多元化和包容性是商业战略，而非人力资源规划—D&I Is A Business Strategy, Not An HR Program文/JOSHBERSIN
译/杨喆
企业的多元化和包容性是一个非常热门的话题，几乎每个客户都就此与我交流过，为何会如此呢？随着‘ ME TOO’运动和‘BLACK LIVES MATTER’事件兴起，以及关于收入不平等、公平性所引发的持久政治讨论，公司开始也对此更为留意。
这些事是刻不容缓的，我们在招聘中严格规定禁止歧视，各州的法律指定了薪酬透明度，另外像FAIRYGODBOSS、VAULT、CAREERBLISS和KUNUNU等网站对其对待女性的态度进行了评估，并且也存在着大量的工具辅助公司，来识别与消除在招聘、绩效评估、薪酬和晋升方面的偏见。
以上都做的非常不错，许多研究表明：多元化的团队以及拥有女性董事会成员的公司表现会更出色，具有包容性的公司也会做出更优的决策。在如今劳动力市场的供不应求的情况下，公司不得不扩大范围，以吸引优秀的人才。
虽然有这样的关注和努力，但问题仍然存在，将其纳入人力资源规划中处理时，成效甚微。我们的研究发现，尽管超过70%的公司认为自己在这一领域处于领先地位，但实际上只有11%的公司意识到问题的严重性。
这有另一种方案：将其认知为商业策略，而非人力资源问题。
施耐德电气的故事
施耐德电气是位列全球最大的电力系统公司之一，近期我与其CHRO奥利维尔•布鲁姆见了面。（该公司上一季度的营收超过67亿美元，在全球拥有逾11万名员工，主要生产能够节约和管理能源的控制系统和开关)
施耐德是一家法国公司，多年来其管理团队都由法国人组成。正如奥利维尔在其领英的文章中所言，该公司的运营是“ONE-HEADQUARTERS（一个总部）”模式，即其领导与决策都由法国人自己参与。
奥利维尔作为企业高管，曾花了多年时间建立公司在中国和印度的业务。他发现这些快速增长的经济体，在文化上都非常的民族主义。中国和印度领导人希望为自己国家的公司工作;他们想要建立和支持自己国家的经济，也希望加入一家能有利于自我提升的公司。
过去几年里，施耐德、通用电气等公司通常会将美国或法国国民派遣到这些岗位。奥利维尔意识到这不再可行，正如我多年前在加拿大丰业银行的工作中所了解到的，建立当地业务的唯一途径是“成为当地经济的一部分”。这也就意味着必须本地化你的品牌、产品，以及人才和领导阶层。
今天的施耐德，如奥利维尔在其文章中所言，“是一种‘MULTI-HUB BUSINESS MODEL（多中心的商业模式）’，在这种模式下，我们希望公司里的每一个人都有同样的机会成功，不管他们来自哪个国家或地区。” 而之前几乎所有的决策和领导都来自法国，但如今公司将越来越多的销售、渠道和产品决策授权给当地业务部门。
这意味着多元化和包容性是施耐德当前的战略核心。该公司不再采用法国为主的领导团队，或任何形式的偏见、歧视或不包容的战略思维。因此，施耐德现在真的是所谓的“社会企业”。
我喜欢这幅漫画——它真的很有说服力。
施耐德电气真正致力于此。也许你可以了解一下施耐德关于多元化的宣言，非常的鼓舞人心。
如今，该公司拥有四个全球领导中心，分别在中国、印度、美国(波士顿)、巴黎。巴黎中心不比其他中心规模更大或更重要，每一个中心都在一套新的决策权下运作，这些决策权赋予了当地人员在本土做出决策的权力，以及对全球战略和商业策划的权力。
施耐德所做的这一切真的有效吗？数字足以说明一切：公司第一季度增长6.2%，亚太业务增长了14%，并且加速了向数字电源管理的转型。如果未将多元化作为战略重点，这些都是不可能实现的。
全球化意味着多元化、包容性和本土化
当我访问世界各地的公司时，我看到了类似但各具特色的进展。例如CHEVRON、 NESTLE、 DELOITTE和IBM等公司都是这么做的，它们在不断的前行中学习更多的东西。
如果你正在竭力于多样性指标的变动，那么问自己一个简单的问题：多元化与包容性只是人力资源规划，还是实际上对你的业务而言，更加至关重要? 当你的公司发展壮大时，你是否准备好授权给女性、少数族裔或当地居民? 你是否准备好让年轻的领导者取代年长的领导者，或者让70多岁的领导者重回工作岗位?(年龄歧视也需要考虑在内)
更为重要的是，你的CEO和其他领导是否明白，如果没有这些人才的话，你的公司将会失去竞争力? 如果你没有得出这样的结论，那你可能还没有理解其重要性。多元化和包容性是最强大的商业工具之一，如果认真去对待它，将会有非常显著的成效。
人力资源
2018年08月31日
人力资源
Workday观点：如何解决企业未来的人才？ Taking the Next Steps for Tomorrow's Talent
作者：Leighanne Levensaler，workday高级副总裁，企业战略，工作日兼董事总经理兼Workday Ventures联席主管
文章导读：
我和一群商业和教育领袖，参加了在纽约举行的彭博下一个论坛(Bloomberg Next forum)。这次论坛的主题是：在如此大的变革中，我们如何才能更好地培养和支持我们的员工队伍。
它涵盖了一系列挑战：从如何让毕业生更好地为工作做好准备，到如何在人工智能和自动化时代让在职员工重新掌握技能，再到企业和教育工作者如何更好地合作。
在Workday与彭博资讯(Bloomberg Next)密切合作的原因是积极参与寻找解决这些复杂问题的方法。
我们在纽约进行了富有洞察力和启发性的讨论，以下是一些想法：
首先解决当地的问题
我们的世界面临着与劳动力发展有关的重大挑战。最好从当地开始。
例如，
是否有社区大学或贸易学校提供课程，让工人为预期的技能转变做好准备?
您的组织是否可以扩大与当地高等教育学校的沟通，让学生更好地掌握他们所需要的技能?
随着不断的创新，所需技能也不断变化。在Workday，与社区内的大学合作，让技术专家担任客座讲师，帮助学生为现实世界做准备。
寻找外部人才的新来源
企业说他们找不到需要的人才。但问题是否源于只招具有特定高等教育学位或工作经验的候选人?公司需要考虑他们是否过度要求实行纯种招聘。
在Workday，我们已经取得了巨大的成功，这些人才并没有遵循从高中到大学再到职业生涯的传统道路，但事实证明，它们都是出色的同事。多元化和包容性的员工队伍会让工作场所更快乐，并带来更大的商业成果。
从内部来源
一些最优秀的人才不一定能充分发挥他们的潜能或提供充分发展潜能的机会。这就是为什么真正了解自己的才能至关重要。
具体做法：通过定期使用技术来盘点你的员工和他们的技能，并建立一种流动和机会的文化。
拥抱创新的速度
创新对我们所有人来说都是一件好事，但它给劳动力发展带来了挑战。随着不断的创新，所需技能也要不断变化。
问题是，没有很多的公司愿意在重新培训技能中投入更多资金。在Workday和Bloomberg Next的调查中，半数受访企业预计，在应对新兴技术对劳动力影响的计划时，都面临预算紧张。
只有30%的企业和39%的教育工作者表示，他们正在合作帮助员工重新技能和重新培训。
我们可以在如何共同应对创新的影响方面更具创新性。另一个想法是:如何与教育机构的研究人员合作，帮助定义未来在不同行业中的角色?
我们都需要持续学习。学习如何去了解比去了解更好。
英文原文：
By Leighanne Levensaler, Senior Vice President, Corporate Strategy, Workday & Managing Director and Co-Head, Workday Ventures
I recently joined a group of business and education leaders for a Bloomberg Next forum in New York that focused on how we can work together to best nurture and support our workforces in the midst of so much change.
Aptly named Tomorrow’s Talent, the forum covered a number of timely challenges, ranging from how we can better prepare graduates for the workplace, to how we can reskill current workers in the age of artificial intelligence and automation, to how businesses and educators can better collaborate.
Knowing that people are the heart of every enterprise, we at Workday are passionate about being an active participant in finding the solutions to these complex issues. That’s why we partnered closely with Bloomberg Next on the event, including a study that surveyed business and education leaders’ views on these topics and more. Not surprisingly, the findings confirm there’s a lot more work to do.
So where do we start? I shared some ideas in a blog prior to the forum. Following our insightful and inspiring discussions in New York, here are some additional ideas.
Solve Locally First
Our world faces significant challenges related to workforce development. We’d all like a systematic macro answer. The reality is that these problems are far too broad and complex to be addressed with a single universal solution. It’s best to start working locally to learn and gain momentum.
For example, are there community colleges or trade schools that offer classes that could prepare workers for an anticipated shift in skill sets? Are there local higher education feeder schools that your organization could broaden the dialogue with on how to better prepare students with both the hard and soft skills they need?
With constant innovation comes the constant change of needed skills.
At Workday, we’ve partnered with universities in our communities to have our technologists serve as guest lecturers and help students prepare for the real world. I would encourage all organizations to explore these types of opportunities, because as one participant said, “If you’re sitting still, you’re falling behind.”
Seek Out New Sources of External Talent
Businesses say they can’t find the talent they need. But could the problem stem from always returning to the same pond to fish—a pond that only has candidates with specific types of higher education degrees or job experiences? Companies need to consider whether they are practicing pedigree hiring by over-credentialing job requirements. A willingness to learn “how” is a stronger attribute than a willingness to learn “what,” especially in today’s rapidly changing world.
What’s more, pedigree hiring works against an organization’s efforts to create a more diverse and inclusive workforce. At Workday, we’ve had great success partnering with organizations such as Year Up and Opportunity@Work to gain talent that didn’t follow the traditional path from high school to college to career, yet have proved to be incredible colleagues. We know that a diverse and inclusive workforce makes for a happier workplace and results in greater business outcomes.
Source from Within
Some of our best talent is often right under our noses, but not necessarily in positions that can utilize their full potential or provide the opportunity to grow. That’s why it’s critical to truly know your talent.
How do you do that? By regularly using technology to take inventory of your people and their skills across the organization, democratizing learning experiences so that everyone has access to them, and building a culture of mobility and opportunity. This requires being radically transparent in communicating opportunities for career growth.
Embrace the Velocity of Innovation
Our dear friend, innovation. There’s no stopping it and we don’t want to. Innovation is a great thing for all of us, but it creates challenges in workforce development. With constant innovation comes the constant change of needed skills.
The problem is, not enough companies are willing to put more skin in the game when it comes to reskilling. In the Workday and Bloomberg Next survey, half of the corporate respondents anticipate facing budget constraints when deploying a plan to address the impact of emerging technologies on the workforce. So let me ask this: If a company is willing to put time, money, and resources behind responding to innovations that impact its competitive landscape or business model, why wouldn’t it also invest in innovations that impact its workforce?
Only 30 percent of corporations and 39 percent of educators say they are collaborating to help reskill and retrain employees.
Partnerships with other organizations can help ease the burden. Jon Kaplan, vice president of training and development at Discover Financial Services, discussed how their company is using Guild Education to manage a number of aspects of its recently announced Discover College Commitment program, which provides a full tuition ride for all employees seeking to pursue a university degree online from one of three selected universities.
The program got a lot of interest from the forum audience because it’s truly unique. Consider that only 30 percent of corporations and 39 percent of educators say they are collaborating to help reskill and retrain employees, according to the survey. I’m sure we can be more innovative about how we work together to address the impact of innovation. Another idea: What about partnering with researchers at educational institutions to help define the roles of the future within various industries?
I’ll end this post with one final thought: We all need to be in the business of continuous learning. Dr. Seuss is a favorite in our household with his endless wisdom and clever turns of phrase. And, as the good doctor says, “It’s better to learn how to know than to know.
人力资源和工作流程——生产力系统 HR & the flow of work – Systems of Productivity文/J Jerry Moses
文章导读：
在TechHR18会议的第2天，德勤(Deloitte)的Bersin创始人乔什•伯辛(Josh Bersin)对新一代招聘、管理、学习、职业和员工体验工具是如何从根本上扰乱市场进行了分析。
他认为：技术与商业问题相一致，技术才有意义。
以下是Josh Bersin在TechHR 18会议上对人力资源技术趋势的一些见解：
技术、自动化、机器人技术都在发挥作用!
生产力是一个问题!
作社会型企业!
持续的性能管理具有巨大的影响——获取工具
大型人力资源技术供应商没有跟上步伐
人才管理需要工具来处理
我们给员工发工资方式将会被打乱
企业学习才是真正的事情!
员工福利市场具有真正的潜力
软件市场正在成长
员工体验进入工作流程
英文原文：
On Day 2 of TechHR18, Josh Bersin,Founder of Bersin by Deloitte, presents a research-based analysis of how a new generation of recruiting, management, learning, career, and employee experience tools are radically disrupting the marketplace
Micro trends are driving change – changes in the HR technology landscape, the way we work, and particularly, the changes in how organizations are being managed and are managing. The world of HR and HR tech is undergoing a significant shift. HR is now over Cloud, Social and Mobile – this is the time for a new breed of systems - intelligent platform strategies that are making HR and its processes real-time, productive, agile and data-driven.
But “Nothing in technology makes sense unless its aligned with the business problems we are trying to solve” as Josh Bersin says. Here are a few insights on HR tech trends from Josh Bersin’s session at TechHR’18.
Technology, Automation, Robotics are here and they work!
According to Bersin’s research, 45 percent of companies are still focused on basic process automation. The business ecosystem is almost a decade into the economic growth, and has a plethora of generations working together in it. We are living longer, the average career spans 70-75 years, and technology is disrupting where we work along with our daily lives. Most of HCM trends, technology, robotics, AI, automation, is actually becoming real. However, we don’t know what to deal with it all because most companies are still struggling with the challenges of the right skills, structures, organizational design, and rewards systems.
Productivity is an issue!
Productivity is lagging. The real key for HR going forward is becoming the Chief of Productivity. If employees use products and tools that the organizations provide to them, employes will feel better, happier, and engaged. And this is the secret of what is going to happen to HR technology – building systems for the HR that make people productive. With agility, team-centric organizations, burnout is becoming an issue while employee engagement and communication tools are overwhelming employees. This is the time for businesses to build HR software that really improves productivity and helps teams work better together?
Business as a social enterprise!
CEOs are now being asked to take social positions on topics and act on behalf of communities, stakeholders, shareholders, and employees and customers. The future of business is in becoming a socially conscious enterprise and here, the most important thing would to be to develop a technology strategy that provides purpose, meaning, transparency and fairness. Businesses can no longer afford to buy technology that implements practices that someone else coded.
Continuous Performance Management has a huge impact – get the tools
Continuous performance management is transformative. It really and truly works! Ratings will not go anywhere but the crucial part will be to build newer and continuous processes for goal setting, coaching, evaluation, and feedback. This is time for organizations to reconsider performance philosophy. Even with the success of the cloud HCM vendors in the market, a comprehensive solution for performance management is not available. “Team-centric” tools will be the future of HCM market in the future.
Big HR Tech vendors are not keeping up
Most of the ERP vendors are struggling to keep up with the evolution and changes in the business ecosystem. ERP vendors are not getting good marks for ease of use, integration, or value to the end users or employees. There is a stiff competition in the ERP market and it is becoming crowded.
Talent management is done!
The whole idea of Talent Management was about pre-hire to retire. But we don’t work like that anymore. Most of us work at many companies during our careers and organizations are also going through change, disruption and reorganization. Managing employees through the entire lifecycle is not really the problem but managing employees in a new management environment that is about teams, empowerment, mission, purpose, clarity and transparency of goals. It’s a totally different management environment and we need tools to deal with that.
How we pay people will be disrupted
The most disrupted area of HR to come is the way we pay people. Only 1 in 5 companies believes that their rewards system is actually aligned with their corporate strategy. We are still paying people the way we did in the past — salary bands, annul reviews, policies of secrecy and who is getting paid what – all this will be disrupted and we will have a whole new set of tools for employee experience.
Corporate Learning is the real deal!
Platforms like Degreed and Edcast are transforming corporate learning — experience platforms, micro-learning platforms, modernized LMS systems, AI-based systems to recommend learning, find learning, and deliver learning, and Virtual Reality-based learning are giving employees and organizations all the things they need.
Employee wellbeing market has the true potential
It’s all about the moments that matter. There is a need to improve productivity but there is a significant impetus on employee wellbeing, reducing the cognitive overload and augmenting human performance. This vendor market is moving fast. The new world of work will be about “engagement, productivity, and wellbeing” all in one.
ONA software market is now growing
With the explosion of HRMS data, wellbeing data, networking data, among many other forms of structured and unstructured data, HR is struggling to deal issues of ethics, privacy, and becoming more transparent about the analytics they are doing. The Organizational Network Analytics is growing and so is a new world of “relationship analytics”. People Analytics will guarantee success.
Getting into the Flow of Work
Employee experience is the buzzword and we are trying to reform it in a way that applies and improves the work experience of every individual in an organization. Organizations define employee experience as a project of looking at the moments that matter, transitions, periods of time in career where one is stressed and what can HR do to make that easier. But none of the tools are designed to measure or map something like this. All tools are designed for the HR function, not this. There is a new category of software being built to help HR with the employee experience - to shield employees from the complexities of the backend HR systems and deliver all the different things the HR does in the flow of work.
人力资源
2018年08月07日
人力资源
有关智能自动化将如何改变人力资源功能的见解Insights On How Intelligent Automation Will Change The HR Function文/ Darren Burton
文章导读：
麦肯锡全球研究所(McKinsey Global Institute)最近的一项研究发现，60%的职业至少有30%的构成工作可以实现自动化，而全球3%至14%的劳动力将需要转换职业类别。
智能自动化将以各种方式直接影响人力资源——从它在组织中需要扮演的角色，提供的服务，到与人力资源相关的工作实际完成的方式。
影响：
更深入地研究如何使员工的表现最佳化。
自动化可以消除重复性的任务，解放员工工作日的部分工作。这引发了一系列潜在的问题:
员工应该如何利用剩余的时间?
组织如何向员工提供处理不同任务所需的技能?
员工的表现是否应该有不同的评价?
当基础任务现在由智能系统处理时，员工如何“学习基础知识”?
根据IA技能计划未来。
搞清楚开发、培训和维护智能自动化系统所需的技能，然后借用这些技能的最佳方式，在市场上做出区别。智能自动化技术还将有助于建立一种价值主张，能够吸引合适的人才，以满足公司当前和未来的需求。
让领导做好管理转型的准备。
领导除了平衡市场和短期预期的交付，他们还需要为个人和职业转型的团队成员提供指导。设定现实的期望，让人们参与变革过程，帮助个人适应数字化和人力劳动的世界。
英语原文：
As a business executive and HR leader, it’s hard to keep track of all the predictions associated with the future of intelligent automation. For example, a recent study by the McKinsey Global Institute identified that 60 percent of occupations have at least 30 percent of constituent work activities that could be automated, and that three to fourteen percent of the global workforce will need to switch occupational categories. These studies make a series of assumptions regarding the types of jobs that will be automated, the pace at which automation will occur, and the various governmental policies that will help or hinder the adoption of these types of technologies.
In today’s market, intelligent automation skills are at a premium.ISTOCK
Regardless of exact magnitude of the change, it’s pretty clear that intelligent automation is going to directly impact HR in a variety of ways—from the role it needs to play within an organization, to the services it needs to provide, to the way HR-related work actually gets accomplished. Within KPMG, as we continue to work with clients in this space and look to transform our own internal HR capability, it is safe to say that HR will play a central role in helping the organization do a few key things:
Dig deeper into how to best enable employee performance.
As much of our early experience has demonstrated, automation can eliminate repetitive tasks and potentially free up a portion of a worker’s overall day. This, of course, raises a whole range of potential questions: What should employees do with the remainder of their time? How do we provide them with the skills needed to handle different tasks? Should their performance be assessed differently? How do they “learn the basics” when basic-level tasks are now handled by an intelligent system? These are precisely the types of questions that the HR professional of the future must be able to help business leaders answer so that they can design jobs and shift roles to make the most of employees’ skills and capabilities.
Plan for a future dependent on IA skills.
In today’s market, intelligent automation skills are at a premium. As one New York Times article joked, “Salaries are spiraling so fast that some joke the tech industry needs a National Football League-style salary cap on A.I. specialists.” Figuring out the skills that are needed to develop, train, and maintain intelligent automation systems and then determining the best way to either build, buy, or borrow those skills can make the difference between spending too much or too little in this marketplace. It will also help in building a value proposition that can attract the right talent to meet a company’s current and future needs.
Prepare leaders to manage the transformation.
The opportunities offered by intelligent automation are equaled by the potential magnitude of change executives will face as they come to terms with significant shifts in their industries and business models. In addition to balancing marketplace shifts with delivery on short-term expectations, they will need to provide guidance to team members who may be going through their own personal and professional transformations. The need to set realistic expectations, involve people in the change process, and help individuals adjust to a world of digital and human labor will test the capabilities of even seasoned change leaders.
Interested in learning more about people challenges associated with intelligent automation? KPMG partners Mark Spears, Robert Bolton, and David Brown have authored two important perspectives, “Rise of the Humans” and “Rise of the Humans 2,” that provide useful insights into the topic.
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