaya, Associate Attorney, D.Law
    资讯
    2025年07月15日
  • 资讯
    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。
    资讯
    2025年07月12日
  • 资讯
    【深度报道】硅谷惊现“顶级面霸”,简历造假连骗十余家AI公司,北美HR该警惕什么? 近日,一起涉及十多家硅谷 AI 初创公司的“简历造假+多头就业”事件震惊了整个科技圈。主角是一位名叫 Soham Parekh 的印度工程师,他凭借在技术面试中的优异表现,先后在多家初创公司就职,甚至部分同时任职,并声称每周工作140小时。 事件的导火索源于图像生成公司 Playground AI 的 CEO Suhail Doshi 在 X(原 Twitter)上的实名举报,随后多家初创公司相继站出证实与 Parekh 的雇佣与解雇经历,包括 Antimetal、Lindy、Create、ComfyUI、Fleet AI 等,几乎清一色为 YC(Y Combinator)孵化背景的企业。 多头就业?还是系统性漏洞? 虽然美国加州法律并未禁止雇员兼职,但 Parekh 的行为之所以引发轩然大波,是因为他存在以下问题: 使用伪造学历(如声称拥有 Georgia Tech 硕士学位) GitHub 项目疑似“包装过度” Zoom 面试时谎称人在美国,实际IP显示身处印度 屡次被解雇但能轻松再获 Offer,形成雇佣循环 工作交付远低于承诺,甚至多公司反馈其“几乎无产出” 这一系列行为揭示了当前北美科技公司在远程招聘背景下的五大漏洞: 1. 简历与学历审查不严 许多初创公司在招人时过于依赖面试表现和 GitHub 活跃度,对候选人学历、工作经历缺乏核查机制。 2. 技术面试高分≠实际产出 Parekh 多次在面试中表现优异,尤其在 React 与 DevOps 领域,但一旦入职就无法履行职责,说明当前技术面试对“长期交付能力”的考察存在缺失。 3. 远程办公带来信任危机 通过 Zoom 面试与异地远程入职,极易被滥用。“IP 追踪”被多家公司采用验证位置,显示出公司对员工身份与地点的焦虑日增。 4. 过度信任 YC 背景的候选人 许多招聘方坦言,Parekh 能屡次拿到 Offer,与其参与 YC 系初创项目、GitHub 活跃度高有关,但这种“光环式信任”在缺乏交叉验证时,极易成为盲点。 5. 缺乏有效的背调与信息共享机制 多家公司解雇了 Parekh,却未能及时通过社群或平台共享信息,直到一位 CEO 发帖才引发连锁反应。这也暴露出科技圈在“异常雇员识别”机制上的空白。 对北美HR的警示 本事件不仅是一桩个案,更是一场对北美 HR 制度与工具的“压力测试”。在“远程优先”“AI技术密集”背景下,人力资源工作者需要: 建立更专业的 背景核查流程,包括教育机构验证、IP地点确认等; 结合技术评估与行为面试,增强对“真实可持续能力”的识别; 强化员工入职后的 绩效追踪 与多头就业监控机制; 推动行业层面建立 异常简历举报与信息共享系统。 Soham Parekh 的行为是否构成道德或法律上的越界,还需进一步讨论。但毋庸置疑的是,这场“顶级面霸”事件已为 HR 敲响警钟:招聘不再只是看简历与技术,更需系统性的信任验证与制度设计。 在新一轮 AI 用工浪潮下,HR 不仅要“招得快”,更要“识得准”。
    资讯
    2025年07月04日
  • 资讯
    终章:招聘巨头(CareerBuilder与Monster)落幕破产清算,十家子公司启动资产出售 2025年6月24日,招聘平台 CareerBuilder 与 Monster Worldwide 的母公司 Zen JV,已在美国特拉华州申请破产保护。此次破产涵盖旗下10家公司,总负债高达5亿美元,主要集中于市场与技术支出。Zen JV 已签署三项“意向收购协议”,计划将核心资产出售给 JobGet、Valsoft 和 Valnet,并获得 BlueTorch Capital 提供的破产融资,以维持清算期间的运营与人员稳定。 2025年6月24日,一纸破产申请标志着北美招聘平台两大代表性企业——CareerBuilder与Monster Worldwide,正式走向终章。它们的母公司Zen JV, LLC以及其旗下9家子公司集体在特拉华州破产法院提交了Chapter 11破产保护申请,并启动了有序清算和资产出售流程。这不仅是一起企业财务重组事件,更反映了传统招聘行业在AI浪潮与资本转型中的结构性危机。 一、破产详情:10家子公司同步申请,负债或超5亿美元 根据公开文件显示,Zen JV, LLC 及其子公司包括CareerBuilder、Monster Worldwide、CareerBuilder France、Monster Government Solutions、FastWeb、Luceo Solutions等,已正式进入破产程序。此次破产的核心路径是通过Chapter 11下的资产出售程序完成业务退出,并将部分员工平稳过渡至收购方。 破产文件披露,Zen JV的合并资产规模介于5000万至1亿美元之间,而负债则高达1亿至5亿美元,涵盖市场推广、技术服务、法律顾问等多个领域的应付款项。主要债权人包括Jobverse(应收273万美元)、Textkernel(220万美元)、Google(193万美元)、Talroo、JobGet等,总计30大无担保债权人应收款约1,500万美元。 公司声明指出,其目前无可分配给普通无担保债权人的资金,现阶段仅有能力偿付破产管理期间的行政费用。 二、清算路径:已签署三项意向收购协议,目标出售核心资产 在破产申请的同时,Zen JV向法院提交了三份已签署的“Stalking Horse Agreement”(意向收购协议),具体内容如下: CareerBuilder与Monster核心平台,将由JobGet Inc.与CBM Acquisition, LLC联合收购; 政府招聘业务Monster Government Solutions拟出售给Valsoft Corporation; 与军事招聘相关的Military Advantage和FastWeb,将转让予Valnet US Inc. 上述交易尚需法院批准,后续将通过破产程序中的拍卖与竞标机制决定最终买家,以期最大化资产变现价值。所有资产销售均由PJT Partners担任投资银行顾问,AlixPartners担任财务顾问,同时聘请Latham & Watkins及Richards, Layton & Finger担任破产法律顾问。 为确保破产期间公司正常运转与清算推进,Zen JV已获得BlueTorch Capital提供的DIP(Debtor-In-Possession)融资,具体融资额度与条款未在初步文件中披露。 三、公司结构:多重持股、复杂治理,背后股东包括Randstad与Camaro Zen JV的股权结构显示,该公司并非完全独立运营实体,而是由三大股东共同持有: Camaro Holdings, LLC 持有51% A类股与35.65% B类股 Randstad MWW Inc. 持有49% A类股与49% B类股 加拿大2584172 Ontario Inc. 持有15.35% B类股 其中,Randstad是全球知名的人力资源服务公司,这也说明Zen JV与全球人力外包巨头之间存在历史性合作或并购路径。Camaro Holdings与Zen JV其他子公司之间存在层级交叉控股,使得此次破产程序更显复杂。 四、回顾CareerBuilder:从招聘平台先锋到衰落标本 成立于1995年的CareerBuilder,最早是美国招聘行业的先锋企业之一,与Monster并列为“招聘双雄”。在互联网初期阶段,其联合报业集团推出线上招聘门户,成功绑定数千家地方媒体网站,成为20世纪末求职者与企业间的主要连接平台。 2000年代,CareerBuilder先后与微软、美国在线、雅虎展开广告流量合作,扩展其分发渠道。2006年,CareerBuilder在全球招聘网站中访问量居首。其后更通过收购Kenexa、Broadbean、EMInfo等多家招聘技术公司,逐步向一体化HCM平台迈进。 然而,进入2010年后,LinkedIn的崛起对其造成巨大冲击。社交招聘与AI人才匹配平台兴起,传统职位发布+简历数据库的模式受到严重削弱。2017年,原母公司Tegna将CareerBuilder多数股权出售给Apollo Global Management与投资集团GTCR联合体,并成立了Camaro Holdings进行控股,随后CareerBuilder被纳入Zen JV旗下,逐步淡出公众视野。 2021年以来,CareerBuilder多次传出裁员、资产剥离与业务收缩的消息,最终在2025年宣告清算。 五、Monster Worldwide:招聘网站鼻祖的消亡史 Monster的历史可追溯至1994年,其前身是The Monster Board,被认为是全球首批在线招聘网站之一。2000年以Monster.com品牌完成统一命名,并在2003年被列入标准普尔500成分股,可谓风头无两。 2000年代初期,Monster推出大量国际化招聘服务,先后在英国、印度、法国等国家设立分站,建立庞大的数据库系统,并涉足简历分析工具与校园招聘平台。2005年,公司估值一度逼近60亿美元。 但同样地,Monster未能在移动招聘与社交招聘时代保持领先,移动端产品迭代缓慢,未能打破“发简历-等通知”这一老式求职体验。2016年,Monster以区区4.3亿美元被Randstad收购,从上市公司变为控股子公司,也标志着其“王者”地位的终结。 2020年以来,Monster已基本退出除政府和军事相关招聘之外的大部分市场业务,当前清算也反映了其商业价值彻底耗尽。 六、行业背景:AI招聘与平台转型正在重塑HR生态 此次Zen JV集团的破产并非孤例,过去两年中,美国招聘与HR平台领域已发生多起类似情况。传统“职位板+简历库”模式在AI智能推荐、数字员工体验平台(如HireVue、Paradox、SeekOut、Eightfold AI)的冲击下,加速退场。 此外,经济波动、广告市场紧缩、大厂招聘冻结等因素也造成原依赖广告费与招聘量的老牌平台营收快速下滑。据估计,过去三年中,北美超过30%的二线招聘平台已关闭或转型。 值得关注的是,CareerBuilder与Monster并未能像Indeed、Glassdoor、LinkedIn等平台一样成功跨入“数据+社区+AI”三位一体的招聘新形态,最终不得不退出历史舞台。 七、结语:一个时代的终结,也是一次行业洗牌 Zen JV的破产清算标志着CareerBuilder与Monster这两大招聘巨头的最终退场,也象征着早期互联网招聘平台的辉煌正式谢幕。 虽然其最终资产将由JobGet、Valsoft等新兴公司接手,但行业已发生根本性转变:AI驱动的技能图谱、基于能力的岗位匹配、自动化简历生成与评估、全生命周期招聘流程平台,正在重塑招聘生态。 对于HR科技行业来说,这是一次沉痛的清算,也是一场必要的蜕变。未来属于那些真正能把AI转化为人力资本价值的招聘平台,而不仅是流量分发者与简历中介。
    资讯
    2025年06月24日
  • 资讯
    北美华人HR相关岗位专题招聘活动-团结华人HR力量,共筑职业未来 北美华人HR岗位专题招聘活动-团结华人HR力量,共筑职业未来 线下时间:2025年8月16日 线上线下启动  10月4-5日 硅谷地区 线上集中推广 8月16日-10月16日 线下地点:大洛杉矶地区 和硅谷      主办:北美华人HR招聘平台 nacshr.org/job  NACSHR (北美华人HR协会) 8月16日在洛杉矶、10月在硅谷隆重举办 2025华人HR年度论坛 。这是北美地区华人HR行业的一次盛会,不仅旨在搭建一个学习、分享和交流的平台,更承载着赋能华人职业发展的使命。 此次论坛将邀请最优秀的北美华人HR专业人士齐聚一堂,探讨最新的HR趋势与实践,共话在北美职场中的发展经验与挑战。同时,我们特别策划了一个 北美HR岗位专场招聘活动,以实际行动支持更多华人在职场上找到属于自己的舞台,同时线上重点推广活动也将展开,从8月16日-10月16日 2个月的时间。 活动亮点 HR岗位专场招聘活动:我们接受年薪超过$60,000的HR岗位信息,只需岗位真实有效,但仅限于企业直接招聘(不包含猎头岗位)。 双重展示机会:现场提供岗位推介机会(仅需购买参会门票),并同步通过线上平台进行全方位推广,让更多优秀人才看到您的招聘信息。 无额外费用:无论是现场展示还是线上发布岗位,除了参会门票,无其他费用。 VIP发布推广服务:特别新增岗位推广服务 100美元/岗位(获得VIP渠道推广HR招聘岗位,更高效) 如何参与招聘专题活动? 点击链接 https://www.nacshr.org/Survey/284371D0-0BB9-258F-DA2E-159D4DD34AF3,提交HR岗位信息。 购买参会门票即可申请现场推介岗位名额。 如果您仅发布线上招聘信息,完全免费,我们将集中展示您的职位需求,帮助您找到最适合的候选人。 为何参与? 职业新机遇:如果您正在寻找北美职场的HR新机会,这是一次难得的契机。我们为求职者与招聘企业搭建桥梁,助力职业发展。你可以直接报名参加现场活动 提升华人影响力:在竞争激烈的职场中,华人专业人士需要更多的支持和资源。此次论坛和招聘会旨在助力华人HR群体的职业成长,彰显华人在职场的卓越贡献。 招聘特别福利:如果您的企业正在北美地区招聘HR人才,论坛为您提供一个展示岗位的绝佳机会——我们将设置4个现场招聘展示名额 2分钟,并通过线上推广扩大您的招聘影响力。 作为北美华人HR领域的年度盛会,我们希望通过此次活动,凝聚华人力量,共同推动华人职场生态的建设。 无论是专业交流还是招聘推广,此次论坛都致力于为每一位华人职业人士提供一个互助、共享的桥梁。 这不仅是一次职业发展的机会,更是一个增强华人社区归属感和影响力的重要实践。 点击链接报名或发布岗位信息: https://www.nacshr.org/Survey/284371D0-0BB9-258F-DA2E-159D4DD34AF3 让我们携手共创2025华人HR的辉煌未来!  
    资讯
    2025年06月23日
  • 资讯
    嘉宾主题日程发布|2025 NACSHR夏季论坛,华人HR如何在变化中构建自己的力量?6月7日8日硅谷相聚 NACSHR北美华人人力资源夏季论坛——一次真正属于华人HR自己的高质量线下对话场域 HR需要彼此连接,华人HR更需要彼此看见。 “Stay Together. Stay Powerful.”不是一句口号,而是我们必须坚守的信念。因为当我们真正聚在一起,经验会流动,误解能拆解,答案开始诞生。这一切,将从2025 NACSHR 夏季论坛开始。 今年NACSHR夏季论坛,我们围绕“AI重构、人才规划、组织变革、文化融合、心理韧性”五大主题,邀请在北美第一线实操的华人HR高管、招聘专家、法律顾问、科技创始人,共同展开一次扎实的线下深度交流,点击马上报名,参与到现场来吧! 2025年度核心议题阵容正式揭晓 我们不谈泛泛的趋势,只聊正在发生的挑战与解法: AI IN HR:从工具到转型 AI如何介入招聘、绩效、培训、组织设计? HR如何在AI浪潮下重新定位自己? Zoom、ServiceNow、AI Fund、英伟达等一线实践者现场拆解案例 Strategic Global Total Rewards & Mobility 在多文化、多税制、多法规的背景下,如何设计合理的全球薪酬架构? 跨境派遣、H1B/OPT人才留用、远程用工如何合规?  Systemic HR™ 不只是流程优化,而是从组织设计上系统性重构HR价值 如何让HR真正成为业务增长的一部分? 10x HR:快速原型与业务共振 HR也可以像产品经理一样,做迭代、做测试、做MVP? 如何加快HR对业务的响应速度?  文化与心理:我们如何一起工作? 常见跨文化误解如何有效调和? 如何建设既绩效导向又心理安全的团队? Sabbatical、Gap Year是否正在被更多职场人重新定义? 北美用工合规全景 外籍员工如何合法雇佣? 员工在美工作的核心风险点有哪些? 美国当地法律有哪些常被忽略的红线? 部分确认嘉宾阵容 我们邀请的不是“演讲嘉宾”,而是真实做事的人: 论坛信息: 2025北美华人人力资源夏季论坛 2025 NACSHR Summer Forum 时间:2025年6月7日-8日 周六周日 (9:00-17:00 ) 周六8点半签到 地点:HYATT PLACE NEWARK SILICON VALLEY  (​​​​​​​5600 John Muir Drive, Newark, CA 94560  ) 主办:NACSHR  Chuhai.tips 报名: https://www.nacshr.org/Survey/B86228DD-27A2-360E-078F-0B57F24B9F7B (因会场空间大小,名额有限,先到先得) 门票类型 HR Leader Pass:仅限InhouseHR和学生及企业内部HR相关职能  (其中6月1日前有一个特惠价格 600美元 /买一送一 ) General Pass:适用于HR服务机构、顾问、猎头人才服务等非InhouseHR相关 (会议期间提供咖啡和茶等 注:但午餐需自理,因酒店午餐成本非常高,所以不含会议午餐) 为了确保所有参会者的最佳体验,NACSHR论坛管理团队将定期审核注册名单,并可能根据需要调整注册类别。如果您的注册类型被调整,您需补缴相应的费用差额。本政策旨在维护公平性,并提升所有与会者的参会体验。 付费指南:https://www.nacshr.org/2768/   更多会议相关内容,我们会不断更新,并通过NACSHR官网和社交媒体发布。 会议参展及赞助演讲合作 联系人:Annie(nacshr818@gmail.com)或 点击申请 : https://www.nacshr.org/Survey/CDBE9324-6291-EB0E-3E50-91532A2A70BB 加入北美华人人力资源服务图谱:点击注册 申请演讲分享嘉宾:https://www.nacshr.org/Survey/898DB159-05B5-1C3E-BCD4-9C7A6E324482 媒体合作:联系 nacshr818@gmail.com(备注媒体合作) ? 最后,为什么你值得来? 因为你不是一个人在解决问题。因为有一些困惑,只有我们彼此才能听懂。因为连接,是改变的起点。 Stay Together. Stay Powerful. 2025 NACSHR夏季论坛,我们在硅谷等你。
    资讯
    2025年05月17日
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