• 人力资源管理
    组织网络分析:数字化转型的缺口 “ 哈佛商业评论 ”(Harvard Business Review)的数据显示,自2000年以来,超过一半的财富500强企业“ 因数字化转型中断而破产,被收购或消失 ” 。在同一篇文章中,估计今天标准普尔500指数的四分之三将在10年内被取代,主要是由于数字化中断。没有哪个行业会成为例外。 听起来很吓人。 从好的方面来看,成功的数字化转型带来的回报非常丰富。例如,一项研究表明,成功进行数字化转型的公司比业界平均水平高出16个百分点。 因此,我们既有“棒”又有“胡萝卜”,使我们的公司成为数字化的。但根据麦肯锡全球研究院的行业数字化指数,数字化推动行业和公司的程度向我们表明,只有极少数公司实际上在数字转型方面走得很远。例如,美国仅占其数字潜力的18%,而欧洲则处于12%的更低水平。 那么,为什么没有更多的组织能够取得更大规模的数字化进展呢? 在我们深入挖掘之前,确定数字转换究竟是什么很重要。我个人的最爱来自Brian Solis,他是LinkedIn影响者,以其6个阶段的数字化转型而闻名。Solis将数字化转型定义为“技术,商业模式和流程的重新调整或新投资,为客户和员工创造新价值,并在不断变化的数字经济中更有效地竞争。” 虽然很强大,但这个定义涵盖了所有成分:新技术,新业务模型和流程,以及客户和员工的新价值。所有这些都旨在使组织在不断变化的数字经济中脱颖而出。 数字化转型有多难? 德勤2016年全球人力资本趋势发现,92%的高级管理人员和人力资源领导者认为他们的公司组织得不好。然而,只有14%的人认为他们的公司已准备好有效地进行重组。他们可能是正确的,因为业务转型只有 30%的机会成功。这个百分比已经有20多年的历史了,今天,根据福布斯的说法,这种可能性正在进一步缩小。 但这不是最糟糕的部分。 最糟糕的是,非常期望的数字化转型成功的机会最小。而不是整体业务转型已经令人畏惧的30%成功率,数字转型再次根据福布斯的说法,只有16%的机会获得成功。有这么多资源涌入其中(今年仅估计超过1.1万亿美元),并且数字化转型是众多公司的首要任务,每个CEO都应该思考:我只有16%的机会接受成功是否可以接受? 答案显然是“不!”。 但他们应该做些什么来增加这些荒谬的几率呢? 一项有趣的研究来自哈佛商学院的两位教授,Marco Iansiti和Karim Lakhani,他们与数字转型专家Robert Bock合作。在对来自制造业,包装消费品,金融服务和零售业等各行业的344家公司的研究中,他们发现,数字转型公司的前25%和最低25%之间存在显着差异。 他们观察到的数字运营的四大支柱之间的差异很明显:(1)客户互动和关系管理,(2)制造,产品和服务交付,(3)产品创建和交付,以及(4)人力资本管理和员工生产力。 在这四大支柱转型后,前25%的公司的毛利率,收益和净收入都比最低25%的公司好得多。他们的技术预算有何不同?没有。但有些事情阻止了所有其他公司产生这种结果。 最大的障碍     在LinkedIn上,每一分钟都有一篇关于数字转型的文章。但是这个庞大的从业者和各种学者的网络是否接近解决这个紧迫问题的解决方案?   似乎没有。   你通常会看到一些很好的部分解决方案。基于对如何进行数字转换的不同观点的提案,从所需技能到AI。例如,Gartner提供了一种很好的技能驱动方法,专注于CIO如何在他/她的公司中促进数字灵活性的发展。详细介绍了建立技能的方法。然而,我认为它是否会真正改变员工的心态,或者只是按照步骤让他们“勾选方框”,这可能是值得怀疑的。   至于人工智能,最有希望加速数字化转型的软件在上个月曝光。Laszlo Bock,谷歌的前CHRO,展示了他的公司Humu的旗舰产品 - 轻推引擎。该软件似乎是人类在时间上与适当行为作出反应时能够获得AI能力的最接近的方式,因为轻推引擎提醒所有员工实时地以理想/规定的方式行事(例如,感谢合作伙伴)做好工作的工人,或者在会议期间向安静的团队成员询问他/她的意见。   但是,这种方法与任何其他方法一样,如果将员工“ 推 ”给他们不喜欢或者实际上反对的行为,就会遇到挑战。当然,员工可能会做点推动引擎建议取悦他们的经理,但在更深层次上,如果他们的信念和价值观没有改变,真正的转变就不会发生。Tomayto - tomahto?一些员工会尽可能地绕过他们不相信的东西,因为他们是人类并且“没有AI会告诉他们如何表现。”   意识到任何类型的数字转型方法可能遇到的障碍,Gartner的研究副总裁Marcus Blosch警告说,要成为数字业务有6个障碍。他列出了各种因素,指出作为第一道屏障,所有其他作者在全面研究这一主题时都强调了这一点。它有不同的名称(主要是组织文化),但是所有的手指指向同一个方向,最大的障碍似乎是 - 人的方面。   虽然不能忽视其他障碍,但彼得德鲁克所说的“ 文化吃早餐策略 ” 是真实的。人们如何看待变革是决定性的,因为他们是必须以新的方式工作的人。因此,让德鲁克的主张更具可操作性,我们可以说公司在数字化转型中失败的主要原因是他们没有得到大多数员工的支持。   但是,如何让人们购买数字化转型呢?   寻找和激励影响者     众所周知,从个人经验来看,有些人比其他人更有影响力。关于这一点的好处是 - 正如几十年前已经证明的那样 - 你实际上可以衡量一个人在一个组织中有影响力的范围。用于此的方法称为组织网络分析(ONA)。   这种科学方法已经被许多研究人员和从业者在商业环境中严格测试了超过四分之一世纪。其中之一,通用汽车首席人才官迈克尔·D竞技场,在转型通用汽车方面发挥了关键作用。基于这一经验和其他经验,他今年夏天出版了一本关于通用汽车和其他公司如何利用ONA将自己从传统组织转变为敏捷组织的书。这本书基于长达十多年的研究,其中包括数十家大公司。这些公司的范围从汽车,航空航天,医疗保健和高科技公司到消费品和金融服务公司。   ONA可以以不同的方式使用。虽然Michael D. Arena主要使用它来创建所谓的自适应空间,但还有其他方法可以应用它。例如,虽然一些公司只是指定他们的变革推动者,带来了所带来的所有挑战(例如,不知道他们的实际范围,不透明,甚至造成坏血等),其他公司在科学上和事业证明了方式。   而这一切都有所不同。   例如,由世界上最伟大的网络科学家之一Albert-Laszlo Barabasi共同创立的ONA公司Maven7一直在帮助公司使用组织网络分析成功转型。在其他发现中,他们发现,平均而言,只有4%的影响者被ONA确定,您可以有效地覆盖约70%的员工。正如“哈佛商业评论”所强调的那样,超过50%的影响者通常不为管理层所知。通过在不使用ONA的情况下指定更改代理,您可以获得多少错过的范围。当您将影响者添加到他们达到的员工数量时,真正的魔力就会发生。包括他们在内,管理层可以让四分之三的员工站在他们一边。有时甚至更多。这足以严重加速数字化转型。   组织网络分析使管理层能够查看,规划和利用公司非正式网络的力量,使团队比以往更加紧密。Deloitte的Bersin也将ONA作为帮助建立团队网络的工具,这是当今最先进公司的主要管理杠杆。随着Network of Teams冠军成为谷歌,Facebook和亚马逊等公司,使用组织网络分析似乎是创建数字成熟文化的自然途径。     此外,Josh Bersin设想前面提到的微调引擎是与ONA结合的一个很好的工具。虽然对其巨大的潜力感到兴奋,但他指出,随着时间的推移,推动引擎将证明其价值,而组织网络分析已经有了坚实的商业基础。   ONA - 转型的人类幻灯片     一般来说,人们不喜欢改变。特别是在组织环境中。他们担心自己的薪水,正式或非正式身份,工作保障,能够应对变化等等。因此,当他们听到“数字化转型”这个词时,他们更可能是防御而不是开朗。 他们必须确信这对他们有好处。谁能比他们已经信任的同事更能说服他们?这就是组织网络分析的结果.ONA告诉您,您组织中最值得信赖的员工是谁,他们可以覆盖四分之三的员工,包括他们自己。   ONA有不同的方法,从简短的调查到跟踪公司通信的技术方面(电子邮件,电子日历,电话记录等)。如果您这样做,您将获得一群积极的员工,他们渴望与您合作,他们可以积极影响大多数其他员工接受数字化转型。   收集他们,为他们制定策略并仔细聆听他们的反馈。他们中的许多人将来自您的业务的前线,并确切地知道他们,其他员工和客户可能面临的挑战。影响者的伟大之处在于,您可以在数字化转型的任何阶段使用他们的反馈。   因此,我认为组织网络分析是数字转型难题的缺失部分。它可以帮助您解决Gartner提到的障碍,从员工抵制到增加部门间合作,到缩小人才缺口,所有这些都加速了变革。   如果我们将数字化转型设想为陡峭的下坡步行(考虑到风险,这是一个很好的比喻!),ONA可以为您提供滑动,以可控的方式加速您的进步。允许您的影响者帮助制定策略就像设置在幻灯片的顶部。他们可以看到你错过的一些细节,并通过激励其他员工在你面前移动障碍来清除你的道路。   通过这样做,他们会让你走得更快而不会遇到某些事情(例如员工阻力)。如果在某些时候遇到一些挑战并放慢速度,它们将帮助您调整策略并再次加速。如果你已经摔倒了,他们会建议下一步起床再去。   与其他员工一起工作,这些意见制造者将扩大您的信息。它们是可信的,它们将以您从未有过的方式触及其他员工的心灵和思想。这就是他们每天自然做的事情。他们将扩大您的影响力并帮助引导现场的转换过程,为您提供可以采取行动的实时反馈。它们是您可能获得的最佳帮助。那些“顾问”就在那里 - 在贵公司 - 等着你去咨询他们。   结论 Bock,Iansiti和Larkhani用一句话总结了他们关于数字化转型的论文:“为了做到这一点,领先的公司不仅投资于技术,还投资于开发,以网络为中心的能力和思维方式,以使该技术得到最佳利用。 ”   我们提到的那些前25%的公司可能会也可能不会使用组织网络分析。但ONA肯定有助于为员工提供支持,连接他们并帮助构建以网络为中心的能力和思维模式。本文开头的“哈佛商业评论”文章得出的结论是,数字化转型公司“是将转型视为一种生活方式的公司。   记住这一点,数字化转型是一条路,而不是目的地。只有当您的大多数员工接受数字化转型作为一种生活方式时,您的数字化转型才会成功。   以上为AI翻译,内容仅供参考。 原文链接:Organizational Network Analysis: The Missing Piece of Digital Transformation 相关阅读: 人力资本分析:组织网络分析和未来的工作 员工敬业度3.0:Humu启动微动引擎 谷歌首席人才官创立的神秘HR科技公司Humu周年总结 Josh Bersin谈2019年人力资源科技发展趋势
    人力资源管理
    2018年11月08日
  • 人力资源管理
    改变人力资源的游戏:13种方法让绩效评估的压力降低 性能评估是一个经过提炼的过程——一个关键的快照,它反映了哪些目标已经实现,哪些目标还需要克服。尽管在管理者和员工之间的反馈交流中,绩效评估是必不可少的,但双方的人往往都害怕绩效评估。 那么,对于相关人员来说,如何才能降低绩效评估的压力,同时保持他们作为成功标志的角色呢?下面,福布斯人力资源委员会的13位成员分享了他们如何改变绩效评估的性质,以使每个人都受益。 1.保持简单 通过为每个经理创建工具包来简化流程。提供截止日期日历,样本审核报告和样本审核。如果可能的话,通过发送每周提醒和设置日历提醒来保持组织。另外,自动化!纸张很乏味; 系统更快,更直观。奖励:您还可以设置提醒,查看谁已经完成任务等等。——Michele Gonzalez-Pitek SHRM-SCP, Pitek Consulting 2.建立对话文化 人力资源部门可以而且应该通过提升绩效管理流程并确保每个人都清晰,引领潮流。关于绩效管理存在很多争论,但就像工作场所的许多试验一样,沟通至关重要。创建一个对话。——John Sigmon,johnsigmon.com 3.使它有意义 如果这是一件苦差事,领导者会觉得这是一件苦差事。所以,不要把它做成一件苦差事。拥有一个系统可以尽可能多地自动完成工作,并且不会限制它。创建一种绩效评估是日常活动的文化。无论是积极的还是批评的,都会立即给予反馈。确保以富有成效的方式提供关键反馈。——Lotus Yon,NCH 4.创建连续性 反馈应该是全年持续的,人力资源部门应该鼓励不断循环的记录反馈,然后管理人员可以使用和分享参考。人力资源部门可以通过提供明确的时间表简化流程,促进与管理人员的审核会议,提供有关组织期望的指导,审核流程和程序以及安排可用时间。——Meg Battle, Rabin Martin 5.向前看,不向后看 当绩效评估一次性评估一年的员工工作价值时,可能会出现问题。相反,管理者应该专注于为即将到来的一年中的员工设定可衡量的目标,然后定期与他们会面以确保他们在实现每个目标方面取得进展。这将审核从无所不包的年度评估更改为许多目标更新之一。——John Feldmann, Insperity 6.投资技术,不要撇开对话 经常登记入住的评论已经成为常态。我们每季度进行一次,并将其称为“连接会话”。使用高效,简化的软件(如人力资本管理工具)来支持流程至关重要。当定期传达反馈时,文档本质上是精益的。重要的是记录要点,但不要浏览对话。——Stacey Browning, Paycor 7.不要等到年度审核时间 大多数绩效评估都不受欢迎,因为管理层和团队成员都不会在今年年底之前就性能,奖金,加薪等问题进行沟通。如果一年四季都在进行一致的沟通,比如四分之一,那么很有可能不会有任何意外,年终审查会相当简单。——Evan Lassiter, Cloudreach 8.拥抱科学 通过对反馈神经科学的广泛理解,人力资源专业人员可以进行有意义的性能对话,感觉安全,而不是压力。首先要专注于什么工作。然后,确定利用特定现有优势的新行为和实践方法。为了减少对审核的威胁响应,这些对话应该经常进行。——Kelly Lum, Highgate 9.让绩效评估成为一种积极的体验 如果经理将评论更多地放在对话中并询问开放式问题,那么员工将有机会提供有价值的反馈。经理应该听。这是员工突出自己的成就,对自己的成就感到满意并分享新想法的机会。它也可以是设定新目标或讨论改进领域的时候。——Debi Bliazis, Champions School of Real Estate 10.与薪酬决定分开 最关键的一步是将绩效评估与加薪和晋升分开,以防止游戏化。如果员工知道在审核期间他们正在考虑晋升,他们可能会阻碍可能导致改善和增长的关键反馈。此外,使评论更短,更频繁和更热门,以便它们具有意义和可操作性。——Ben Peterson,BambooHR 11.坐在办公桌的另一边 作为一名经理,只需问问你的员工,“你想在明年完成什么,我该如何帮助?”这个问题开始了一个对话而不是一个片面的讲座。它将评估转变为头脑,并讨论增长和发展,而不是判断和评级。除了人力资源部门的需求,员工的成长不是我们真正想要的吗?——Michele Markey,SkillPath 12.改变你的心态 对我而言,这完全取决于你如何看待它。如果你认为它们是消极的,那么猜猜是什么,这是一种消极的体验。但是如果你选择专注于积极因素,那么它就会产生积极的影响。我不是说要完全忽视消极方面; 你必须尊重并找到对付它的方法。但对于普通员工而言,您所宣传的是您所获得的。——Adam Mellor, ONE Gas, Inc. 13.提供实时反馈 对任何人的反馈最好是温暖的。这包括尽可能地立即关注反馈的影响。稳健的一对一节奏是高增长公司庆祝胜利和快速解决问题的关键。两者都对激励积极的关系,激励行为和纠正问题至关重要。——Stacie Mallen, CampusLogic     以上为AI翻译,内容仅供参考。 原文链接:Changing The HR Game: 13 Ways To Make Performance Reviews Less Stressful
    人力资源管理
    2018年10月31日
  • 人力资源管理
    Josh Bersin谈2019年人力资源科技发展趋势   文/Lesley Arens    译/杨喆 人力资源技术市场正在飞速变化,人们开始关注生产率、员工体验、福利以及人工智能的无限潜力。在Unleash18的第一个演讲中,Josh Bersin分享了观点,并强调了下一年的大趋势。 以下是世界知名的行业分析师和德勤会计师事务所的创始人Josh Bersin的分享: 从自动化到生产力的巨大转变 多年来,Bersin举办的Unleash大会关注于人力资源技术自动化和人力资源实践的结合,并涉及各个方面:工资发放、学习管理、绩效评估、薪酬……尽管这些让多数公司夜不能寐,但如今的商业热点就是生产力。 为什么? 因为今天我们在灵活、网络化,且以团队为中心的组织中工作,有太多的事情压得人们无法喘息。所以下一个挑战是:建立能够提高生产力,帮助人们、特别是团队完成工作的人力资源软件。 从人力资本管理、人才管理到人力资源管理,时代的主题不断在改变:20世纪90年代至21世纪初是自动化和实践驱动的解决方案;2004年至2012年是一体化;2012年至2017年是文化、环境、领导力和契合度;今天的主题则是绩效和团队。 Bersin宣称在经过九年的经济增长后,人力资源技术现在的状况仍旧窘迫:所有的工作都或多或少的被技术影响,但奇怪的是,尽管现在工作的更久,也有了更多的工具,但是即使是发达国家,生产力依旧持续滞后。 这会造成什么? 首先,员工会很疲惫,他们不停的处理电子邮件,整天与不同时区的同事开会(已经有一些公司正在改变政策,鼓励人们早晚去健身房)。数字化转型是围绕着人的,是聚焦于客户的,而不仅仅是关于技术。这也解释了为什么员工敬业度滞后了,因为在工作中,人们更多关注的是“把事情做完”,实际上工作效率和敬业度之间有着非常明显的联系。 其次是信任问题,这影响到绩效以及员工对雇主的期望,即使在技术型企业里,也存在着巨大的信任危机。   人力资源技术对企业而言至关重要 在人力资源技术上的投资是惊人的,有大量的供应商(Josh Bersin称约有1600家甚至更多),和许多大公司都致力于开发人力资源技术,来帮助人们完成工作,其中有微软、linkedIn、Facebook、IBM、谷歌、亚马逊、cornerstone、SAP…… 比如LinkedIn发布了ATS Talent hub和一套人工智能招聘工具,可以在职位发布时就能预估到,会有多少人申请这份工作。现在的人力资源科技市场十分复杂,有众多因素交互影响,一场争夺最佳用户体验的战争正在进行。 招聘是人力资源领域最大的市场 在这场激烈的人才、雇主品牌、战略资源争夺战中,企业往往会投入大量资金。许多招聘正在通过聊天机器人变得更自动化,而技能型职位的招聘正在因为开源工具、复杂的候选人追踪系统(现在称为招聘管理系统)和更匹配的评估,而发生革命性变化。 当前领域的变化延长了人才发展周期,并创造出一系列基于人工智能的新型智能人才应用。与此同时,招聘问题正成为一个发展问题:由于人才缺乏,企业需要与竞争对手争夺员工,人才市场压力重重,退休员工也重新回归职场。 人工智能时代已经到来 人工智能可以帮助人们做其想做,但力不能及的事情。 例如,Xander分析员工情绪:为员工提供工具,使企业明确员工信息并有效的响应;通过热量地图监测影响留存率的因素;基于结果提供反馈,使企业有意识的进行改善行动;以此来帮助公司提高员工满意度、绩效和留存率。 或者Compass,它是一种新的人工智能驱动的态势感知工具。但需要注意的是:如果你的人才战略并非为了吸引多样化的候选人而设定,那么人工智能也会如此。这就是为什么最近亚马逊关闭了它的人工智能招聘系统:这个工具在一定程度上歧视女性。 再比如Glint,它引入了AI-for-HR的智能警报,实时预测风险型员工的商业影响。 还有 Laszlo Bock(前谷歌人力资源专家)的新创企业humu:将机器学习和科学“有感情”的进行结合。 人力资源技术与福利工具将是下一个引爆点 首先,因为我们需要工具来提高生产力,减少认知过载。其次,人们还需要一些工具来帮助他们改善健康、保持专注,福利已经从健康问题变成了生产力问题。 我们进入了一个重视员工体验的新世界,因为每个雇主都想让员工的生活更美好。为了吸引员工的眼球,这场争夺产生了一种新型的人力资源技术架构——并创造出一些新事物,让人们更容易获得他们所需要的东西。      原文链接:#Wrap-Up Unleash18: HR Technology 2019: Disruptions Ahead  
    人力资源管理
    2018年10月30日
  • 人力资源管理
    基于云端的人力资源系统将会越来越好 文/Sarah Fister Gale 现如今,大量公司将其核心系统接入云端,人力资源部门也不例外。 云端的灵活性意味着技术团队可以快速无缝地提供新功能和交互。基于云的人力资源系统也意味着供应商可以更快地实现新的迭代,并且减少麻烦。 普华永道亚特兰大首席人力资源技术负责人Dan Staley表示,这对客户来说是个好消息。“供应商过去常常每隔一到两年推出一次升级,现在它们每季都推出一次。”这为用户提供便利,用户可以即刻访问最新功能,并允许供应商增加其功能。 这使他们能够加快路线图的时间表,并使大型供应商更容易获得同类最佳小公司,并将它们集成到其工具套件中。“我们希望看到供应商能够更快地加强产品能力”他预测道。这包括嵌入更多社交和协作功能以及添加新报告和仪表板。它还允许他们整合多个来源的数据,以支持劳动力分析——这是生成实际业务价值的地方。 人力资源管理系统供应商长期以来一直承诺进行预测分析,没有太大的进展。德勤咨询有限责任公司Bersin解决方案提供商研究副总裁Christa Manning说,这可能很快就会改变。“大多数平台正在试验机器学习,以从他们拥有的大量员工数据中获得有意义的见解。” 大数据的重要一年 虽然真正的劳动力管理预测分析仍然是一个梦想,但包括Workday,Visier,Vista,IBM Watson和SAP Successfactors在内的多家供应商现在都提供了一些数据分析功能。这些工具有望提供一系列见解,例如公司是否满足多元化目标,面临周转风险,以及培训职业发展建议。 大部分供应商正在利用存储在公共云中的庞大数据库来磨练系统。公共云拥有大量的劳动力数据,这对于创建有用的算法至关重要,而算法又是计算机用来分析数据的一组规则。“需要对大型数据集进行算法训练,以了解哪些信息是相关的,”Manning指出。“他们从每次交流中学习,并随着时间的推移变得更好。” Staley预测,由于这些算法能够利用更多数据集,因此能够提供更有针对性的见解。例如,想象一个单一的系统可以查看员工的加班日志表,旅行支出和他们的LinkedIn行为,以确定哪些过度工作的员工最有可能退出——然后提供人力资源建议,告诉他们可以做些什么来让他们留下来。“使用预测分析有很多可能性,以确保你的最佳人才不会离开,”他说。 加利福尼亚州普莱森顿市Workday HCM产品副总裁Cristina Goldt表示,人力资源管理系统中的分析工具也将在管理工作人员方面发挥作用,它可以查看有关所有类型的工人和项目的数据,帮助公司更好地分析何时何地雇用承包商与全职员工,选择谁以及如何支付他们。“他们可以将技能与不同的角色相匹配,并使他们的招聘系统更有效率,”她说。 包括Workday在内的一些供应商也为客户提供了将他们的数据洞察与行业标准进行比较的能力,以了解他们的立场。“这使得他们可以与同行进行比较,”Goldt说。 我们准备好了吗? 所有这些场景都很诱人,尽管这些时候商业领袖仍然可以通过粗略地浏览分析仪表板来预测员工趋势,Goldt表示,与推出并准备使用的其他软件不同,机器学习需要时间和培训,并且需要使用相关数据访问链接数据库。“它被称为机器学习是有原因的。” 客户对于如何在自己的组织中应用分析仍然有些不确定。Manning说,部分原因在于缺乏有意义的案例研究。“每个供应商都在谈论人力资源的机器学习,但目前还没有很多例子。” 对于那些听过供应商吹捧劳动力分析强大“魔法”的pitches的公司,她敦促他们“要求实时客户参考”和现实世界的例子来证明其他公司正在做什么,他们是如何做到的以及他们看到了什么结果。“培训算法需要与了解技术的供应商建立强有力的合作伙伴关系,以及如何提供可操作的信息,”她说。这种转变需要时间,因此选择一个值得信赖的供应商非常重要。   以上为AI翻译,观点仅供参考。 原文链接:Sector Report: Cloud-Based HR Systems Make Everything Better
    人力资源管理
    2018年09月26日
  • 人力资源管理
    [校招宣讲会神器]试试这个免费工具,动动手指解决掉繁琐的宣讲会管理 如果您是负责校园招聘宣讲会的HR,努力辨识过签到登记表上龙飞凤舞的个性签名,感叹祖国青年才俊“不拘一格”造成纸资源极度浪费之余,这里有一款实用的工具不容错过! 数字化的HR管理 「优面宝宣讲会」可以帮助您在校园招聘宣讲会中轻松统计到场人员签到信息。过去准备一场校园招聘会,HR既要一个一个发布通知,又要统计人员到场情况、整理简历......经历过的人都懂——“累感不爱”。但是,「优面宝宣讲会」从宣讲会统计人员信息到收集简历资料等方面,完全揽下了这项繁琐的事务,使HR从事务性工作中解脱出来,将精力更多地放在宣讲会的真正目的上——招聘到合适的优秀人才。学生在签到成功之后还可以填写简历信息或上传个人简历,方便企业查看筛选到合适的人才。 贴心的细节服务 把「优面宝宣讲会」系统自动生成签到二维码放在会前的预告手册中将是个不错的选择。当学生拿到宣传手册后随时可以通过扫码登记参与宣讲会。并且,在宣讲会开始前,公司HR再也不用一个一个打电话提醒了,「优面宝宣讲会」会自动发送通知提醒,学生也不用担心错过宣讲会时间! 良好的签到体验 我们都知道,过去签到现场都需要挨个排队登记,宣讲会现场火爆起来,登记台前就会被围得水泄不通,有时候宣讲会开场时间都不得不拖延一阵,对于企业和学生来说都是一种时间的浪费。 现在通过「优面宝宣讲会」,学生只需扫描二维码,在手机上填写信息即可签到,这样做大大提高了效率,也为企业节省了不少人力和时间。此外,当学生完成签到任务后,招聘人员扫描管理二维码,输入项目管理密码就可以查看签到情况和签到人员信息。   根据官方介绍优面宝宣讲会主要有几个特点: 强大的雇主品牌 良好的签到体验 实时掌握宣讲会 数字化的HR管理 预先报名及时提醒 多种推广模式 核心功能: · 宣讲会报名 · 宣讲会签到 · 宣讲会任务 · 宣讲会统计 · 智能通知提醒 · 雇主品牌呈现   首先打开优面宝的主页(www.umianbao.com)完成注册,您将看到如下界面。在此可以快速添加宣讲会基础信息(如项目名称、公司名称、时间地点等),以及设置参会任务(比如:请浏览优面宝网站)。完成以上基本操作后,系统将会自动生成签到二维码及管理二维码。 学生通过扫描,在手机端上可以看到如下情况。   相比过去宣讲会通知不到位、宣讲会签到统计难和人员信息杂乱无序等问题,优面宝极极大地方便了HR管理。此外,优面宝还有智能通知提醒功能,实时掌握宣讲信息。 除了校园招聘外,更多的应用场景等你来开发!如果你在寻找一款宣讲会管理工具,不如先来体验试试吧!这是免费的!   (雇主品牌呈现) (签到二维码)    
    人力资源管理
    2018年09月04日
  • 人力资源管理
    新型人才管理模式“海盗指标”改变HR的工作方式 来源| digital hr tech 文| Erik van Vulpen   包括我们在内的很多人都在寻找有效的人才管理模式,但到目前为止还没有人开发出这样的模式。因此,本文介绍了一种人才管理模式,您可以使用它来充分发挥员工的能力。   AARRR模型 很多年前,我就在教大学生创业。我最喜欢解释创业营销的模型之一是海盗 - 或AARRR模型(最初由Ash Maura提供)。我通常会问:“海盗吸什么烟?cigAARRR!” (注:cigar是雪茄的英文拼写。这里是谐音。) AARRR模型首先显示顾客如何与组织联系,并最终从该组织购买某物。一共分为 五个阶段。 获取:首先要驱使顾客拜访公司。 激活:组织和客户之间交换的第一个价值体验。例如,客户留下他们的电子邮件地址以换取每月的新闻。 收入:也是最重要的部分。收入就是让客户做出购买决定。不用说,这是公司的生命线。 推荐:你如何让客户告诉他人关于你的信息,以便你获得更多客户? 保留:你如何保留那些有过购买记录的顾客,以便他们回来再购买?       当然,现在我可以告诉你这种模式的有用程度以及如何使用不同的媒体渠道来获取和激活客户,鼓励他们做出购买决定等等。   然而,最大的问题是:我们如何将这个模型应用于人力资源?   人才管理模式 当我们需要创建人才管理模式时,我刚刚描述的营销模式就是一个完美的模板。通过与客户完全相同的流程来服务员工。 另外,运用类似模式工作有助于将员工视为“内部顾客”。将员工视为客户有助于我们推动客户或提供卓越的服越。这是人力资源部门仍然可以从销售和营销等相关学科中学到很多东西的领域。 所以,让我们开始吧。首先,这里是人力资源的人才管理模式: 现在,让我引导你了解每位员工在此人才管理模式中所经历的5个步骤。   获取:获取就是吸引潜在的候选人到您的组织。在招聘领域,这被称为雇主品牌。 你如何理解这个词并让人们认识你? 你将如何成为人们想要为之工作的吸引人的雇主? 你如何确保你的公司是平易近人的,这样你就可以将认识你的人变成想要申请你的公司职位的人? 这些都是基本的问题,当你认真成为一个更好的雇主时,你需要能够回答这些问题。     激活:激活是关于选择候选人,候选人体验和让候选人上道这三件事。 你将如何从人才库中选择合适的人才? 你如何做出正确的选择以避免雇佣不良员工? 你如何将候选人变成大使?你如何确保你的候选人体验接近完美? 你如何拒绝候选人,但仍然给予他们最好的体验,并与他们保持联系以进行其他工作? 你如何让你的员工融入公司,让他们留在你的公司,并提高生产力? 这些问题可以确保你聘请到市场上最优秀的人 - 而且让你决定不雇用的人回家时感觉很好。     收入:收入是关于充分发挥员工的能力。这包括入门,学习和开发以及绩效管理等主题。 你如何确保人们更快地上道? 你将如何减少你的新员工的全部生产力? 你将如何确保你的员工保持竞争力并在未来继续保持业绩? 你将如何保持你的员工参与? 你如何确保人们通过有效的绩效管理来充分发挥他们的能力?     推荐:推荐是关于让新人进入和建立你的声誉。这可以吸引新员工或利用员工来扩大客户群。 我们如何创建一个有效的员工推荐计划? 我们如何让我们的员工拥护我们的品牌? 我们如何利用我们的员工扩大我们的客户群? 员工推荐计划非常流行。通常被推荐的员工效率更高,表现更好,不太可能过早离开。   保留:就像你想留住你的客户,你想留住你的员工。如果你的人才认为你的组织不适合工作,那么你就有一个大问题。主题包括保留,幸福,补偿和福利。 你将如何减少自愿离职率? 你将如何补偿你的员工以确保他们快乐?当然,补偿并不总是财务方面的。非财务激励措施也同样适用。 你将如何使用可变薪酬来确保你的销售人员表现最佳? 你将如何确保你的组织保持作为一个好工作场所的声誉?     保留是关于尽一切努力保持最佳表现者。   此外,良好的保留策略 - 以及人才管理指标的使用 - 有助于建立竞争优势。如果你最好的员工永远不会离开,你将超越你的竞争对手。 正如您所看到的,人力资源人才管理模式有助于构建和优化您的所有人才活动。 人力资源人才管理模式的实践 好的,现在我们来看一些例子。   获取和保留:雇主品牌和奖励在Pret a Manger   我不知道你是否曾经在Pret a Manger找过一杯咖啡或一份健康的零食,但如果有的话,你会知道我在说什么。每当你进入Pret商店,十分之九的员工都会真诚友善,笑脸而不会是假笑。 那可能是对的吗?我在问自己同样的问题。 当然,这里有几个因素起作用。其中之一就是他们在Pret有这样一条规则:无论何时一个客户让员工笑起来 - 只是希望他们有一个愉快的一天,或者开一个友好的笑话 - 员工可以给客户一个免费赠品。结果?顾客开心,员工开心,生意开心。   另一个重要因素是,根据以往的经验,Pret不会根据以往的经验进行聘用,而是根据(其中包括)候选人是否符合公司核心行为:激情,清晰谈话和团队合作。 Pret a Manger这样一位有吸引力的雇主的所有良好范例。 除了吸引员工之外,Pret的做法也直接影响公司的留用率:年营业额从90%下降到2015年的60%(这对于Pret来说是一个非常稳固的数字),而且80 Pret a Manger公司的经理人开始以团队成员身份出现。   激活:选择,候选人体验和在Dignity Health的入职   Dignity Health在Glassdoor 2017年“美国访谈最佳五大名单”排行榜中名列第一。当被问及你如何建立一个优秀的候选人体验时,Dignity Health人才招聘总监Kristie Griffin提到了以下内容: 为候选人准备 重视价值和技能 标准化价值评估 让候选人放心   前五名的其他公司提到了诸如要求面试官分享他们的个人经历,让候选人知道他们的立场,并为面试官制定指南。人才激活的所有优秀例子都做对了。   收入:Google的学习与发展和绩效管理 谷歌是一家经营绩效管理的经典案例,它的成效与众不同。该公司专注于员工目标设定而非正式排名。 Google员工设置了自己的所谓客观和关键结果(OKR),管理人员试图指导员工创建和实现目标。这可以帮助员工实现这些目标,从而帮助组织更有效地实现其公司目标。   人才管理模式有助于映射员工之旅,是以员工为中心的人力资源管理的典范。你能将你的组织映射到这个人才管理模型上吗?                        
    人力资源管理
    2018年05月22日
  • 人力资源管理
    人力资源走向敏捷--HR Goes Agile   人力资源走向敏捷   总览: 人力资源的敏捷性不断提高 敏捷不再仅仅是高科技的代名词,它已经从产品开发到制造到营销,渐渐步入了其他领域和功能中。现在人力资源的灵活性正在改变组织雇佣、发展和管理他们的员工的方式。(在2017德勤的一项调查中,79%的全球高管认为灵活的绩效管理是培养优秀组织中的重要一环。 员工体验的共同创造 那些采用更灵活的人才策略的公司更多的在思考这样一个问题,员工是对工作场所的体验度是怎样的,他们希望像对待顾客一样对待他们的员工。IBM首席人力资源官Diane Gherson,最近跟哈佛商业评论谈及,在标志性的技术公司中员工体验如何对其业务模式进行重组。 一家银行对灵活团队的实验 当网络和移动技术影响到了银行业,消费者越来越意识到他们要为自己做些什么,他们逐渐接受了全球银行集团首席执行官Ralph Hamers的观点,“Banking on the go.”   人力资源走向敏捷   敏捷不仅仅是为了技术而已。它一直在进入其他领域和功能,从产品开发到制造到营销 - 现在它正在改变组织如何雇用,开发和管理他们的员工。 你可以说人力资源正在“敏捷简化”,应用一般原则而不采用科技界的所有工具和协议。这是从基于规则和计划的方法转向由参与者反馈驱动的更简单和更快的模型。这种新的范式在绩效管理领域确实起了作用。(在2017年德勤的一项调查中,79%的全球高管将敏捷绩效管理评为高组织优先事项。)但其他人力资源流程也开始发生变化。 在许多正在逐渐发生的公司中,几乎是有组织的,因为IT的溢出效应,超过90%的组织已经在使用敏捷实践。例如,在蒙特利尔银行(BMO),这一转变始于技术人员加入跨职能产品开发团队,使银行更加关注客户。业务部门从IT同事那里学习了敏捷原则,IT部门从业务中了解到客户需求。其中一个结果是,BMO现在考虑的是团队绩效管理,而不仅仅是个人。在其他方面,敏捷人力资源部门的转变速度更快,更加慎重。GE是一个很好的例子。作为控制系统管理的典范,多年以来,它转而采用了FastWorks,这是一种精简方法,可以减少自上而下的财务控制,并使团队能够根据需求的变化管理项目。 人力资源的变化已经有很长一段时间了。第二次世界大战后,制造业主导了工业景观,计划是人力资源的核心:公司招募了生命力,为他们提供轮换任务以支持他们的发展,提前培养他们以承担更大和更大的角色,并将他们捆绑在一起直接提升到梯子上的每个增量移动。官僚主义是这样一个观点:组织希望他们的人才实践是基于规则和内部一致的,以便他们能够可靠地实现五年(有时是十五年)的计划。这是有道理的。从核心业务到行政职能,公司的其他各个方面都在其目标设定,预算和运营方面采取了长远眼光。人力资源反映并支持他们正在做的事情。 到了20世纪90年代,由于企业变得难以预测,企业需要快速获得新技能,传统方法开始弯曲 - 但并没有完全突破。为了获得更大的灵活性,从外部进行横向招聘取代了大量的内部开发和促销活动。“宽带”补偿为管理者提供了更大的自由度来奖励员工在角色中的成长和成就。然而,大多数情况下,旧模式依然存在。像其他职能一样,人力资源部门仍然是围绕着长期而建立的 继续进行员工队伍和继任计划,尽管经济和业务的变化常常使这些计划无关紧要。尽管几乎普遍不满,但年度评估仍在继续。 现在我们看到了更彻底的转变。为什么这是它的时刻?因为快速创新已经成为大多数公司的战略重点,而不仅仅是一个子集。为了得到它,企业已经向硅谷和软件公司寻找,模仿他们的敏捷实践来管理项目。因此,自上而下的规划模型正在让位于更适合近期适应的灵活的,用户驱动的方法,如快速原型设计,迭代反馈,基于团队的决策以及以任务为中心的“冲刺”。作为BMO首席转型官Lynn Roger表示:“速度是新的商业货币。” 随着旧的人力资源系统的业务合理化,以及敏捷的操作手册可供复制,人员管理终于也获得了期待已久的检修。在本文中,我们将说明公司在人才实践中所做的一些深刻变革,并描述他们在向敏捷人力资源转型过程中所面临的挑战。   我们在哪里看到最大的变化 因为人力资源涉及组织的每个方面 - 每个员工 - 所以它的敏捷转型可能比其他功能的变化更为广泛(也更困难)。公司正在重新设计他们在以下领域的人才实践: 绩效评估。 当企业在核心业务中采用敏捷方法时,他们放弃了试图提前一年或多年计划如何去做以及何时结束的猜忌。所以在很多情况下,第一个传统的人力资源实践是年度绩效评估,以及每年从业务和单位目标“下降”的员工目标。由于个人从事不同领域的短期项目,往往由不同领导人组织,并围绕团队组织,因此一年一次的业绩反馈意见将从一位老板开始,这种想法毫无意义。他们更需要更多的人,更多的人。 早期的行政首长协调会调查显示,人们实际上减少了反馈和支持,当他们的雇主丢弃年度评论时。但是,那是因为许多公司没有任何东西代替它们。管理者认为没有迫切需要采用新的反馈模式,并将注意力转移到其他优先事项上。但是,如果没有填补空白的计划而放弃评估当然是失败的秘诀。 自从学习这一艰难的教训以来,许多组织都转向频繁进行绩效评估,而且经常按项目逐项进行。这一变化已经蔓延到包括零售(Gap),大制药(Pfizer),保险(Cigna),投资(OppenheimerFunds),消费品(P&G)和会计(所有四大公司)等多个行业。它在通用电气,整个公司的业务范围以及IBM都是最有名的。总的来说,重点是全年提供更为即时的反馈,以便团队可以变得灵活,“过程正确”的错误,提高绩效并通过迭代学习 - 所有关键的敏捷原则。 在以用户为中心的方式中,管理人员和员工已经参与了塑造,测试和改进新流程。例如,强生为其企业提供了参与实验的机会:他们可以尝试新的持续反​​馈流程,使用定制的应用程序,员工,同事和老板可以实时交换意见。 新流程试图摆脱强生的事件驱动的“五个对话”框架(侧重于目标设定,职业讨论,年中绩效评估,年终评估和薪酬审查),并转向模型持续对话。那些尝试过的人被要求分享一切正常,漏洞是什么等等。实验持续了三个月。起初,只有20%的试点经理积极参与。前几年年度评估的惯性难以克服。但随后该公司利用培训向经理们展示了什么样的良好反馈,并指定了“变革之王”来模拟团队中所需的行为。到三个月结束时,试点组中的46%的经理人员加入,交换了3,000条反馈。 作为快速发展的生物技术公司,Regeneron制药公司正在进行进一步的评估检查。Regeneron公司劳动力发展主管Michelle Weitzman-Garcia认为,从事药物开发,产品供应集团,现场销售人员和公司职能的科学家的表现不应该以相同的周期或以相同的方式进行衡量。她观察到,这些员工群体需要不同的反馈意见,他们甚至在不同的日历上进行操作。 为什么Intuit向敏捷的转型几乎停滞不前   因此,该公司创建了四个独特的评估流程,针对各个群体的需求量身定制。例如,研究科学家和博士后渴望衡量标准并热衷于评估能力,因此他们每年与管理人员会面两次,以进行能力评估和里程碑评估。面向客户的群体包括来自客户和客户评估的反馈。虽然必须管理四个独立的流程增加了复杂性,但它们都强化了持续反馈的新规范。Weitzman-Garcia说,组织的收益远远超过了人力资源成本。 教练。 那些最有效地采用敏捷人才实践的公司投资于提高管理者的教练技能。Cigna的主管们通过为繁忙的管理人员设计的“教练”培训:它被分成每周90分钟的视频,可以被视为人们有时间。主管还参与学习课程,这些课程就像敏捷项目管理中的“学习冲刺”一样简短并且分散开来,以便个人在工作中反思和测试新技能。对等反馈也纳入信诺的经理培训中:同事组成学习小组分享想法和策略。他们正在进行各种公司希望主管与他们的直接报告进行对话,但他们觉得可以自由分享彼此的错误,而不必担心“评估”在他们头上。 DigitalOcean是一家专注于软件即服务(SaaS)基础架构的纽约新创公司,现场聘请全职专业教练帮助所有经理向员工提供更好的反馈,并且更广泛地说,可以开发内部指导功能。这个想法是,一旦经历了良好的教练,就会成为更好的教练。并不是每个人都可以成为一名优秀的教练 - 公司中那些喜欢编码教练的人可以在技术职业生涯中前进 - 但教练技能被认为是管理职业生涯的核心。 宝洁公司也打算让管理人员成为更好的教练。这是为上司重建培训和发展并加强其在组织中的角色的更大努力的一部分。通过简化绩效评估流程,将评估与开发讨论区分开来,并且消除人才校准环节(主管之间的任意马交易往往带有主观和政治化的排名模型),宝洁已经腾出了大量的时间来投入员工的工作,生长。但是,让监督人员从评判员工到在日常工作中指导他们,这一直是宝洁传统丰富文化中的挑战。因此,该公司在培训主管方面投入了大量资金,涉及如何建立员工的优先事项和目标,如何提供有关捐款的反馈,以及如何使员工的职业理想与业务需求和学习与发展计划保持一致。打赌是,建立员工的能力和与主管的关系将增加参与度,从而帮助公司创新并加快步伐。尽管陪审团仍然处于全公司范围内的文化转变之中,宝洁已经在这些领域报告了各级管理层的改进。 团队。 传统人力资源侧重于个人 - 他们的目标,绩效和需求。但是现在有那么多公司按项目组织他们的工作项目,他们的管理和人才系统正在变得更加专注于团队。团队通过Scrum创建,执行和修改他们的目标和任务 - 在团队层面上,现在正在快速适应新信息。(“Scrum”可能是敏捷词典中最着名的术语它来自于橄榄球,玩家紧紧围在一起重新开始游戏)。他们也在自己追踪自己的进步,找出障碍,评估他们的领导力,并且获得关于如何提高表现的见解。 在这种情况下,组织必须学会应对:多向 反馈。在敏捷的环境中,同伴反馈对课程改正和员工发展至关重要,因为团队成员比任何人都更了解每个人的贡献。这很少是一个正式的流程,并且评论通常针对的是员工,而不是主管。这使投入保持建设性,并防止有时在超级竞争性工作场所发生的破坏同事。 但一些高管认为,同行反馈应该对绩效评估产生影响。IBM人力资源主管Diane Gherson解释说:“管理人员和员工之间的关系会随着网络(员工工作的项目集合)而发生变化。”由于敏捷的环境使得“监控”绩效成为可能旧的意义上,IBM的管理人员征求其他人的意见,以帮助他们尽早发现并解决问题。除非它很敏感,否则该输入将在团队的日常站立式会议中共享并在应用程序中捕获。员工可以选择是否将经理和其他人的意见纳入同行。由于同事对主管的评论也转到团队中,因此可以减轻残酷行为的风险。任何试图削弱同事的人都会被暴露。 在敏捷组织中,员工对团队领导和主管的“向上”反馈也很受重视。Mitre公司的非营利研究中心已采取措施鼓励它,但他们发现这需要集中精力。他们开始定期进行机密的员工调查和焦点小组,以发现人们想与管理人员讨论哪些问题。然后人力资源部门将这些数据提供给主管,通过直接报告来通知他们的谈话。然而,员工们最初不愿意提供反馈意见 - 尽管它是匿名的,仅用于开发目的 - 因为他们不习惯表达他们对管理层所做事情的看法。 Mitre还了解到让下属坦诚的最关键因素是管理者明确表示他们想要并赞赏评论。否则,人们可能会合理地担心他们的领导者没有真正愿意接受反馈并准备好应用它。与任何员工调查一样,征求向上反馈并且不采取行动会对参与产生减弱的影响; 它削弱了员工与管理人员之间的辛苦信任。当米特的新绩效管理和反馈过程开始时,首席执行官承认,研究中心需要重复并进行改进。修订的向上反馈系统将于今年推出。 由于反馈流向团队的所有方向,因此许多公司都使用技术来管理团队的数量。应用程序允许主管,同事和客户从任何地方立即给予反馈。最重要的是,主管可以稍后下载所有评论,当时是评估的时候。在一些应用程序中,员工和主管可以对目标进行评分; 至少有一个可以帮助管理人员分析像Slack这样的项目管理平台上的对话,以提供合作反馈。思科利用专有技术收集员工每周的原始数据或“面包屑”,了解他们同行的表现。这些工具使管理者能够看到随着时间的推移个人表现的波动,即使在团队内部也是如此 当然,这些应用程序并不提供正式的性能记录,员工可能希望面对面讨论问题,以避免将问题记录在可下载的文件中。我们知道,企业认可并奖励改进以及实际表现,但隐藏问题并不总是为员工付出代价。 前线决策权。团队的根本转变也影响了决策权:组织正在将他们推向前线,为员工提供装备并赋予其独立性。但这是一个巨大的行为改变,人们需要支持才能实现。让我们回到蒙特利尔银行的例子来说明它如何工作。当BMO引入敏捷团队来设计一些新的客户服务时,高层领导者还没有准备好放弃控制权,而且他们下面的人不习惯接受。所以银行在业务团队中嵌入了敏捷教练。他们首先通过“回顾” - 包括高层管理人员 - 每次迭代后举行定期反思和反馈会议。这些是行动后评论的敏捷版本; 他们的目的是不断改进流程。 复杂的团队动态。最后,由于主管的角色已经从管理个人转向了促进生产性和健康团队动力学的复杂任务,人们也经常需要帮助。思科的特别团队智能部门提供了这种支持。负责识别公司表现最佳的团队,分析他们的运作方式,并帮助其他团队学习如何变得更像他们。它使用名为Team Space的企业级平台,该平台跟踪团队项目,需求和成就的数据,以衡量和改进团队在单位内部和整个公司内部进行的工作。 补偿。 工资也在变化。在梅西百货等零售公司看到,对于敏捷工作的简单调整就是使用现金奖励来确认发生的贡献,而不是仅仅依靠年终工资增长。研究和实践表明,在期望的行为发生后,尽快出现补偿最有利于激励。即时奖励以强大的方式强化即时反馈。由于时间过长,每年以绩效为基础的提高效率不高。 巴塔哥尼亚实际上已经取消了其知识型员工的年度加薪。相反,公司根据市场利率走向的研究,更频繁地调整每项工作的工资。当员工承担更多困难的项目或以其他方式超越时,也可以分配增加额。公司保留个人贡献者前1%的预算,并且主管可以为任何有利于该指定的贡献提供支持,包括对团队的贡献。 敏捷组织重视员工对团队领导的向上反馈。 补偿也被用来加强敏捷价值,如学习和知识共享。例如,在初创的世界里,在线服装租赁公司Rent the Runway分出了不同的奖金,将这笔钱滚到基本工资。首席执行官詹妮弗海曼报告说,奖金计划正在接受诚实的同行反馈。员工并没有分享建设性的批评意见,他们知道这会给他们的同事带来负面的经济后果。海曼说,新系统通过“解开两者”来防止这个问题。 DigitalOcean重新设计了奖励,以促进员工的公平待遇和合作文化。薪资调整现在每年发生两次,以应对外部劳动力市场以及工作和业绩的变化。更重要的是,DigitalOcean缩小了同等工作的薪酬差距。它故意不顾内部竞争,痛苦地意识到超级竞争文化中的问题(比如微软和亚马逊)。为了个性化薪酬,该公司绘制了人们对其角色有影响以及他们需要成长和发展的地点。有关个人对企业影响的数据是讨论薪酬的关键因素。谈判提高自己的薪水是非常沮丧的。而只有成就最高的1%才会获得财务奖励; 否则,没有奖励过程。所有员工都有资格获得奖金,这是基于公司业绩而不是个人缴款。为了进一步支持协作,DigitalOcean正在多元化其奖励组合,以包括非金融和有意义的礼物,如带有首席执行官“最佳书籍”选择的Kindle。 DigitalOcean如何激励人们在没有虚增财务奖励的情况下表现最好?其副总裁马特霍夫曼说,它着重于创造一种激发目的和创造力的文化。到目前为止,似乎工作。通过Culture Amp进行的最新参与调查将DigitalOcean评为高于行业基准的17分,以满足补偿。 招聘。 随着经济大衰退以来经济的改善,招聘和招聘变得更加紧迫和灵活。为了在2015年迅速扩大规模,GE新的数字部门率先进行了一些有趣的招聘实验。例如,一个跨职能团队就所有招聘申请一起工作。“人数经理”代表内部利益相关者的利益,他们希望他们的职位能够快速适当填补。招聘经理轮流和离开团队,取决于他们目前是否在招聘,而Scrum大师负责监督流程。 为了保持事情的顺利进行,团队专注于解决所有障碍的职位空缺 - 如果辩论仍在继续讨论候选人的期望属性,则无需开始工作。职位空缺被排名,并且团队专注于最优先的员工,直至他们完成。它可以同时雇佣多名雇员,以便成员可以分享有关可能更适合其他角色的候选人的信息。该团队跟踪其填充职位的周期时间,并监控看板上的所有未决申请,以确定瓶颈和被阻止的流程。IBM现在采用类似的招聘方式。 公司也越来越依赖技术来寻找和跟踪非常适合敏捷工作环境的候选人。通用电气,IBM和思科正在与Ascendify供应商合作开发可以实现这一目标的软件。IT招聘公司HackerRank提供了一个用于同样目的的在线工具。 学习和发展。 像招聘一样,L&D不得不改变,以更快速地将新技能带入组织。大多数公司已经有一套在线学习模块,员工可以按需访问。虽然对那些有明确需求的人有帮助,但这有点像给学生一个图书馆的钥匙,告诉她找出她必须知道的东西,然后学习它。较新的方法使用数据分析来识别特定工作和晋升所需的技能,然后根据他们的经验和兴趣向个别员工建议何种培训和未来工作对他们有意义。 IBM使用人工智能来产生这样的建议,从员工的简介开始,包括先前和当前的角色,预期的职业轨迹以及完成的培训计划。该公司还为敏捷环境创建了特殊培训 - 例如,使用围绕一系列“角色”构建的动画模拟来说明有用的行为,例如提供建设性的批评。 人力资源可以从技术中学习什么   传统上,L&D将继任计划包括在内 - 是自上而下的长期思维的缩影,由此人们提前几年挑选出最重要的领导角色,通常希望他们能够按计划发展某些能力。不过,世界往往不能与这些计划合作。公司经常发现,在高级领导职位开放之时,他们的需求已经发生了变化。最常见的解决方案是忽略计划并从头开始搜索。但是,无论如何组织通常会继续进行长期的继任计划。(大约一半的大公司有计划为顶尖工作开发接班人。)百事可乐公司通过缩短时间框架,从这个模型中脱身而出。 持续的挑战 可以肯定的是,并非每个组织或团体都在追求快速创新。有些工作必须基本以规则为基础。(考虑会计师,核控制室操作员和外科医生所做的工作。)在这种情况下,敏捷人才实践可能没有意义。 即使他们合适,他们也可能遇到阻力 - 尤其是在人力资源部门。许多流程必须改变,让组织摆脱基于规划的“瀑布”模型(这是线性的而不是灵活的和适应性的),并且其中一些流程被硬连接到信息系统,职位名称等等。向独立发生的基于云计算的IT迈进,使采用基于应用的工具变得更加容易。但人们的问题仍然是一个棘手的问题。许多人力资源工作,例如传统的招聘,入职和计划协调方法,将会变得过时,这些领域的专业知识也会过时。 同时,新的任务正在创建。帮助主管取代对教练的评价不仅是技术方面的挑战,也是因为它削弱了他们的地位和正式的权威。将管理重点从个人转移到团队可能更加困难,因为团队动态对于那些仍在努力理解如何指导个人的人来说可能是一个黑盒子。最大的问题是公司是否可以帮助管理者把所有这些都看好,并看到其中的价值。 人力资源职能也需要重新培训。它需要更多的IT支持方面的专业知识 - 尤其是考虑到新应用程序产生的所有性能数据 - 以及对团队和实际操作监督的深入了解。近几十年来,人力资源并没有像它所支持的生产线一样改变。但是现在压力已经开始了,它来自于经营层面,这使得坚守旧的人才实践变得更加困难。   共同创造员工体验 作者:Lisa Burrell 采用敏捷人才实践的公司正在对员工如何体验工作场所给予很多思考 - 在某些方面,将他们视为客户。IBM首席人力资源官Diane Gherson最近与HBR讨论了这个标志性科技公司如何改变其业务模式,这是如何发生的。编辑摘录如下。 HBR: IBM将人力资源经验放在人力资源管理的中心在什么意义上? 佳森律师事务所:和其他很多公司一样,我们始于相信如果人们与我们合作感觉很好,我们的客户也会这样。这不是一个新的想法,但它确实是我们非常认真对待的一个问题,大约需要四五年。我们已经看到它证实了。我们发现员工敬业度解释了我们客户体验分数的三分之二。如果我们能够将客户满意度提高5个点,我们平均可以获得额外20%的收入。很显然,这有一个影响。这是变革的商业案例。 但它需要思想转变。以前,我们倾向于依靠专家来建立我们的人力资源计划。现在,我们将员工带入设计流程,与他们共同创造,随着时间的推移迭代,以满足人们的需求。 IBM人力资源主管戴安·吉尔森 这在实践中看起来如何? 员工入职是一个很好的例子 - 我们非常认真地看待第一个流程。我们知道我们希望人们走出去思考,“我很高兴我在这里,我明白我需要知道要走的路。”但是我们开始太小了。我们以一种传统的方式接近了它,所有这些都是关于你的第一天的体验。一旦我们开始询问新员工他们的入职情况如何,我们听到了诸如“我没有及时拿到笔记本电脑”,或者“我无法及时获得我的信用卡来参加我的第一次会议”或“我在访问内部网络时遇到了问题。“所有这些都会影响到有人加入公司的感觉。 一旦你意识到这一点,入职团队的职责就变成了人们如何体验整个过程,从头到尾。为了做到这一点,你必须与更广泛的玩家合作。你带上安全设备以确保身份证件在那里。你带来房地产,以确保人们有一个物理空间,并知道去哪里。您可以使用Networking来确保其远程访问已启动并正在运行。所有这些都是入职培训的一部分。这不仅仅是在第一天和其他一批新员工进行一次精彩的会面。 我们花了一段时间才明白这一点。你必须扩大你的范围,并停止思考,以创造一个伟大的员工体验。 IBM的学习和开发方法如何改变? 人们现在在手机和平​​板电脑上消费内容 - 他们使用YouTube和TED会谈来加快他们不知道的事情。所以我们不得不放弃传统的学习管理体系,对教育和发展有不同的想法。再次,我们引进了我们的千禧一代,引入了我们的用户,并且为我们的380,000名IBM员工中的每一位提供了个性化的学习平台。 它是根据角色量身定制的,智能建议不断更新。它的组织有点像Netflix,有不同的渠道。你可以看到其他人如何评价各种产品。还有一位现场聊天顾问,他现在帮助学习者。 我们测量人力资源服务,如使用净推动力分数进行学习 - 这是不可抗拒体验的终极指标。之前,我们使用了经典的五点满意度量表。即使有人给你评分3.1,你最终会说他们很满意,而对于Net Promoter来说,你必须处于最后的规模,因为你必须减去所有的反对者。要做到这一点很难,它会给你提供更好的人们反馈信息。为了学习,最后我们的NPS为60.这是在“优秀”范围内,但当然还有改进的空间。 你用什么工具来定制学习? 通过Watson Analytics,我们能够从公司内部的数字足迹中推断出人们的专业知识,并将其与他们应该在其特定工作家庭中的位置进行比较。该系统是认知的,所以它知道你 - 它已经摄入了关于你的技能的数据,并能够给你个性化的学习建议。它会告诉你,“好的,你需要增加这些领域的深度 - 这里有一些产品可以帮助你做到这一点。”然后,你可以将它们固定在日历中,或者排列在日历中以备将来学习。该系统还研究了您可能距离获得数字徽章有多近,我们在过去几年中已经开始使用该徽章来展示哪些员工应用了技能。该工具可帮助您通过推荐特定的网络研讨会和内部和外部课程来实现徽章。这全都基于人工智能。在这一点上,技能推论的准确率大约为96%。 “人们在成型时不太可能抵制变革。” 你怎么知道? 我们过去一直在进行这种费力的手动过程,让人们填写技能调查问卷,让他们的经理签字。但那会很快过时。所以我们停止了这样做。相反,特定工作家庭或行业的领导者会对我们推断的结果进行抽查。他们采访员工并确定他们的位置,并将其与我们系统中的推断进行比较。 IBM也对其性能管理系统进行了改革。员工如何参与这个过程? 如你所知,绩效管理在大多数公司中都是一种避雷针。而不是做典型的事情 - 这将是做一些基准测试,集合一批专家,提出新设计并试用它 - 我们决定全力以赴和我们的员工共同创造一种延长的黑客马拉松。我们使用了设计思维,提出了你可能被描述为“概念车”的东西 - 这是人们试驾和踢轮胎的东西,而不是仅仅处理概念。我们在2015年夏天做到了这一点,并在五个月后在整个公司实施。这就是让全体员工参与的力量 - 人们在掌握变化时不太可能抵制变革。 为了开始共同创作过程,我有一天在博客上写道:“我们很乐意接受你的建议。如果你讨厌它,我们会重新开始,没问题。但我们真的想要你的想法。“我们做了一些关于我们认为可能的样子的视频。我在一夜之间得到了18,000个回应 幸运的是,我们有技术来分析这一切,看看人们喜欢和不喜欢的东西。 起初有人说:“这真是一个骗局 - 你已经知道你想做什么。”但我们解释说我们真的想听到他们的消息,并且我们把他们带到了各种讨论论坛。这花了一段时间,但我想我们确实把他们转过来了。我们不断沟通,说:“好吧,你喜欢这个; 你不喜欢那样。这里是你不能同意的地方。“与此同时,我们正在组装原型来向人们展示。 我清楚地知道有一些基本规则。例如,我们不会摆脱关于绩效的讨论,我们希望为绩效付费。但总的来说,它是开放的。与大多数公司相比,整个过程花费的时间少于重新设计绩效管理计划的时间,我们涉及大约10万名员工。最后,我们问道:“你想怎么称呼它?”成千上万的人投了票。我们最后有三个名字,并选择了检查站。 绩效管理永远不可能是完美的。但是你的宝宝从来不会很难看。我们的员工创建了自己的计划,并为此感到自豪。你可以在他们正在进行的博客中看到它,我们要求他们谈论什么在工作,什么不在,并告诉我们如何改进系统。自从我们把它放在那里以来,我们一直这么做。他们的总体信息是“这就是我们想要的”。它被认为是参与度提高的首要原因。人们以更加丰富的方式从这个系统中获得更多的反馈。更重要的是,他们在我们的转变中并不像是旁观者。他们是积极的参与者。 “我们能够迅速发现问题并承诺为他们做些事情。” 你如何利用“情绪分析”来进一步解决员工的需求? 情绪分析在人们总是在线评论的世界中非常有用。我们的认知技术着眼于人们选择的语言并提取语气。它确定它是正面的还是负面的,然后再深入,说明它是强烈的还是强烈的消极的。这样看起来就像看音乐 - 看看哪里有很高的音符或很低的音符很响。它始终在我们的防火墙之后,永远不会外部。它不会查看任何人传递的信息或电子邮件内容或浏览行为。它只是在他们的博客和防火墙内的评论中看到语气。 使用这种方法,如果您需要深入了解某个区域,您可以快速提取。我们已经能够迅速发现开始酿造的问题,并且更重要的是,承诺为他们做些事情。这是与社交平台合作最令人兴奋的部分。我们举了几个我们做错了事情的例子。我的一些人决定,我们不会赔偿共乘。员工变得焦躁不安,我可以迅速回应已经变成请愿书的问题。“我读了你的所有评论,”我告诉他们,“你提出了我们没有想到的一些伟大的观点。我们试图寻找您的安全,但总的来说,这不是正确的选择。让我们回到我们原来的政策。“所有这些都在24小时内发生。人们听到并非常感激。 一年前我们有类似的情况。当您前往客户网站整整一周时,我们不得不计算收入,而不是马上回家,您的配偶或朋友会在周末陪伴您。因为我们会报销客人的旅行,所以造成了税务问题。我们改变了这个计划,因为这个计划变得混乱了,员工们又被激怒了。我当然可以理解为什么。如果你一直在路上,当然你可能希望你的配偶陪你一个周末。人们不希望我们为他们做出决定。那是另外一个例子,我们很快就聚在一起说:“嘿,如果他们想为自己的税收负责,他们可以做到。”这是一个很好的警告,呼吁我们不要如此家长式。 在人们身体不在一起的组织中,您可以使用情感分析来了解哪些地方出现问题,哪些地方管理不够强大,哪些地区的人群表达否定意见。它允许你检查这些网站或组,并查明发生了什么。 现在的员工是否比过去拥有更多权力? 是。现在对组织内部的内容给予更多的重视,因为它也可以通过社交媒体在外面听到。Glassdoor就是一个很好的例子。在过去,你可能有一些公司不适合工作,但只有一小部分人知道。现在全世界都知道这件事,因为它在Glassdoor上 - 这使得公司变成了玻璃屋。人们可以看看发生了什么,并以他们以前无法做到的方式判断他们是否想在那里工作。 让我们回过头来看看IBM向敏捷人才实践转变的背后的商业原因 - 您能否更多地谈论这些? 我提到客户满意度。今天的客户正在寻找前所未有的速度和响应能力。在较早的时代,他们真正想要的是最好的产品,最好的价格 - 效率很重要,但速度并不如此。 在二十一世纪初,我们将为来自世界各地的专家组织一个项目,他们将花费一小部分时间在这个项目上,因为他们也在从事其他项目。他们会加入电话会议,因为人们处于不同的时区,这一直很难。我相信他们在进行这些电话时是多任务的。该项目可能需要六个月到一年的时间。现在,我们将采用一小组专门的人员,并将他们放在一起三个月,他们将使用敏捷方法完成所有工作。这是关于如何为客户创造价值的另一种思考方式。它响应他们对速度的需求。 是否有人希望敏捷的人才方法能够帮助IBM弥补其在向云计算和其他业务转型过程中失去的收入和增长? 我们是一家正在改变自己的公司:我们45%的收入来自我们五年前没有的企业,而我们是一家800亿美元的公司。当你正在经历这种转变,并看到你的一些传统业务出现低迷时,并且当你开始新业务时你正在翻新这些业务,你可能会看到一些不平衡的表现。你在开车的时候基本上是换胎。是的,这需要敏捷。   一家银行的敏捷团队实验 由Dominic Barton,Dennis Carey和Ram Charan撰写 当网络和移动技术打乱银行业时,消费者越来越意识到自己可以为自己做些什么。他们很快接受了全球银行集团ING首席执行官拉尔夫哈默斯称的“随时随地的银行业务”。 到2014年,与ING零售客户的所有互动中约有40%通过移动应用程序进入。(现在这个数字已经接近60%了 - 分支机构的访问量和联系中心的呼叫数已经下降到1%以下)。即便移动客户希望能够随时随地轻松访问最新的信息。例如,某人在乘火车回家的路上,他开始进行贷款交易,希望能够在当晚的桌面上继续使用。“我们的客户将大部分在线时间花费在Facebook和Netflix等平台上,”Hamers说。“这些为用户体验设定了标准。” 这意味着ING需要变得更加灵活和更加以用户为中心,在其金融之旅的每一个角落为全球3,000多万客户提供服务。因此,哈默尔与荷兰荷兰集团首席执行官Nick Jue一起,在ING最大的荷兰零售业务部门总部启动了试点转型。第一步是帮助其他高层领导和董事会设想一个新的灵活的,基于团队的系统来部署,开发和评估人才。(ING已经在荷兰IT部门采用敏捷和Scrum方法,但这些工作方式对组织其他部门来说是新的。)Hamers和他的领导团队随后在他们所崇拜的科技公司会见了人员,了解他们的人才系统提供更好的客户服务。到2015年春荷兰荷兰国际集团的总部,部落,小队和章节。 部落,小队和章节   创建了13个部落来解决特定的领域,例如抵押服务,证券和私人银行业务。每个部落最多可容纳150人。(例如,销售,服务和支持职能部门的员工在这种结构之外工作 - 例如在较小的客户忠诚团队中工作 - 但他们与部落合作)。并且每个部门都有领导者确定优先事项,分配预算并确保知识和见解在部落内部和部落之间共享。 部落领导还有另外一项重要责任:通过部落成员的投入,创建由九人或更少人组成的自我指导小组,通过交付和维护新产品和服务来解决特定客户需求。这些小组是跨学科的 - 通常由营销专家,数据分析师,用户体验设计师,IT工程师和产品专家组成。一名小队成员被指定为“产品负责人”,负责协调活动并确定优先事项。只要满足客户的需求,团队就会一直呆在一起 - 无论是提高移动应用程序的用户体验还是构建特定功能。有些任务在两周内完成; 其他人可能需要18个月。有时候团队解散,成员加入其他团队。最经常, 通过在这样的小单位工作,并与来自不同学科的同事一起工作,小队成员可以迅速解决之前可能从部门反弹到部门的问题。通过Scrum和日常站点等机制鼓励信息共享,这是您在科技初创公司可以找到的聚会类型。从开始到结束看到一个项目,让每个小组都感受到对客户的所有权和联系。 实施敏捷人才系统并不意味着陷入混乱。实际上,设计良好的系统遵循明确规定的规则和保障措施,以确保机构稳定。例如,每个部落都有一对敏捷教练,帮助队员和个人在鼓励员工在实地解决问题而不是传递给其他人的环境中有效协作。尽管你可能认为适应对于长期银行员工来说是最难的,但根据ING荷兰首席信息官Peter Jacobs的说法,情况并非如此。“他们中的许多人”比年轻一代更快,更容易适应“,他说,也许是因为他们的专业知识现在比过去有更多的影响力,因为需要签署这么多的签字。 在小型跨职能部门工作,班组可以快速解决问题。 然后是章节,它们协调同一学科的成员 - 数据分析或者系统过程 - 分散在班组中。章节负责人负责跟踪和分享最佳实践以及诸如专业开发和绩效评估之类的内容。即使在省去了耗时的交接和官僚作风的情况下,也可以将章节看作是保留传统管理的有用部分的一种方式。 系统内置定期评估。每两周一次的班组审查他们的工作。哈默斯说:“他们可以决定他们将如何继续为我们的客户改进产品,或者他们是否想'快速失败'。”(从失败中学习是值得称赞的)。小组在完成任务之后还会进行全面的自我评估参与和部落进行季度业务评论(QBR),观察他们最大的成功和失败,回顾他们最重要的学习,并明确未来三个月的目标。 这些保障措施有助于抵消ING荷兰公司现任首席执行官Vincent van den Boogert(以及启动新组织结构的团队的一部分)所认为的基于班组系统的两大挑战。一个是自负的小队主要响应客户的需求可能会采取与公司战略不同步的变化。QBRs可以缓解这种风险。第二个挑战有点违反直觉。自我评估小组有时满足于他们每两周进行的渐进式改进。QBR也在这方面提供帮助,因为高层管理人员使用它们来制定和加强延伸目标。 哈默尔在两年多的时间里认为这个人才实验取得了巨大的成功。客户满意度和员工敬业度都提高了,ING更快地推出新产品。因此,该银行已开始推出这种新工作方式,为本国以外的约4万名员工工作。对于哈默斯来说,改变不会很快。每个ING 13个零售市场的应用程序在外观,设计和功能上各不相同。Hamers希望让事情变得更简单,这样任何地方的任何客户都会遇到同样的ING。“技术公司在全球有一个平台,”他说。“无论您在哪里使用Netflix,Facebook或Google,都可以获得相同的服务。ING必须这样做。这是我们将所有客户带入银行业未来的唯一途径。“   以上由AI翻译完成,HRTechChina.com倾情奉献,转载请注明。   HR Goes Agile   by Peter Cappelli & Anna Tavis   Agile isn’t just for tech anymore. It’s been working its way into other areas and functions, from product development to manufacturing to marketing—and now it’s transforming how organizations hire, develop, and manage their people. You could say HR is going “agile lite,” applying the general principles without adopting all the tools and protocols from the tech world. It’s a move away from a rules- and planning-based approach toward a simpler and faster model driven by feedback from participants. This new paradigm has really taken off in the area of performance management. (In a 2017 Deloitte survey, 79% of global executives rated agile performance management as a high organizational priority.) But other HR processes are starting to change too. In many companies that’s happening gradually, almost organically, as a spillover from IT, where more than 90% of organizations already use agile practices. At the Bank of Montreal (BMO), for example, the shift began as tech employees joined cross-functional product-development teams to make the bank more customer focused. The business side has learned agile principles from IT colleagues, and IT has learned about customer needs from the business. One result is that BMO now thinks about performance management in terms of teams, not just individuals. Elsewhere the move to agile HR has been faster and more deliberate. GE is a prime example. Seen for many years as a paragon of management through control systems, it switched to FastWorks, a lean approach that cuts back on top-down financial controls and empowers teams to manage projects as needs evolve. The changes in HR have been a long time coming. After World War II, when manufacturing dominated the industrial landscape, planning was at the heart of human resources: Companies recruited lifers, gave them rotational assignments to support their development, groomed them years in advance to take on bigger and bigger roles, and tied their raises directly to each incremental move up the ladder. The bureaucracy was the point: Organizations wanted their talent practices to be rules-based and internally consistent so that they could reliably meet five-year (and sometimes 15-year) plans. That made sense. Every other aspect of companies, from core businesses to administrative functions, took the long view in their goal setting, budgeting, and operations. HR reflected and supported what they were doing. By the 1990s, as business became less predictable and companies needed to acquire new skills fast, that traditional approach began to bend—but it didn’t quite break. Lateral hiring from the outside—to get more flexibility—replaced a good deal of the internal development and promotions. “Broadband” compensation gave managers greater latitude to reward people for growth and achievement within roles. For the most part, though, the old model persisted. Like other functions, HR was still built around the long term. Workforce and succession planning carried on, even though changes in the economy and in the business often rendered those plans irrelevant. Annual appraisals continued, despite almost universal dissatisfaction with them. Now we’re seeing a more sweeping transformation. Why is this the moment for it? Because rapid innovation has become a strategic imperative for most companies, not just a subset. To get it, businesses have looked to Silicon Valley and to software companies in particular, emulating their agile practices for managing projects. So top-down planning models are giving way to nimbler, user-driven methods that are better suited for adapting in the near term, such as rapid prototyping, iterative feedback, team-based decisions, and task-centered “sprints.” As BMO’s chief transformation officer, Lynn Roger, puts it, “Speed is the new business currency.” With the business justification for the old HR systems gone and the agile playbook available to copy, people management is finally getting its long-awaited overhaul too. In this article we’ll illustrate some of the profound changes companies are making in their talent practices and describe the challenges they face in their transition to agile HR. Where We’re Seeing the Biggest Changes Because HR touches every aspect—and every employee—of an organization, its agile transformation may be even more extensive (and more difficult) than the changes in other functions. Companies are redesigning their talent practices in the following areas: Performance appraisals. When businesses adopted agile methods in their core operations, they dropped the charade of trying to plan a year or more in advance how projects would go and when they would end. So in many cases the first traditional HR practice to go was the annual performance review, along with employee goals that “cascaded” down from business and unit objectives each year. As individuals worked on shorter-term projects of various lengths, often run by different leaders and organized around teams, the notion that performance feedback would come once a year, from one boss, made little sense. They needed more of it, more often, from more people. An early-days CEB survey suggested that people actually got less feedback and support when their employers dropped annual reviews. However, that’s because many companies put nothing in their place. Managers felt no pressing need to adopt a new feedback model and shifted their attention to other priorities. But dropping appraisals without a plan to fill the void was of course a recipe for failure. Since learning that hard lesson, many organizations have switched to frequent performance assessments, often conducted project by project. This change has spread to a number of industries, including retail (Gap), big pharma (Pfizer), insurance (Cigna), investing (OppenheimerFunds), consumer products (P&G), and accounting (all Big Four firms). It is most famous at GE, across the firm’s range of businesses, and at IBM. Overall, the focus is on delivering more-immediate feedback throughout the year so that teams can become nimbler, “course-correct” mistakes, improve performance, and learn through iteration—all key agile principles. In user-centered fashion, managers and employees have had a hand in shaping, testing, and refining new processes. For instance, Johnson & Johnson offered its businesses the chance to participate in an experiment: They could try out a new continual-feedback process, using a customized app with which employees, peers, and bosses could exchange comments in real time. The new process was an attempt to move away from J&J’s event-driven “five conversations” framework (which focused on goal setting, career discussion, a midyear performance review, a year-end appraisal, and a compensation review) and toward a model of ongoing dialogue. Those who tried it were asked to share how well everything worked, what the bugs were, and so on. The experiment lasted three months. At first only 20% of the managers in the pilot actively participated. The inertia from prior years of annual appraisals was hard to overcome. But then the company used training to show managers what good feedback could look like and designated “change champions” to model the desired behaviors on their teams. By the end of the three months, 46% of managers in the pilot group had joined in, exchanging 3,000 pieces of feedback. Regeneron Pharmaceuticals, a fast-growing biotech company, is going even further with its appraisals overhaul. Michelle Weitzman-Garcia, Regeneron’s head of workforce development, argued that the performance of the scientists working on drug development, the product supply group, the field sales force, and the corporate functions should not be measured on the same cycle or in the same way. She observed that these employee groups needed varying feedback and that they even operated on different calendars. Why Intuit’s Transition to Agile Almost Stalled Out So the company created four distinct appraisal processes, tailored to the various groups’ needs. The research scientists and postdocs, for example, crave metrics and are keen on assessing competencies, so they meet with managers twice a year for competency evaluations and milestones reviews. Customer-facing groups include feedback from clients and customers in their assessments. Although having to manage four separate processes adds complexity, they all reinforce the new norm of continual feedback. And Weitzman-Garcia says the benefits to the organization far outweigh the costs to HR. Coaching. The companies that most effectively adopt agile talent practices invest in sharpening managers’ coaching skills. Supervisors at Cigna go through “coach” training designed for busy managers: It’s broken into weekly 90-minute videos that can be viewed as people have time. The supervisors also engage in learning sessions, which, like “learning sprints” in agile project management, are brief and spread out to allow individuals to reflect and test-drive new skills on the job. Peer-to-peer feedback is incorporated in Cigna’s manager training too: Colleagues form learning cohorts to share ideas and tactics. They’re having the kinds of conversations companies want supervisors to have with their direct reports, but they feel freer to share mistakes with one another, without the fear of “evaluation” hanging over their heads. DigitalOcean, a New York–based start-up focused on software as a service (SaaS) infrastructure, engages a full-time professional coach on-site to help all managers give better feedback to employees and, more broadly, to develop internal coaching capabilities. The idea is that once one experiences good coaching, one becomes a better coach. Not everyone is expected to become a great coach—those in the company who prefer coding to coaching can advance along a technical career track—but coaching skills are considered central to a managerial career. P&G, too, is intent on making managers better coaches. That’s part of a larger effort to rebuild training and development for supervisors and enhance their role in the organization. By simplifying the performance review process, separating evaluation from development discussions, and eliminating talent calibration sessions (the arbitrary horse trading between supervisors that often comes with a subjective and politicized ranking model), P&G has freed up a lot of time to devote to employees’ growth. But getting supervisors to move from judging employees to coaching them in their day-to-day work has been a challenge in P&G’s tradition-rich culture. So the company has invested heavily in training supervisors on topics such as how to establish employees’ priorities and goals, how to provide feedback about contributions, and how to align employees’ career aspirations with business needs and learning and development plans. The bet is that building employees’ capabilities and relationships with supervisors will increase engagement and therefore help the company innovate and move faster. Even though the jury is still out on the companywide culture shift, P&G is already reporting improvements in these areas, at all levels of management. Teams. Traditional HR focused on individuals—their goals, their performance, their needs. But now that so many companies are organizing their work project by project, their management and talent systems are becoming more team focused. Groups are creating, executing, and revising their goals and tasks with scrums—at the team level, in the moment, to adapt quickly to new information as it comes in. (“Scrum” may be the best-known term in the agile lexicon. It comes from rugby, where players pack tightly together to restart play.) They are also taking it upon themselves to track their own progress, identify obstacles, assess their leadership, and generate insights about how to improve performance. In that context, organizations must learn to contend with: Multidirectional feedback. Peer feedback is essential to course corrections and employee development in an agile environment, because team members know better than anyone else what each person is contributing. It’s rarely a formal process, and comments are generally directed to the employee, not the supervisor. That keeps input constructive and prevents the undermining of colleagues that sometimes occurs in hypercompetitive workplaces. But some executives believe that peer feedback should have an impact on performance evaluations. Diane Gherson, IBM’s head of HR, explains that “the relationships between managers and employees change in the context of a network [the collection of projects across which employees work].” Because an agile environment makes it practically impossible to “monitor” performance in the old sense, managers at IBM solicit input from others to help them identify and address issues early on. Unless it’s sensitive, that input is shared in the team’s daily stand-up meetings and captured in an app. Employees may choose whether to include managers and others in their comments to peers. The risk of cutthroat behavior is mitigated by the fact that peer comments to the supervisor also go to the team. Anyone trying to undercut colleagues will be exposed. In agile organizations, “upward” feedback from employees to team leaders and supervisors is highly valued too. The Mitre Corporation’s not-for-profit research centers have taken steps to encourage it, but they’re finding that this requires concentrated effort. They started with periodic confidential employee surveys and focus groups to discover which issues people wanted to discuss with their managers. HR then distilled that data for supervisors to inform their conversations with direct reports. However, employees were initially hesitant to provide upward feedback—even though it was anonymous and was used for development purposes only—because they weren’t accustomed to voicing their thoughts about what management was doing. Mitre also learned that the most critical factor in getting subordinates to be candid was having managers explicitly say that they wanted and appreciated comments. Otherwise people might worry, reasonably, that their leaders weren’t really open to feedback and ready to apply it. As with any employee survey, soliciting upward feedback and not acting on it has a diminishing effect on participation; it erodes the hard-earned trust between employees and their managers. When Mitre’s new performance-management and feedback process began, the CEO acknowledged that the research centers would need to iterate and make improvements. A revised system for upward feedback will roll out this year. Because feedback flows in all directions on teams, many companies use technology to manage the sheer volume of it. Apps allow supervisors, coworkers, and clients to give one another immediate feedback from wherever they are. Crucially, supervisors can download all the comments later on, when it’s time to do evaluations. In some apps, employees and supervisors can score progress on goals; at least one helps managers analyze conversations on project management platforms like Slack to provide feedback on collaboration. Cisco uses proprietary technology to collect weekly raw data, or “breadcrumbs,” from employees about their peers’ performance. Such tools enable managers to see fluctuations in individual performance over time, even within teams. The apps don’t provide an official record of performance, of course, and employees may want to discuss problems face-to-face to avoid having them recorded in a file that can be downloaded. We know that companies recognize and reward improvement as well as actual performance, however, so hiding problems may not always pay off for employees. Frontline decision rights. The fundamental shift toward teams has also affected decision rights: Organizations are pushing them down to the front lines, equipping and empowering employees to operate more independently. But that’s a huge behavioral change, and people need support to pull it off. Let’s return to the Bank of Montreal example to illustrate how it can work. When BMO introduced agile teams to design some new customer services, senior leaders weren’t quite ready to give up control, and the people under them were not used to taking it. So the bank embedded agile coaches in business teams. They began by putting everyone, including high-level executives, through “retrospectives”—regular reflection and feedback sessions held after each iteration. These are the agile version of after-action reviews; their purpose is to keep improving processes. Because the retrospectives quickly identified concrete successes, failures, and root causes, senior leaders at BMO immediately recognized their value, which helped them get on board with agile generally and loosen their grip on decision making. Complex team dynamics. Finally, since the supervisor’s role has moved away from just managing individuals and toward the much more complicated task of promoting productive, healthy team dynamics, people often need help with that, too. Cisco’s special Team Intelligence unit provides that kind of support. It’s charged with identifying the company’s best-performing teams, analyzing how they operate, and helping other teams learn how to become more like them. It uses an enterprise-wide platform called Team Space, which tracks data on team projects, needs, and achievements to both measure and improve what teams are doing within units and across the company. Compensation. Pay is changing as well. A simple adaptation to agile work, seen in retail companies such as Macy’s, is to use spot bonuses to recognize contributions when they happen rather than rely solely on end-of-year salary increases. Research and practice have shown that compensation works best as a motivator when it comes as soon as possible after the desired behavior. Instant rewards reinforce instant feedback in a powerful way. Annual merit-based raises are less effective, because too much time goes by. Patagonia has actually eliminated annual raises for its knowledge workers. Instead the company adjusts wages for each job much more frequently, according to research on where market rates are going. Increases can also be allocated when employees take on more-difficult projects or go above and beyond in other ways. The company retains a budget for the top 1% of individual contributors, and supervisors can make a case for any contribution that merits that designation, including contributions to teams. Upward feedback from employees to team leaders is valued in agile organizations. Compensation is also being used to reinforce agile values such as learning and knowledge sharing. In the start-up world, for instance, the online clothing-rental company Rent the Runway dropped separate bonuses, rolling the money into base pay. CEO Jennifer Hyman reports that the bonus program was getting in the way of honest peer feedback. Employees weren’t sharing constructive criticism, knowing it could have negative financial consequences for their colleagues. The new system prevents that problem by “untangling the two, ” Hyman says. DigitalOcean redesigned its rewards to promote equitable treatment of employees and a culture of collaboration. Salary adjustments now happen twice a year to respond to changes in the outside labor market and in jobs and performance. More important, DigitalOcean has closed gaps in pay for equivalent work. It’s deliberately heading off internal rivalry, painfully aware of the problems in hypercompetitive cultures (think Microsoft and Amazon). To personalize compensation, the firm maps where people are having impact in their roles and where they need to grow and develop. The data on individuals’ impact on the business is a key factor in discussions about pay. Negotiating to raise your own salary is fiercely discouraged. And only the top 1% of achievement is rewarded financially; otherwise, there is no merit-pay process. All employees are eligible for bonuses, which are based on company performance rather than individual contributions. To further support collaboration, DigitalOcean is diversifying its portfolio of rewards to include nonfinancial, meaningful gifts, such as a Kindle loaded with the CEO’s “best books” picks. How does DigitalOcean motivate people to perform their best without inflated financial rewards? Matt Hoffman, its vice president of people, says it focuses on creating a culture that inspires purpose and creativity. So far that seems to be working. The latest engagement survey, via Culture Amp, ranks DigitalOcean 17 points above the industry benchmark in satisfaction with compensation. Recruiting. With the improvements in the economy since the Great Recession, recruiting and hiring have become more urgent—and more agile. To scale up quickly in 2015, GE’s new digital division pioneered some interesting recruiting experiments. For instance, a cross-functional team works together on all hiring requisitions. A “head count manager” represents the interests of internal stakeholders who want their positions filled quickly and appropriately. Hiring managers rotate on and off the team, depending on whether they’re currently hiring, and a scrum master oversees the process. To keep things moving, the team focuses on vacancies that have cleared all the hurdles—no req’s get started if debate is still ongoing about the desired attributes of candidates. Openings are ranked, and the team concentrates on the top-priority hires until they are completed. It works on several hires at once so that members can share information about candidates who may fit better in other roles. The team keeps track of its cycle time for filling positions and monitors all open requisitions on a kanban board to identify bottlenecks and blocked processes. IBM now takes a similar approach to recruitment. Companies are also relying more heavily on technology to find and track candidates who are well suited to an agile work environment. GE, IBM, and Cisco are working with the vendor Ascendify to create software that does just this. The IT recruiting company HackerRank offers an online tool for the same purpose. Learning and development. Like hiring, L&D had to change to bring new skills into organizations more quickly. Most companies already have a suite of online learning modules that employees can access on demand. Although helpful for those who have clearly defined needs, this is a bit like giving a student the key to a library and telling her to figure out what she must know and then learn it. Newer approaches use data analysis to identify the skills required for particular jobs and for advancement and then suggest to individual employees what kinds of training and future jobs make sense for them, given their experience and interests. IBM uses artificial intelligence to generate such advice, starting with employees’ profiles, which include prior and current roles, expected career trajectory, and training programs completed. The company has also created special training for agile environments—using, for example, animated simulations built around a series of “personas” to illustrate useful behaviors, such as offering constructive criticism. What HR Can Learn from Tech Traditionally, L&D has included succession planning—the epitome of top-down, long-range thinking, whereby individuals are picked years in advance to take on the most crucial leadership roles, usually in the hope that they will develop certain capabilities on schedule. The world often fails to cooperate with those plans, though. Companies routinely find that by the time senior leadership positions open up, their needs have changed. The most common solution is to ignore the plan and start a search from scratch. But organizations often continue doing long-term succession planning anyway. (About half of large companies have a plan to develop successors for the top job.) Pepsi is one company taking a simple step away from this model by shortening the time frame. It provides brief quarterly updates on the development of possible successors—in contrast to the usual annual updates—and delays appointments so that they happen closer to when successors are likely to step into their roles. Ongoing Challenges To be sure, not every organization or group is in hot pursuit of rapid innovation. Some jobs must remain largely rules based. (Consider the work that accountants, nuclear control-room operators, and surgeons do.) In such cases agile talent practices may not make sense. And even when they’re appropriate, they may meet resistance—especially within HR. A lot of processes have to change for an organization to move away from a planning-based, “waterfall” model (which is linear rather than flexible and adaptive), and some of them are hardwired into information systems, job titles, and so forth. The move toward cloud-based IT, which is happening independently, has made it easier to adopt app-based tools. But people issues remain a sticking point. Many HR tasks, such as traditional approaches to recruitment, onboarding, and program coordination, will become obsolete, as will expertise in those areas. Meanwhile, new tasks are being created. Helping supervisors replace judging with coaching is a big challenge not just in terms of skills but also because it undercuts their status and formal authority. Shifting the focus of management from individuals to teams may be even more difficult, because team dynamics can be a black box to those who are still struggling to understand how to coach individuals. The big question is whether companies can help managers take all this on and see the value in it. The HR function will also require reskilling. It will need more expertise in IT support—especially given all the performance data generated by the new apps—and deeper knowledge about teams and hands-on supervision. HR has not had to change in recent decades nearly as much as have the line operations it supports. But now the pressure is on, and it’s coming from the operating level, which makes it much harder to cling to old talent practices. Co-Creating the Employee Experience by Lisa Burrell   Companies that are adopting agile talent practices are giving a lot of thought to how employees experience the workplace—in some ways, treating them like customers. Diane Gherson, the chief human resources officer at IBM, recently spoke with HBR about how that’s playing out as the iconic tech company revamps its business model. Edited excerpts follow. HBR: In what sense is IBM putting employee experience at the center of people management? GHERSON: Like a lot of other companies, we started with the belief that if people felt great about working with us, our clients would too. That wasn’t a new thought, but it’s certainly one we took very seriously, going back about four or five years. We’ve since seen it borne out. We’ve found that employee engagement explains two-thirds of our client experience scores. And if we’re able to increase client satisfaction by five points on an account, we see an extra 20% in revenue, on average. So clearly there’s an impact. That’s the business case for the change. But it has required a shift in mindset. Before, we tended to rely on experts to build our HR programs. Now we bring employees into the design process, co-create with them, and iterate over time so that we meet people’s needs. Diane Gherson, IBM’s head of HR What does that look like in practice? A good example is employee onboarding—the first process we took a very hard look at. We knew we wanted people to walk out thinking, “I’m superexcited I’m here, and I understand what I need to know to get going.” But we started too small. We approached it in a traditional way that made it all about the orientation class, all about the experience you have on your first day. Once we began asking new hires how their onboarding had gone, we heard things like “I didn’t get my laptop on time,” or “I couldn’t get my credit card in time to get to my first meeting,” or “I had problems accessing the internal network.” All those things affect how someone feels about having joined the company. Once you realize that, the remit for the onboarding team becomes how people experience the whole process, end to end. To get it right, you have to work with a broader set of players. You bring in Security to make sure the ID badges are there. You bring in Real Estate to make sure people have a physical space and know where to go. You bring in Networking to make sure their remote access is up and running. All that is part of onboarding. It’s not just having a great meeting with a bunch of other new hires on your first day. It took a while for us to understand that. You have to broaden your scope and stop thinking in silos in order to create a great employee experience. How has IBM’s approach to learning and development changed? People consume content on their phones and tablets now—they use YouTube and TED talks to get up to speed on things they don’t know. So we had to put aside our traditional learning-management system and think differently about education and development. Again, we brought in our Millennials, brought in our users, and codesigned a learning platform that is individually personalized for every one of our 380,000 IBMers. It’s tailored by role, with intelligent recommendations that are continually updated. And it’s organized sort of like Netflix, with different channels. You can see how others have rated the various offerings. There’s also a live-chat adviser, who helps learners in the moment. We measure HR offerings such as learning with a Net Promoter Score—the ultimate metric for an irresistible experience. Before, we used a classic five-point satisfaction scale. Even if someone rated you a 3.1, you ended up saying they were satisfied, whereas with Net Promoter, you have to be at the far end of the scale for it to mean anything, because you have to subtract all the detractors. It’s much harder to get that, and it gives you much better feedback on what people are experiencing. For learning, at last count, our NPS was 60. That’s in the “excellent” range, but of course there’s still room to improve. What kinds of tools do you use to customize learning? With Watson Analytics, we’re able to infer people’s expertise from their digital footprint inside the company, and we compare that with where they should be in their particular job family. The system is cognitive, so it knows you—it has ingested the data about your skills and is able to give you personalized learning recommendations. It tells you, “OK, you need to increase your depth in these areas—and here are the offerings that will help you do that.” You can then pin those or queue them up in your calendar for future learning. The system also looks at how close you may be to earning a digital badge, which we’ve started using in just the past couple of years to demonstrate which employees have applied skills. The tool then helps you achieve the badge by recommending specific webinars and internal and external courses. It’s all based on artificial intelligence. Skills inference is at about 96% accuracy at this point. “People are less likely to resist change when they’ve had a hand in shaping it.” How do you know that? We used to have this laborious manual process of getting people to fill out skills questionnaires and having their managers sign off on them. But that gets outdated really fast. So we stopped doing that. Instead, leaders in particular job families or industries do spot checks on how well we are inferring. They interview employees and identify where they are, comparing that with what the inference was in our system. IBM has given its performance management system an overhaul as well. How have employees been involved in that process? As you know, performance management is kind of a lightning rod in most companies. Rather than do the typical thing—which would be to do some benchmarking, pull together a bunch of experts, come up with a new design, and pilot it—we decided to go all out and co-create it with our employees in a sort of extended hackathon. We used design thinking and came up with what you might describe as a “concept car”—something for people to test drive and kick the tires on, instead of just dealing with concepts. We did that in the summer of 2015 and implemented it across the company five months later. That’s the power of engaging the whole workforce—people are much less likely to resist the change when they’ve had a hand in shaping it. To start the co-creation process, I blogged about it one day and said, “We’d love your input. If you hate it, we’ll start over, no problem. But we really want your thoughts.” We made a few videos about what we thought it might look like. I got 18,000 responses overnight. Fortunately, we had the technology to analyze it all and see what people liked and didn’t like. At first some people said, “This is such a sham—you already know what you want to do.” But we explained that we really wanted to hear from them, and we got them into various discussion forums. It took a while, but I think we did turn them around. We kept communicating, saying, “OK, you liked this; you didn’t like that. And here are areas where you can’t seem to agree.” Meanwhile, we were putting together prototypes to show people. I was clear up front that there were some ground rules. For example, we were not going to get rid of performance discussions, and we wanted pay-for-performance. But in general, it was wide open. The whole process took less time than most companies take to redesign their performance management programs, and we involved about 100,000 employees. Finally, we asked, “What do you want to call it?” Tens of thousands of people voted. We had three names in the end, and Checkpoint was selected. Performance management can never be perfect. But your baby is never ugly. Our employees created their own program, and there is pride in that. You can see it in their ongoing blogs, where we ask them to talk about what’s working and what’s not and to tell us how we can improve the system. We’ve been doing that ever since we put it out there. Their overall message has been “This is what we wanted.” It was cited as the top reason engagement improved. People are getting much more feedback out of this system, in much richer ways. And more important, they are not feeling like spectators in our transformation; they are active participants. “We’ve been able to swiftly detect problems and commit to doing something about them.” How are you using “sentiment analysis” to further address employees’ needs? Sentiment analysis is very helpful in a world where people are always commenting online. Our cognitive technology looks at the words people choose and picks up the tone. It identifies whether it’s positive or negative and then goes deeper, saying whether it’s strongly positive or strongly negative. In that way it’s almost like looking at music—seeing where there are very high notes or very low notes that are loud. It’s always behind our firewall, never external. It’s not looking at any of the information people pass around or at their e-mail content or browsing behavior. It’s just looking at tone in their blogs and comments inside the firewall. With this approach you can pick up pretty quickly if there’s an area you need to dive into. We’ve been able to swiftly detect problems that are starting to brew and, more important, make a commitment to do something about them. This is the most exciting part of having a social platform to work with. We’ve had several examples of things we did wrong. Some of my folks decided we wouldn’t reimburse for ridesharing. Employees became agitated, and I could quickly respond to a concern that had turned into a petition. “I read all your comments,” I told them, “and you made some great points we hadn’t thought of. We were trying to look out for your security, but on balance, this wasn’t the right choice. Let’s return to our original policy.” All this happened within 24 hours. People felt listened to and were very appreciative. We had a similar situation about a year ago. We had to impute income when you were traveling to a client site for a full week and, instead of returning home right away, you had your spouse or a friend join you for the weekend. Because we would reimburse the guest’s travel, it created a tax issue. We altered the program because that was getting messy, and again employees were incensed. I can certainly understand why. If you’re on the road all the time, of course you might want your spouse to join you for a weekend. People didn’t want us making the decision for them. That was another case where we quickly got together and said, “Hey, if they want to be responsible for their own taxes, they can do it.” It was a good wake-up call for us to not be so paternalistic. In organizations where people aren’t physically all together, you can use sentiment analysis to get a sense of where you’ve got trouble spots, where your management isn’t strong enough, where groups of people are expressing negative opinions. It allows you to check in on those sites or groups and find out what’s going on. Do employees have more power now than in the past? Yes. So much more weight is now given to what is said inside an organization, because it can be heard outside as well, through social media. Glassdoor is a perfect example. In the past you might have had companies that weren’t great to work for, but only a small circle of people knew about it. Now the whole world knows about it, because it’s on Glassdoor—and that’s turned companies into glass houses. People can look in and see what’s going on and make judgments about whether they want to work there in a way that they weren’t able to before. Let’s go back to the business reasons behind IBM’s shift to agile talent practices—can you say more about those? I mentioned client satisfaction. Clients today are looking for speed and responsiveness like never before. In an earlier era what they really wanted was the best product at the best price—efficiency was important, but speed was less so. In the early 2000s we would have staffed a project with experts from all over the world, and they would have spent a fraction of their time on that project, because they were also working on other projects. They would have joined conference calls, which is always hard because people are in different time zones. And I’m sure they were multitasking while they were on those calls. That project might have taken six months to a year. Now we would take a smaller group of dedicated people and put them together for three months, and they would get it all done using agile methodology. It’s a different way of thinking about how to create value for clients. It responds to their need for speed. Is there some hope that an agile approach to talent will help IBM make up ground in revenue and growth that it lost in its transition to cloud computing and other businesses? We’re a company that’s transforming itself: 45% of our revenue comes from businesses we were not in five years ago, and we are an $80 billion company. When you’re going through that kind of shift and seeing a downturn in some of your legacy businesses, and you’re renovating those while you’re launching new businesses, you may see some unevenness in performance. You’re basically changing the tires while you’re driving the car. And yes, that takes agility.   One Bank’s Agile Team Experiment   by Dominic Barton,Dennis Carey & Ram Charan   When web and mobile technologies disrupted the banking industry, consumers became more and more aware of what they could do for themselves. They quickly embraced what Ralph Hamers, CEO of the global banking group ING, calls “banking on the go.” By 2014 about 40% of all interactions with ING retail customers were coming in through mobile apps. (Now the figure is closer to 60%—and branch visits and calls to contact centers have dropped below 1%.) Even then mobile customers expected easy access to up-to-date information whenever and wherever they logged in. For instance, someone who started a loan transaction during the train ride home from work wanted to be able to continue it on a desktop that night. “Our customers were spending most of their online time on platforms like Facebook and Netflix,” says Hamers. “Those set the standard for user experience.” That meant ING needed to become nimbler and more user-focused to serve its 30 million–plus customers across the world at every point in their financial journeys. So Hamers worked with Nick Jue, then the CEO of ING’s Netherlands group, to launch a pilot transformation in the headquarters of ING’s largest unit, its Dutch retail operations. The first step was to help other senior leaders and the board envision a new agile, team-based system for deploying, developing, and assessing talent. (ING had already adopted agile and scrum methodologies in its Dutch IT unit, but those ways of working were new to other parts of the organization.) Hamers and his leadership team then met with people at tech companies they admired, learning how their talent systems enabled better customer service. By the spring of 2015 the headquarters of ING Netherlands, home to some 3,500 full-time employees, had replaced most of its traditional structure with a fluid, agile organization composed of tribes, squads, and chapters. Tribes, Squads, and Chapters Thirteen tribes were created to address specific domains, such as mortgage services, securities, and private banking. Each tribe contains up to 150 people. (Employees in sales, service, and support functions work outside this structure—in smaller customer-loyalty teams, for instance—but they collaborate with the tribes.) And each has a lead who establishes priorities, allocates budgets, and ensures that knowledge and insights are shared both within and across tribes. The tribe lead has one other critical responsibility: to create, with input from tribe members, self-steering squads of nine or fewer people to address specific customer needs by delivering and maintaining new products and services. These squads are cross-disciplinary—typically, a mix of marketing specialists, data analysts, user-experience designers, IT engineers, and product specialists. One squad member is designated the “product owner,” responsible for coordinating activities and setting priorities. The squad stays together as long as is required to meet the customer need from start to finish—whether it is, for example, improving user experience on the mobile app or building a particular feature. Some tasks are completed in two weeks; others might take 18 months. Sometimes the squads disband and the members join other ones. Most often, however, squads that are working well stay together and move on to address other customer needs. By working in such small units and with colleagues from various disciplines, squad members can quickly resolve issues that might previously have bounced from department to department. Information sharing is encouraged through mechanisms such as scrums and daily stand-ups—the kinds of gatherings you’d find at a tech start-up. Seeing a project through from start to finish gives each squad a sense of ownership and connection to the customer. Implementing an agile talent system doesn’t mean embracing chaos. In fact, a system that’s well designed observes clearly defined rules and safeguards to ensure institutional stability. Every tribe, for example, has a couple of agile coaches to help squads and individuals collaborate effectively in an environment where employees are encouraged to solve problems on the ground rather than pass them on to someone else. Although you might think adapting would be most difficult for long-term bank employees, that’s not so, according to ING Netherlands CIO Peter Jacobs. Many of them “adapted even more quickly and more readily than the younger generation,” he says, perhaps because their expertise now has more impact than in the past, when so many sign-offs were required. Working in small, cross-functional units, squads can resolve issues quickly. Then there are the chapters, which coordinate members of the same discipline—data analytics, say, or systems processes—who are scattered among squads. Chapter leads are responsible for tracking and sharing best practices and for such things as professional development and performance reviews. Think of chapters as a way of retaining the helpful parts of traditional management even while dispensing with time-consuming handoffs and bureaucracy. Regular assessments are built into the system. Every two weeks squads review their work. Says Hamers, “They get to decide how they will continue to improve the product for our customers, or if they want to ‘fail fast.’” (Learning from failure is applauded.) Squads also do a thorough self-assessment after completing any engagement, and tribes perform quarterly business reviews (QBRs), looking at their biggest successes and failures, reviewing their most important learnings, and articulating goals for the next three months. These safeguards help counter what Vincent van den Boogert, the current CEO of ING Netherlands (and part of the team that launched the new organizational structure), sees as the two biggest challenges of a squad-based system. One is the possibility that self-empowered squads responding primarily to the needs of customers might embark on changes that aren’t in sync with company strategy. The QBRs mitigate that risk. The second challenge is somewhat counterintuitive. Self-evaluating squads are sometimes content with the incremental improvements they make every two weeks. The QBRs help in that regard, too, because top management uses them to formulate and reinforce stretch goals. More than two years in, Hamers considers the talent experiment a big success. Customer satisfaction and employee engagement are both up, and ING is quicker to market with new products. So the bank has started to roll out this new way of working to the roughly 40,000 employees outside its home country. For Hamers, the change can’t come soon enough. The apps for each of ING’s 13 retail markets vary in appearance, design, and function. Hamers wants to make things much simpler so that any customer, anywhere, will encounter the same ING. “Tech companies have one platform across the globe,” he says. “No matter where you use Netflix, Facebook, or Google, you get the same service. ING must do the same. That is the only way we will bring all our customers along into the future of banking.”    
    人力资源管理
    2018年02月26日
  • 人力资源管理
    英文阅读:(人工智能与人力资源)AI and human understanding will win the war for talent 简单讲就是AI人工智能与人力资源是一个好的结合点,尤其是招聘面试的时候,AI可以更好的帮忙搜索简历,进行人才搜寻。 同时面试的时候可以用人工智能的聊天机器人与候选人进行基础的面试管理安排以及与面试官进行协作。这块国内专注面试管理服务的优面宝已经开始这方面的工作。在前期职位分析与人才匹配阶段国内很多招聘服务机构也开始了各种的AI机器人的工作。 一切都在路上!人工智能在人力资源上的机会刚刚开始! One of the most well known tropes in startup and tech culture is that your business is only as good as the team behind it. You can’t do anything without having a strong team, and the most important job for every manager is to hire quality talent that fits into the preexisting team dynamics. The HR and recruiting industry has dedicated itself to finding the people who are right for your company, but the process of skimming resumes and calling in highly rated candidates for an interview hasn’t changed for the past decade or so. However, the newest trend, AI, is infiltrating all industries. While it might be a very good thing, you shouldn’t put all your hiring eggs in that AI basket. The best solution combines the strengths of HR and AI. AI in the hiring process We’ve all been hearing (and reading) about how AI will completely take over our lives. We’ve also been frightened into thinking it will soon replace all of us. While the job of getting people jobs will not be replaced by AI anytime soon, the tech can offer major improvements to the process. To find the right talent, you need to have the ability to scan resumes quickly, read people immediately, and imagine the future of the applicant sitting in front of you. While some of that work can be replaced by AI, currently we are nowhere near an AI that can read people and assess their fit within the culture of the workplace. But some of the processes for finding the right people to join your company — such as immediately asking for more information, screening, and highlighting special candidates — can be done more quickly and efficiently with AI. The integration of AI is not just about saving the company time and resources. It also saves time and uncertainty for the candidate. Getting back to top talent to set up an interview a week from now is the best way to have them move on to the next opportunity. If you can provide instantaneous feedback on every application, you get a leg up over other companies looking to snag that candidate, instead of wasting their time and missing a hire. Onboarding with chatbots The optimal way to maximize efficiency is combining human and technological resources. A chatbot can onboard new candidates as quickly as possible, as opposed to a form that might never get filled out. If you build a real AI chat bot, you can give candidates real-time feedback on their applications and ask questions to gather information before any interview is scheduled. The bot can even automatically analyze the candidate’s resume and information while onboarding and give them real-time responses relevant to them, making sure that the right people get called in for an interview and that the interviewer has the right information before even asking the first question. After the chatbot has done its job and flagged the relevant candidates according to your parameters, the human element kicks in. Hiring managers don’t have to read the whole resume, supporting documents, and answers to a questionnaire because AIs can create a personalized summary of documents. The AI behind the hiring process can create a five-bullet summary of everything that’s important to know about each candidate. It can even set up the interview on its own. This means even small companies where C-level executives do the hiring don’t waste time on pre-interview screening, and interviewers have concise information about each candidate before they walk in the room. The interview is where the human intelligence and expertise shine. Things like a candidate’s cultural fit, connection, and ability to work with others, along with the hiring manager’s overall impression of a person, are vital. Humans can focus on what they do best and automate the rest. The future of AI in recruiting At the end of the day, hiring a person doesn’t just hinge on facts and figures, it depends on who they are. And that’s something AIs still can’t assess. But the process of going through those facts and figures to see if someone is qualified can certainly be automated by an intelligent bot. The value is increased by the fact that you can onboard and convert candidates quickly, meaning top talent will be more likely to work for you and you’ll take less time filling important positions at your company. The combination of AI and human understanding is what hiring managers need to win the war on talent — and save a few dollars, as well as time. Moritz Kothe is the chief executive officer of kununu, a place to find and share workplace insights.
    人力资源管理
    2017年11月04日
  • 人力资源管理
    “管人”的问题能交给 AI 解决吗?HR 在变革面前要谨慎 编者按:AI潮流席卷各行各业,算法也让我们窥见未来全新的可能。人力资源管理也开始受到这股新潮流的影响。不过说到底,如同使剑,剑虽利,可削铁如泥,也可能误伤自己。工具虽好,还得用的妥当,才能发挥其最大效能。AI目前的应用包括:筛选简历、HR聊天机器人(跟应聘者聊天,以加深HR对他们的了解)、线上面试后通过面试者的表现(表情、言语模式等)判断性格特征等等。然而,但凡是工具,都是有利有弊的。这时候就要看工具使用者的操作了。如果HR人能了解并用好这些工具,不仅能节省大量时间,甚至能实现整个行业的工作模式和战略转型。本文编译自Venturebeat的原题为“AI can revolutionize HR, but deploy with care”的文章。 人工智能的出现,让各行各业都开始转型。人力资源业也不例外。 我们已经看到各式各样的HR工具数量的显著增长,机器学习和人工智能也渐渐开始解决工作范围内“人”的问题。越来越多的组织和企业开始迎接这股潮流,将权力逐渐分散,而那些能用好这项技术的人就能在这场竞争中领先。 数据来自ideal,一间打造招聘AI的公司。https://ideal.com/ai-recruiting/ 风险高 回报也大 人工智能和机器学习再神,也只是工具。就像所有其他工具一样,它们也是中性的,可能有益,也可能有害。如果这工具你用得不好,或者安置到不合适的地方,它们就可能对你的商业流程和企业文化不利。而HR专业人士又不想技术人员那样熟悉这些工具背后的运作机制,因此,他们也面临很大的风险,可能弄巧成拙。出发点是好的,但结果却可能不尽如人意。 那么,HR专业又该怎么做,才不会“好心”办坏事呢? 首先,要确保自己真的了解手头要处理的是什么问题。也就是说,问题里里外外,都弄得清清楚楚,理解透彻。只要你能意识到问题何在,能够确定要解决的是什么,这时候你就要问自己,是否确实需要这项技术来解决这个特定的问题。如果没有这项技术,工作是否会受到很大影响,甚至停滞不前?这项技术会让问题简单化,让你有更多时间精力去解决其他问题?还是说,你可以使用现有的技术,或者改变方法来解决当前的问题? 有足够的了解才有发言权。 如果你觉得你确实需要某个酷炫的AI技术来解决难题,那你就得好好“教育”自己,去了解这门技术的优势和劣势。不是简单的百度一下就完事儿了,而是扎扎实实地花时间、真的深入了解你决定使用的工具。利用自己的专业人脉网,看看公司里其他人的经验能不能对你有所启发。你还可以让他们评估一下你考虑使用的技术,以帮助你做出更好的决定。 如果操作得当,那人工智能自然能帮你节省大量时间精力,让人力资源部从运营中心转向以战略为核心的部门。 工欲善其事 必先利其器 选择正确的工具很重要 你所面临的问题大大小小、方方面面可能都有所不同。各种算法也各有长处短处,但每个算法设计的时候,设计者也有不同考虑, 因此,不是每个算法都适合拿来解决当前的问题。所以你要确定,目前的问题可以用AI来解决。 算法对于下列的问题可能不太适合     产生的数据不多,或者数据不能准确表现出现实中的后果或者行为     极端的边缘个案会出现,或者数据有严重的偏差(但这个情况有办法做调整)     需要进行价值判断的情况(这种情况下,最好的办法是结合人类和算法做出决策) 往好的一面看,算法在以下几个方面很有优势     可以取得关键数据,而且数据与你所感兴趣的现实行为和后果直接相关的情况     你需要找出的模式是可预测的情况下(至少不会随着时间流逝而变化) 你需要知道,AI不能帮你让自己的团队在技能上有提高,所以那些仅仅是将流程自动化的工具可能给不了你想要的结果。如果你的目标是改变团队成员的行为,那你可以考虑使用帮助员工学习的工具。研究显示,用工具来向员工提出及时、具体又可行的建议或者反馈,在改变员工行为习惯方面是最有效的。 比如,Texito平台能字你写招聘广告的时候,向你提出建议,以便你能吸引到自己寻找的目标人才。Joonko公司可以分析企业的生产力和员工合作方面的活动,找出员工中无意识中的偏见,并且向该员工提出纠正的措施。 算法也是人设计的 设计人工智能,与其说是技术活,倒不如说像一门艺术。工具的创造者将自己的偏见“设计进”自己的作品中,也是不可避免的。谷歌以前就有过这个教训,曾有一个图像识别工具刚开发的时候,把肤色深的人识别为大猩猩... 算法将图中的黑人识别为大猩猩 所以,在购买基于人工智能的工具之前,要做好功课,深入调查是不可少的。看看这些算法的设计基础是什么,算法开发过程中,人工的决策对工具运作时产生的结果有什么影响。准备好一个问题清单,比如:     在“训练”这个算法时,用的是什么数据?     这些数据中有什么样的“偏见”存在?这个模型又经过怎么样的调整?(比如,如果算法中的数据体现的是女性接受的主要是优先度不高的工作,那算法可能“认为”女性能力不足,不能胜任优先度高的工作。)     随着时间推移,使用增加,这个算法会怎样“进化”,设计者对于其中产生的偏差问题打算怎么解决? 底线在哪里 人工智能和机器学习有很大的潜力,或许能使得人力资源业角色上根本的转换,扩大该专业人士的积极影响。但是光靠人工智能和机器学习的应用,是无法在你的企业在创造出可持续的变化的。如果你用人工智能来加速现有的积极变化,那这些以技术为基础的改变,也可以通过同时运行其他战略性项目来得到强化。 机器人不会取代我们,他们会让我们看起来更睿智。 原文链接:https://venturebeat.com/2017/10/16/ai-can-revolutionize-hr-but-deploy-with-care/ 编译组出品。编辑:郝鹏程 本文翻译自 venturebeat.com,原文链接。如若转载请注明出处。
    人力资源管理
    2017年10月24日
  • 人力资源管理
    优化员工管理流程,东南亚人力资源管理平台Swingvy获110万美元种子轮融资 Swingvy想要革新东南亚的人力资源管理,公司今日宣布获110万美元种子轮融资,由Big Basin Capital和Walden International领投。 这家在吉隆坡、新加坡和韩国首尔均设有分部的创企表示,在东南亚,人力资源管理还非常落后,对于那些中小型企业来说更是如此。公司管理者也许能兼顾新员工招聘、老员工离职、人力资源报告以及掌握好财务支出等多项任务,有时候他们会需要一个传统软件进行辅助(可能只是几张电子表格),或者干脆把这些任务外包给别人。 Swingvy的人力资源管理平台能优化员工管理及参与的流程,因此能帮助那些小公司节约大量的管理时间。 这家创企于2016年10月成立在马来西亚和新加坡,一开始只有50位测试用户,如今却已经能帮助1000多家公司进行管理。它正准备进行营销推广,公司的业务主要采用免费增值模式,核心的人力资源软件是免费的,但如果要增加工资单和任务委托等功能,则要付费订阅。 云端人力资源软件在东南亚还不够成熟,但Swingvy想要去改变这一现状。不少公司还在为如何同时管理不同的员工而头痛,而Swingvy非常有信心去解决这个问题。 公司首席执政官兼联合创始人Jin Choeh表示:“大家都想获得更高的效益管理。那么将世界一流的人力资源软件和简便的员工效益管理结合在一起,就会给我们带来巨大的商机。”
    人力资源管理
    2017年04月21日
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