【HR术语】什么是回旋员工？（What is a boomerang employee?）
什么是回旋员工？
回旋镖员工是指离开公司后又被重新雇用，在相同或不同岗位上工作的专业人员。回旋镖员工的工作轨迹就像回旋镖的名字所代表的 V 形投掷棒一样。
专业人士离开当前职位的主要原因如下：
在其他公司发展事业
追求激情
应对重大生活变故
季节性工作（尤其常见于酒店和零售行业）
人力资源领导者为什么要关注 "回旋员工"？
与上一代专业人士相比，千禧一代倾向于更换工作--60% 的人表示 "愿意接受不同的工作机会"。在过去的几十年里，重新接受前员工被视为禁忌。但在当前的就业文化中，"回流员工 "已被接受，甚至对雇主有利。
雇用回流员工的好处有：
熟悉公司文化和职位
从外部工作经验中获得新技能
减少入职时间和培训成本
提高积极性和新视角
回流员工有哪些利弊？
如上所述，重新聘用前员工的一个最重要的优点是，他们能够提供对企业的熟悉感以及新的经验和技能。
不过，雇佣老员工也有可能带来一些弊端，其中包括：
如果他们离开时的条件并不理想，他们可能会给工作场所带来怨恨或不愉快的感觉
如果政策或公司文化发生变化，回流员工可能难以适应这种变化
即使有经验，回流员工也可能不是最佳人选
如何最有效地处理 "回迁员工"？
选择与 "回迁员工 "共事，就必须了解如何在整个员工生命周期内处理他们。在招聘、面试和入职时，以下是一些需要考虑的重要提示。
了解哪些人适合成为 "回流员工"。并不是所有以前的员工都适合重新雇佣。在招聘 "回流员工 "时，应选择那些以良好的条件离开组织的员工，如出于个人原因或为了获得更多的工作经验。
澄清事实。在面试过程中，重要的是了解员工离职的原因，以及他们是否带走了任何未解决的问题。重要的是，要解决并澄清任何问题，以便将来在组织中取得成功。
敞开大门。通过保持与前任人才的关系，确保前任员工知道公司欢迎他们再次参加面试。
关注重新融入。老员工入职与新员工入职同样重要。不要吝啬将回旋员工融入一个肯定会发生变化的团队和公司的过程。
针对离职员工的面试问题有哪些建议？
当然，回迁员工的面试与全新应聘者的面试有所不同。以下是一些面试问题，您可以用来了解前团队成员是否适合重新聘用。
你之前为什么离开公司？
离开公司后你在哪里工作？
离职后你的技能有哪些提高？
如果您回到公司工作，离职后的工作经验对您有哪些帮助？
与以前的同事或经理之间是否存在未解决的问题？
是什么原因让你想在这个时候重新加入公司？
人力资源领导者如何促进 "回旋员工 "的成功融入？
人力资源领导者可以利用这些做法鼓励员工接受并顺利融入绩优回迁员工：
优雅告别。人力资源领导者可以实施离职计划，鼓励员工与雇主之间进行换位思考和坦诚交流。将离职面谈作为离职流程的一部分，可以让员工就需要改进的地方提供反馈意见。这不仅能让留下的员工更好地为公司服务，最终也能让未来潜在的 "回旋镖 "员工更好地为公司服务。
跟踪员工记录。将相关的员工信息整理到申请人跟踪系统中，可以简化招聘和录用流程。人力资源专业人员可以查看员工过去的绩效评语以及与团队成员协同工作的报告。回流员工还可以获得病假、休假和任期，这些都可以从上一份工作转移到新岗位。
建立校友群。在征得前员工同意的情况下，人力资源专业人员可通过社交媒体或电子邮件通讯促进校友会的发展。这样既能保持关系，又能让他们及时了解公司的变化。如果校友们想重新应聘，或者雇主决定提供工作机会，保持联系也会为他们敞开大门。
对离职团队成员要有同理心。人力资源领导者可以在离职阶段为离职团队成员提供支持，从而保护与他们的关系。好的做法是为离职员工提供职业介绍服务，并在可能的情况下提供离职补偿金。离职员工被默认为品牌大使，因此善待和尊重他们不仅是正确的做法，也会使公司受益。
创建积极的公司文化。人力资源专业人员可以建立积极的公司文化，鼓励员工和管理人员之间的合作、人际关系和感恩之心。一个友好互助的工作社区可以吸引更多优秀人才回归。
注重质量。 人力资源领导者只应设法重新聘用那些离开时条件良好的绩优员工，以便他们能够无缝地重新融入公司文化。同样重要的是，人力资源领导者应平等地考虑回流员工和新候选人--回流员工熟悉公司并不一定意味着他们就是最佳人选。
回迁员工如何改善公司文化？
表现出色的回迁员工可以为企业带来有益的技能、经验和热情。他们的回归可以提高士气，在工作场所创造共同的使命感，证明公司是一个非常适合工作的地方，即使员工离开了，也愿意回来。
以下为文章原文：
What is a boomerang employee?
A boomerang employee is a professional who leaves a company and is rehired at a later point to work in the same position or a different one. Boomerang employees follow a circular trajectory like the v-shaped throwing stick they are named after.
The main reasons professionals leave a current position are to:
Further their career at another company
Pursue a passion
Cope with significant life changes
Work seasonally (especially common in the hospitality and retail industries)
Why should HR leaders care about boomerang employees?
Millennials tend to change jobs more than professionals from earlier generations—60 percent report being “open to a different job opportunity.” In past decades, reaccepting an ex-employee was considered taboo. But in the current job culture, boomerang workers have become acceptable and even beneficial to employers.
The advantages of hiring boomerang employees are:
Familiarity with the company culture and the position
New skills from external job experience
Reduced onboarding time and training costs
Increased motivation and a new perspective
What are the pros and cons of boomerang employees?
As mentioned above, one of the most important pros of rehiring former employees is their ability to offer familiarity with your organization along with new experience and skills.
However, there are still possible cons to hiring boomerang employees, including:
Their potential to bring a sense of bitterness or bad blood into the workplace if they left on less-than-ideal terms
If policies or company culture have changed, boomerang workers may have difficulty acclimating to the changes
Even with experience, boomerang employees may not be the best candidate for the role
What is the most effective way to handle boomerang employees?
The choice to work with boomerang employees requires an understanding of how to handle them throughout the employee lifecycle. When it comes to recruitment, interviewing, and onboarding, here are some important tips to consider.
Know who makes a good boomerang employee. Not all previous employees are fit for rehire. When recruiting boomerang workers, aim to choose those who left the organization on good terms, such as for personal reasons or to gain more experience in the field.
Clear the air. In the interview process, it’s important to understand why a person left and whether or not they took any unresolved issues with them. It is important to address and clear up any issues for future success in the organization.
Leave the door open. Make sure that previous employees know they are welcome to interview again by maintaining relationships with previous talent.
Focus on reintegration. Onboarding a former employee is as important as onboarding a new one. Don’t skimp out on the process of integrating a boomerang employee into what is certain to be a changed team and company.
What are some recommended interview questions for boomerang employees?
Naturally, interviews for boomerang employees are different than those you would have with brand-new candidates. Here are some interview questions you can use to understand whether a former team member might be a good fit for rehiring.
Why did you previously leave the company?
Where have you been working since you left the company?
How have your skills improved since leaving?
In what way will the work experience you’ve had since leaving the company help you if you return to work here?
Are there any unresolved issues with your former co-workers or manager?
What makes you want to rejoin the company at this time?
What can HR leaders do to promote the successful integration of boomerang employees?
HR leaders can use these practices to encourage acceptance and smooth incorporation of top-performing boomerang workers:
Say a graceful goodbye. HR leaders can implement an offboarding program that encourages empathetic and honest communication between people and employers. Including an exit interview as part of the offboarding process allows people to provide feedback on areas in need of improvement. This can better the company for the remaining people and, ultimately, for potential future boomerang employees.
Keep track of employee records. Organizing relevant employee information into an applicant tracking system can simplify the recruiting and hiring process. HR professionals can check past performance reviews and reports of employee synergy with team members. A boomerang employee can also qualify to receive sick days, vacation days, and tenure from the previous employment period that transfer to their new position.
Build an alumni group. With former employees’ permission, HR professionals can facilitate an alumni group through social media or an email newsletter. This maintains the relationship and keeps them informed of changes within the company. Keeping in touch leaves the door open to alumni if they’d ever like to reapply or if the employer decides to extend a job offer.
Have empathy for departing team members. HR leaders can protect relationships with departing team members by supporting them during the exit stage. It’s good practice to provide people you’ve let go with outplacement services and, if possible, a severance package. Departing employees serve as brand ambassadors by default, so treating them kindly and respectfully is not only the right thing to do, but it can also benefit the company.
Create a positive company culture. HR professionals can build a positive company culture that encourages collaboration, interpersonal relationships, and gratitude among people and managers. A friendly and supportive work community can attract more top-performing people back.
Focus on quality. HR leaders should only seek to rehire top-performing people who left on good terms, so they can seamlessly reintegrate into the company culture. It’s also essential that HR leaders consider boomerang employees and new candidates equally –just because a boomerang employee is familiar with the company doesn’t necessarily mean they are the best candidate for the job.
How can boomerang employees improve company culture?
High-performing boomerang employees can bring beneficial skills, experience, and enthusiasm to an organization. Their return can boost morale and create a shared sense of purpose in the workplace, proving that your company is such a great place to work that people want to come back even after departing.
术语表
2024年06月25日
术语表
【HR术语】什么是书面警告？（What is a written warning?）
什么是书面警告？
书面警告是雇主就员工的行为或绩效问题向员工发出的告诫。通常情况下，雇主在发出一次或多次口头警告后才会发出书面警告。
书面警告的目的是什么？
书面警告正式列出一个人的不当行为和相应的后果。警告反映了情况的严重性，同时也提供了时间和支持，以帮助专业人员改进。如果雇主确实需要解雇此人，书面警告可作为证据和理由。
警告员工的正确方式是什么？
在发出书面警告之前，先对其进行口头警告。您可以通过电话或在有其他经理在场的会议上这样做。如果问题仍然得不到解决，才考虑发出书面警告。您可以通过电子邮件发送书面警告，也可以通过人力资源部门或在私人会议上传达。
员工警告通知应包括哪些内容？
在撰写警告时，要确保简洁明了，对每项违规行为进行说明并编号。警告内容应包括：
发生日期
主管姓名
人力资源代表姓名
职位名称
专业人员姓名
最近口头警告的简要说明
希望采取的改变行为的行动
未能达到预期的后果
公司关于警告期限（通常为 12 个月）和在员工记录中保留期限（通常为 6-12 个月）的政策
上诉选择
书面警告的例子有哪些？
雇主通常会对以下情况发出书面警告：
屡次迟到或根本不上班
使用脏话或不当语言
骚扰
工作表现不佳
滥用公司财产
违反安全程序
向员工发出书面警告有哪些技巧？
起草和传达书面警告的方式会直接影响到个人和雇主。让我们来看看发出有效和专业警告的六个步骤：
用清晰的语言陈述违规行为。这可以确保每个人都能理解违规行为，并避免任何法律上的混淆。
将违规行为与员工手册中的相关公司政策直接联系起来。
尽快记录违规行为。与几周后写成的文件相比，事发当时写成的警告具有更高的法律效力。
无论警告的内容是什么，都要坚决执行--无论是解雇还是对持续的不良行为再次发出警告。
确保一致性和透明度，使每个人都受到平等对待。
如果相关，应审查 CBA（集体谈判协议），并邀请工会代表在发出警告时在场。
为什么书面警告应成为现代人力资源战略的一部分？
设定界限对工作场所关系至关重要。通过纳入书面警告，人力资源部门可以设定明确的边界线，让员工知道自己何时越界，何时需要改正。书面警告使公司能够建立并维持工作场所标准，同时也给员工机会改善不良表现或行为。
以下为文章原文：
What is a written warning?
A written warning is an admonition employers give staff members concerning behavior or performance issues. Typically, employers send a written warning only after giving one or more verbal warnings.
What is the purpose of a written warning?
A written warning formally outlines a person’s misconduct and the corresponding consequences. The warning reflects the seriousness of the situation while also providing time and support to help the professional to improve. If the employer does need to let the person go, the written warning serves as evidence and grounds for termination.
What’s the proper way to warn an employee?
Before issuing a written warning, address the person with verbal warnings. You can do this over the phone or in a meeting with another manager present. If the issue still doesn’t resolve, only then consider a written warning. You can send the written warning by email, deliver it through HR, or during a private meeting.
What should you include in an employee warning notice?
When writing a warning, make sure it’s concise and straightforward, stating and numbering each infraction. The warning should include:
Date of occurrence
Supervisor’s name
HR representative’s name
Job title
The professional’s name
A brief account of the preceding recent verbal warnings
Expected actions to change conduct
Consequences for failing to meet expectations
Company policy regarding the warning’s time frame (typically 12 months) and the length of time it remains on the employee record (usually 6-12 months)
Option for an appeal
What are some examples of written warnings?
Employers typically send written warnings for:
Repeatedly arriving late or not at all
Using profanity or inappropriate language
Harassment
Poor work performance
Abusing company property
Violating safety procedures
What are some tips for giving written warnings to employees?
The way you draft and deliver a written warning directly impacts the person and the employer. Let’s look at six steps you can take to issue effective and professional warnings:
State the infraction in clear language. This ensures that everyone understands the transgression and avoids any legal confusion.
Draw a direct connection between the violation and the relevant company policy found in the employee handbook.
Document the infringement as soon as possible. Warnings written at the time of the occurrence have higher legal standing than documents written up weeks later.
Follow through with whatever the warning says—whether that’s termination or giving another warning for continuous poor conduct.
Ensure consistency and transparency so that everyone receives equal treatment.
If relevant, review the CBA (collective bargaining agreement) and invite a union representative to be present when giving the warning.
Why should written warnings be a part of modern HR strategy?
Setting boundaries is essential for workplace relationships. By incorporating written warnings, HR can set clear boundary lines that show people when they’ve crossed a line and need to clean up their act. Written warnings enable companies to establish and maintain workplace standards while also giving their staff the chance to improve poor performance or behavior.
术语表
2024年06月24日
术语表
【HR术语】什么是人力资源流程（What are HR processes?）
什么是人力资源流程？
人力资源流程是指支持员工生命周期和积极员工体验所需的基本战略。每个人力资源流程都遵循复杂的路径，需要根据具体参数和目标进行战略规划。虽然每个流程都有自己的程序，但所有流程都是相互依存的。
人力资源流程有哪些例子？
核心人力资源流程包括：
人力资源规划
招聘
甄选
招聘
入职
培训
员工关系
绩效考核
福利管理
绩效管理
离职
例如，让我们深入了解一下绩效管理，以了解流程是什么样的。绩效管理包括评估员工的生产力、效率和工作质量，同时通过辅导和培训提供绩效改进方案。作为一种人力资源流程，绩效管理包括以下内容：
建立清晰的公司愿景
制定切合实际的个人目标
持续提供建设性反馈
提供提高技能的机会
要设计有效的绩效管理流程，人力资源部门必须首先确保领导层与各部门的组织战略保持一致，确保绩效管理制度可信、透明，并确保有适当的框架来完成流程的每个步骤。只有这样，人力资源部门才能着手开展绩效管理流程，即规划、检查专业人员的工作情况并审查他们的工作表现。
人力资源领导为什么要关注人力资源流程？
人力资源流程就像组织的动脉，为每个部门输送命脉，促进整个公司的健康发展。系统化的方法可以帮助人力资源领导者促进高效的流程，从而提高工作效率、员工保留率和工作参与度。
人力资源流程和系统有什么区别？
系统是由相互依存的流程组成的统一整体。人力资源管理系统包含所有人力资源流程，形成一个具有凝聚力的单元，从而使公司能够管理其员工队伍，为客户提供有价值的服务或产品。如今，大多数人力资源系统都以软件为基础，涉及数字自动化。
什么是端到端人力资源流程管理？
端对端人力资源流程管理是指人力资源部门负责自始至终执行每一个人事流程。流程管理是全面的，包括将每项任务分解为更小的步骤，以便流程能够顺利进行。
例如，端到端的入职培训并不涉及人力资源团队必须在某个阶段完成的杂乱职责。相反，入职培训要求在流程开始和结束时采取一系列行动。初始阶段可能包括通过电子邮件向应聘者发出工作邀请、完成新员工文书工作以及发送信息欢迎包。
相比之下，最后阶段可能包括通过电子邮件向团队经理发送入职日程表，以及为新团队成员安排欢迎会。
人力资源流程自动化有哪些优势？
人力资源流程自动化可协助公司完成人力资源流程，如招聘、雇用、支付、提高技能和离职。自动化使人力资源流程更上一层楼，同时还能改善以下方面：
效率
劳动力规划
招聘
留住员工
员工体验
遵守劳动法
误差范围
人力资源领导者如何有效管理人力资源流程？
人力资源领导者可以在流程管理中采用以下方法：
审查目标。人力资源领导者应定期检查流程目标与公司目标是否一致。通过提出一系列以目标为导向的问题进行重新评估，人力资源部门可以确保他们朝着预期的方向前进。
让自动化发挥作用。人力资源技术自动化有助于流程更顺畅地运行。例如，团队成员和管理人员可以使用任务清单，而不是在待办事项清单上手写无数个项目。这样既能提醒人们自己的职责，又能方便地进行来回协作。在入职、离职和员工调动等流程中，技术自动化为专业人员之间的重要沟通提供了便利。
在框架内保持灵活性。使用久经考验的管理方法可以帮助人力资源部门跟踪进展，找出需要改进的地方，并重新设计实践，以更好地发挥作用。虽然基于数据的框架提供了结构和指导，但人力资源部门是与人打交道的，因此必须留有灵活性、批判性思维和不同观点的空间。因此，在每个人力资源流程中，人力资源部门都必须不断评估其劳动力数据，以确保这些数据始终如一地准确反映员工的情况。
倾听员工意见。关于人力资源部门如何更好地调整流程组件，员工可以提供各种建议、信息和经验。在开展员工满意度调查或绩效考核并获得多向反馈后，人力资源专业人员可以总结出如何在内部改进流程。
管理完善的人力资源流程如何改善公司文化？
无缝的人力资源流程对于持续提高工作效率至关重要。员工是任何公司最宝贵的资产，因此确保积极的员工体验至关重要。高效运行的人力资源流程可推动工作满意度、参与度和生产力的提高，这些都是健全的公司文化的关键要素。
以下为文章原文：
What are HR processes?
HR processes refer to the fundamental strategies necessary to support the employee lifecycle and a positive employee experience. Each HR process follows an intricate pathway that demands strategic planning according to specific parameters and objectives. While every process involves its own procedures, all processes are interdependent.
What are some examples of HR processes?
The core HR processes include:
Human resource planning
Recruitment
Selection
Hiring
Onboarding
Training
Employee relations
Performance appraisals
Benefits administration
Performance management
Offboarding
Let’s take an in-depth look at performance management, for example, to understand what a process looks like. Performance management involves evaluating people’s productivity, efficiency, and work quality while also offering performance improvement options through coaching and training. As an HR process, performance management encompasses:
Establishing a clear company vision
Setting realistic personal goals
Continuously providing constructive feedback
Offering upskilling opportunities
To design an effective performance management process, HR must first ensure alignment between leadership and each department’s organizational strategy, a credible and transparent performance management system, and an appropriate framework for completing each step of the process. Only then can HR get started with the performance management process of planning, checking in with professionals, and reviewing their job performances.
Why should HR leaders care about HR processes?
HR processes serve as an organization’s arteries, carrying the lifeblood to every department and nurturing company-wide health. Systemic approaches can help HR leaders promote efficient processes, thereby boosting productivity, retention, and engagement in the workplace.
What’s the difference between HR processes and systems?
A system is a unified whole made up of interdependent processes. An HR management system encompasses all HR processes, creating a cohesive unit so the company can manage its workforce and deliver valuable services or goods to its customers. Today, most HR systems are software-based and involve digital automation.
What is end-to-end HR process management?
End-to-end HR process management means that HR is responsible for carrying out every people process from start to finish. Process management is comprehensive, involving breaking down each task into smaller steps so the process can flow smoothly.
For example, end-to-end onboarding does not involve a mishmash of duties HR teams must accomplish at some point. Rather, onboarding demands a sequence of actions to take at the beginning and end of the process. The initial stages could include emailing a job offer to the candidate, completing new-hire paperwork, and sending an informational welcome package.
In contrast, the final stages may involve emailing the onboarding schedule to the team manager and scheduling a welcome meeting for the new team member.
What are the advantages of HR process automation?
HR process automation assists companies in their HR processes, such as recruiting, hiring, paying, upskilling, and offboarding their people. Automation brings HR processes to the next level while also improving:
Efficiency
Workforce planning
Recruitment
Retention
The employee experience
Compliance with labor laws
The margin of error
What can HR leaders do to manage HR processes effectively?
HR leaders can incorporate the following methods into their approach to process management:
Review objectives. HR leaders should regularly check that process objectives align with company goals. Reassessing by asking a series of goal-oriented questions allows HR to ensure they’re progressing in the desired direction.
Let automation do its job. HR tech automation helps processes function more smoothly. For instance, team members and managers can use task lists instead of handwriting an infinite number of items on a to-do list. These remind people of their responsibilities while simultaneously allowing for convenient back-and-forth collaboration. Tech automation facilitates this crucial communication between professionals during processes such as onboarding, offboarding, and employee transfers.
Maintain flexibility within the framework. Using tried-and-tested management methods can help HR track progress, pinpoint areas for improvement, and redesign practices for better functioning. While a data-based framework provides structure and guidance, HR deals with humans, so there must be room for flexibility, critical thinking, and differing perspectives. Thus, within each HR process, HR must continuously assess its workforce data to ensure it consistently and accurately reflects its people.
Listen to your people. Individuals offer wellsprings of advice, information, and experience about how HR can better adjust process components. After running an employee satisfaction survey or a performance review with multi-directional feedback, HR professionals can glean how to improve processes internally.
How can well-managed HR processes improve company culture?
Seamless HR processes are essential for continuous workplace productivity. As people are the most valuable asset of any company, ensuring a positive employee experience is critical. HR processes that flow efficiently drive results that drive job satisfaction, engagement, and productivity—key elements in a robust company culture.
术语表
2024年06月21日
术语表
【HR术语】多元化管理的含义是什么？（What is the meaning of diversity management?）
多元化管理的含义是什么？
多元化管理是一种组织流程，用于促进工作场所的多元化和包容性。这一过程涉及在招聘、管理、培训等方面实施政策和战略。多元化管理的目标是促进公平和平等，发挥多元化组织的优势。
多元化管理有哪些类型？
多元化管理有两种类型：
国内多元化管理： 这是指在一个国家范围内管理员工队伍，为少数群体和新移民提供机会。
跨国多样性管理： 也称为国际多元化管理，指管理由来自不同国家的公民组成的员工队伍，要求组织考虑其运营所在国家的法律、习俗和文化。
人力资源领导者为什么要关注多元化管理？
研究一再表明，多元化是企业的重要资产。被认为更具多样性和包容性的公司，其业绩超过竞争对手的可能性要高出 35%，成为创新领导者的可能性要高出 1.7 倍。当多元化深入管理层时，其回报是收入增加 19%。
为什么会出现这种情况？更多元化的员工队伍拥有更广泛的背景、技能和专业领域，这意味着他们可以带来更多更创新的想法。
重视多样性和包容性的组织还能吸引更多的求职者： Glassdoor 的一项调查显示，76% 的人表示，在评估公司和工作机会时，多元化的员工队伍是一个重要因素。
人力资源领导者如何才能在多元化管理方面取得成功？
实现多元化员工队伍的第一步是聘用来自不同背景的员工。这意味着要制定包容性的招聘和录用方法，例如:
通过非传统人才库进行招聘
实施反歧视的招聘程序，如匿名能力测试
不寻求填补招聘配额，因为配额无法解决无意识偏见的问题
但多元化管理不仅仅局限于招聘。它从组织文化、价值观和领导者的根基开始，涉及公司的方方面面。这意味着:
董事会、首席执行官和其他高层领导的承诺
为有关多元化和包容性的公开、诚实、有时甚至是艰难的对话提供一个安全的空间
对所有团队成员进行强制性的多元化和包容性培训
工作中的多元化管理面临哪些挑战？
虽然多元化管理至关重要，但也很难做好，因为它涉及敏感问题和更大的系统性问题。工作场所多元化管理面临的挑战包括：
唯我独尊： 拥有一支多元化员工队伍的愿望可能会导致被误导的人力资源领导者在人才管理中采取 "象征性 "做法，即公司根据员工的身份而不是他们的优点来聘用和提拔员工，这就失去了多元化管理的意义。
人际冲突： 由于组织中的人员来自不同的背景，有着不同的生活经历和观点，多元化的员工队伍有可能造成人与人之间的分歧和冲突，这就需要谨慎的管理以及高度的同理心和包容心。
合作与沟通方面的挑战： 拥有一支多元化的员工队伍的部分原因是他们的工作和沟通方式各不相同，因此促进有效合作成为关键所在
有哪些多元化管理最佳实践？
可以帮助人力资源领导者进行劳动力多元化管理的一些技巧包括：
注重归属感。仅仅招聘多元化的员工是不够的。一旦你把员工招进来，你就有责任满足他们的需求，并提供积极的员工体验。这就需要积极为边缘化个人创造空间，让他们畅所欲言，创建社区，并就他们在贵公司的实际体验进行有意义的对话。
超越招聘： 多元化管理不仅仅是实现员工队伍的多元化。将目光从招聘转向整个员工生命周期，在绩效考核、职业晋升、奖励和表彰等方面致力于包容性实践。
将同理心放在首位。富于同理心的领导力能带来更多的信任、透明度和参与度，50% 的人在与富于同理心的领导者共事时，工作场所的包容性会更高。
如何设定多元化管理的目标和指标？
多元化管理计划可以是定性的，但通过目标和指标跟踪其成功与否同样重要。需要跟踪的一些有用的多元化管理关键绩效指标包括：
整个组织的多样性
求职者人口统计
不同员工群体的留任率和流失率
员工净促进得分
晋升和晋级率
薪酬公平性
员工资源小组的利用率
与特定多元化管理战略（如多元化管理培训）的成功有关的指标
为什么多元化管理应成为现代人力资源战略的一部分？
在当今的环境下，多元化和包容性的工作场所不再只是一个 "不错的拥有"，而是一个 "必须"。它是必须的。真正的多元化管理就是要明白，多元化不仅仅是一个口号。要实现真正的多元化和包容性，你必须积极主动，而不是被动反应。这就是多元化管理举措的作用所在。
简而言之，多元化管理是人力资源部门可以投入的最重要的工作之一。它可以提高员工满意度，丰富公司文化，提高员工忠诚度，并吸引顶尖人才。
以下为文章原文：
What is the meaning of diversity management?
Diversity management is an organizational process used to promote diversity and inclusion in the workplace. This process involves implementing policies and strategies in hiring, management, training, and more. The goals of diversity management are to promote fairness and equality and leverage the advantages diverse organizations offer.
What are some types of diversity management?
There are two types of diversity management:
Intranational diversity management: This refers to managing a workforce within a single national context to provide opportunities for minority groups and recent immigrants
Cross-national diversity management: Also called international diversity management, this refers to managing a workforce comprising citizens from different countries and requires an organization to consider the laws, customs, and cultures in the countries in which it operates
Why should HR leaders care about diversity management?
Time and time again, research has demonstrated that diversity is a major asset to businesses. Companies identified as more diverse and inclusive are 35 percent more likely to outperform their competitors and 1.7 times more likely to be innovation leaders. When diversity reaches management, it pays off with 19 percent higher revenue.
Why is this the case? More diverse workforces have a broader range of backgrounds, skills, and areas of expertise, meaning they can bring more and more innovative ideas to the table.
An organization that prioritizes diversity and inclusion also attracts more job candidates: A survey from Glassdoor shows that 76 percent of people report that a diverse workforce is an essential factor when evaluating companies and job offers—and nearly one-third say they won’t apply to work at a company with poor diversity.
What can HR leaders do to succeed in diversity management?
The first step to achieving a diverse workforce is to hire people from diverse backgrounds. This means developing inclusive recruiting and hiring practices such as:
Recruiting through non-traditional talent pools
Implementing anti-discriminatory hiring processes such as anonymous aptitude tests
Not seeking to fill hiring quotas, which do not address the problem of unconscious bias
But diversity management goes beyond just hiring. It starts from the roots of an organization’s cultures, values, and leaders and touches every part of a company. This means, among other things:
Commitment from the board, C-suite, and other senior leaders
Providing a safe space for open, honest, and sometimes difficult dialogues about diversity and inclusion
Mandatory diversity and inclusion training for all team members
What are the challenges of diversity management at work?
While diversity management is critical, it can also be difficult to do well, touching upon sensitive issues and larger systemic problems. Challenges of diversity management in the workplace include:
Tokenism: The desire to have a diverse workforce can lead misguided HR leaders to take a “tokenism” approach to talent management in which companies hire and promote people based on their identity rather than their merits, something that misses the point of diversity management
Interpersonal conflicts: With people in the organization coming from various backgrounds and bringing different life experiences and perspectives, a diverse workforce can potentially create disagreements and conflicts between people, requiring careful management and a high degree of empathy and inclusion
Challenges with cooperation and communication: Part of having a diverse workforce is having various styles of work and communication, such that facilitating effective collaboration becomes key
What are some diversity management best practices?
Some tips that can help HR leaders with workforce diversity management include:
Focus on belonging. It isn’t enough to hire a diverse workforce. Once you’ve brought people into your organization, it becomes your responsibility to meet their needs and provide a positive employee experience. This requires actively creating spaces for marginalized individuals to speak up, create community, and have meaningful conversations about the reality of their experience with your company.
Looking past hiring: Diversity management isn’t just about attaining a diverse workforce. Look past recruitment to the entire employee lifecycle, committing to inclusive practices in performance reviews, career advancements, rewards and recognition, and more.
Put empathy first. Empathetic leadership allows for more trust, transparency, and engagement, with 50 percent of people working with empathetic leaders experiencing higher workplace inclusion.
How can you set goals and metrics for managing diversity?
Diversity management programs can be qualitative, but tracking their success with goals and metrics is just as important. Some useful diversity management KPIs to track include:
Diversity across the organization
Candidate demographics
Retention and turnover across employee groups
Employee net promoter score
Advancement and promotion rate
Pay equity
Utilization rates of employee resource groups
Metrics related to the success of specific diversity management strategies such as diversity management training
Why should diversity management be a part of modern HR strategy?
In today’s climate, a diverse and inclusive workplace is no longer only a nice-to-have. It’s a must. Authentic diversity management is about understanding that diversity is beyond a buzzword. To achieve real diversity and inclusion, you must be proactive, not reactive. That’s where diversity management initiatives come in.
Simply put, diversity management is one of the most important things HR departments can commit to. It can lead to greater employee satisfaction, an enriched company culture, improved employee loyalty, and the ability to attract top talent.
术语表
2024年06月20日
术语表
【HR术语】什么是工作场所的 DEI&B？（What is DEI&B in the workplace?）
什么是工作场所的 DEI&B？
工作场所的多样性、公平性、包容性和归属感（DEI&B）是相互交织的价值观，涉及聘用不同背景和观点的个人，并全心全意地鼓励他们参与。
多样性通常包括不同的平等代表权：
种族
年龄
性别
性取向
生活方式
才能
个性特征
身体残疾
个人信仰
工作场所的多样性有哪些不同类型？
实现工作场所多元化的方法多种多样。让我们来看看公司努力纳入的四种常见多样性类型：
内部多样性是指一个人与生俱来的条件，包括：
比赛
种族
年龄
外部多样性是指一个人的素质会随着时间的推移而发生变化，包括：
教育
个人兴趣
技能
社会经济地位
组织多样性是指根据人们的工作状况对其进行分类的不同方式，如：
工作
工作地点
部门
资历级别
世界观多样性包括具有以下不同观点的人：
政治信仰
世界观
道德价值观
多样性与包容性有何区别？
多样性是指不同的人共同组成一个公司。全纳是指公司如何将人们融合成一个有凝聚力的整体。您的公司可能由来自不同文化、政治背景和年龄的人组成。
然而，要想包容每一个人，就必须对人们的差异给予接纳、心理安全和重视。此外，包容还能为多样性提供沃土，促进对话、创新、公司发展和改进。
什么是工作场所的公平？
公平是指根据每个人的独特需求，为他们提供公平的机会。公平的例子包括
为公司每个人提供相同数量的假期和 PTO 日，并允许他们随意使用。这种政策考虑到了不同文化背景的人可能有不同的需求。
招聘做法透明。从一开始就对薪酬和工作要求保持透明的组织往往能够吸引更多不同的候选人，这有助于打造一支更加多元化、公平和包容的员工队伍。
为所有团队成员提供职业发展机会。这可以促进整个组织的公平。无论部门、资历、任期或背景如何，如果每个人都能获得发展机会，那么每个人都能茁壮成长。
什么是工作场所归属感？
工作中的归属感是指人们被同事和整个组织所接受的感觉。当一个人感到自己有归属感时，就意味着他感到自己被重视，并有足够的安全感，可以在工作中展现完整的自我。
工作中的多样性和包容性有哪些好处和挑战？
许多千禧一代认为，多元化和包容性是工作文化中必不可少且有益的方面。根据盖洛普的研究，在工作场所强调这些价值观可以提高：
参与度
工作满意度
留住人才
福利
利润
绩效
创新
但是，成功整合多元化和包容性并不简单。要准确判断组织的多元化和包容性程度，以及各项措施的成效如何，是一件非常困难的事情。这就是 D&I 指标的作用所在。
如何衡量工作场所的多元化与包容性？
由于多样性和包容性是多方面的，定性和定量研究可以帮助您更好地了解当前的 DEI&B 状况。要衡量企业的 DEI&B 状况，可以从多样性和包容性指标入手，这些指标可以帮助企业评估其 DEI&B 状况和举措。常见的 DEI&B 指标包括：
候选人统计数据
晋升和晋级率
留任率和离职率
整个组织的多样性
如何改善工作场所的 DEI&B？
人力资源专业人士可以通过以下五个步骤来提高工作场所的 DEI&B：
远程招聘。远程招聘使人力资源领导者能够从各种背景、环境和地理位置进行招聘。远程招聘还能让人力资源部门招聘到原本可能无法工作的专业人员，如身体残疾或患有慢性疾病的人员。
教育。尊重是建立一支健康、多元化员工队伍的先决条件。人力资源领导者可以定期举办多元化和包容性培训课程，教育员工尊重他人，促进建设性对话和分歧、成长和创新。
建立员工与管理者的关系。人力资源领导者可以通过引导管理者与团队成员建立相互信任的关系来促进归属感。这首先要从相互尊重的沟通和公开对话开始。
培养员工的优势。人力资源领导者和管理者可以肯定专业人员的成就和才能，激励他们继续贡献高质量的工作。
制定透明的指导方针。在公司行为准则中处理多元化和包容性问题，有助于管理者为员工提供适当的支持，明确他们的权利，并使工作行为与公司价值观保持一致。
工作场所的 DEI&B 如何改善公司文化？
多元化和包容性可以促进一种统一的文化，鼓励人们分享想法并重视不同的观点。为讨论和思想多样性创造一个积极的环境，能让企业文化充满活力、成长性和吸引力，让人们愿意成为其中的一员。
人力资源技术如何帮助应对 DEI&B 挑战？
人力资源技术使公司能够更有效地组织和分析数据。与临时性的 DEI&B 方法相比，人力资源技术采取了系统性的方法，以确保
准确的 DEI&B 指标
减少招聘过程中的无意识偏见
多元化群体的晋升、职业发展、保留和参与
便于人力资源部门和所有管理人员获取数据
为什么 DEI&B 应成为现代人力资源战略的一部分？
DEI&B 让企业能够照照镜子，问一问："我们是如何为各种背景和信仰的人提供平等机会的？虽然企业不能强制推行 DEI&B，但纳入 DEI&B 的举措有助于企业将工作机会扩展到每个人，无论他们是谁，来自哪里。将 DEI&B 纳入人力资源战略，有助于企业在将不同群体的人纳入员工队伍的同时，更加专注于实现业务目标。
以下为文章原文：
What is DEI&B in the workplace?
Diversity, equity, inclusion, and belonging (DEI&B) in the workplace are intertwined values that involve hiring individuals of different backgrounds and perspectives and wholeheartedly encouraging their participation.
Diversity often includes equal representation of different:
Ethnicities
Ages
Genders
Sexual orientations
Lifestyles
Talent
Personality characteristics
Physical disabilities
Personal beliefs
What are the different types of diversity in the workplace?
There are endless ways to approach diversity at work. Let’s take a look at four common types of diversity that companies strive to incorporate:
Internal diversity implies the conditions that a person is born into and includes:
Race
Ethnicity
Age
External diversity refers to the qualities of a person that can change over time and can consist of:
Education
Personal interests
Skills
Socioeconomic status
Organizational diversity concerns the different ways of categorizing people based on their work status, such as:
Job
Work location
Department
Seniority level
World-view diversity includes people with different:
Political beliefs
World outlook
Moral values
What is the difference between diversity and inclusion?
Diversity refers to the different people who come together to make up a company. Inclusion is how the company weaves people together into one cohesive unit. Your company may have a diverse makeup of people from different cultural and political backgrounds and ages.
However, to include everyone, there must be acceptance, psychological safety, and value of people’s differences. Furthermore, inclusion provides fertile ground for diversity, leading to dialogue, innovation, company development, and improvement.
What is equity in the workplace?
Equity involves providing your people with fair opportunities according to each of their unique needs. Some examples of equity include:
Providing everyone in the company the same amount of holiday and PTO days and allowing them to use them however they see fit. This kind of policy accounts for the fact that people from different cultural backgrounds may have different needs.
Having transparent hiring practices. Organizations that are transparent about pay and job requirements from the beginning are often able to attract a more diverse pool of candidates, which helps create a more diverse, equitable, and inclusive workforce.
Offering professional development to all team members. This promotes equity across the organization. When everyone—regardless of department, seniority, tenure, or background—receives the opportunity to develop, it enables everyone to thrive.
What is workplace belonging?
Belonging in the context of work refers to people’s sense of being accepted by their colleagues and the organization as a whole. When someone feels they belong, it means they feel valued and safe enough to bring their whole selves to work.
What are the benefits and challenges of diversity and inclusion at work?
Many Millennials believe that diversity and inclusion are essential and beneficial aspects of work culture. According to Gallup, emphasizing these values in the workplace increases:
Engagement
Job satisfaction
Retention
Wellbeing
Profit
Performance
Innovation
But integrating diversity and inclusion successfully isn’t simple. It’s difficult to determine exactly how diverse and inclusive your organization is and how effective your initiatives are. This is where D&I metrics come in.
How can you measure DEI&B in the workplace?
Because diversity and inclusion are multidimensional, qualitative and quantitative research can help you better understand the current state of your DEI&B. To measure DEI&B, start with the diversity and inclusion metrics that help companies assess their DEI&B status and initiatives. Common DEI&B metrics include:
Candidate demographics
Advancement and promotion rate
Retention and turnover
Diversity throughout the entire organization
How can you improve DEI&B in the workplace?
HR professionals can boost DEI&B with these five steps:
Hire remotely. Remote hiring enables HR leaders to recruit from a wide range of backgrounds, circumstances, and geographical locations. Remote hiring also allows HR to hire professionals who may not otherwise be able to work, such as those who suffer from debilitating physical disabilities or chronic illnesses.
Educate. Respect is a prerequisite for a healthy, heterogeneous workforce. HR leaders can run periodic diversity and inclusion training sessions to educate people on respectful communication that nurtures constructive dialogue and disagreement, growth, and innovation.
Build employee-manager relationships. HR leaders can promote a sense of belonging by guiding managers to establish trusting relationships with team members. This begins with respectful communication and open dialogue.
Nurture people’s strengths. HR leaders and managers can acknowledge professionals’ achievements and talents to motivate them to continue contributing quality work.
Create transparent guidelines. Addressing diversity and inclusion in the company code of conduct helps managers properly support people, clarify their rights, and keep work conduct aligned with company values.
How can DEI&B in the workplace improve company culture?
Diversity and inclusion can promote a unified culture that encourages people to share ideas and value differing points of view. Creating a positive environment for discussion and diversity of thought enables a vibrant, growth-minded, and engaging culture that people want to be a part of.
How does HR tech help with DEI&B challenges?
HR tech enables companies to organize and analyze their data more efficiently. Rather than taking an ad hoc approach to DEI&B, HR tech takes a systematic one to ensure:
Accurate DEI&B metrics
Reduced unconscious bias in the hiring process
Promotions, career development, retention, and engagement of diverse groups
Easily accessible data for HR and all managers
Why should DEI&B be part of modern HR strategy?
DEI&B allows companies to look in the mirror and ask, “What are we doing to offer equal opportunities to people of all backgrounds and beliefs?” While companies can’t force DEI&B, incorporating DEI&B initiatives assist the organization in extending work opportunities to everyone, no matter who they are and where they come from. Including DEI&B in the HR strategy helps companies hyperfocus on achieving business goals while integrating a varied group of individuals into the workforce.
术语表
2024年06月18日
术语表
【HR术语】什么是员工健康（What is employee wellbeing?）
什么是员工健康？
员工幸福感是指专业人员在心理、情感和身体健康方面的综合状态。根据盖洛普研究人员的研究，员工幸福感包括五个核心组成部分：
职业幸福感。人们对工作职责的满意度，以及他们每天在工作中花费时间的方式。
社会福祉。与朋友和家人建立健康、有意义的关系。
财务健康。能够成功管理个人财务。
身体健康。有健康的体魄和充沛的精力来维持基本功能和完成任务。
社区幸福。与他人建立联系，对所居住的地方有归属感。
人力资源领导为什么要关注员工福利？
作为公司最宝贵的资产--员工的监护人，人力资源部门应优先考虑员工的福祉。
幸福超越了健康。它表明员工在个人生活和工作中全面发展、发挥最佳功能并实现自身潜能。
员工健康和幸福有哪些优势？
身心健康可以增强心理耐力、情商和应变能力--这是提高生产力、创造力和效率所必需的三项软技能。
因此，员工身心健康是高绩效工作、蓬勃发展的员工队伍和成功企业的基石。
员工身心健康在很大程度上有助于：
实现目标
承担风险
为出现的挑战找到实用、明智的解决方案
减少缺勤
提高员工留任率和参与度
减少医疗开支
蓬勃发展的企业文化
人力资源领导者如何促进员工福利？
如果您想把员工的健康放在首位，就应将其作为公司文化的一部分。虽然每个人都必须关注自己的健康，但人力资源部门可以通过强调健康是一种工作价值来鼓励员工的健康。以下是将健康融入公司工作方式的三种方法：
平衡工作与娱乐。虽然保持工作流程是提高生产力的必要条件，但人不是机器人。要有精力工作，就必须有时间娱乐。组织员工徒步旅行或公园野餐等促进情绪、社区建设和社交聚会，让员工有机会充电和重新建立联系。
培养感恩之心。人力资源领导者可以通过表彰和感谢员工的辛勤工作和取得的成就来鼓励员工之间的友情和有意义的工作经历。表达谢意可为工作社区注入良好的氛围和意义。
鼓励正念。正念为明智的决策、高质量的工作、更好的沟通和发散思维奠定了基础。养成正念的习惯有助于人们调节情绪和思想。团队可以在开会前通过集体呼吸练习或冥想来练习正念。为了在个人层面上支持正念，公司可以指定一个房间或花园作为无技术区，让人们有安静、不受干扰的独处时间。
制定有效的员工福利计划和措施有哪些技巧？
虽然整合一个通用的健康计划可能很诱人，但还是要尽量考虑贵公司的具体需求。您可以通过以下方式做到这一点：
确定问题所在。这些问题可能包括职业倦怠、缺乏目标和动力以及工作与生活失衡。
评估影响福利的主要障碍。也许是管理不善、工作量过重，或者是工作场所的价值观不一致，阻碍了员工实现身心健康。
评估员工幸福感低的代价。缺乏幸福感会如何影响生产力和底线？
规划福利计划。贵公司目前正在采取哪些行动来促进员工身心健康，这些措施与内部和外部基准相比有何不同？
实施量身定制的健康计划。健康计划应为员工提供切实可行、量身定制的解决方案，应对他们面临的挑战和不同的人生阶段。例如，该计划可包括员工援助计划（EAP）、辅导和导师机会或个人财务咨询机会。
如何有效衡量员工福利？
幸福是综合的，因此您需要收集幸福拼图的所有部分，才能看到完整的画面。让我们来看看一些评估和衡量幸福感的方法：
通过脉搏调查收集反馈。通过提出正确的问题，人力资源部门可以了解团队成员的健康状况。与某一具体问题相关的问题，如果能让员工对自己的感受进行评分，就能提供有用的答案。开放式问题也能提供见解，但要确保有时间和资源来阅读和处理每个答案。调查可以包括涉及薪酬、参与度、归属感、工作量和职业目标等主题的问题。
跟踪员工数据。虽然数据不能反映一个人的内心挣扎，但它可以说明面临的挑战，如高缺勤率或低生产率--潜在潜在问题的迹象。
简短的检查。人力资源部门或经理可以定期与专业人士会面。无论是当面交谈还是通过视频聊天，都能提供调查和数据无法显示的反馈信息。
员工福利如何改善公司文化？
欣欣向荣的员工构成了欣欣向荣的企业文化。当整体的每个部分--每个人--都处于健康状态时，他们就能高效地工作，与团队成员有效合作，并为积极而充满活力的企业文化做出贡献。
以下为文章原文：
What is employee wellbeing?
Employee wellbeing refers to a professional’s holistic state of mental, emotional, and physical health. According to Gallup researchers, employee wellbeing includes five core components:
Career wellbeing. The satisfaction people feel with work responsibilities and how they spend their time at work every day.
Social wellbeing. Engaging in healthy, meaningful relationships with friends and family.
Financial wellbeing. Being able to manage personal finances successfully.
Physical wellbeing. Having health and energy for basic functioning and accomplishing tasks.
Community wellbeing. Having a connection with others and feeling a sense of belonging in the place you live.
Why should HR leaders care about employee wellbeing?
As guardians of a company’s most valuable asset—its people—employee wellbeing should be a priority for HR.
Wellbeing goes beyond health. It indicates that people are thriving holistically, functioning optimally, and actualizing their potential in their personal lives and at work.
What are the advantages of employee health and wellbeing?
Wellbeing can support mental stamina, emotional intelligence, and resilience—three soft skills necessary for productivity, creativity, and efficiency.
Thus, employee wellbeing is the bedrock of high-performance work, a thriving workforce, and a successful business.
Employee wellbeing largely contributes to:
Goal achievement
Risk taking
Finding practical, intelligent solutions to challenges that arise
Decreased absenteeism
Increased retention and engagement
Reduced healthcare expenses
A thriving company culture
What can HR leaders do to promote employee wellbeing?
If you want to make your people’s wellbeing a priority, make it part of your company culture. While everyone must take care of their health, HR can encourage wellbeing by emphasizing it as a work value. Here are three ways to infuse wellbeing into your company’s approach to work:
Balance work with play. While maintaining workflow is necessary for productivity, people aren’t robots. To have energy for work, there must be time for play. Organizing mood-boosting, community-building, and social gatherings, such as staff hikes or park picnics, gives people a chance to recharge and reconnect.
Cultivate gratitude. HR leaders can encourage camaraderie and meaningful work experiences by recognizing and thanking people for their hard work and accomplishments. Communicating appreciation infuses good vibes and meaning into the work community.
Encourage mindfulness. Mindfulness sets the foundation for smart decision-making, high-quality work, better communication, and thinking outside the box. Making mindfulness a habit helps people regulate their emotions and thoughts. Teams can practice mindfulness through group breathing exercises or meditations before conducting a meeting. To support mindfulness on an individual level, companies can designate a room or garden as a tech-free zone for people to have quiet, uninterrupted alone time.
What are some tips for building effective employee wellbeing programs and initiatives?
While it may be tempting to integrate a generic wellness program, try to consider your company’s specific needs. You can do so by:
Identifying the problem areas. These may include burnout, lack of purpose and drive, and work-life imbalance.
Evaluating the major barriers to wellbeing. Perhaps there is poor management, too heavy a workload, or a misalignment of workplace values preventing people from achieving a state of wellbeing.
Assessing the cost of low employee wellbeing. How does a lack of wellbeing affect productivity and the bottom line?
Planning a wellbeing program. What actions is your company currently taking to promote wellbeing, and how do these initiatives compare with internal and external benchmarks?
Implementing a customized wellness program. The wellness program should provide practical, tailored solutions for staff, addressing their challenges and different life stages. The program could include, for example, an Employee Assistance Program (EAP), coaching and mentorship opportunities, or personal financial advising opportunities.
How can you effectively measure employee wellbeing?
Wellbeing is integrative, so you’ll need to gather all pieces of the wellbeing puzzle to see the complete picture. Let’s look at some ways to assess and measure wellbeing:
Gather feedback through pulse surveys. By asking the right questions, HR can narrow in on team members’ state of wellbeing. Questions that relate to one specific issue and give people the option to rate how they’re feeling on a scale can provide helpful answers. Open-ended questions can also offer insightl, but make sure you have the time and resources to read and address each answer. Surveys can include questions that touch on topics such as compensation, engagement, belonging, workload, and career goals.
Keep track of workforce data. While data doesn’t reflect a person’s internal struggles, it can illustrate challenges such as a high rate of absenteeism or low productivity— signs of a potential underlying issue.
Brief check-ins. HR or managers can routinely meet with professionals. Getting together to talk, whether in person or through video chats, can provide feedback that may not have been apparent through surveys and data.
How can employee wellbeing improve company culture?
Thriving people make up a thriving company culture. When each part of the whole—each person—is in a state of wellbeing, they can work productively, collaborate effectively with team members, and contribute to a positive and vibrant culture.
术语表
2024年06月17日
术语表
【HR术语】什么是员工幸福感？（What is employee happiness?）
什么是员工幸福感？
员工幸福感是一个相当直观的概念，指的是对自己的工作抱有积极的态度和看法。快乐的人在工作场所会感到兴奋。他们喜欢自己的工作和与之共事的人。他们的员工参与度和工作满意度都很高。
但是，员工幸福感是一个相对简单的概念，并不意味着它很容易在你的组织中实现。这需要人力资源专业人士深思熟虑，在整个员工生命周期中努力创造积极的员工体验。
为什么员工幸福感很重要？
只要看一看一些员工幸福感的统计数据，就会发现它是组织成功的一个基本要素。从根本上说，如果你想吸引和留住顶尖人才，就必须把员工的幸福感放在首位。
从数据来看，如果发现公司员工普遍不开心，69% 的人会拒绝接受工作邀请。此外，75% 的不快乐员工希望离开目前的岗位。
员工幸福感与工作效率之间有什么关系？
员工幸福感与工作效率之间也有重要关系，幸福的专业人士比不幸福的同行工作效率高出 20%。一项调查证明了幸福感与工作表现之间的联系，调查显示，工作表现出色的人比工作表现不佳的人要幸福大约 15%。
如何衡量员工的幸福感？
由于员工幸福感在工作场所中的重要性显而易见，人力资源领导者显然必须优先开始衡量员工幸福感。作为一种定性衡量标准，衡量员工幸福感的最佳方法是使用员工幸福感调查。
这种工具也称为员工满意度调查，它使用各种问题来探究组织中的员工对自己的角色、团队、经理、公司等的满意程度。
员工幸福感调查中可以包含的问题有
你觉得自己与同事之间有联系吗？
你与经理的关系积极吗？
你在工作中感到得到认可和奖励吗？
你对自己的角色满意吗？
你对公司文化满意吗？
为确保调查尽可能高效，请使用专为衡量员工工作满意度而设计的员工调查工具。
如何提高员工幸福感？
了解员工的幸福感水平后，下一步就是制定旨在提高员工幸福感的战略。众所周知，有许多因素会影响员工的幸福感，您可以针对这些因素改善员工在组织中的体验。可以采取的一些措施有
给予认可和奖励。82%的成年雇员认为表彰是他们工作幸福感的重要组成部分，因此，如果你还没有制定员工表彰和奖励计划，那么现在是时候制定一个了。
提供灵活的工作安排。在 COVID 大流行之后，工作与生活的平衡以及灵活的工作安排一再成为职场人士日益重视的问题。
帮助员工成长和发展。现代职业人士不甘心年复一年地做着同样的工作而毫无进步。投资于员工的职业生涯并提供职业发展机会，是提升幸福感的绝佳途径。
发展人际关系。说到快乐，牢固的人际关系就是一切，70% 的在职专业人士表示，在工作中拥有朋友是快乐工作生活的最关键因素。
为什么员工幸福感应成为现代人力资源战略的一部分？
为员工的幸福感投资不仅仅是一项加分项：而是必须的。投资于员工的幸福感有助于提高招聘、留住人才、生产率和绩效等各个方面。为了建立一个健康、高绩效的组织，现代人力资源专业人员必须优先考虑衡量和提高员工的幸福感。
以下为文章原文：
What is employee happiness?
Employee happiness is a fairly straightforward concept referring to the state of having a positive attitude and outlook on one’s work. Happy people are excited to go to their workplace. They enjoy what they do and the people they work with. They have high levels of employee engagement and job satisfaction.
But just because employee happiness is a relatively simple idea doesn’t mean it’s easy to achieve in your organization. It requires deliberate thought and effort from HR professionals to create a positive employee experience throughout the entire employee lifecycle.
Why is employee happiness important?
A quick look at some employee happiness statistics reveals that it is an essential element of organizational success. Essentially, if you want to be able to attract and retain top talent, you’ll have to make your people’s happiness a priority.
Taking a look at the numbers, 69 percent of people will reject a job offer if they find out that the company’s employees are generally unhappy. In addition, 75 percent of unhappy employees want to leave their current roles.
What’s the relationship between employee happiness and productivity?
There is also an important relationship between employee happiness and productivity, as happy professionals are 20 percent more productive than their unhappy counterparts. One survey demonstrates the link between happiness and performance, showing that people with excellent performance are about 15 percent happier at work than those with poor performance.
How can you measure employee happiness?
With the apparent importance of employee happiness in the workplace, it becomes clear that HR leaders must make it a priority to start measuring employee happiness. As a qualitative measure, the best approach to measure employee happiness is to use an employee happiness survey.
Also called an employee satisfaction survey, this tool uses a variety of questions to explore how happy the people in an organization are with their role, team, manager, company, and more.
Some great questions to include in an employee happiness survey are:
Do you feel connected to your co-workers?
Do you have a positive relationship with your manager?
Do you feel recognized and rewarded at work?
Are you satisfied with your role?
Are you happy with the company culture?
To ensure your survey is as efficient as possible, use an employee survey tool designed specifically for measuring your people’s satisfaction with work.
How can you improve employee happiness?
Once you have a sense of your people’s happiness levels, the next step is to build a strategy aimed at increasing employee happiness. There are many factors known to contribute to employee happiness that you can address to improve the employee experience at your organization. Some steps to take are:
Give recognition and rewards. Eight-two percent of employed adults consider recognition an important part of their happiness at work, so if you don’t already have an employee recognition and reward program in place, now is the time to build one.
Offer flexible work arrangements. In the aftermath of the COVID pandemic, work-life balance and flexible work arrangements have repeatedly emerged as an increasingly important priority for people in the workplace.
Help people grow and develop. The modern professional isn’t happy staying in the same job with no progress year after year. Investing in people’s careers and providing professional development opportunities is an excellent way to boost happiness.
Develop relationships. When it comes to happiness, strong relationships are everything, with 70 percent of employed professionals saying that having friends at work is the most crucial element to a happy working life.
Why should employee happiness be part of modern HR strategy?
Investing in employee happiness isn’t just a plus: It’s a must. Investing in your people’s happiness helps with everything from hiring and retention to productivity and performance. For a healthy, high-performing organization, the modern HR professional must make it a priority to both measure and improve employee happiness.
术语表
2024年06月14日
术语表
【HR术语】什么是员工满意度？(What is employee satisfaction?)
什么是员工满意度？
员工满意度是指专业人员对其公司和工作的总体满意度。高水平的员工满意度意味着雇主满足了员工在各方面的需求，如薪酬和福利、同事和经理关系、职业机会以及为工作场所注入意义。
员工满意度为何重要？
满意的专业人员可以为公司做出更大的贡献。
例如，过低的薪酬、工作场所中的欺凌行为或过重的工作量，都会影响工作效率、创新、协作和高工作绩效。
虽然员工满意度并不是推动成功的唯一因素，但它却是员工参与、提高底线、改善客户服务和树立积极品牌的主要因素。
如何提高员工满意度？
人力资源专业人员无法控制人们的幸福感或对工作的态度，但他们可以整合各种做法来提高员工满意度。人力资源部门可以采取的一些实际步骤如下
让感恩成为一种常规做法。说 “谢谢 ”会对参与度产生长期影响。认可员工的辛勤工作、成就和奉献精神，可以为他们的工作生活增添意义，并为他们注入持久的动力。
鼓励有效管理。管理者对员工满意度起着至关重要的作用。微观管理、缺乏赏识和组织混乱的管理者会对员工满意度产生负面影响。相反，那些能够有效沟通、激励团队成员并引导专业人员自主工作的管理者则能引导员工提高满意度、参与度和工作效率。
创造有意义的机会。整合成长机会有助于员工发挥潜能，找到目标。通过充足的报酬和安全的工作环境来满足基本需求至关重要。然而，如果人力资源部门能够超越基本需求，将职业发展和职业机会纳入其中，就能满足员工对成长和有意义工作的内在渴望。
沟通。缺乏沟通会导致界限和期望不明确。以明确、亲切的方式让员工了解对他们的期望，可以培养员工与雇主之间的关系。定期提供建设性反馈也有助于员工了解如何改进以及改进哪些方面。
如何衡量员工满意度？
员工满意度很难衡量。有些人可能看起来很满意，但内心可能对工作不满意。开展员工满意度调查可以帮助人力资源部门更好地评估员工对工作场所体验的真实感受。
有哪些员工满意度调查问题和工具？
公司文化、管理和有意义的工作是员工满意度的关键组成部分。因此，人力资源部门可以通过以下问题来触及这些主题：
你觉得你的同事是否团结协作？
你觉得你的经理重视你的反馈吗？
你的工作是否能让你发挥自己的技能和才能？
此外，您还可以通过员工净促进得分（eNPS）来衡量员工满意度，这是一份评估员工向朋友推荐公司意愿的问卷。
为什么要将员工满意度作为现代人力资源战略的一部分？
员工满意度是一支快乐、敬业、高效的员工队伍的先决条件。因此，通过解决员工满意度问题并将其作为优先事项，人力资源部门可以帮助建立一个财务成功、声誉良好、客户满意的公司。
以下为文章原文：
What is employee satisfaction?
Employee satisfaction refers to professionals’ overall contentment regarding their company and job. A high level of employee satisfaction implies that the employer is meeting people’s needs in various areas, such as compensation and benefits, co-worker and manager relationships, career opportunities, and infusing meaning into the workplace.
Why is employee satisfaction important?
Satisfied professionals can contribute more to their company.
Low compensation, bullying in the workplace, or an overly heavy workload, for example, can detract from productivity, innovation, collaboration, and high work performance.
While employee satisfaction isn’t the only factor that drives success, it is a major contributor to an engaged workforce, an improved bottom line, better customer service, and a positive brand.
How can you improve employee satisfaction?
HR professionals can’t control people’s happiness or attitudes toward work, but they can integrate practices to boost employee satisfaction. Some practical steps HR can take are:
Make gratitude a regular practice. Saying thank you can have a long-term impact on engagement. Recognizing people’s hard work, achievements, and dedication can bring meaning to their work lives and infuse them with motivation that lasts.
Encourage effective management. Managers play a critical role in employee satisfaction. A micromanaging, unappreciative, and disorganized manager can tip the scales negatively. Conversely, managers who communicate effectively, inspire team members, and guide professionals to work autonomously can steer the workforce toward satisfaction, engagement, and productivity.
Create meaningful opportunities. Integrating growth opportunities helps people actualize their potential and find purpose. Satisfying basic needs through sufficient compensation and a safe work environment is crucial. Yet by going beyond the basics to include L&D and career opportunities, HR can satisfy people’s innate hunger for growth and meaningful work.
Communicate. Lack of communication leads to unclear boundaries and expectations. Letting people know what’s expected of them in a clear, kind way nurtures the employee-employer relationship. Providing regular constructive feedback also helps people understand how and what to improve.
How do you measure employee satisfaction?
Employee satisfaction can be hard to gauge. Someone may seem satisfied, but inside they may be unhappy with their job. Running employee satisfaction surveys can help HR better assess how their people actually feel about their workplace experience.
What are some examples of employee satisfaction survey questions and tools?
Company culture, management, and meaningful work are key components of employee satisfaction. Thus, HR can touch on these topics by including questions such as:
Do you feel your co-workers collaborate as a team?
Do you feel your managers value your feedback?
Does your job allow you to use your skills and talents?
Additionally, you can measure employee satisfaction through employee net promoter score (eNPS), a questionnaire that assesses how willing people are to recommend the company to friends.
Why should employee satisfaction be a part of modern HR strategy?
Employee satisfaction is a precondition for a happy, engaged, productive workforce. So by addressing and prioritizing employee satisfaction, HR can help build a financially successful company with a positive reputation and satisfied customers.
术语表
2024年06月13日
术语表
【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.
术语表
2024年06月11日
术语表
【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.
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