Gusto （Zenpayroll）创始人给早期HRTech创业者的建议作者：Tomer London
当我们在2012年冬天从Y Combinator毕业时，我们拥有相当有限的工资产品和少数早期本地客户。今天，我们很自豪地为全国各地超过6万名充满激情的小企业提供现代化的薪资，福利和人力资源服务。
上周，我开车到山景城（Mountain View），迎接了新的YC Winter '18新一批，并分享我们在成长过程中学到的一些种子阶段的经验教训。我很乐意在这里分享这些信息，并希望他们也会对其他企业家有所帮助。
在种子轮后你的头号优先事项：找到你的10X-er
我真的相信要建立一个伟大的产品，你应该做的第一件事就是建立一个优秀的团队。
那么谁应该是你的第一个雇员？找出你需要球队以两到三个超级大国区分从竞争产品。然后聘请每个超级大国的团队成员。如果你选择正确的话，这些人将成为10x-ers谁将为您的长期产品差异化奠定基础。
例如，我们最大的竞争对手ADP和Paychex分别成立于1949年和1971年，远在互联网之前。因此，他们几十年来的重点就是遵守法规和声誉。我们知道，现代的，愉快的体验设计对于打乱我们的行业至关重要。因此，我们的第一个雇佣人员和10x-er是一位出色的产品设计师，他帮助我们打造了一种客户无法停止夸夸其谈的产品体验。
在面试候选人时，优化他们的优势，而不是缺乏缺点。例如，找到一位在体验设计和前端开发方面出色的设计师是理想的选择。但通常情况下，最好的将在一个而不是另一个中变得更强。雇用他们的力量，庆祝他们的伟大工作，并与他们互补的团队成员。创业公司是一项团队运动。
当你找到符合你要找的人的时候，关闭他们就像你的生活依赖于它！
始终关注人才
不要采用招聘的捷径。假阴性雇员比假阳性雇员差100倍。
有时创始人在感到时间压力时会妥协（“但我只需要两名工程师就可以快速启动我的下一个版本”）。为了避免陷入绝望，总是在寻找人才。保留一个伟大的人与超级大国的名单，将区分你的公司，要求介绍他们，并分享你在做什么。我从不后悔花时间认识优秀的人。
我在Gusto托创造的一些最佳雇用人员是我多年以前认识的供应商，同行企业家，同学和同事。我们多年保持联系，并与他们分享我的旅程，寻求反馈和想法。当合适的机会来临时，他们加入我们的团队，帮助我们发展到今天的地步。
Josh Reeves和Tomer London与最近一批YC公司进行了会谈。Gusto的第三位共同创始人Eddie Kim当时正在旅行。将您的产品量身定制给遇到麻烦的客户群
要找到适合的产品市场，寻找极度的挫折感。找到一套完全被他们当前的解决方案所激怒的客户群。这些客户可能被当前的供应商遗忘，或者只是非常小众而且很难理解。
在Gusto的情况下，我们的行业历史上忽视了小企业或拒绝为他们服务。结果，58％的小企业仍然用笔和纸来管理工资，而且由于工资差错，每年有40％的企业被罚款。
这是疯了，小企业应该更好。他们理所当然地生气。
将您的产品定制到一个令人生气的客户群。在他们习惯于痛苦的地方让他们感到愉快。赢得忠诚的推动者，他们会通过起伏来坚持你，并引用其他人。在古Gusto我们都是关心小企业。我们维持70岁以上的网络促销员分数（Net Promoter Score），而我们的大多数竞争对手的分数均低于零。如果这是有线行业，我们的竞争对手就像康卡斯特，而我们是Netflix。
对你的行业的未来充满自信
初创公司的创始人应该在五年，十年甚至二十年内对他们的行业看起来如何有强烈的假设。为了告知您的愿景，请花更多时间与潜在客户在一起，了解他们今天的身份，并了解他们随着时间的推移成为什么人。
简单的客户访谈是不够的，因为您只能询问客户当前的期望，而不是他们未来的期望。相反，制作逼真的解决方案原型并展示给客户观察他们的反应。寻找“哇”的时刻，当你找到他们时，不要放手。我推荐GV Design Sprint方法论来搜索哇。
例如，在我们的客户完成待办事项列表中的所有任务后，例如运行工资单，我们祝贺他们并用冰淇淋锥让他们微笑。
定义好工艺并为之奋斗
随着团队尽可能快地移动，留下精湛技艺是很容易的。但是，如果您发货，客户会注意到，团队成员会注意到。每个人都注意到。
在Gusto，我们的工程和设计团队花费了25％的时间来处理技术和设计债务，重新审视和改进旧代码和设计。我们最近也开始做Polishathons，并且一直在努力提高我们的代码质量。
要建立一个伟大的产品，定义什么好工艺对你来说意味着什么。然后，总是争取维护它。
谢谢阅读！我会遵循我自己的建议，并以招聘结束。如果你喜欢这些想法，那么来自哪里更多。
I’m a Cofounder of Gusto, Here’s the Advice I Give Every Startup Founder
以上由AI自动翻译，HRTechChina 倾情呈现，仅供参考。
硅谷
2018年03月12日
硅谷
回顾 Google Hire 半年我们发现Google 进入HRTech的决心-- It’s Not Slowing Down去年7月的时候，我们发布了Google做ATS服务了。。刚宣布推出了一个与G Suite集成的新招聘应用程序，直白点讲就是GOOGLE做ATS服务了
现在过去半年多了，我们看下Googel Hire怎么样了，进入HRTech的决心是否有减弱呢？很多人当初并不看好Google。
实际上我们发现：
· 与Gmail 的整合
随着超过十亿包月用户强劲增长，该平台是消费者渗透的主宰。也就是说，使用Gmail增强其Google Hire服务非常合理，不仅从用户角度而言，也是一个战略。
· 全美TOP25的ATS 排名 24
Ongig的一份新报告称，Google Hire现在是所有调查中排名第24位的ATS，享受0.78％的市场份额。这不是一个惊天动地的份额，但考虑到它已经不到一年了，而且它已经比爵士HR，Kronos和CATS等老的定时器更大了，那么它不算太破旧。这份报告 追踪了4,218名高层雇员和他们使用的ATS。
· 中小企业ATS TOP10
同样的Ongig报告称，Google Hire已经是中小企业的10强供应商，或者是那些开放职位少于25人的公司，占据2.65％的份额。Greeenhouse 首次以17.13％排在第一位。Google也是整体上增长最快的ATS，但考虑到它从零开始，这并不令人意外。Ongig表示，“谷歌继续与他们的新ATS软件取得进展。如果他们真的为此付出，他们可能会成为前10名安非他明类兴奋剂。“
· Cloud Job很快进入正式版本
google 喜欢用beta版本出名，但是这次他们很快可能会推出正式的API
· 没有足够的网络档案，但是会有新动作
Google可能没有LinkedIn所拥有的用户数据，但是整合专业档案数据的网络可能会非常迅速地使其真正变得非常危险。这不是直接来自该公司的任何人，但我的消息来源说，即将到来的事情将使Google雇用一个宝库来搜索候选人，然后是一些“酷炫的AI功能”。
但是我们知道他们的目前大部分ATS客户的职位空缺少于25个。
最后我们判断
Google会看看它是否开始吃自己的狗食。正如Ongig在其报告中所言：“Google ATS的一个里程碑事件就是Google / Google何时将Google Hire作为ATS系统用于其庞大的内部人员。
这意味着谷歌将其扩展为真正的企业级ATS，可以吸引大型财富500强雇主。
以上是Google Hire 的半年总结。
由AI 翻译完成，仅供参考。
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英文版本：
Check it.
Gmail integration.There are fewer advantages Google has that are more impactful than Gmail. With over 1 billion monthly users strong, the platform is a juggernaut of consumer penetration. That said, using Gmail to boost its Google Hire offering makes perfect sense, from not only a users perspective, but also a strategic one. Checkout its YouTube video detailing the latest update.
Top 25 ATS.A new report from Ongig says Google Hire is now the No. 24 most popular ATS across all it surveyed, enjoying 0.78 percent of the market. Not an earth-shattering share, but considering it has been less than a year, and it’s already bigger than old timers like Jazz HR, Kronos, and CATS, then it’s not too shabby. The report tracks 4,218 top hirers and the ATS they use.
Top 10 ATS for SMBs.The same Ongig report says Google Hire is already a Top 10 provider to SMBs, or those with less than 25 open jobs, translating to a 2.65 percent share. Greenhouse came in first with 17.13 percent. Google was also the fastest-growing ATS overall, but considering it started at zero, that’s not that big of a surprise. Ongig said, “Google continues to make headway with their new ATS software. They could be a top 10 ATS if they really go for it.”
Cloud Job Discovery coming out of private beta soon? Google is infamous for keeping things in beta for a really long time, until it really feels comfortable officially unleashing it on the public. Its job search API tool, used by sites like CareerBuilder to improve the search experience, is rumored to be coming out of private beta soon. The move says Google is taking the solution seriously and is iterating it accordingly. Pretty soon it is going to have some really good data to help make Google for Jobs that much better.
Early rumblings of some sort of web profile search? Definitely, maybe.Google may not have the user data that LinkedIn has, but aggregating the entire web for professional profile data could certainly make it really dangerous really quickly. This isn’t from anyone at the company directly, but my sources say something is coming that will make Google Hire a treasure trove for sourcing candidates, followed by some “cool AI features.”
Google Hire Gmail Integration Screenshot
New feature by new feature, Google continues to show that it’s serious about employment and really making a dent in the market. Granted, it’s still early, and most of its current ATS customers have less than 25 job openings. However, at this rate, if it doesn’t succeed, it doesn’t look like it’ll be for a lack of effort, money, and people power.
We’ll see if it ever starts eating its own dog food. As Ongig says in its report, “A telling milestone for the Google ATS is whether/when Google uses Google Hire as the ATS system for its own huge volume of internal hires. That would mean that Google scaled it to be a true enterprise-level ATS that could appeal to large Fortune 500-level employers.”
将创业公司员工薪酬数据卖给资方，Advanced-HR被股权管理软件企业Solium收购【猎云网（微信号：ilieyun）】2月22日报道（编译：福尔摩望）
投资者不希望他们的投资组合公司给你支付太多或太少的薪水。于是，他们向Advanced-HR付费获得来自2500家创企的薪酬数据。自20年前推出以来，这一服务就一直鲜为人知。
随着创企逐渐变得专业化，私有化的时间也保持的更长，他们正在认真考虑如何股权薪酬计划来留住人才。Solium就是一家向他们出售股票期权规划软件的公司。
但是该公司希望能够提供有关薪酬和股权的最准确的数据，以帮助创企精确找出员工的最佳薪酬。近日，Solium宣布收购了Advanced-HR的技术和整个团队，此外，该公司也将继续销售其Option Driver软件即服务。
这是Solium收购狂潮的一部分，此前，该公司宣布将会出资5000万美元用于收购公司和开发新产品。去年10月，Solium收购了Capshare，Capshare曾帮助1万家小型创企管理他们的股权薪酬计划。3月，它收购了纳斯达克的ExactEquity计划业务。
这一计划似乎正在起作用，因为Solium的股价在今年内已经上涨了35%。虽然Solium于2001年上市，并于2004年实现盈利，但去年它获得了4800万美元的融资，以利用目前创企的人才政策。
Lopez说：“另一个全面的趋势是，创企正在控制管理他们的股权。在一家创企中，股权历来是用电子表格进行管理的，而官方账簿和上限表则由律师事务所负责。通过像Shareworks这样的股权管理平台，创企可以控制一套记录系统，并根据需要向法律顾问、投资者和其他利益相关者提供服务。”
Dee DiPietro于1997年以独立女性创始人的身份加入了AHR的顾问团队。最终，她接管了来自Benchmark的Venture Capital Executive Compensation Survey。这一调查的赞助商，包括Accel、Andreessen Horowitz、Sequoia和Y Combinator等重量级玩家，每年都会支付4000万美元来提交他们自己的数据，并获得其他人的数据。这一服务已经从Excel模型发展到了被120家顶级风险投资公司所使用的自动化薪酬计划软件。
“我们发起了第一次私人公司薪酬调查，这是第一个基于互联网的薪酬调查，也是第一个实时薪酬数据交付系统，”DiPietro说。“最近，它也成为了第一个硅谷及其他地区正在扩大规模的私营公司的薪酬计划平台。”
不过，行业真正需要的是为员工审核自己的工作机会提供更好的工具。根据归属时间表、多轮融资和摊薄来预测你的股票期权值是非常困难的。此外，实际行使你的股票期权存在沉重的前期成本和风险。
一个很现实的事实是，除非一家公司的成功率达到了万分之一，否则很少有除了创始人或第一批员工之外的团队成员能够获得改变生活的意外收获。而当员工数量处于10-50人时，员工往往面临着的是无休止的最后期限和长时间的工作，真正的受益者只有C级高管。像Advanced-HR和Solium这样的软件可以确保创企不会付出太多的代价，但对于普通员工来说，他们需要知道自己是否挣得足够多。
硅谷
2018年02月23日
硅谷
Glassdoor新加入几位高管团队 Glassdoor Welcomes New Members to Executive Team由于利用Glassdoor帮助他们找到工作并招聘顶尖人选的求职者和招聘人员数量不断增长，因此我们的公司也必须如此。过去几年中，Glassdoor团队在美国和海外都取得了长足的发展。为了支持这一增长，我们很高兴地宣布我们的三名执行领导团队的任命：首席财务官Jim Cox，首席运营官Christian Sutherland-Wong以及全球企业传播副总裁Samantha Zupan。
Cox加入我们，拥有超过20年的经验，负责监管快速发展的私营和上市公司的财务状况，最近担任社交媒体软件公司Lithium Technologies的首席财务官。此前，他曾担任上市财务软件公司Advent Software的首席财务官。考克斯为他带来了成功的成功记录，帮助Advent公司将其收入翻了一番，营业收入增加了两倍，并通过SS＆C Technologies--成功帮助他获得2015年度中小企业CFO荣誉旧金山商业时报上市公司。在Glassdoor，Cox将负责Glassdoor的财务运营和财务战略，以支持公司不断发展的全球业务。
作为Glassdoor高级副总裁兼货币化总经理两年多来，Sutherland-Wong晋升为首席运营官后，他负责监督整个业务的开发和运营功能。作为首席运营官，Sutherland-Wong将负责推动收入并监督Glassdoor的业务战略和运营。曾任哈佛商学院MBA学位的Sutherland-Wong曾在LinkedIn和贝恩公司担任运营，产品管理和咨询职位。
Zupan在Glassdoor工作了几年后加入了高管领导团队 - 实际上，作为Glassdoor首批雇员之一（也是首位致力于通信）的雇员之一，Zupan于2008年帮助成立了该公司。作为全球企业沟通副总裁，她将监督公司的沟通职能，包括公关，企业通讯，经济局，活动，社论，内容和社交媒体。
我代表Glassdoor的每一位成员都对Cox表示衷心的欢迎，并祝贺Sutherland-Wong和Zupan的促销活动。随着我们继续帮助更多的招聘人员和求职者，我们相信，我们新任命的管理团队成员的经验和专业知识将确保持续增长和规模成功。
硅谷
2018年02月22日
硅谷
Adecco集团以1亿美元左右的价格收购美国招聘创业公司Vettery总部位于瑞士的全球人力资源服务公司Adecco集团今天宣布已收购Vettery。
财务条款没有披露，但知情人士告诉我们，价格略高于1亿美元。
我们已经与Adecco集团联系确认，如果我们收到回复，我们会更新。（更新：一位发言人回应说，该公司没有分享财务细节。）Vettery发言人拒绝发表评论。
Vettery于2014年推出。不久之后，联合创始人Brett Adcock和Adam Goldstein 告诉我，他们希望重塑传统的招聘流程。他们创造了一个市场，在这个市场中，求职者浏览优惠信息，安排与感兴趣的雇主面谈，并在他们找工作时获得Vettery的签名奖金 - 所有这些都由在职员工的“人才高管”提供。
该公司表示，它现在与超过4000名雇主合作填补IT，销售和财务方面的职位。它从Greycroft和Raine Ventures等投资者总共筹集到了1190万美元。
根据Adecco的说法，Adcock和Goldstein将继续领导Vettery团队。
“收购Vettery加快了Adecco集团数字化战略的发展，将我们的产品扩展到快速增长的数字永久性招聘市场，并补充了我们的专业招聘业务，”Adecco集团首席执行官Alain Dehaze在收购发布会上表示。“数字化创新有可能改变招聘行业，而Adecco集团正在率先推出。”
最近Adecco收购的公司包括生命科学人员配备公司BioBridges和职业转型公司Mullin。
Josh Bersin 对此发表评价：Adecco acquisition of vettery for $100M shows tremendous opportunity for "private job marketplaces," a very different model from traditional job boards and advertising.
原文来自：https://techcrunch.com/2018/02/20/adecco-acquires-vettery/
以上由AI翻译完成。
Adecco Group acquires recruiting startup Vettery for $100M
The Adecco Group, a global HR services firm headquartered in Switzerland, announced today that it has acquired Vettery.
The financial terms were not disclosed, but a source with knowledge of the deal told us that the price was a little over $100 million. (It’s not clear how much of that is cash versus stock.)
We’ve reached out to the Adecco Group for confirmation and will update if we hear back. (Update: A spokesperson responded that the company isn’t sharing financial details.) A Vettery spokesperson declined to comment.
Vettery was launched in 2014. Shortly after that, co-founders Brett Adcock and Adam Goldstein told me they were hoping to reinvent the traditional recruiting process. They created a marketplace where job candidates browse offers, schedule interviews with the employers that interest them and receive a signing bonus from Vettery when they take a job — all assisted by an on-staff “talent executive.”
The company says it now works with more than 4,000 employers to fill positions in IT, sales and finance. It’s raised a total of $11.9 million from investors, including Greycroft and Raine Ventures.
According to Adecco, Adcock and Goldstein will continue to lead the Vettery team.
“The acquisition of Vettery accelerates the development of the Adecco Group’s digital strategy, broadening our offering into the fast-growing digital permanent recruitment market and complementing our professional recruitment businesses,” said Adecco Group CEO Alain Dehaze in the acquisition release. “Digital innovations have the potential to transform the recruitment industry and the Adecco Group is taking the lead.”
Recent Adecco acquisitions include life sciences staffing company BioBridges and career transition firm Mullin.
英文赏析：Will a Chat Bot Be Your Next Learning Coach?
By Margie Meacham
Eighty percent of major companies expect to be using artificial intelligence by 2020, but their training departments are likely to be the last places you’ll find it. We need to fix that.
A recent survey of Millennials revealed that 40 percent of them interact with a chat bot, a program that simulates a human conversation, on a daily basis; another survey indicates that many people prefer chat bots over humans for certain types of customer support transactions.
While other industries are already developing AI, the learning industry seems to be lagging behind. It’s pretty hard to implement something you don’t understand, so let’s start there.
Artificial Intelligence
Artificial intelligence, or AI, is a branch of computer science that aims to create intelligent machines, capable of performing problem-solving, pattern recognition, and learning without explicit programming.
AI requires vast amounts of data to create intelligent machines, and Big Data requires intelligent machines to perform the massive calculations necessary to find meaningful patterns and connections. For this reason, you will often find Big Data and AI are employed together and support each other.
Big Data
“Big Data” refers to data sets that are so voluminous and complex that traditional data processing application software packages are inadequate to deal with them. Big Data challenges include capturing data, data storage, data analysis, search, sharing, transfer, visualization, querying, updating, and information privacy.
Big Data analytics examines these massive, varied data sets to uncover hidden patterns, unknown correlations, market trends, customer preferences, and other useful information that drives artificial intelligence.
3 Dimensions of Big Data
There are three dimensions to Big Data: velocity, variety, and volume.
Velocity
Data is coming at us from all directions, and it is coming faster every day. To benefit from Big Data insights, companies must be able to capture, analyze, and use this massive amount of information as quickly as it is coming in. Human beings alone could never keep up with this firehose of information, so Big Data solutions must include strategies to control and keep up with the speed of incoming data. Bring in the smart machines!
Variety
Consider your own experience as a digital consumer. In a single hour, you may read an email on your PC, send a text on your phone, download a podcast, watch a video, and post a tweet. Each requires different strategies for capture and analysis—and these are only a few examples of the diversity of data available online today.
VolumeHere is just a snapshot of the sheer volume of data that came at us every day of 2017:
456,000 tweets on Twitter
50,926 videos viewed on Buzzfeed
3,607,080 Google searches.
The amount of data coming from your learning management system (LMS) and performance management software is puny compared to the onslaught coming from social media; but it is part of the Big Data mosaic, and most of us are simply not taking advantage of the information we have readily available.
Machine Learning
Machine learning is an application of AI that provides systems the ability to automatically learn and improve from experience without being explicitly programmed.
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In other words, machine learning focuses on the development of computer programs that can access large amounts of data and change their behavior or programming based on that information, without human intervention. Uses for machine learning in talent development include:
Assess and predict job performance.
Predict the competencies that will be needed in 10 years so learners can develop relevant skills today.
Provide personalized conversation about new information, performance coaching, or motivation on a 24-hour basis, without the need for a human coach.
Identify learner competencies and gaps to make better training and education suggestions that are truly personalized to the individual.
Examples of AI in Talent Development
Here are just a few examples of education-focused AIs that are already in use. Many early adopters are in the higher education arena, but the ideas work equally well in corporate training or K-12 education.
Jill Watson, the virtual teaching assistant at the University of Georgia, communicates with students via email.
Virtual tutors can help each learner move at a pace that is right for them.
Penn State is using chat bots to help teachers gain confidence handling difficult conversations, like bullying or hate language in class.
Think grading essays requires the human touch? Think again! At Stanford, an AI grading system achieved an 81 percent accuracy rate when compared to essays graded by humans.
Beware These Beginner Mistakes
Because some AI applications are still in the early days on the hype cycle, I interviewed an AI expert at one of my client organizations to find out what common mistakes she sees in chat bot projects led by early adopters.
Here’s a summary of her list.
Garbage In/Garbage Out (GIGO)
Many projects fail because project managers forget to check data quality, or do not have the right approach to identify and resolve these issues. When we analyze incomplete or “dirty” data sets, our AI ends up making decisions and recommendations based on a poor foundation.
Apples and Oranges
Comparing unrelated data sets or data points will result in inferring relationships or similarities that do not exist.
Overly Narrow Focus
Some projects are designed to consider one data set without considering other data points that might be crucial for the analysis. For example, a project set up to analyze learner pass/fail rates while ignoring the course completion rate may inflate performance results.
Cool but Useless
Some AI projects are quick to deliver but fail to make a significant impact on the learner’s everyday experience. Ensure that you have the right strategy to deliver the most value to your learners, and avoid giving them something cool that doesn’t really help them learn.
Getting Started
My advice is to just get on with it. Make a point of learning something about AI and machine learning every day, always with an eye to how you might be able to use it in your own organization. Here are a few suggestions:
Check out datascience.com for a huge list of data science resources.
Take this course from Google on Udacity—it’s free, and quite well done.
Brainstorm some ideas with colleagues. There are some great ideas here, and even more ideas here.
Build a Bot
There are dozens of platforms that let you create free chat bots for specific messaging apps without any special skills or coding knowledge. Snatchbot, for example, can be used on Facebook Messenger, Slack, WeChat, Skype, and more. It’s easy to use, and the interface is probably already familiar to many of your users. And Botsify has a variety of bot templates to get you started, including a whole list of education bots. Looking for more do-it-yourself tools? Here’s a nice list from business2community. com.
Engage With Colleagues
You might be surprised how many of your colleagues are eager to test the waters with a chat bot or other educational AI application. You won’t find them unless you join the conversation. One place to start is by attending the ATD 2018 International Conference & Exposition (for example, Elliott Masie will talk about some innovations changing workplace learning during the session, Learning Trends, Disrupters, and Hype in 2018) or any of our other conferences designed to educate, engage, and inspire you.
Will You Be Replaced by a Chat Bot?
While there is a vast difference of opinion on how AI is shaping the very near future of work and learning, one thing I know for sure: Those of us who are not part of the disruption will become lost in the dust that the disruptors kick up. I plan on being in front of it
Margie Meacham is an adult learning expert with a master of science in learning technologies and more than 15 years of experience in the field. A self-described “scholar-practitioner,” Margie collaborates with like-minded instructional designers to find practical applications of neuroscience to instructional design.
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2018年02月19日
硅谷
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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