Josh Bersin：人力资源在未来工作中的重要作用，比你想的更重要！“我们现在在人力资源部门所做的比我在分析师20年中所看到的更重要。人力资源在新的工作世界中扮演着重要的角色，“Bersin说。
一个新的技术世界
Bersin在这些新的工作环境中讨论了技术的巨大影响，并解释说他在职业生涯的大部分时间都在技术行业工作。他给了观众一个简短的介绍时间表，说明大多数技术在职业生涯初期失败的原因，然后与Elon Musk最近将特斯拉汽车投入太空的例子并成功地做到了这一点。
然后他引用去年最受欢迎的圣诞礼物是Alexa机器人 - 突显了我们生活中不断变化的技术进步。
在与人力资源部门进行技术整合时，人们普遍感受到空气中的恐惧，但贝尔辛还有其他想法。他说：“我们听说过人工智能将如何接管我们的工作，并消除我们所做的大量工作。我们拥有的计算机和技术越多，创造的就业机会就越多。在美国，我们几乎低于4％的失业率; 很多工作已经创建 - 他们只是不同类型的工作。“
Bersin解释说，最近进行的研究研究了自2008年经济衰退以来创造的所有工作，发现其中98％是全新的工作。这些主要是替代性工作协议，可以在角色中提供更多的灵活性。
“员工不知所措。我认为生产力放缓的原因之一是因为我们被电子邮件，文本，社交媒体分心 - 这是一种认知过载。“
保留和生产力
关于创造就业的话题，Bersin表示，失业率目前处于历史最低水平，就业机会无处不在，首席执行官们也知道这一点。他说：“现在，企业的头号问题正在吸引和留住人才。”
他继续说道：“如果我们发现很难吸引和留住人才 - 为什么人力资源专业人员会让我们的生产力受到影响？”Bersin呼吁与会者更有效地使用技术，以便衡量参与度，这是任何人力资源部门最感兴趣的领域。有趣的是，Bersin分享了Glassdoor的一个事实，显示2008年（在经济衰退期间）平均参与分数是3.11，现在10年后，他们已经上升到3.2 - 这并没有太大差别，清楚地表明需要改变。
“员工不知所措。我认为生产力放缓的原因之一是因为我们被电子邮件，文本和社交媒体分心 - 这是一种认知负荷，“Bersin解释说。
然后，他开始讨论千禧一代面临的问题，以及最近的一项研究表明，三分之二的千禧一代认为自己的经济福利不会比他们的父母幸运。Bersin呼吁组织在更广泛的社会中发挥更加全面的公民角色。
Bersin表示需要开发三个人力资源领域：
技术和人工智能
人才的吸引力和保留
生产力和福利
工作的新未来
为了进入这个新的和非常多变的工作世界，Bersin建议领导们深入研究他们可以改善员工整体工作体验的五种方式：
一个新的组织结构
对于公司来说，一个巨大的问题是无法数字化运作，因为组织的结构扼杀了它。公司通常围绕不再适用的工业模式进行组织。数字公司需要拥抱并融入灵活的团队网络，这些团队是独立的，但是相互关联的团队，每个团队最多有五个团队。当人们在物理上位于同一地点时，人们倾向于团队，并且手续被拿走。身体接近创造了亲密关系和亲密关系，这将有助于提高参与度和生产力，并创造共享文化，共享领导力和潜在的新人才实践。
重塑管理
成为教练而不是老板，我们需要管理者赋予人们权力，建立团队，指导人员并收集反馈意见。因此，我们现在需要一个不同类型的领导者。如果我们认为历史上的反馈意见将在调查和评估中每年进行一次，那么我们现在（在德勤）就有一个持续的反馈过程。持续的绩效管理当然已经到来，这有助于指导，发展和识别糟糕的业绩。只有4％的高层管理人员意识到组织内部存在问题，但通过这种新技术浪潮，这些工具可以使员工提供实时反馈。
员工体验
当试图定义影响工作人员的问题时，员工的体验数据至关重要。文化是其中的重要组成部分 - 定义使命和价值观的企业随着时间的推移胜过同行8倍; 当人们融入组织的文化时，他们会对公司的评价更高。为人们提供更健康的工作体验并考虑他们的整体福利也很重要，这需要进入人力资源领域的绩效领域。例如，希望重新设计工作场所可以通过帮助包容性，公平性和业务的整体透明度产生积极影响。
职业革新
在不断变化的职业世界中，我们需要建立更好的职业模式，并考虑老龄化的劳动力队伍。我们如何找到更多高级人员的角色？技术和软技能之间的工作正在形成鲜明的对比。只需要1年的教育，人们就可以接受未来工作的再培训。这个选项可以让人们适应并获得更多技能，领导者应该抓住这个机会。
拥抱新技术
在二十一世纪初，我们经历了一次综合人才管理浪潮，之后我们出现了基于云计算且易于使用的产品（例如参与系统），但工作经验没有得到改善。我们可以聪明地工作，并使用新技术将团队带到一起; 例如，我们可以使用工具自动调查您定期发送电子邮件的人员的技能反馈，然后指导您使用这些技能 - 这些技能将由AI驱动。我们需要一个新的系统来帮助我们管理团队。作为一个人力资源团队，你应该与IT人员讨论这种基于团队的新工具，因为他们将成为未来的人力资源平台。“更多的CEO认为未来的工作是以人为中心的，吨。差不多三分之二的首席执行官认为成为数字业务的关键是拥有新技术，但事实并非如此 - 人是关键。作为首席生产力官，人力资源部门应该扮演一个新的角色，“Bersin总结道。
以上由AI翻译，HRTechChina倾情奉献。转载请注明。
英文原文：
Josh Bersin: HR's Essential Role In The New World Of Work
“What we’re doing in HR now is more important than what I’ve seen in my 20 years as an analyst. HR has an essential role in the new world of work,” Bersin said.
A new world of technology
Bersin discussed the enormous impact of technology within these new working climates, explaining that he’d been in the technology industry for most of his career. He gave the audience a brief
timeline, indicating how most technology failed to work at the beginning of his career, then juxtaposed that with the example of Elon Musk recently shooting a Tesla car into space – and doing so successfully. He then cited that the most popular Christmas present last year was the Alexa robot – highlighting the ever-changing technological advancements we are living among.
There is a feeling of widespread apprehension in the air when technology integration is addressed with HR, but Bersin has other ideas. He said: “We’ve heard about how artificial intelligence is going to take over our jobs and eliminate a lot of the work we do. The more computers and technology we have, the more jobs are created. In the US we’re almost below a 4% unemployment rate; lots of jobs have been created – they’re just different types of jobs.”
Bersin explained that there’s been recent research done that studied all jobs created since the 2008 recession, and found that 98% of them are entirely new jobs. These mainly being alternative work agreements, allowing for more flexibility within roles.
“Employees are overwhelmed. I think one of the reasons productivity is slowing down is because we are distracted by emails, texts, social media – it’s a cognitive overload.”
Retention and productivity
On the topic of job creation, Bersin stated that the unemployment rate now is at an all-time low, jobs are everywhere, and CEOs know this. He said: “Right now the number one issue in business is attracting and retaining talent.”
He continued: “If we are finding it difficult to attract and retain talent – why, as HR professionals, are we allowing productivity to suffer?” Bersin urged attendees to use technology much more effectively, allowing it to measure engagement, which is one of the biggest areas of interest to any HR function. Interestingly Bersin shared a Glassdoor fact, showing that in 2008 (during the recession) average engagement scores were 3.11 and now 10 years later, they’ve risen to 3.2 – which isn’t much of a difference, clearly showing the need for change.
“Employees are overwhelmed. I think one of the reasons productivity is slowing down is because we are distracted by emails, texts, social media – it’s a cognitive overload,” Bersin explained. He then went onto discuss the issues millennials face, and how a recent study showed that two-thirds of millennials believe their own economic wellbeing will be less fortunate than their parents. Bersin urged organisations to take a more rounded and citizenship role within wider society.
Bersin indicated that three areas of HR need to be developed:
Technology and AI
Talent attraction and retention
Productivity and wellbeing
A new future of work
To enter into this new and very changeable world of work, Bersin advised leaders to take a deeper look at five ways in which they can improve the overall working experience for employees:
A new organisational structure
A huge issue for companies is the inability to operate digitally because the organisation’s structure stifles it. Companies are often organised around an industrial model that no longer works. Digital companies need to embrace and incorporate agile networks of teams, which are independent, yet interlinked groups with an optimum number of five within each group. People gravitate towards teams when they’re physically co-located, and formalities are taken away. Physical proximity creates intimacy and relationships, which will help improve engagement and productivity and create a shared culture along with shared leadership and potentially new talent practices.
Reinventing management
Be a coach not a boss, we need managers that empower people, build teams, coach people, and collect feedback. Therefore, we now need a different type of leader. If we consider that historically feedback would be carried out once per year in surveys and appraisals, we now (at Deloitte) have a continuous feedback process. Continuous performance management has certainly arrived, which helps coach, develop and identify poor performance. Only 4% of top management is aware of issues within organisations, but with this new wave of technology these tools can enable employees to provide real-time feedback.
Employee experience
When trying to define the issues that affect people at work employee experience data is crucial. Culture is a significant part of this – companies that define a mission and values outperform peers eight-fold over time; when people fit into the organisation’s culture they will rate your company higher. It’s also important to give people a healthier working experience and consider their overall wellbeing, which needs to move into the area of performance within HR. For example, looking to redesign the workplace could have a positive impact by helping with inclusion, fairness and the overall transparency of the business.
Career overhaul
In a world of ever-changing jobs, we need to build better career models and consider the aging workforce. How can we find roles for more senior people? Jobs are becoming stark contrasts between tech and soft skills. People can be retrained for the jobs of future with only 1 years’ worth of education. This option allows people to adapt and gain more skills, and leaders should be seizing this opportunity.
Embrace new technology
In the early 2000s, we went through an integrated talent management wave, after which we had the emergence of products that were cloud-based and easy-to-use (e.g. systems of engagement), but the work experience hasn’t improved. We can be smart with our working and use new technology to bring teams together; for instance, we can use tools to automatically survey people you email on regular basis to feedback on skills and then coach you on those skills – which will be driven by AI. We need a new breed of system to help us manage teams. As an HR team, you should talk to IT about this new breed of team-based tools, as they will become the HR platforms of the future.“More CEOs understand the job of the future is people-centric, but a lot don’t. Almost two-thirds of CEOs think that the key to becoming a digital business is to have new technology, but this isn’t so – people are the key. HR should have a new role, as Chief Productivity Officer,” Bersin concluded.
员工体验
2018年02月27日
员工体验
在争夺最佳人才方面，员工的体验越来越重要Josh Bersin教你五大策略来最大化员工体验在争夺最佳人才方面，员工的体验越来越重要，人力资源需要关注授权，发展和吸引人才进入热门就业市场的核心优势，Josh Bersin写道。
作者：Josh Bersin
我们生活在有趣的时代。几十年来，全球经济第一次增长。失业率几乎处于30年来的最低点，薪水终于开始上涨，雇主正在积极争夺一套新的技能（“机器学习技巧”现在是LinkedIn领域最热门的工作，需求增加在过去五年中近10倍）。
但是这个地平线上有一片小小的灰色云。正如我在2000年股市崩盘时所记得的那样，在非常高的经济增长时期，就业市场变得非常困难，雇主不得不改变他们的策略。
突然之间，每个人都在争夺同样的人才（大会董事会首席执行官的研究表明，“找到并留住人才”现在已成为首席执行官的头号问题），企业开始担心人力资源战略和领导力，以及求职者开始快速跳来跳去。事实上，具有按需技能的人突然开始像电影明星一样行事，游说高薪，比较雇主，并进一步推动公司改善他们的就业品牌。
对于人力资源领导者来说，“员工体验”的整个主题突然成为一个成败的问题。如果你的公司没有得到很好的尊重，在社交媒体网站上获得高评价，并被认为是“不断增长的工作场所”，你会发现吸引人才越来越难。当然，大多数人不会经常换工作，但拥有非常独特技能的人开始走动。销售人员，工程师，产品专家甚至入门级员工开始转向增长最快的公司，使得发展缓慢的公司陷入低谷。
“对于人力资源领导者来说，'员工体验'的整个主题突然成为一个决定性的问题”
人力资源的新挑战
这种情况的问题在于它对人力资源造成了全新的压力。突然间，公司突出了员工体验，生产力，参与度，留存率，福利，奖励以及诸如福利，附加福利，工作环境以及免费午餐，免费晚餐，免费洗衣等各种奇怪的事情。免费健身房和锻炼项目。在我住的硅谷，如果你不给人们美味的早餐，午餐，（经常晚餐），你根本无法吸引工程师。这种不断升级的战争利益不断增加。
在我的职业生涯中，我经历了许多这样的循环，而且我的个人经历表明，许多人只是继续耕耘，留在原地，从经济改善中受益。但高潜力和领导者可以轻松找到新工作，所以我们必须密切关注他们。大多数公司正在重新设计他们的继任管理计划，促进人才流动性，入职培训，按需学习和职业发展，因此需要做很多事情。
最糟糕的是，正如我在2001年和2008年所记得的那样，这一切最终都会崩溃。在未来的某个时候，全球增长将停止，我们都会怀疑这些昂贵的，以员工为中心的计划是否可以承受。我记得我们2008年IMPACT会议的主题是“少用少得多”。我们现在不在这里，但最终会来。
重新调整员工体验策略
人力资源是否准备好了？绝对。我一直在与世界上一些最具标志性和重要性的公司会面，他们的人力资源团队重新关注职业管理，员工体验，新奖励计划以及各种有趣的数字生产力和福利策略。
让我们都在这里享受美好时光。是的，这个热门的就业市场造成了很大的压力，但如果你专注于赋权，发展和引人入胜的核心优势 - 你就会蓬勃发展。现在云层在地平线上，让我们享受阳光吧。
“如果你不给人们美味的早餐，午餐（经常晚餐），你根本无法吸引工程师”
5个最大化新全球经济中员工体验的策略
关注就业品牌。了解并研究候选人如何看待你的公司，并将这些信息反馈给首席执行官和高级商业领袖，以便推动管理层改进文化，参与度和工作环境。
保持当前的工资和福利。现在我认为公司必须每六个月刷新一次奖励计划。每年都不够快。我曾经和那些给员工半年一次审查和加薪的公司谈过，即使这在某些情况下可能还不够。现在公布大量的薪酬信息 - 员工可以找到它，所以您应该领先于此。
重点了解员工的旅程，并关注端到端的员工体验。这意味着从候选人到新员工到第一天，第一个月，第一季度，第一年，第一次促销等等。设计思维的概念现在已经被很好地理解，因此您需要使用它们来构建一种数字化的体验，以帮助人们在职业生涯中茁壮成长。
重新设计您的L＆D战略。今年是2018年，采用微型学习策略的一年，更新您的LMS和工具，并深入了解“工作流程中的学习”的概念。我很快就会写更多内容 - 但让我提醒你，当人们觉得自己“没有学习”时，他们会离开公司。你可以解决这个问题。
通知首席执行官和高层领导。让他或她知道你的留任率，聘用的难度，以及哪些业务领域正面临人才短缺或技能差距。如果您需要聘用更多招聘人员，投资新的开发计划，或从根本上改变工作模式以适应，您需要他们的帮助才能迅速动员。在竞争激烈的时期，首席执行官希望尽其所能帮助，所以要抓住机遇。
图片来源：iStock
以上由AI自动翻译，原文请阅读：
Josh Bersin’s top 5 strategies to maximise the employee experience
The employee experience is increasingly important in the battle for the best talent, and HR needs to focus on core strengths of empowering, developing and engaging people in a hot jobs market, writes Josh Bersin
We are living in interesting times. For the first time in decades the entire global economy is growing. Unemployment rates are almost at a 30 year low, salaries are finally starting to rise, and employers are competing vigorously for a new set of skills (“machine learning skills” are now the hottest according to LinkedIn, a job that has increased in demand by almost 10 times in the last five years.)
But there is a small grey cloud over this horizon. As I remember quite well during the 2000 stock market crash, during very high growth economic times the job market becomes very difficult and employers have to shift their strategies.
Suddenly everyone is competing for the same talent (Conference Board CEO research indicates that “finding and retaining talent” is now the #1 issue on the mind of CEOs), companies start to worry about HR strategies and their leadership pipeline, and job candidates start hopping around quickly. In fact people with in-demand skills suddenly start to behave like movie stars, lobbying for high salaries, comparing employers, and further pushing companies to improve their employment brand.
For HR leaders the whole topic of the “employee experience” suddenly becomes a make or break issue. If your company is not well respected, highly rated on social media websites, and considered a “growing place to work,” you find it harder and harder to attract talent. Sure most people don’t change jobs that often, but people with very unique skills start to move around. Salespeople, engineers, products specialists, and even entry-level employees start to move to the fastest growing companies, leaving the slow growth companies in waves.
“For HR leaders the whole topic of the ’employee experience’ suddenly becomes a make or break issue”
New challenges for HR
The problem with this situation is that it creates a whole new stress on HR. Suddenly companies are focused on the employee experience, productivity, engagement, retention, benefits, rewards, and things like well-being, fringe benefits, the work environment, and all sorts of strange things like free lunch, free dinner, free laundry, and free gym and exercise programs. Here in Silicon Valley, where I live, if you don’t give people a gourmet breakfast, lunch, (and often dinner) you simply cannot attract engineers. This escalating war of benefits keeps going up.
I’ve been through many of these cycles in my career, and my personal experiences shows that many people just plow along and stay where they are, benefiting from the improved economy. But high potentials and leaders can find new jobs easily, so we have to watch them closely. And most companies are re-engineering their programs for succession management, facilitated talent mobility, onboarding, on-demand learning, and career development, so there is a lot to do.
And worst of all, as I remember in the year 2001 and 2008, this all will eventually come to a crashing end. Sometime in the future this global growth will stop, and we will all wonder if these expensive, employee-centric programs are affordable. I remember the theme of our 2008 IMPACT conference was “doing less with less.” We aren’t there now, but it will come eventually.
Refocusing strategies on the employee experience
Is HR ready for this? Absolutely. I have been traveling around meeting with some of the most iconic and important companies in the world, and their HR teams are refocusing on career management, the employee experience, new rewards programs, and all sorts of interesting digital productivity and wellbeing strategies.
Let’s all enjoy the good times while they’re here. Yes, this hot job market creates a lot of stress, but if you focus on your core strengths of empowering, developing, and engaging people – you will thrive. The clouds are out on the horizon for now, let’s enjoy the sun.
“If you don’t give people a gourmet breakfast, lunch, (and often dinner) you simply cannot attract engineers”
5 strategies for maximising the employee experience in the new global economy
Focus on employment brand. Understand and study how candidates view your company, and bring this information back to your CEO and top business leaders so you can push your management to improve culture, engagement, and the work environment.
Keep salaries and benefits current. Right now I believe companies have to refresh their rewards programs every six months. Annually is just no fast enough. I’ve talked with companies that give employees reviews and raises semi-annually and even this may not be enough in some cases. A tremendous amount of compensation information is now public – employees can find it so you should get ahead of this.
Focus on understanding the employee journey, and focus on the end-to-end employee experience. This means everything from candidate to new hire to first day, first month, first quarter, first year, first promotion, and on. The concepts of design thinking are well understood now, so you need to use them to build a digital-enabled experience that helps people thrive throughout their career.
Re-engineer your L&D strategy. This year, 2018, is the year to adopt a micro-learning strategy, refresh your LMS and tools, and get behind the concepts of “learning in the flow of work.” I’ll be writing a lot more on this soon – but let me remind you, people leave companies when they feel they are “not learning.” You can fix this.
Keep the CEO and senior leadership informed. Let him or her know your retention rate, how hard it is to hire, and what areas of the business are suffering from talent shortages or skills gaps. You will need their help to mobilise quickly if you need to hire more recruiters, invest in a new development program, or radically change job models to adapt. In times of competitive growth CEOs want to do everything they can to help, so take advantage of the opportunity.
Image source: iStock
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