英文：The Future of Work - An Employee Perspective
Priya Bagga Vice President Marketing at TrustSphere
Have you met your New Employee?
Welcome to the Age of the Employee! Empowered, educated and entitled today’s employee is redefining the workforce, the workplace and work itself. And his employer is struggling to connect with him/her!
Deloitte’s analysis of the shifting workforce demographics suggests that workforce today spanning over 4-5 generations is getting more diverse than ever. And this diverse workforce thriving on social collaboration augmented by technology is redefining the world-of-work.
The 2018 Global Human Capital Trends report “The Rise of the Social Enterprise" by Deloitte reveals that the power of the individual is growing. Today employees are with a company because they want to be. They are starting to drive the decisions and conversations around how work gets done, when it gets done, who it gets done with, what technologies are being used to get it done and so on.
To navigate the impending Future-of-Work, understanding the new workforce then becomes a crucial starting point. In such an environment, creating a “human experience” in the workplace is the need of the hour. And for this, employers must understand an employee’s perspective and embrace their employees’ “whole selves.” In particular, what career aspirations do their employees have? What motivates their employees to give their best? How can they make work more fulfilling, meaningful and involving for their employees?
In this blog, I am exploring the 12 factors that are driving this New employee’s priorities, perspectives and expectations. Organizations and their leaders need to understand these changing needs to meet the aspiration of their employee from the Future-of-Work.
Introducing Your Employee from the Future-of-Work
1.Aspiration: Careers today are non-linear, more dynamic and less predictable than ever before. As a result of disruption, automation and advancement in technology, the current work environment is demanding new and adaptive skill-sets of workers. This constant shift in the skills landscape is pushing employees to take their aspirations center-stage and manage their career progression. To fulfill their career aspiration, employees are insisting on:
Growth Opportunity: It is no longer about sustaining their job in their existing company. Employees want their organization to provide them with a clear and defined “path of growth” which they agree to and over which they have visibility and control. They can then work towards achieving these mutually agreed goals. Employees are actively seeking challenging projects, new roles, unique experiences that offer an opportunity to learn and grow both personally (soft skills, thought process) and professionally (capability, knowledge).
Learning & Development: Education and knowledge are starting to play a significant role in today’s work life. Employees understand that their “Learning agility” will augment their performance and accelerate their career. This is driving a lot of interest in self-directed education to connect “learning” and “work.” To add a diverse perspective that enables them to contribute to work in multiple ways, these avid learners are ready to pursue various knowledge streams.
Building New skill-sets: To continue in their career path, employees realize that they need to reinvent themselves consistently. As employees need to build new skill-sets continuously, they are actively looking to push their boundaries of comfort for hands-on experience to develop supplementary skill-sets by working in different departments, different geography or function or play challenging roles in multiple teams. (manage a small team, learn new software, manage projects of varying complexity, work with different functions like sales, finance or marketing).
2. Peformance: Organizations are getting redefined as institutions with citizenship and purpose and employees want to be treated as citizens who are stakeholders or partners valued for their view and contribution in collectively shaping the organization. With their unique identity, employees are looking at aligning their contribution to corporate performance.
Purpose: With people spending as much as 60-70% of their time at work, it is important for them to establish the relevance and the purpose of their work. This purpose makes work more fulfilling for them and their contribution more meaningful as the impact of their work and their contribution gets tied to the mission of the organization. This shared sense of purpose drives individuals to serve something larger than themselves and motivates them to adapt and contribute to their organization.
Impact: In an era where lifetime employment is no longer a given, individuals are continuously looking at the tangible and intangible impact of their contribution to their team, department, function and organization as a whole. What they do, matters to others and how it impacts the organization’s goals gives meaning to their effort.
Value Add: As organizations shift to a networked team-based structure, employees are aspiring to contribute and add value not only to their role but also to their team and a broader network of colleagues. This makes them go the extra mile and offer their unique talent and skill or knowledge to innovate business, workflows, ways of working, etc.
3. Engagement: Employee engagement correlates to how they view their contribution to colleagues and team-mates, how inclusive they feel to express themselves freely and have access to information and knowledge to enable them to do their job better. These are important to help employees feel empowered and valued at the workplace.
Belonging: Employees seek a sense of belonging to the organization and its culture. They also want to understand the company’s value, purpose, societal responsibility and believe and support that mission.
Respect & Inclusion: Employees want to feel like a citizen who is secure, supported, accepted and included. They want to be included and respected for their uniqueness and diversity of thinking. A culture of respect and inclusion helps individuals feel they ‘fit in’ and makes them contribute freely offering the enterprise to gain from this cognitive diversity.
Collaboration & Relationships: Humans are social creatures who thrive on connecting with people and building their Social Capital. With organizations getting flat, employees are gaining from working in team-based structures. This allows them to communicate their point of view, exchange ideas and share information transparently to problem solve and accomplish common goals. The employee’s contribution to their team and the relationships they build with their working groups are critical for their job satisfaction.
4. Recognition: Leveraging their power as individuals, employees are asking for more personalized, agile and holistic recognition and rewards. This holistic recognition has expanded beyond pay-checks as it ties back to each’s “whole” contribution and its impact on business.
Reward: Pay-check is essential! However, it is just the tip of the iceberg. Armed with greater access to salary data from specialized portals, employees expect transparency and flexibility around rewards. As employees understand it is their right to a fair and equal pay depending on their job role, skills, experience and designation, this fair pay also helps them recognize the respect for their contribution by their organization.
Well-being: In the relentless pace of 24/7 business, it is hard to disconnect from jobs. However, employees are getting more and more conscious of the impact of those lengthy and stressful work hours not only on their social and emotional well-being but also on their productivity. Employees want to live and work healthily and sustainably. They expect to be understood for their personal priorities and unique work-life needs (young family, priority on fitness, the flexibility of working hours etc.)
Psychological Safety: Employees want a sense of safety and security to feel well represented at work. It is crucial for employees to feel like they can be their authentic selves without the fear of different treatment. They want to be valued for their views and opinions and their diverse background shaping their point-of-view would offer the cognitive diversity for the benefit of their organization.
So what kind of leadership will support, mentor, coach and lead this workforce to achieve their fullest potential?
A specialist in category marketing, Priya Bagga is passionate about mapping disruptive technologies with business opportunities. Having worked with leading B2B technology players for more than 18 years, Priya brings deep experience in driving brand strategy for “market innovator” positioning. A strong advocate of Diversity & Inclusion, she is actively supporting “Returnship” initiatives and personally mentors and develops candidates to help organisations gain from diverse perspectives. Priya was presented the Women Leadership Awards 2018 by CMO Asia in an initiative to support exceptional women leaders as a build-up to the World Women Leadership Congress and World HRD Congress.
Reference:
The rise of the social enterprise 2018 Deloitte Global Human Capital Trends
Becoming Irresistible Part 3: A Positive Work Environment
https://joshbersin.com
原文来自：https://www.linkedin.com/pulse/future-work-employee-perspective-priya-bagga/
Future of Work
2019年06月29日
Future of Work
为什么现在是启动首席人力资源数据科学家的时候了
人力资源部将成为分析，算法和机器学习领域增强型人员决策的“规则制定者”，首席人力资源数据科学家可以提供领导力，指导，治理和信誉，确保人力资源从业者不会无意中扮演上帝罗伯特斯科特写道，与人们的生活 息息相关
我最近遇到了一个有抱负的外星人。一位年轻的理论物理学家被选中为火星开辟道路，作为团队的一员，将在红色星球上创造第一个人类殖民地。除了与太空旅行相关的明显风险，例如碰撞或耗尽氧气，他们意识到会有更多复杂和危及生命的风险，他们根本无法预见。还有一个单程票的小问题。
（I recently met an aspirant extraterrestrial. A young theoretical physicist who’s been selected to blaze a trail to Mars as part of a team who will create the first human colony on the red planet. Besides obvious risks associated with space travel, such as crashing or running out of oxygen, they realise there will be many more complex and life-threating risks which they simply can’t foresee. There is also the small issue of one-way only tickets.）
这位勇敢的女士并不担心，她将她即将到来的航程比作欧洲殖民美洲。很多人离开他们的家几乎不知道他们将面临的挑战，他们如何克服障碍，或者他们是否真的能够生存 - 许多人没有。但他们希望过上更好的生活。
不可避免的人力资源数据之旅
人力资源部门自己的火星任务刚刚爆发。在算法和机器学习的支持下，快速转向即时，个性化，复杂和预测性的分析是一个未知的危险之旅 - 我们可以看到一些风险，但我们对大多数严重的风险都没有注意到。
这是人力资源的可选之旅吗？不，这是不可避免的。大多数CxO都了解数字化转型业务的必要性，以保持相关性和竞争力。速度和敏捷性是数字化成功的基础，从根本上说，人类决策将越来越多地通过实时数据分析得到增强和指导，包括围绕员工的决策。
作为人力资源领导者，您对火星之旅的准备程度如何？您是否组建了一支具备应对已知分析挑战的技能的团队，能够发现新问题，快速分析，构建适当的解决方案，最重要的是，有效处理未知问题？
为了清楚起见，我不是在谈论创建一些趋势线图形或回归测试，HR会定期向线路经理发送。我们正在谈论将实时数据和机器学习建议交到决策者手中，这对于申请人和在扩展的员工队伍中工作的任何人来说都非常简单。他们也可能是无意中错误的决定。
“人员分析的严肃性，潜在风险和未来重要性要求最高水平的专业性和责任感”
形象地说，人力资源专业并没有搬到邻近的城镇，那里的东西“或多或少”相同。他们正在与分析完全不同的地方，这将挑战他们的专业效率，道德和保持真正的人民监护人的能力。
首席人力资源数据科学家的角色
重要的是，我们应该抵制因恐惧，偏好或缺乏理解而对这一不可避免的旅程不屑一顾。看看人力资源以外的工作场所，不难看出我们的生活和决策如何，越来越多地受到我们无法完全控制的数据和机器学习建议的影响。Netflix，优步，谷歌地图，谷歌邮件，PayPal，Spotify，Siri和更多日常系统分析我们的数据，为我们提供明智的建议和决策。人力资源部门将成为增强人员决策的“规则制定者”。
人力资本分析的严肃性，潜在风险和未来重要性要求最高水平的专业性和责任感。作为人力资源专业人士，我们知道人力资源团队共同处理许多相互关联的不同组成部分。我想不出一个不受数据和分析影响的领域。首席人力资源数据科学家可以提供领导，指导，治理和信誉，以确保人力资源从业者不会无意中与人们的生活一起玩神。
人力资源必须在他们的火星之旅中找到合适的初始团队 - 与错误的团队一起到达将远远超过数据准确性。设计错误可能会对人员和业务决策优化产生长期影响。这是人力资源的单向旅程，但是弄错了，可能会致命。
3个关键的人力资源数据趋势和预测
人力资源数据分析将成为人们在数字化转型的商业环境中做出决策的生命线。速度和敏捷性是成功的关键因素，只有超人的决策能力才能真正实现。
人力资源部门的社会科学倾向仍然是有效人员管理的一个重要因素，但这些资源不太可能适合人力资源数据科学家的主要角色 - 支持每项技能的基本原则是非常不同的。
人力资源软件供应商已经提供了广泛的分析，人工智能和机器学习解决方案，包括引入非人力资源数据集的能力。简单且图形化的前端不应分散将严格的数据管理规则应用于底层数据和算法的关键需求。
以上由HRTechChina AI翻译完成，仅供参考交流。转载请完整保留信息
作者：Rob Scott 全球领导者：IT战略与创新。在过去的25年中，他在人力资源和人才管理，人力资源战略以及人力资源环境中的技术利用等领域积累了丰富的专业知识和经验。他在知识管理方面进行了研究和咨询，具体参考了HR在创建有效的知识环境中所起的作用。
原文标题：
Why it’s high time to launch your chief HR data scientist
Future of Work
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