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.
2017年9大你不得不看的人力资源科技趋势
引言：人力资源科技正在经历十年来最动荡的时期，从云端到移动端的转变，人工智能的大爆发，现在的一切都在改变，自然传统人力资源也已经过时。随着时代的发展和人力资源行业的重塑，作为HR的领航者你需要以下9大人力资源科技趋势来领航。
HR technology is undergoing one of the most disruptive periods it has seen in a decade. Investors, seeking the next big thing in breakthrough technology, plunged more than $2 billion into HR tech systems and platforms in 2016, according to CB Insights, a venture capital database. While investment to date is on track for a slight decline from last year, deal activity in HR tech has grown consistently in the last 5 years and at the current rate is expected to increase more than 15 percent over 2015. This amazing investment growth—much of it spent on integrated human resource management system (HRMS) platforms for midsize companies—illustrates the industry’s volatility.
That instability is being driven by the shift from cloud to mobile; the explosion in analytics and artificial intelligence; and the emergence of video, social recruiting and wearables in the workplace. Everything is changing, and quickly—including the types of technology HR professionals use, the experiences those systems deliver and the underlying software designs—making many of the traditional HR systems purchased only a decade ago seem out of date.
With these developments and more reshaping HR, business leaders would be wise to understand the following nine technology trends that will shape the year ahead and beyond.
1. The Performance Management Revolution
For almost five years, companies have been throwing away ratings, adding check-ins, developing agile goal systems, and making performance management much more data-driven and team-oriented. But there have been almost no tools in the market to automate this—until now. Today, there are at least a dozen companies selling cloud-based, team-centric performance management applications that connect to HR management or enterprise resource planning systems, many of which:
Manage performance by team, rather than only by hierarchy.
Allow for dynamic team management—that is, the ability to create and change teams quickly.
Make goals transparent and easy to change and track.
Feature check-in mechanisms.
Have built-in pulse surveys, end-of-period surveys, and ad hoc feedback presented via tags and word clouds.
Incorporate development plans that are prepopulated, simple to build and based on data derived from employees in similar roles.
Feature online assessments, help conducting personality assessments and resources to guide managers through difficult conversations.
Can be used with activity streams and other gamification features that make them engaging and browsable.
Are integrated with employee directories and other HR tools to become part of everyday work.
2. An Explosion in Real-Time Engagement Evaluation
Customer and marketing teams have been developing innovative ways to measure customer input for decades. Today, companies are starting to do the same with their employees by making use of always-on, pulse-based feedback systems. Some employers now survey workers quarterly, monthly or even weekly, and many modern systems enable event-based feedback that can be gathered whenever there is a major organizational change.
Not only are these tools becoming critical infrastructure for businesses trying to understand their employees’ needs, they are being integrated with performance management systems, succession planning initiatives, change management strategies and just about every other people practice.
Indeed, feedback-based tools and systems will become a major theme in HR platforms in the coming years.
3. The Rise of People Analytics
I can’t talk about disruptive technology without discussing the enormous strides that have taken place in the field of people analytics. Over the years that I’ve researched this market, organizations have moved from back-office HR data warehouses to advanced analytics and reporting dashboards to predictive models and more.
As analytics models become more prevalent, companies are slowly moving away from building their own solutions to buying them from vendors. Oracle, SAP SuccessFactors, Workday, ADP, Cornerstone, Visier and Ultimate Software all have employee retention predictors (among many other modeling features) embedded in their software. Workday’s system can identify employee job changes that are likely to result in high-performance outcomes (as well as what job moves not to make). The products from Oracle and SuccessFactors can recommend which training employees should have based on their roles and activities at work, and Workday will soon have this functionality as well. Cornerstone’s system can predict which workers are likely to become noncompliant or lapse in their mandatory training and certification. As these embedded models continue to mature, HR departments will need to hire teams that understand them and can apply them effectively.
New approaches for applying feedback and models of performance management have also emerged. One vendor, Starling Trust, offers a system that can analyze patterns of e-mail and other communication to build "trust networks"; it can actually predict where a security leak or fraud is likely to occur. Another company, Humanyze, sells smart badges that monitor workers’ locations and voice tenor to gauge when and where they experience the most stress. This data can be used to help companies reorganize facilities, change meeting times and formats, and drive engagement.
A third recently-acquired vendor also provides tools that analyze e-mails to assess how people’s communications and time management practices differ. The platform can determine, for example, that high-performing salespeople spend more time than their lower-performing peers with certain groups and customers—and that data can be used to nudge others to change their behavior.
It’s time to double down on your investment in analytics. My friends at big companies tell me that it takes a few years—and often a big budget—to clean up HR data, bring it into a consolidated environment and hire an analytics team to start doing the work. Organizations that don’t make this investment are likely to be disrupted by competitors that do.
4. Maturation of the Learning Market
While most big companies have legacy learning management systems (Cornerstone, SumTotal, Saba, Oracle and SuccessFactors, for example), there are many new options available. Products are being reinvented by vendors issuing major new releases. New solutions like Workday Learning, Fuse Universal, SAP Jam and other tools focus on scaling video learning to the enterprise.
There is another category of learning products coming that I call "learning experience platforms." They focus on delivering a "learning platform" and not just a "learning management platform." In other words, they are places to go to browse and learn, and not merely to register for courses.
These new platforms bring YouTube-like video experiences to employees and include features for curation, recommended learning and data-driven recommendations. I predict that this new category of software will become huge as every major company realizes it needs these systems as a complement (or, someday, replacement) for its core learning system. Vendors include Degreed, Pathgather, EdCast, Everwise, LinkedIn Learning and others.
5. A New Landscape for Talent Acquisition
Today’s recruitment and talent acquisition market is enormous—an estimated $240 billion in the United States alone based on research by Bersin by Deloitte. This massive market focuses on tools to help companies:
Find strong job candidates.
Market and brand themselves.
Post and distribute job postings.
Manage and interact with job boards.
Conduct prehire skills assessments.
Perform background screening and psychological testing.
Interview candidates.
Manage the entire complex process from end to end via applicant tracking and recruitment management systems.
These tools are highly strategic for many businesses. Fast-growing technology companies, for example, can make or break their business plans based on how quickly they can find the right engineers, marketing professionals and salespeople. Retailers and seasonal manufacturers need to hire hundreds to thousands of people at critical times during the year, so it is key that they be able to find workers as quickly and effectively as possible at scale.
Today, a new breed of platforms, including those from vendors such as SmartRecruiters, Lever, Greenhouse, Gild and others, have started from scratch, building end-to-end recruitment management systems that handle everything, including sourcing, ad management, analytics, online interviewing, interview management, candidate scoring, ongoing candidate relationship management and onboarding. These tools were designed to directly connect to LinkedIn and other job boards, and they can store candidates’ information so that it can be revisited year after year. In addition to managing applicants, they keep track of candidates and even alumni. Further, they focus on building tools that are easy to use for hiring managers and candidates, and not just recruiters and HR.
6. The Growth of Contingent Workforce Management
Roughly 40 percent of workers in the United States are contingent in some fashion, according to government sources, and many of them look for jobs on special networks. Employers use those same channels to post jobs and find people with specialized skills.
There are two emerging markets that support this new way of working. The first is contingent workforce management systems, such as Fieldglass from SAP, Kronos, Beeline, PeopleFluent, Workday and many others. This sector, which includes software for vendor management, as well as time-tracking and scheduling systems, is highly fragmented with only a few leaders.
The second market is the gig-work networks that match workers to projects. There are dozens of such solutions, including Upwork, Freelancer, Fiverr, Workpop and many others. These platforms have morphed from job networks to recruiting and skills-management sites. Companies such as GitHub (for software engineers), Pixelapse (a collaboration platform for designers) and others are building similar tools for technical domains.
HR professionals interested in exploring new options for finding contingent talent should start by monitoring these affinity sites to build a network of experts for contract work.
7. The Adoption of Team Management Tools
A wide variety of software tools have been designed to facilitate collaboration by making it easier for teams to track their work with features such as real-time messaging, archiving and search. These include Slack, Workboard, Trello, Asana, Wrike, BetterWorks, 15Five, Basecamp, Rallyteam and others. While not all of these applications would be categorized as HR technology tools, most are starting to enter the HR space. (BetterWorks, for instance, is actually an enterprise-class goal management platform.)
The biggest trend taking place in this sector is thesteady shift away from solutions used strictly by HRto those that help employees and managers do their jobs. For example, Workday’s new learning management system and talent management system are designed to enable employees to find their next position in their company, and to then locate and view training and video learning appropriate for that job. There is also a shift toward integrating this type of functionality with Outlook or the workflow management tools employees use every day (such as Slack or Asana).
8. A Wealth of Wellness Apps
The next major area of disruption we can expect in 2017 is the accelerated growth oftools to manage wellness, work/life balance, employee activity and—ultimately—personal performance.
Over the next year, applications for wellness, engagement, recognition and performance management could converge as each of these areas collects information on employee feedback, activity and goals and tries to improve the work environment.
Here’s how this data could come together in the next few years: Core platform providers (such as Oracle, SAP SuccessFactors, Workday, Ultimate Software or others) have built-in analytics engines that correlate data from many sources into a global employee database. These new tools inform the company about what people are doing, how happy they are and how well they are taking care of themselves. Soon we could have a truly integrated view of employee wellness and be able to give workers insights, nudges and advice on ways to make work better, improve productivity and advance their careers.
9. Accelerated Automated HR
HR technology is making bold advances into artificial intelligence, natural language processing and robotic process automation. This huge area covers products that can listen to our voices (such as Amazon Echo, Siri and Viv), augment call center work and connect many systems into a new workflow.
The result of these technologies, including software development tools for mobile devices, is that most HR transactions can be redesigned, not as a series of transactions that people need to perform but as "journey maps" that automate:
The entire employee joining process, not just hiring. That process may include prehire assessment; interviewing; onboarding; new-hire orientation; and the first six months of training, meeting people and learning. One of Deloitte’s clients now gives all candidates an app that helps them apply for a job, accept a position and learn their role, all as part of an integrated experience.
Processes for employee career and job transitions, including assessment, internal job search, job recommendations, interviews, job offers and acceptances, employee moves, level or compensation changes, and orientation and onboarding.
Exploration of retirement options, decisions about retirement plans, exit processes, joining the alumni network, and creating an ongoing relationship between the company and the employee after his or her departure.
Assessment of an employee’s potential, including modules for leadership development, education, networking and coaching, as well as ongoing performance management practices for new supervisors.
Artificial intelligence tools, robotic process automation and self-service transaction integration can facilitate a total redesign of the employee experience, dramatically reducing costs and improving the value of HR.
IBM, for example, now has an artificial intelligence application that helps employees do their own onboarding, finds nearby employees as mentors, and addresses the top 200 questions employees ask in any new position. The entire experience is driven by a natural language bot and has proven successful in driving employee engagement.
Almost every HR tech market will face disruption in 2017. The convergence of mobile computing, video, sensors and artificial intelligence is taking place simultaneously with an intense focus on employee engagement, culture, wellness and productivity. The result will be a new breed of products that will totally reinvent what HR technology—and HR itself—can do.
Josh Bersin is a principal and the founder of Bersin by Deloitte, Deloitte Consulting LLP, a research and advisory consulting firm in enterprise learning and talent management. He is also the keynote speaker at the SHRM India HR Tech '17 Conference & Expo in April.
As used in this article, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
来源：SHRM
原文链接：https://www.shrm.org/hr-today/news/hr-magazine/0217/Pages/9-HR-Tech-Trends-for-2017.aspx
变革
变革
变革
变革
变革
变革
变革
变革
变革
变革
扫一扫 加微信
hrtechchina
