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员工流动的持续挑战困扰着许多行业，严重影响了生产力、质量，并最终影响了利润。在劳动力动态瞬息万变的时代，不调整培训和发展战略的公司就有可能落后。根据美国商会的数据，与 2020 年 2 月相比，今天工作的美国人减少了 150 万，劳动力市场紧张和员工流失是主要雇主最关心的问题。
减少人员流动和提高员工敬业度的有效解决方案是采用有效的培训技术。
这种方法在人工智能和多模态学习的支持下，特别是通过视频，代表了公司培养和留住人才的变革性飞跃。员工流失成本高昂。这不仅仅是一个人力资源问题，还是一个影响组织各个层面的关键业务挑战。当员工离开时，生产力停滞不前，知识丢失，士气往往受到影响。随着退休人数达到历史最高水平，雇主的任务是尽一切努力留住人才和他们的隐性知识。这种营业额会导致产品或服务质量下降，从而影响客户满意度，并最终影响盈利能力。由技术驱动的个性化培训可以通过使技能发展与每个员工的需求和潜力保持一致来解决这些问题，从而培养一支更强大、更敬业的员工队伍。
个性化培训的力量
个性化培训承认每个员工都有独特的技能、优势和学习速度。通过根据个人职业目标和能力定制培训计划，公司展示了对员工职业发展的真正投资。这种方法不仅可以提高工作满意度，还可以通过确保员工做好充分准备并对自己的角色充满信心来提高绩效。最近的一项研究强调，39% 的美国员工将增长潜力视为工作满意度的关键因素。通过专注于个性化培训，公司可以满足这些期望，提高保留率并吸引顶尖人才。
利用 AI 增强学习体验
现代工作场所需要现代解决方案，而人工智能驱动的技术处于这一转型的最前沿。最具创新性的应用之一是 AI 测验，它利用生成式 AI 从训练视频内容创建实时评估。该技术可实现个性化的学习体验，以适应每个学习者的进度和进度。它不断验证和评估员工的理解，确保培训有效并达到其目标。
人工智能驱动的测验工具提供即时反馈，使学习者能够迅速了解自己的优势和需要改进的领域。这种反馈循环有助于纠正误解和加强知识，显着提高信息的保留率。此外，这些工具可以确定员工何时准备好提高技能或承担更多责任，帮助管理人员就职业发展做出明智的决定。
多模式培训的作用
多模式培训结合了各种形式——视频、书面说明、测验和互动内容——以满足不同的学习风格和偏好。特别是视频，由于它能够演示程序、叙述连续任务和视觉吸引学习者，因此发挥着至关重要的作用。当与人工智能技术相结合时，视频成为一种强大的工具，可以以更低的成本提供可扩展且有影响力的个性化培训。
视频可以在学习者方便时暂停、重新观看和互动，从而提供传统培训方法通常缺乏的灵活性。这种动态方法确保了每次培训课程的高效和有效，最大限度地提高了学习成果并最大限度地减少了停机时间。
基于需求分析的培训有助于提高员工满意度和低离职率，这进一步证明员工满意度和忠诚度不依赖于薪酬和其他福利，还依赖于组织提供的成长机会。有效的培训还有助于员工培养积极的学习态度和提高熟练程度，从而提高工作场所和整个组织的生产力和竞争力。
采用人工智能驱动的
多模式培训的战略优势
采用人工智能驱动的多模式培训为企业提供了战略利益。它不仅降低了与员工流动相关的成本，而且还建立了一支技能更强、竞争力更强的员工队伍。投资于此类先进培训技术的公司表明了他们对创新和员工发展的承诺，这提高了他们在行业中的声誉，并有助于吸引高素质的候选人。
此外，通过基于人工智能生成的见解不断更新培训计划，公司可以跟上行业变化和技术进步的步伐，确保其员工始终处于技能和知识的最前沿。
人工智能驱动的个性化培训的整合，特别是通过强调视频的多模态学习平台，不仅仅是一种趋势，而是当今竞争激烈的市场的战略要务。希望减少人员流动并培养强大的组织文化的企业应考虑利用这些先进技术来加强其培训计划。其结果是一支更加敬业、满意和称职的员工队伍，有望推动公司在未来取得成功。
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资讯
2024年06月11日
资讯
【HR术语】什么是静默辞职？（What is quiet quitting?)
什么是静默辞职？
静默辞职指的是员工只履行职位说明中规定的职责，在没有正式晋升和加薪的情况下选择不承担额外责任的现象。
社交媒体平台和媒体上流行着两种对 “静默辞职 ”的解释。第一种是指为了工作与生活的平衡，故意降低职业抱负。第二种是指只做最基本的工作以获得薪水。
静静辞职是真的吗？
在 COVID-19 大流行期间，随着各地的人们开始将健康和心理健康置于工作之上，“静静地辞职 ”开始崭露头角。最近的研究表明，超过一半（59%）的美国工人至少有中度的职业倦怠。压力与日俱增，心理健康状况不佳，再加上当前通货膨胀率居高不下，难怪 #quietquitting 目前在 TikTok 上的视频总浏览量已超过 9760 万次。
社会科学家提出了一种被称为 “队列效应 ”的现象，用以解释一个改变整个人群生活的事件如何促使一代人的心态发生转变。
无论我们是将 “默默辞职 ”定义为拒绝为公司做出超越自我的贡献，还是将其定义为从职业阶梯上爬下来，重新专注于实现工作与生活的更大平衡，很明显，这一概念已经成为对企业文化的一种挑战。
人力资源领导者为什么要关注 “安静辞职”？
静默辞职反映了组织中日益增长的不快乐情绪，而如何结束静默辞职并提高员工满意度则取决于人力资源领导者。静默辞职者可以为人力资源领导者提供视角，提醒他们需要加强沟通，并采取以人为本的留任策略，从而帮助结束静默辞职。
人力资源领导者应该关注静默辞职，因为：
这可能是职业倦怠和压力的表现。大流行病之后，人们和企业都在与全球性的心理健康危机搏斗，这已经不是什么秘密了。职业倦怠通常是工作动力失调、工作与生活失衡以及缺乏支持的症状。归根结底，这可能是团队成员正在遭受痛苦的信号。
公司文化和基础设施可能会导致默默辞职。值得考虑的是，为什么您的团队看起来缺乏动力？他们的角色是否足够具有挑战性？您的团队觉得他们的声音被听到了吗？你的政策有责任吗？考虑这些可能性可以帮助人力资源领导者在组织内部培养社区和协作文化，重新吸引员工。
员工可能感到不被赏识或得不到支持。如果团队中的某个成员觉得自己未被赏识，他们就更有可能脱离自己的岗位。为管理人员提供与团队成员定期进行一对一会谈所需的时间、培训和工具。经常性的 “签到 ”有助于向员工展示你对他们的关心，帮助他们减轻压力，提高参与度。
技能差距和人才短缺。尽管经济衰退迫在眉睫，但仍有人辞职，加入 “辞职大军”。根据对 “大辞职潮 ”的研究，他们离开工作岗位是为了创业或成为自由职业者。这只会加剧当前的技能短缺问题。企业依靠优秀的专业人才来发展壮大，尤其是在艰难时期。现在是时候做出艰难的决定，了解什么样的福利和工作文化能激励你的优秀员工留在你身边，并吸引具备企业所需技能的专业人才。
好消息是，无声辞职为我们提供了一个独特的机会，我们可以引入新的战略来支持团队，从而自然而然地提高工作效率。
如何防止无声辞职？
把员工和他们的健康放在首位。倾听他们的担忧和挣扎，并以实际行动做出回应。如果员工感到疲惫不堪，应在公司文化中强调工作与生活平衡的重要性。这可能意味着提供更多的灵活性，允许团队成员自己制定日程安排（如果可能的话）。还可以包括提供远程工作机会，或以补贴的形式为育儿、健康套餐或心理健康提供支持。
无声辞职如何影响公司文化？
当员工感到倦怠和脱离工作时，会降低士气，导致更多的人辞职。如果您所在的企业出现了悄悄辞职的现象，请将其视为刷新公司文化的一个机会。与公司决策者合作，制定以人为本的业务战略，强调健康的企业文化，优先考虑福利、透明度和团队合作，让每个人都能感受到自己的声音。
以下为文章原文：
What is quiet quitting?
Quiet quitting refers to the phenomenon where employees fulfill only the duties specified in their job description and choose not to take on additional responsibilities without an official promotion and pay raise.
Two interpretations of quiet quitting are popular across social media platforms and media outlets. The first refers to the deliberate reduction of career ambition in favor of work-life balance. The second refers to performing only the bare minimum required to receive a paycheck.
Is quiet quitting real?
Quiet quitting rose to prominence during the COVID-19 pandemic, as people everywhere began to prioritize health and mental wellness over work. Studies have recently revealed that more than half (59 percent) of American workers are experiencing at least moderate levels of burnout. Pair increasing stress and poor mental health with current high rates of inflation and it’s no wonder #quietquitting currently boasts over 97.6 million total video views on TikTok.
Social scientists proposed a phenomenon known as the “cohort effect,” to explain how a life-changing event, shared by an entire population, commonly prompts a generational shift in mindset.
Whether we define quiet quitting as the refusal to go above and beyond for your company, or as climbing down from the career ladder to refocus on a greater work-life balance, it’s clear that the concept has emerged as a challenge to hustle culture.
Why should HR leaders care about quiet quitting?
Quiet quitting captures a growing sentiment of unhappiness in an organization, and it’s up to people leaders to find ways to end quiet quitting and improve employee satisfaction. Quiet quitters can provide perspective for HR leaders, calling attention to the need for greater communication and people-led retention strategies that can help end quiet quitting
HR leaders should care about quiet quitting because:
It can be indicative of burnout and stress. It’s no secret that in the wake of the pandemic, people and businesses are wrestling with a global crisis in mental health. Burnout is often a symptom of dysfunctional work dynamics, work-life imbalance, and lack of support. Ultimately, it could be a sign that a team member is suffering.
Company culture and infrastructure may contribute to quiet quitting. It’s worth considering why your team seems unmotivated: Is their role challenging them enough? Does your team feel that their voice is heard? Are your policies to blame? Considering these possibilities can help HR leaders foster a culture of community and collaboration within an organization and re-engage people.
People may feel unappreciated or unsupported. If a member of the team feels underappreciated, they’re far more likely to disengage from their role. Provide managers with the time, training, and tools they need to have regular one-on-one meetings with their team members. Frequent check-ins go a long way to showing your people you care, help reduce stress, and boost engagement.
The skills gap and talent shortage. Despite a looming recession, people are still quitting their jobs and joining the Great Resignation. According to research on the Great Resignation, they’re leaving the workforce to start their own business or become freelancers. This only compounds the ongoing skills shortage. Businesses rely on talented professionals to thrive, especially in tough times. Now is the time to make hard decisions and understand what kinds of benefits and work cultures will motivate your best people to stick with you—and attract the professionals with the skills your business needs.
The good news is that quiet quitting presents a unique opportunity to introduce new strategies to support your team–so that productivity flourishes naturally.
How can you prevent quiet quitting?
Make your people and their wellbeing your top priority. Listen to their concerns and struggles and respond with action. If people are feeling burned out, emphasize the importance of work-life balance in your company cultures. This can mean offering more flexibility in allowing team members to set their own schedules (if possible). It can also include offering remote work opportunities or support in the form of subsidies for childcare, health packages, or mental wellness.
How does quiet quitting affect company culture?
When people are burned out and disengaged, it can decrease morale and cause more people to check out. If quiet quitting is on the rise in your organization, think of it as an opportunity for a company culture refresh. Align with company-decision makers to create a people-focused business strategy that emphasizes a healthy culture, prioritizes wellbeing, transparency, and team work where every voice feels heard.
资讯
2024年06月11日
资讯
【HR术语】什么是员工资源小组？（What is an employee resource group (ERG)?）
什么是员工资源小组（ERG）？
员工资源小组（ERG）是组织内基于共同的身份、价值观、兴趣、观点或目标而自愿联合起来的群体。员工资源小组的目的是加强工作场所关系、培养归属感、促进个人和职业成长，并最终培育整个公司社区。
员工资源小组始于 20 世纪 60 年代，旨在加强少数群体在工作场所的发言权。如今，员工资源小组代表了一般的人口群体，如女性或拉丁裔专业人士。更特殊的群体则代表单亲父母、退伍军人或癌症幸存者等人群。
员工资源小组的目的是什么？
员工资源小组利用其成员的集体努力创造归属感，并帮助他们掌握为自己代言的工具。员工资源小组还鼓励包容，并在更广泛的公司文化中实施切实的变革。它们还有助于提高士气、工作满意度和（最终）生产力。
它们的具体做法是：
为组织内代表性不足的团队成员代言
促进包容性
鼓励他人结盟
提供有利于成员职业发展的支持和资源
促进公平做法，为每个人创造积极的工作环境
提高整个组织的工作满意度
提高并保持雇主与员工之间的透明度
员工资源小组有哪些类型？
大多数人创建员工资源小组的目的是为具有某些共同背景或生活经历的人代言。其中可能包括：
性别
种族
宗教信仰
残疾
社会经济背景
性取向
年龄
父母状况
人们还围绕共同的兴趣爱好组织 ERG。最常见的小组类型有：
多样性资源小组。这些小组的工作重点是为工作场所中的少数群体成员进行宣传。
志愿者小组。这些小组通常由希望支持和回馈社区的人组成。
亲和团体。亲和团体是由希望与对特定活动或爱好有共同兴趣的同事相聚的人领导的。它们鼓励联系和社交。
职业发展小组。专业发展小组鼓励人们联系和合作，而不论资历或部门。这些小组鼓励人们分享知识和发展技能。它们还可以提供培训，如学习如何编码或公众演讲技巧。
人力资源领导为什么要关注员工资源小组？
个人在工作场所自然会与朋友建立关系。员工资源小组可以为员工提供一个支持网络，让他们可以向管理层或高层领导表达共同的担忧。
员工资源小组还可以帮助招聘认同特定群体的候选人，让他们从第一天起就有归属感。例如，女性员工关系小组可以物色候选人，并为团队中的女性提供个人指导和职业发展培训。归根结底，员工组织可以提高士气和参与度，降低离职率，加强人口多样性，让人们更加了解工作场所的意义。
为什么要加入员工资源小组？
在改善员工日常工作体验方面，员工资源小组大有可为。同时，它们还有助于培养健康的工作文化和强烈的社区意识。加入员工资源小组也是发展专业领导技能、在公司和更广泛的社区发挥作用的好方法。
如何在贵公司开展员工资源小组计划？
如果你想在你的公司成功开展员工资源小组计划，首先要关注的是员工资源小组就像他们所反映的人一样是独一无二的。为确保其成功，人力资源部门可以与员工领袖合作，帮助他们获得所需的工具和资源，使新的小组得以启动并蓬勃发展。人力资源领导者可以通过以下方式支持员工关系小组的建立和发展：
制定 ERG 章程。起草一份简单明了的文件，其中包括 ERG 附则。为了保持公平，雇主必须制定同样适用于每个 ERG 的规则。
保持 ERG 的透明度。专家工作组应制定其内部小组政策（与公司章程一致）、任务说明、宗旨、目标和角色。确定小组的身份和目标可以避免停滞不前，增加成长和成功的机会。
体现包容性。不一定符合企业资源小组标准的团队成员可能出于个人原因仍想加入。让他们加入--只要他们不扰乱团队--支持包容的公司文化。
促进不同专家工作组之间的联系。一个组织的力量在于所有部门和团队成员之间的团结意识。促进 ERG 之间建立联系的机会可以鼓励人们建立联系。例如，举办公司运动队、寻宝游戏或海滩清洁等可选的跨 EERG 娱乐活动，可以促进不同组别团队成员之间的关系。
提供领导机会。每个 ERG 都需要一名来自组内的员工领袖。人力资源专业人员和管理人员可以合作发掘新出现的领导者，并在他们担任 ERG 领导职务期间对他们进行指导。
现实世界中有哪些员工资源小组的例子？
有许多著名的员工资源小组打破了玻璃天花板，并对社区进行了再投资。以下是几个著名的员工资源小组：
青年专业人士 (TIIA)
金融服务公司 TIIA 的青年专业人员 ERG 被称为 “YoPros”，该组织为其成员组织社交活动，通过社交媒体招聘来吸引年轻一代的金融人才，并开展了许多志愿服务活动。
专业人士网络（安永会计师事务所）
安永的 “促进社会公平和包容性增长 ”倡议因其 ERG 计划和对 DEI&B 的承诺而获得了全球平等标准（GES）的认可。他们拥有十多个不同的 ERG 和员工支持小组，如倡导职业母亲、退伍军人甚至法语使用者的小组。
W@M（微软）
微软最成功的员工资源小组之一是 W@M，即 “微软女性”。她们繁忙的年度活动安排使参与者能够磨练和拓展自己的技能。她们与女性拥有的供应商建立关系，并在女性学生较多的大学组织招聘活动。
员工资源小组如何改善公司文化？
员工资源小组帮助公司为每一位团队成员提供平等的机会，并为工作场所的人们提供一个支持性的微型社区。员工资源小组还有助于增强其成员的能力，让他们能够自如地分享自己独特的声音，为营造包容、充满活力的公司文化做出贡献。
以下为文章原文：
What is an employee resource group (ERG)?
An Employee Resource Group (ERG) is a group of people within an organization who voluntarily join together based on shared identity, values, interests, perspectives, or goals. The purpose of Employee Resource Groups is to strengthen workplace relationships, foster a sense of belonging, promote personal and professional growth, and ultimately nurture the entire company community.
Employee Resource Groups began in the 1960s to bolster the voice of minorities in the workplace. Today, ERGs represent general demographic groups, such as women or Latinx professionals. More specific groups represent people like single parents, veterans, or cancer survivors.
What is the purpose of Employee Resource Groups?
Employee Resource Groups harness the collective efforts of their members to create a sense of belonging and help equip them with the tools to advocate for themselves. ERGs also encourage inclusivity, and enact tangible change within the wider company culture. They also help boost morale, job satisfaction, and (ultimately) productivity.
They do this by:
Advocating for underrepresented team members within an organization
Fostering inclusivity
Encouraging allyship from others
Providing support and resources which benefit the career trajectory of its members
Promoting fair practice, creating a positive work environment for everyone
Increasing job satisfaction across an organization
Boosting—and maintaining—transparency between employers and their people
What are some types of Employee Resource Groups?
Most people create ERGs to advocate for people with certain shared backgrounds or life experiences. These may include:
Gender
Ethnicity
Religious affiliation
Disabilities
Socioeconomic background
Sexual orientation
Age
Parental status
People also organize ERGs around shared interests. The most common types of groups are:
Diversity resource groups. These groups focus on advocating for team members who are in the minority in their workplace.
Volunteer groups. These groups are usually formed by people wishing to support and give back to the community.
Affinity groups. Affinity groups are led by people who want to meet up with colleagues who share their interest in a specific activity or hobby. They encourage connection and socializing.
Professional development groups. Professional development groups encourage people to connect and collaborate, regardless of seniority or department. These groups encourage people to share their knowledge and develop skill sets. They can also offer training, e.g., learning how to code or tips for public speaking.
Why should HR leaders care about Employee Resource Groups?
Individuals naturally build relationships with friends in the workplace. Employee Resource Groups can provide people with a support network where they can voice their shared concerns to management or senior leadership.
ERGs can also help recruit candidates who identify with a specific group and give them a sense of belonging from day one. For example, a women’s ERG may source candidates and provide women on the team with personal mentorships and career development training. Ultimately, ERGs can boost morale and engagement, lower turnover rates, strengthen demographic diversity, and give people a greater sense of meaning in the workplace.
Why should people join an Employee Resource Group?
Employee Resource Groups go a long way when it comes to improving the day-to-day employee experience. But they also help foster healthy work cultures and a strong sense of community. Joining an ERG is also a great way for people to develop their professional leadership skills, make a difference at their company, and in the wider community.
How can you start an Employee Resource Group program at your company?
If you want to start a successful ERG program at your company, the first thing to focus is on is the fact that Employee Resource Groups are as unique as the people they reflect. To ensure its success, HR can partner with employee leaders to help them access the tools and resources they need to get new groups off the ground and thrive. HR leaders can support the establishment and growth of ERGs by:
Establishing ERG bylaws. Draft a straightforward document that includes the ERG bylaws. To maintain fairness, employers must have rules that apply equally to every ERG.
Maintaining ERG transparency. ERGs should establish their internal group policies (that align with company bylaws), mission statement, purpose, objectives, and role. Defining the group identity and goals can avoid stagnation and increase the chances of growth and success.
Demonstrating inclusivity. A team member who doesn’t necessarily fit the criteria of an ERG may still want to join for personal reasons. Letting them join—as long as they don’t disrupt the group—supports an inclusive company culture.
Fostering networking between different ERGs. An organization’s strength lies in the sense of unity between all departments and team members. Facilitating inter-ERG networking opportunities encourages people to connect. Holding optional cross-ERG recreational activities such as company sports teams, scavenger hunts, or beach clean-ups, for example, can foster relationships between team members across different groups.
Providing leadership opportunities. Each ERG needs an employee leader from within the group. HR professionals and managers can collaborate to identify emerging leaders and coach them throughout their ERG leadership position.
What are some examples of real-world Employee Resource Groups?
There are many notable ERGs shattering glass ceilings and reinvesting in their communities. Here are a few notable ERGs:
YoPros (TIIA)
The Young Professionals ERG—dubbed “YoPros”—at financial services firm, TIIA, organizes social events for its members, deploys social media recruitment to attract the younger generation of finance talent, and carries out numerous volunteering initiatives.
Professionals Network (Ernst and Young)
Ernst and Young’s initiative to “advance social equity and inclusive growth” received global equality standard (GES) recognition for its ERG programs and commitment to DEI&B. They have more than a dozen different ERGs and employee support groups, such as groups advocating for working mothers, veterans, and even French speakers.
W@M (Microsoft)
One of the most successful ERGs at Microsoft is W@M, or “Women at Microsoft.” Their busy annual events schedule enables participants to hone and expand their skill sets. They cultivate relationships with women-owned suppliers and organize recruitment drives at colleges where many students are women.
How can an Employee Resource Group improve company culture?
ERGs help companies offer equal opportunities for every team member and can provide a supportive micro-community for people in the workplace. They also help empower their members to feel comfortable sharing their unique voices and contributing to an inclusive and vibrant company culture.
资讯
2024年06月07日
资讯
【美国】员工辅导平台Rising Team获得800万美元A轮融资，推出个性化AI领导力教练，打造高绩效团队
团队绩效平台Rising Team宣布完成800万美元的A轮融资。本轮融资由 Zeal Capital Partners 领投，此前的投资者包括 Peterson Ventures、Roble Ventures、Female Founders Fund、Burst Capital 和 Supernode Ventures。这笔投资使 Rising Team 能够利用人工智能增强其团队绩效平台，雇佣新的团队成员，并扩大其市场影响力。
Rising Team 解决了混合式和分布式工作场所的领导者在建立高度信任、高绩效团队方面所面临的挑战。随着效率要求的不断提高，中层管理者面临着 “少花钱多办事 ”的压力，根据 Gartner 的报告，75% 的中层管理者感到力不从心。因此，Rising Team（帮助各级管理人员提高团队效率、加强信任和联系）就显得尤为重要。
Rising Team 软件使管理者能够领导科学支持的团队发展研讨会和建立联系的练习，从而增加信任和提高绩效，而无需外聘主持人。通过开展这些由软件指导的团队会议，Rising Team 的客户发现员工参与度、心理安全、eNPS 和管理效率都有显著提高。今年夏天，Rising Team 将推出会话式人工智能领导力教练 aRTi，它将基于研究的领导力最佳实践与从 Rising Team 课程中收集的有关团队成员个人的独特见解相结合。
"我们期望当今的领导者能够建立起敬业、高效的团队，即使是在分布式和混合型的工作场所。Rising Team 创始人兼首席执行官Jennifer Dulski说："然而，尽管公司定期对员工敬业度进行评估，但经理们往往没有工具来帮助他们提高敬业度。Rising Team创始人兼首席执行官Jennifer Dulski说："我们很高兴能得到Zeal Capital的支持，因为我们将加强我们的平台，让各级管理者都能提高团队的参与度、联系和绩效。Rising Team将深层次的人际关系与直观的人工智能功能相结合，为组织内部的每一位领导者和团队提供支持，从而帮助领导者提高工作效率。
Rising Team 的客户包括财富 500 强的科技、制造和金融服务公司、中型企业和初创企业，以及政府机构和学校。通过开展 Rising Team 课程，客户实现了以下目标：
90%以上的团队成员表示他们感觉更有凝聚力
完成 4 次 Rising Team 课程后，eNPS 分数最多可提高 60
留任意愿提高 20-40
“团队发展工具在当今工作场所中的作用对于维护企业文化和盈利能力至关重要”，Zeal Capital Partners 创始人兼管理合伙人Nasir Qadree说。"我们公司致力于扩大业务规模，缩小技能差距，加强员工协作，而 Rising Team 正在通过率先开发团队绩效软件，增强中层管理人员和各级领导的能力，来执行这一战略。我们坚信公司的使命，并很高兴能投资 Rising Team 的下一阶段发展。
关于 Rising Team
Rising Team 提供业界领先的团队绩效平台。其软件可帮助公司提高员工参与度和保留率，扩大人才发展规模，并改善文化和联系。该软件涵盖了推动高绩效团队发展的所有领导力主题，为管理者提供了所需的一切，使他们能够远程或面对面地举办深入沟通、有趣和互动的团队建设会议，而无需外聘主持人。包括夏威夷银行、雅虎、DXC、Achieve 等在内的领先企业正在使用 Rising Team 培养更强的管理者和更高绩效的团队。
关于Zeal Capital Partners
Zeal Capital Partners是一家领先的风险投资公司，总部位于华盛顿特区，主要投资于建立持久公司的多元化管理团队，以产生高于市场水平的回报和影响力。行健投资与金融技术、就业途径和健康公平等垂直领域的创始人合作，帮助他们建立高增长的早期企业。行健投资由纳西尔-卡德里（Nasir Qadree）于 2020 年创立，利用其市场支持的包容性投资战略（Inclusive Investing™）缩小美国以及全球在财富、技能和医疗保健方面的差距。
资讯
2024年06月07日
资讯
【HR术语】什么是补充工资？（What are supplemental wages?）
什么是补充工资？
补充工资是雇主在基本收入之外提供的一种补偿形式。基本工资包括小时工资或月薪，而补充工资则包括以下收入：
遣散费
奖金
佣金
加班费
奖励
假期工资
累积病假工资
上报的小费
但请注意，雇主可以合法地将上报的小费和加班费计入正常工资，而不是补充工资。
人力资源领导为什么要关注补充工资？
虽然补充工资通常不占薪酬方案的大部分，但它们仍然很重要。补充工资可以作为对辛勤工作和成就的奖励，也可以激励人们表现出更多的奉献精神和更好的职业道德。
了解补充薪资来龙去脉的人力资源领导者可以帮助确保专业人员知道何时应该领取薪资以及领取薪资的目的。确保公司向专业人员支付其全部收入--包括正常收入和补充收入--是建立一支敬业的员工队伍和保持高留用率的基础。
然而，将补充工资适当纳入员工薪酬不仅能改善薪酬福利。它还能让人力资源领导者确保公司始终遵守联邦和州的税收法规。
人力资源领导者如何才能成功管理补充工资？
人力资源专业人员可以采取以下步骤，帮助公司公平、合法地实施补充工资：
将公司的薪酬理念作为指南针。薪酬理念可以指导人力资源和财务专业人员将补充工资纳入薪酬计划。以预算为基础的薪酬计划可以降低成本，有助于保持有竞争力的薪酬，并防止公司提供他们实际上无法负担的补充工资。
寻求其他专业人士的帮助。补充税法非常复杂。与财务部门合作并与薪资服务机构合作，可以帮助人力资源领导者了解棘手的联邦和州法律，确保合规。
解释系统如何运作。每个员工都应该知道自己的薪酬方案包括哪些内容，以及何时和如何领取。在雇佣期开始时与专业人员讨论支付计划，为他们提供与工作相关的重要信息，并体现公司的诚信。
谁负责报告补充工资？
雇主负责报告补充工资。因此，公司必须跟踪每个人每年收到多少补充工资，以及他们是单独发放补充收入还是与基本工资合并发放。
如何对补充工资征税？
雇主可以从补充工资中预扣社会保险和医疗保险，就像预扣标准工资一样。但是，在预扣联邦税时，补充工资要遵守特定的规定。
如何计算补充工资？
不同的支付方式决定了如何计算补充工资的预扣税款。
第一种方法要求雇主分别支付补充工资，或将其合并为一笔款项，并指定每笔款项的金额。根据这种方法，雇主根据年度统一税率预扣税款。
如果专业人员的年补充工资为 100 万美元或以下，雇主必须预扣补充工资的 22%。如果专业人员的年补充工资超过 100 万美元，雇主必须预扣 37%。在对补充工资进行统一预扣时，雇主必须从专业人员的基本工资中单独预扣税款。
在第二种方法中，雇主将补充工资与基本工资合并，并将其视为一次性支付。这种方法更为复杂。它还要求雇主从工资中预扣更多的钱，因为工资较高，而且包括补充工资和基本工资。预扣的税额也取决于每个人在 W-4 文件中填写的信息。
如何成功管理补充工资才能改善公司文化？
明确的薪酬政策是确保员工准确、准时获得薪酬的基础。公司可以通过满足员工的收入期望来促进员工与雇主之间的健康关系。在补充工资方面体现诚信，有助于提高员工满意度，建立健康繁荣的公司文化。
以下为文章原文：
What are supplemental wages?
Supplemental wages are a form of compensation employers offer in addition to base income. While base pay consists of hourly wages or a monthly salary, supplemental pay includes earnings such as:
Severance pay
Bonuses
Commission
Overtime pay
Awards
Vacation pay
Accumulated sick leave payments
Reported tips
Take note, though, that employers can legally include reported tips and overtime pay in the regular wages rather than the supplemental wages.
Why should HR leaders care about supplemental wages?
Though supplemental wages don’t usually make up the bulk of a compensation package, they’re still important. Supplemental pay can serve as a reward for hard work and achievements or an incentive for people to demonstrate more dedication and a better work ethic.
HR leaders who know the ins and outs of supplemental pay can help ensure professionals know when to expect their pay and what they’re receiving it for. Guaranteeing that the company pays professionals their entire income—both regular and supplemental—is fundamental to building an engaged workforce and maintaining high retention.
However, properly incorporating supplemental wages into people’s pay doesn’t just improve compensation packages. It also enables HR leaders to ensure consistent company compliance with federal and state tax regulations.
What can HR leaders do to manage supplemental wages successfully?
HR professionals can incorporate these steps to help their company fairly and lawfully implement supplemental pay:
Use the company compensation philosophy as a compass. A compensation philosophy can guide HR and finance professionals in integrating supplemental pay into the compensation plan. A budget-based compensation plan can reduce costs, help maintain competitive salaries, and keep companies from offering supplementary wages they can’t actually afford.
Enlist the help of other professionals. Supplemental tax laws are complicated. Collaborating with finance and working with a payroll service can help HR leaders navigate the tricky federal and state laws to ensure compliance.
Explain how the system works. Everyone in the workforce should know what their compensation package includes and when and how they’ll receive it. Discussing the payment plan with professionals at the beginning of their employment period provides them with crucial job-related information and reflects company integrity.
Who is responsible for reporting supplemental wages?
The employer is responsible for reporting supplemental pay. Because of this, companies must track how much supplemental pay each person receives annually and whether they distribute supplemental income separately or combined with base pay.
How are supplemental wages taxed?
Employers can withhold Social Security and Medicare from supplemental wages, just as they do for standard wages. But, when it comes to withholding federal tax, supplemental wages are subject to specific regulations.
How can you calculate supplemental wages?
Different payment methods determine how to calculate tax withholdings on supplemental wages.
The first approach requires employers to pay supplemental wages separately—or combine them into a single payment and specify the amount of each. According to this approach, the employer withholds tax based on an annual flat rate.
If a professional’s annual supplemental wages are $1 million or less, the employer must withhold 22 percent of the supplemental wages. If a professional’s annual supplemental wages exceed $1 million, the employer must withhold 37 percent. When withholding a flat rate on supplemental wages, employers must withhold taxes separately from the professional’s base pay.
In the second method, the employer combines supplemental pay with base pay and treats them as a single payment. This method is more complicated. It also demands that the employer withhold more money from the payment because it’s higher and includes both supplemental and base pay. The tax amount to withhold also depends on the information each individual includes in the W-4 document.
How can successfully managing supplemental wages improve company culture?
A crystal clear compensation policy is the basis for ensuring that people receive accurate and punctual compensation. A company can promote a healthy employee-employer relationship by fulfilling people’s income expectations. Exemplifying honesty regarding supplemental pay demonstrates integrity and helps increase employee satisfaction and build a healthy and thriving company culture.
【HR术语】什么是软性人力资源管理和硬性人力资源管理？（What are soft HRM and hard HRM?）
什么是软性人力资源管理和硬性人力资源管理？
软性人力资源管理和硬性人力资源管理是人力资源管理的两种不同方法。人力资源管理（HRM）是获取、雇用、培训、吸引和留住人员的战略方法。
让我们看看这个表格，以便更好地理解软性人力资源管理和硬性人力资源管理之间的区别：
软性人力资源管理强调专业人员是具有内在抱负和情感的个体，而硬性人力资源管理则将人视为商品，其存在是为了帮助公司实现业务目标。
软性和硬性人力资源管理的例子有哪些？
软性人力资源管理侧重于人力资源的人性化一面。这种方法优先考虑人们发挥自身潜能和找到工作意义的需求。软性人力资源管理包括以下做法：
双向沟通
业务透明
提高工资
投资于员工福利
培训和职业发展计划
民主的管理风格
相比之下，硬性人力资源管理更注重任务，而不是以人为本。它不承认个人的自我实现需求。因此，它通常包括：
管理层与专业人员之间的单向沟通
无法激励或提供建设性反馈的绩效考核
最低工资
人员流动率高
等级森严的领导体制
人力资源领导为什么要关注软性人力资源管理和硬性人力资源管理？
人力资源领导者可以评估软性人力资源管理方法和硬性人力资源管理方法，以确定两种方法的哪些方面符合公司的需求。千禧一代通常倾向于那些体现软性人力资源管理的组织，而硬性人力资源管理的元素可能是公司实现利润和生产力目标所必需的。因此，必须考虑哪些具体做法对每个组织都切实有效。
例如，一家历史悠久的软件公司可能希望通过软性人力资源管理方法提高员工的参与度和留任率。新成立的服务业小企业可能主要采用硬性人力资源管理方法，以确保生产率和利润。
人力资源领导者如何才能将软性人力资源管理和硬性人力资源管理纳入自己的战略？
行业、业务目标和公司价值观决定了组织如何使人力资源管理符合自身需求。人力资源领导者可以结合这些实践，从软性和硬性人力资源管理中获益：
确定方向。 人力资源管理战略可以在不断变化的就业市场中起到锚定作用。使人力资源管理战略与业务战略保持一致，有助于人力资源领导者确定实施哪些软硬人力资源管理实践。此外，核对表还能帮助人力资源领导者确定人力资源工作的方向。
始终考虑预算。无论人力资源领导者采取什么方法，都必须以预算为基础。归根结底，公司必须获得高投资回报率（ROI），这样所选择的人力资源管理方法才值得。
考虑行业。每个行业都不尽相同。例如，软性人力资源管理在高科技行业如火如荼，但在制造业，这种以人为本的方法却没有那么快流行起来。人力资源领导者可以从竞争企业和当前趋势中寻找答案：求职者和专业人士对雇主和职位的期望是什么？通常情况下，软硬结合的人力资源管理可以吸引潜在的新员工，提高留用率，帮助实现业务目标。
软性人力资源管理和硬性人力资源管理如何改善企业文化？
软性人力资源管理和硬性人力资源管理是两个截然不同的领域。只实施其中一种方法可能并不现实。人们希望雇主把他们当人看，而不是机器人，但公司必须专注于实现业务成功。然而，量身定制一种方法，将软性和硬性人力资源管理的有益成分结合起来，可以帮助公司培养一种重视个人成功、同时也重视公司成功的文化。
以下位文章原文：
What are soft HRM and hard HRM?
Soft and hard HRM are two different approaches to Human Resource Management. Human Resource Management (HRM) is the strategic approach toward acquiring, hiring, training, engaging, and retaining personnel.
Let’s take a look at this table to understand the differences between soft and hard HRM better:
While soft HRM emphasizes that professionals are individuals with inherent ambitions and emotions, hard HRM treats people as commodities that exist to help the company meet business goals.
What are some examples of soft and hard HRM?
Soft HRM focuses on the human side of HR. This method prioritizes people’s need to actualize their potential and find meaning in their jobs. Soft HRM includes practices such as:
Two-way communication
Business transparency
Higher wages
Investing in employee wellbeing
Training and career development programs
A democratic management style
Hard HRM, in contrast, is more task-focused than people-focused. It doesn’t recognize individuals’ needs for self-actualization. Thus, it often encompasses:
One-way communication between management and professionals
Performance reviews that fail to motivate or provide constructive feedback
Minimum wages
High turnover
Hierarchical leadership system
Why should HR leaders care about soft HRM and hard HRM?
HR leaders can evaluate soft and hard HRM methods to determine which aspects of each fit the company’s needs. While Millennials often gravitate to organizations that embody soft HRM, elements of hard HRM may be necessary for companies to reach profit and productivity goals. Thus, it’s essential to consider which specific practices work pragmatically for each organization.
For example, a well-established software company may want to improve engagement and retention with soft HRM methods. New small businesses in the service industry may implement primarily hard HRM practices to ensure productivity and profit.
What can HR leaders do to incorporate soft HRM and hard HRM into their strategy?
Industry, business goals, and company values determine how an organization fits HRM to its needs. HR leaders can incorporate these practices to reap the benefits from both soft and hard HRM:
Set the direction. An HRM strategy can serve as an anchor within a shifting job market. Aligning the HRM strategy with the business strategy can help HR leaders determine which hard or soft HRM practices to implement. Also, a checklist can help HR leaders decide in which direction to navigate the HR ship.
Always consider the budget. Whatever approach HR leaders take, it must be budget-based. Ultimately, the company has to have a high return on investment (ROI) to make the chosen HRM method worth it.
Consider the industry. Each industry is different. For example, while soft HRM has spread like wildfire in the high-tech industry, this people-oriented approach has not taken hold as quickly in the manufacturing industry. HR leaders can look to competing businesses and current trends and ask: What are applicants and professionals expecting from their employer and position? Usually, integrating a combination of soft and hard HRM can entice potential new hires, boost retention, and help achieve business objectives.
How can soft HRM and hard HRM improve company culture?
Soft and hard HRM represent two opposite ends of the spectrum. Implementing just one of these methods may not be realistic. People want their employers to treat them as humans, not robots, but companies must focus on achieving business success. However, tailoring an approach that integrates the beneficial components of both soft and hard HRM could help companies nurture a culture that values individuals’ successes alongside the company’s success.
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