“人员分析现在可以成为战略性竞争优势”
工业工程师弗雷德里克泰勒在1911年发表了他的报告“ 科学管理”，该报告研究了钢厂工厂工人的流动和行为，从而开始了这一趋势。此后，公司已经部署了数千次参与调查，研究了最高领导者的特征，对留存率和营业额进行了无数次评估，并建立了大量的人力资源数据仓库。所有这些努力都是为了弄清楚“我们能做些什么来让我们的人们获得更多收益？”
那么现在这个域被称为人们的分析，它已经成为一个快速增长的核心业务举措。一项题为“ 高影响力人物分析 ”的研究报告由Deloitte在去年11月由Bersin完成，发现69％的大型组织拥有人员分析团队，并积极构建与人员相关数据的综合存储。
为什么增长和为什么业务势在必行？几个技术和商业因素相互碰撞使这个话题变得如此重要。
首先，组织拥有比以往更多的与人员相关的数据。由于办公生产力工具，员工证章阅读器，脉搏调查，集成的企业资源规划系统和工作中的监控设备的激增，公司拥有大量关于员工的详细数据。
公司现在知道人们与谁交流，他们的地点和旅行时间表，工资，工作经历和培训计划。内置于电子邮件平台中的组织网络分析的新工具可以告诉正在与谁交流的领导者，用于音频和面部识别的新工具识别谁处于压力之下，以及摄像机和热传感器甚至可以确定人们在他们身上花费了多少时间书桌。
可以认为，这些信息大部分都是保密和私密的，但大多数员工并不介意获取这些数据的组织，只要他们知道正在改进他们的工作体验，正如2015年会议委员会的研究所显示的那样，Big数据并不意味着大 哥哥。虽然从5月25日起可执行的欧盟通用数据保护条例标准将会将隐私权和治理责任放在人力资源部门，但雇主正在加紧处理这些数据并小心处理这些数据。
其次，作为获得所有这些数据的结果，公司现在可以学习重要而有力的事情。不仅高管们被迫就多元化，性别薪酬公平和营业额等议题进行报告，而且他们现在还可以使用人员分析来了解生产力，技能差距和长期趋势，这些可能会威胁或创造业务风险。
例如，一个组织发现欺诈和盗窃事件是“具有传染性”，导致同一楼层的其他员工在一定距离内出现类似的不良行为。另一种方法是使用情绪分析软件来衡量组织中的“情绪”，并根据他们的沟通模式来识别具有高风险项目的团队。
许多组织现在都在研究营业额，甚至可以通过监测电子邮件和社交网络行为来预测它，从而使管理人员能够在辞职前指导高绩效员工。组织现在使用分析和人工智能或人工智能来解码职位描述，识别造成偏倚招聘池的单词和短语，并防止性别和种族多样性。制造商使用人员分析来识别可能发生事故的员工，而咨询公司可以预测哪些人可能会因过多的旅行而被烧毁，而汽车公司现在知道为什么某些团队按时完成项目，而其他人则总是迟到。
因此，人工智能进入领域，给予它更多的权力和规模。一个新的基于人工智能的分析工具会向管理人员发送匿名电子邮件，询问简单问题以评估管理技能。通过其精心设计的算法，它为管理人员提供了一套无需赘述的建议，并在短短三个月内将管理效率提高了8％。
据Sierra-Cedar 2017人力资源系统调查显示，对于人力资源部门而言，人员分析现在是公司希望替换或升级人力资源软件的首要原因。
但对于首席执行官，首席财务官和首席运营官来说，这更重要。当一个销售团队落后于其配额实现或者商店的销售数字落后时，为什么领导者不会问“我们可能能够解决的团队中的人员，实践和管理者有什么不同？”或者甚至更大问题是“如果我们想通过收购德国的某家公司来发展我们的业务，文化和组织的影响会是什么？”这些关键的战略问题都可以通过人员分析来解决。
这门学科的历史是战术性的，有点神秘。多年来，工业心理学家领导了这项工作，主要关注员工敬业度和营业额。然而，今天，该行业正在采取新的行动，将其精力重新集中在运营，销售，风险和绩效指标上。技术工具在这里，公司已经有人工智能工程师准备以强大而有预见性的方式分析数据。分析人士表示，这个领域将会持续增长，请记住，对于大多数企业而言，劳动力成本是资产负债表中最大和最可控制的支出。
底线很明显：人们的分析现在可以成为战略竞争优势。专注于这一领域的公司可以出租，淘汰和淘汰竞争对手。
以上由AI自动翻译。
Fredrick Taylor, an industrial engineer, started this trend in 1911 when he published his report Scientific Management, which studied the movement and behaviour of factory workers in steel mills. Since then companies have deployed thousands of engagement surveys, studied the characteristics of top leaders, done countless reviews of retention and turnover, and built massive human resources data warehouses. All in an effort to figure out “what can we do to get more out of our people?”
Well now this domain is called people analytics and it has become a fast-growing, core-business initiative. A study, entitled High-Impact People Analytics and completed last November by Bersin by Deloitte, found that 69 per cent of large organisations have a people analytics team and are actively building an integrated store of people-related data.
Why the growth and why the business imperative? Several technical and business factors have collided to make this topic so important.
Firstly, organisations have more people-related data than ever before. Thanks to the proliferation of office productivity tools, employee badge readers, pulse surveys, integrated enterprise resource planning systems and monitoring devices at work, companies have vast amounts of detailed data about their people.
Companies now know who people are communicating with, their location and travel schedules, their salary, job history and training plans. New tools for organisational network analysis, built into email platforms, can tell leaders who is communicating with whom, new tools for audio and facial recognition identify who is under stress, and video cameras and heat sensors can even identify how much time people spend at their desks.
It could be argued that much of this information is confidential and private, but most employees don’t mind organisations capturing this data, as long as they know it is being done to improve their work experience, as shown in 2015 Conference Board research, Big Data Doesn’t Mean Big Brother. While European Union General Data Protection Regulation standards, enforceable from May 25, will put the burden of privacy and governance on HR departments, employers are stepping up to this and treating such data with great care.
Secondly, as a result of having access to all this data, companies can now learn important and powerful things. Not only are executives being forced to report on topics such as diversity, gender pay equity and turnover, but they can also now use people analytics to understand productivity, skills gaps and long-term trends that might threaten or create risk in their business.
One organisation, for example, found incidents of fraud and theft were “contagious”, causing similar bad behaviour among other employees on the same floor within a certain distance. Another is using sentiment analysis software to measure “mood” in the organisation and can identify teams with high-risk projects just from the patterns of their communication.
Many organisations now study turnover and can even predict it before it occurs by monitoring email and social network behaviour, enabling managers to coach high performers before they resign. Organisations now use analytics and artificial intelligence or AI to decode job descriptions, identifying words and phrases that create biased recruitment pools and prevent gender and racial diversity. Manufacturers use people analytics to identify workers who are likely to have accidents, while consulting firms can predict who is likely to be burnt out from too much travel and automotive companies now know why certain teams get projects done on time when others are always late.
AI is, therefore, entering the domain, giving it even more power and scale. A new AI-based people analytics tool sends anonymous emails to a manager’s peers asking simple questions to assess managerial skills. Through its carefully designed algorithms, it gives managers an unthreatening set of recommendations and has improved managerial effectiveness by 8 per cent in only three months.
For human resources departments, people analytics is now the number-one reason companies want to replace or upgrade their HR software, according to the Sierra-Cedar 2017 HR Systems Survey.
But for chief executives, chief financial officers and chief operating officers, it’s even more important. When a sales team is behind its quota attainment or a store’s sales numbers fall behind, why wouldn’t a leader ask “what’s different about the people, practices and managers at those teams that we may be able to address?” Or an even bigger question is “if we want to grow our business by acquiring a given company in Germany, what will the cultural and organisational impact be?” These critical strategic questions can all be answered by people analytics.
The history of this discipline is tactical and somewhat arcane. For years industrial psychologists led the effort and focused primarily on employee engagement and turnover. Today, however, the industry is taking on a new light, refocusing its energy on operational, sales, risk and performance measures. The technology tools are here and companies have AI engineers ready to analyse the data in a powerful and predictive way. And analysts say this domain will grow for years to come; remember that for most businesses, labour costs are the largest and most controllable expense on the balance sheet.
The bottom line is clear: people analytics can now become a strategic competitive advantage. Companies that focus in this area can out-hire, out-manage and out-perform their competitors.
数字助理已经来临，未来已来！乔治亚理工学院的计算机教授助理居然是一个机器人作者： 本·惠特福德 ben whitford
乔治亚理工学院2016年计算机科学课程的学生在学期结束时得到了一个惊喜：据透露，他们的助教之一，一个友善但心胸狭隘的年轻女性Jill Watson，是一个机器人。
学生们从来没有见过沃森，但觉得他们认识她。在这个学期里，她发了数百个询问，发布到班级的数字公告板上，提供作业提示，领导在线讨论，赢得了她快速，有益的回应。但与其他助教不同，沃森实际上是一个“聊天机器人” - 由Ashok Goel教授创建的虚拟助手，以减轻他的助手的压力。
一位学生在大曝光后说：“我惊呆了。“就在我想提名吉尔·沃森为杰出的助教，”另一个声明。
Goel的老师 - 机器人提供了世界工作场所可能的未来的一瞥。比利·梅塞尔（Bill Meisel）说，戈尔曾经帮助学生和同事们很容易地适应人力资源部门的需求，为员工提供不折不扣的，定制化的，实际上即时的支持。工作场所。
“移动设备或网站上的员工可以使用自然语言聊天机器人，这可以自动解决员工问题，而不会迫使员工通过材料来查找答案或需要专业人员的时间。”他说。
迈塞尔不只是理论。由于苹果，亚马逊，微软等科技巨头以及众多小公司的努力，机器人在工作场所的殖民化进展顺利。Forrester 在2017年报告说，有41％的企业已经在使用或开发AI工具; 预计三年后，至少有8.43亿企业用户在工作场所使用数字助理。
许多数字助理专注于消费者，有些比游戏改变者更具噱头 - 例如，Taco Bell的“Tacobot”让Slack用户通过聊天机器人订购午餐，但仍然需要人来接订单。不过，对于面向销售和服务的机器人来说，未来是光明的：到Gartner报告预测，到2020年，客户将处理85％的业务交易，而不会与人进行交互。
“数据民主”
随着技术的发展，机器人有望成为企业围绕人力资源乃至管理职能进行战略规划的一部分。ADP创新实验室高级副总裁罗伯托·马西罗（Roberto Masiero）说，这有可能成为一种民主化的力量，让员工可以无障碍地获取信息，帮助他们更聪明地工作，充分利用机会。
ADP自己的聊天机器人，它在内部使用，并且正在与合作伙伴机构的约2000名员工进行测试，可以发出提醒，提供职业提示，并为员工提供24/7全天候的人力资源信息。Masiero说：“它成为一个推动者。“它创造了以前不存在的数据民主。”
而且，ADP不仅看到了以企业为中心的数字助理的巨大潜力。微软和亚马逊都在努力将语音助手带到工作场所，希望工作人员有一天会使用Cortana或Alexa来管理他们的日历，处理待办事项列表并执行一些工作职能。
其他公司正在开发更专业的工具。Voicera最近推出了一个名叫Eva的语音操作数字助手，可以在会议中记录笔记，并根据所听到的讨论发送提醒。IBM正在利用人工智能来提高人才管理水平，并表示“未来每个员工都有自己的导师”。
机器人还可以在上手和训练中扮演重要角色。一个海军项目发现，接受数字辅导人员接受信息技术培训的新兵后来比刚接受培训的新兵有更好的表现，经过七周的培训后，他们的表现可以达到与具有三年在职经验的专家相匹敌的水平。
要对AI可能带来的失望做好准备
不过，并不是每个人都对AI技术的乌托邦的承诺感到兴奋。一个HR.com调查发现，人力资源专业人士无论是“深恶痛绝”，“不喜欢”或“89％的有关于AI通过在工作场所有所保留”。
即使前人关注人工智能潜力的前GOOGLE人力资源总监拉兹洛·博克（Laszlo Bock）也表示，由于商界人士对技术的迅速接受，他有点害怕。他说：“这是你第一次站在高位跳水的感觉：你知道你可能不会堕落，但你也有点害怕。
博克说，人工智能有很多方式可以使工作场所变得更好，并使员工“更快乐，更有效率”，现在正在领导一家名叫胡姆的创业公司，以改善工作为目标，“通过科学，机器学习和一点点爱“。但也有很多情况下，人工智能可以疏远工人，加强现有的机构偏见或妨碍人的互动，使良好的领导成为可能。
博克说：“通过让人类与人交谈，你能够深入了解你的组织。“在大多数聊天机器人中，你失去了这种洞察力和知识。”
问题的一部分是，“人工智能”这个词有些用词不当 - 即使是最复杂的数字助理，也没有什么是真正聪明的，也没有什么是自我意识的。这意味着一个机器人所表现出来的任何人类或移情终究都是空洞的。
这不一定总是一件坏事，因为从工作场所交互中去除人为因素可能会使员工更容易谈论敏感问题。例如，DARPA的计算机科学家发现，当人们认为他们正在与一个没有灵魂的聊天机器人而不是一个人工监控的系统交谈时，人们更可能向一个人工智能治疗师开放。
这导致心理学家发展Woebot，一个数字助理，检查精神健康患者的福利，并获得比人类倾向于接受的弗兰克反应。其他数字助理专门讨论报废问题，给终端病人一个安全的空间来找出他们的选择。“当人们进行这种谈话的时候，很难做出不公正的判断。所以，有些人可能会发现，聊聊这些关于他们想法的聊天机会会更容易一些，“来自”对话项目“的罗斯玛丽·劳埃德牧师，一个报废的慈善机构，告诉”新科学家“。
寻找减轻风险的方法
博克说，更大的担忧是人工智能系统容易扩大设计者和用户的有意识或无意识的偏见。Bock指出，微软在2016年推出了一个Twitter聊天机器人，它利用机器学习磨练了基于与真人相互作用的会话技巧 - 在24小时之内，Twitter用户已经训练了机器人鹦鹉种族主义的可怕看法，迫使微软取消这个插件。
这是一个极端的例子，但是所有的AI系统都依靠现实世界的数据进行训练，所以从本质上来说，这往往会加强现状。加入基于用户反馈的微调算法的特性，认知技术也容易加强机构偏见，即使它们提供了一个客观性的单调。
Bock警告说：“如果你现在所做的只是对现有数据进行培训，那么你将会建立复制已经存在的偏差的系统，并将其扩展到新的领域。“大多数组织正在采用机器学习的方法，将使问题变得更糟，而不是更好。”
IBM的高管咨询合作伙伴Dave Millner说，这样的问题可以计划和避免，但是只有管理者知道他们在做什么。不幸的是，人工智能系统的潜力与管理者对技术的理解之间存在着令人不安的差距。
HR.com的调查发现，大多数人力资源专业人士认为人工智能将在未来五年被广泛应用于其组织中，70％的受访者表示聊天机器人将成为员工获取人力资源信息的重要途径，一半以上的人表示，直接从电脑，没有人力老板的参与。
但是，只有8％的人力资源专业人员相信他们理解AI技术。Millner说，这种野心和无知的结合是危险的，因为它可以防止管理者以清醒的眼光看待AI。“有早期的采用者，这很好，”Millner说。“但是仍然有很多的无知，缺乏对它能做什么的知识和理解，更重要的是它不能做到。”
Millner说，需要的是一个更为深思熟虑的方法，从教育开始，最终实施被充分理解的系统，以避免偏见和其他潜在的隐患。“当然，这是一个风险，”他说。“但是，如果以适当的方式引入测试和试点，并不断学习，那么就可以减轻这些风险。”
长期观点：“积极正面”
博克还说，工作场所人工智能可以是一个福音，如果它负责任地处理。博克说：“从长远来看，这将是一个净利好。“但在短期/中期，这一切都取决于建立这些系统的人的价值观和观点。”
Bock说，对于决策者来说，并不是说AI最好避免。关键是要认识到潜在的奖励风险和意识。他说：“这是一个巨大的机会。“接下来的三到五年里，有一个关于如何善用这项技术的公司将会粉碎它，而且绝对会赢。有很大的好处。“
博克说，与其将工作场所的数字助理视为节省资金的技术，而不能将人力交互的需求自动化，公司应该将其视为增强人类决策的手段，并让管理人员有更多时间完成困难但重要的任务建立关系和培养员工。
他说：“基本上我是一个乐观主义者。“一点点机器学习可以帮助我们成为更好的领导者。”
本文由AI自动翻译，仅供参考。下列为英文版本。
Students in a 2016 computer science course at Georgia Tech got a surprise as the semester was wrapping up: It was revealed that one of their teaching assistants, a friendly but serious-minded young woman named Jill Watson, was a robot.
The students had never met Watson, but felt they knew her. Over the course of the semester she had fielded hundreds of inquiries posted to the class’ digital bulletin board, offering homework tips, leading online discussions and winning praise for her quick, helpful responses. But unlike the other teaching assistants, Watson was actually a “chatbot” — a virtual assistant created by Professior Ashok Goel to reduce the strain on his human helpers.
“I was flabbergasted,” one student said after the big reveal. “Just when I wanted to nominate Jill Watson as an outstanding TA,” another declared.
Goel’s teacher-bot offers a glimpse of a possible future for the world’s workplaces. The same techniques Goel used to help students and colleagues could easily be adapted to the needs of a human resources division, offering unflagging, customized and virtually instant support to employees, says Bill Meisel, a consultant who has researched the rise of digital assistants in the workplace.
“A natural-language chatbot, available to employees on mobile devices or a website, could automate much of the burden of answering employee questions without forcing the employee to wade through material to find the answers or require the time of an HR professional,” he says.
Meisel isn’t just theorizing. Thanks to the efforts of tech giants like Apple, Amazon and Microsoft, along with a host of smaller companies, the robotic colonization of the workplace is well underway. Forrester reported in 2017 that 41 percent of businesses were already using or developing AI tools; three years from now at least 843 million enterprise users are expected to be using digital assistants in the workplace.
Many digital assistants focus on the consumer, and some are more gimmick than game-changer — Taco Bell’s “Tacobot,” for instance, lets Slack users order lunch via a chatbot, but still requires a human to pick up the order. Still, the future is bright for sales- and service-oriented bots: By 2020, a Gartner report predicts, customers will handle 85 percent of their dealings with businesses without interacting with a human.
‘A Democracy of Data’
As technologies evolve, bots are expected to become a bigger part of companies’ strategic planning around HR and even management functions. That has the potential to be a democratizing force by giving employees frictionless access to information and helping them to work smarter and make the most of opportunities, says Roberto Masiero, senior vice president of ADP Innovation Labs.
ADP’s own chatbots, which it uses internally and is testing with around 2,000 employees at partner organizations, can issue reminders, offer career tips and provide workers with access to HR information on a 24/7 basis. “It becomes an enabler,” Masiero says. “It creates a democracy of data that didn’t exist before.”
And it’s not just ADP that sees enormous potential for enterprise-focused digital assistants. Microsoft and Amazon are both fighting to bring voice-operated assistants into the workplace, in the hope that workers will one day use Cortana or Alexa to manage their calendars, handle to-do lists and carry out some job functions.
Other companies are developing more specialized tools. Voicera recently launched a voice-operated digital assistant called Eva that can take notes during meetings and send reminders based on the discussions it overhears. And IBM is using AI to improve talent management, saying it envisions a future in which “every employee has a personal mentor.”
Bots could also have a big role to play in onboarding and training. A Navy project found that recruits who received IT training from a digital tutor subsequently outperformed human-trained recruits, and after seven weeks of training could perform at a level that matched that of an specialist with three years of on-the-job experience.
Bracing for a Potential Belly-Flop
Still, not everyone’s excited about the promised AI-powered techno-utopia. An HR.com survey found that 89 percent of HR professionals either “detest,” “dislike” or “have some reservations” about AI adoption in the workplace.
Even former Google HR chief Laszlo Bock, who is upbeat overall about AI’s potential, says he’s a little freaked out by the business community’s rapid embrace of the technology. “It’s the feeling when you stand on top of a high dive for the first time: You know you probably won’t belly-flop, but you’re also a little terrified,” he says.
There are many ways in which AI could make the workplace better and make employees “happier and more productive,” says Bock, who is now leading a startup called Humu with a goal of improving work “through science, machine learning, and a little bit of love.” But there are also plenty of scenarios in which artificial intelligence could alienate workers, reinforce existing institutional biases or impede the human interactions that make good leadership possible.
“You gain a lot of insight into your organization by having human beings talk to people,” Bock says. “In most chatbots, you lose that insight and knowledge.”
Part of the problem is that the term “artificial intelligence” is something of a misnomer — there’s nothing truly intelligent, and certainly nothing self-aware, about even the most sophisticated digital assistants. That means any humanity or empathy manifested by a bot ultimately rings hollow.
That’s not necessarily always a bad thing, because removing the human element from workplace interactions might make it easier for employees to talk about sensitive issues. Computer scientists at DARPA, for instance, found people were more likely to open up to an AI-powered therapist when they believed they were talking to a soulless chatbot rather than to a human-supervised system.
That led psychologists to develop Woebot, a digital assistant that checks in on mental health patients’ wellbeing and that gets franker responses than humans tend to receive. Other digital assistants specialize in discussing end-of-life issues, giving terminal patients a safe space to figure out their options. “It’s hard for humans to be nonjudgmental when they’re having these kinds of conversations. So some people might find it easier to talk to a chatbot about their thoughts,” the Rev. Rosemary Lloyd from The Conversation Project, an end-of-life charity, told New Scientist.
Finding Ways to Mitigate Risks
A bigger concern, Bock says, is that AI systems are prone to amplifying the conscious or unconscious biases of their designers and users. Bock notes that Microsoft launched a Twitter chatbot in 2016 that used machine learning to hone its conversational skills based on interactions with real people — and within 24 hours Twitter users had trained the bot to parrot horrendously racist views, forcing Microsoft to pull the plug.
That’s an extreme example, but all AI systems rely on real-world data for their training and so by their nature tend to reinforce the status quo. Add in features that fine-tune algorithms based on user feedback and it’s all too easy for cognitive technologies to reinforce institutional biases, even as they offer a veneer of objectivity.
“If all you’re doing is training on existing data, you’ll build systems that replicate the bias that already exists, and expand it into new arenas,” Bock warns. “The approach most organizations are taking to applying machine learning today will make problems of bias worse, not better.”
Such problems can be planned for and avoided, but only if managers know what they’re doing, says Dave Millner, an executive consulting partner with IBM. Unfortunately, there’s a troubling gap between the perceived potential of AI systems and managers’ understanding of the technology.
The HR.com survey found that most HR professionals believe AI will be widely used in their organizations over the next five years, with 70 percent saying chatbots will become an important way for employees to access HR information and more than half saying workers will take orders directly from computers, without the involvement of human bosses.
However, just 8 percent of HR professionals are confident that they understand AI technologies. That combination of ambition and ignorance is dangerous, Millner says, because it can prevent managers from engaging with AI in a clear-eyed way. “There are early adopters, and that’s great,” Millner says. “But there’s still a lot of ignorance, a lack of knowledge and understanding about what it can do and, more importantly, what it can’t do.”
Millner says what is needed is a more considered approach that begins with education and culminates in the implementation of well-understood systems that are designed to avoid bias and other potential pitfalls. “It’s a risk, of course,” he says. “But if it’s introduced in an appropriate way, with testing and piloting and continual learning, then you can mitigate those risks.”
The Long-Term View: ‘A Net Positive’
Bock also says workplace AI can be a boon if it’s handled responsibly. “In the long term it’s going to be a net positive,” Bock says. “But in the short/medium term it all depends on the values and perspectives of the people building these systems.”
The takeaway for decision-makers isn’t that AI is best avoided, Bock says. The key is to be cognizant of the risks and mindful in reaching for the potential rewards. “It’s a huge opportunity,” he says. “There’s a window in the next three to five years where the companies that are thoughtful about using this technology well are going to crush it, and absolutely win. There’s a huge amount of upside.”
Rather than viewing digital assistants in the workplace as money-saving technologies that can automate away the need for human interaction, Bock says, companies should see them as a means to augment human decision making and to give managers more time for the difficult but important tasks of building relationships and nurturing their employees.
“Fundamentally I’m an optimist,” he says. “A little machine learning can go a long way toward helping us be better leaders.”
观点
2018年02月09日
观点
为什么自动化人力资源技术是关键Why Automating HR Technology Is Key to Keeping Up Abstract polygonal tech hands uisng tablet with HR hologram. Technology and recruiting concept. 3D Rendering
作者：Rick Goad是Worksoft解决方案架构师的副总裁。
多年来，人力资源技术被用于支持和管理普通的办公室纸张流程，并确保人力资源法规和薪资法律得到满足。最近这些平台已经转移了重点，以更好地支持人才的获取和保留。新一代的员工正在进入劳动力市场，对他们如何与雇主进行互动有着明确的期望。人力资源技术正在引领数字化转型，创造新的入职文化以及吸引和吸引人才的新途径。
这是怎么发生的？根据Deloitte的Bersin公司的Josh Bersin的说法，自动化技术的创新（很大程度上是由SAP在2011年底收购SuccessFactors引发的）正在创造依赖性，渗透公司和员工之间的接触点。员工和人才的数字化期望导致了软件史无前例的扩张 - 人力资源应用不仅仅是一个记录系统，而是组织内数字化转型和战略机遇的驱动力。咨询公司普华永道建议，人力资源部门的数字化转型在当今组织内扮演着更重要的角色，“相信人力资本的责任不仅仅局限于人力资源部门”。
人力资源软件主要是基于云计算的，现在是一个庞大的环境，其中包括人力资源记录系统，从人才招募到入职到学习和发展以及领导力培训。将软件系统集成，打包，堆叠和连接到复杂的生态系统之后的软件系统，现在是管理劳动力和与市场进行交互的必要条件。在企业级，这些系统由SAP，Oracle和Workday主导。
现在的软件应用，特别是大型封装系统的现实是，实现是复杂的，时间和资源密集型的，并且需要频繁升级。这意味着自动化对于释放这些人力资源应用程序的好处至关重要。
再加上需要跟上技术变革的步伐，以及不断变化的人力资源格局，公司所依赖的端到端业务流程将面临巨大的压力。工资，招聘，组织结构图，数据录入等关键工作流程必须按照设计执行。
人才正在推动人力资源转型
随着过去几年就业市场的紧缩（最新数据显示失业率为4.1％），企业正在争夺顶尖人才，使得人力资源技术成为那些想要保持竞争力的人的一个极其重要的工具。仅在2015年和2016年，就有 42亿美元用于人力资源技术，其中大约25％投入了人才招聘解决方案。剩下的就是用来创新公司留住人才的方式。
人力资源技术供应商正在做出响应，以工作发布，入职和薪资开始，并通过认可计划，学习和内部流动来扩展。谷歌搜索员工参与产生了数百个人力资源技术公司和软件产品。
酒吧是高压，企业要跟上步伐 - 企业正在转向人力资源技术，处理这些员工生命周期问题，以解决人才招聘，保留和技能需求。答案就是部署一个庞大的内部部署和基于云的解决方案，利用数据来应对人才挑战。而且，由于这些人力资源生态系统在中型和企业级企业中非常流行，公司正在利用这些数据来制定客观的业务决策，管理员工队伍，推动员工参与，并提高生产力和互动。
改变的步伐意味着频繁的软件改变
企业对人力资源技术依赖性的挑战在于，这种变化的状态正在发生变化，这主要是由系统集成，软件更新（尤其是基于云的系统），以及寻找，聘用，管理和留住人才所需的新解决方案。
公司正在不断地改变技术，以满足客户的需求和员工与客户互动的方式。似乎每个人都越来越期望技术如何能改变我们做事的方式（例如，亚马逊对购物习惯的破坏，Uber和Lyft改变了我们旅行的方式，Zillow为寻找房地产的新方式提供了购房者等等） ）。我们都希望通过信息和技术来改善我们的日常生活。在人力资本管理方面，技术可以引导和塑造员工的雇用，入职，培训，专业发展，获取福利和就业记录和表格等方面的经验。
快速发展的一系列技术的激增产生了一系列新的问题。端到端的业务流程必须按照预期的方式进行，而不会造成业务中断。他们也必须符合员工和客户的期望。因此，企业正在寻找一种新的方法来处理繁重的工作 - 用自动化来替代费时的文档，测试，合规性和重复性的世俗活动。
关注速度和业务流程质量
实施，升级，整合和更新这些应用程序是有风险的业务 - 而且这些项目永远不会结束。记录和测试关键业务流程需要在每个项目中花费大量的时间和精力。想想每个重大改变或项目的测试时间缩短40％，可以节省成本。如果您能自动生成可视化流程图，完整的文档，以及合规性和培训材料，会多容易多少？自动化可以在我们习惯于使用手动或传统方法的时间内提供这些好处。考虑更快的测试和更好的自动化覆盖的影响。如何才能加快项目进度，减少生产停机时间
通过端到端的自动化，企业可以确保人力资源流程不受干扰地运行。即使涉及复杂的审批链，税务计算，员工福利，扣缴类，工资单等，也是如此。而且，由于这些业务流程经过测试并可以轻松生成文档，因此公司可以验证自己是否符合法规要求。
例如，准确有效的工资核算操作取决于跨HR应用程序执行的端到端业务流程以及公司的其他应用程序。当今的技术可以自动捕获这些原有的业务流程，提供视觉和文档以便进行洞察和改进。捕获的流程用于创建自动化的回归测试库，可以持续运行，验证关键任务端到端流程是否按设计运行。这消除了延迟，并减轻了业务所依赖的打包应用程序带来的风险。
随着全球5000强公司着手实现数字化转型的成功，人力资本管理的转型起着至关重要的作用。
“福布斯 ” 最近的一篇文章指出：“人力资源部门需要进行一些转型，从简化流程到成为战略合作伙伴。作为企业的战略顾问是关键，现代化的人力资源技术和实践将为人力资源部门的发展铺平道路。
“因此，一个快速，可靠，有效的人力资本管理战略依赖于采用自动化。
以上由AI翻译自动完成。
观点
2018年02月09日
观点
研究表明：候选人体验最好的办法是多沟通！（ Communicate More!）Written by Lori
对2017候选人体验研究，分析了来自北美200家公司的18万名候选人的数据。经过7年的候选人体验奖（CandE），获奖候选人体验的答案是明确的：沟通更多！
我怀疑答案是一个惊喜。候选人对招聘多年的“黑洞”感到沮丧和愤世嫉俗。然而，2017年人才委员会的研究却显示出候选人是如何满足人类基本需求的：获得倾听的机会和获得回应的满意度。
双向交流是不同的
当人才委员会看到2017年CandE获奖者与所有其他参与公司之间的差异时，他们发现了4个关键差异。
CandE获奖者：
多听，经常沟通
与候选人有关招聘过程从预申请到入职的更好的期望
让自己更加负责候选人的体验和人才获得的表现，同时定期和一致地衡量
被候选人认为具有“更公平”的过程 - 候选人认为他们能够分享为什么他们的知识，技能和体验值得考虑他们所申请的工作。
2017年CandE获奖者中有三分之一的因素是一致的，主题是沟通。
当求职者在候选人的旅程的各个阶段之间进行公开，透明和双向沟通（包括反馈）时，求职者对公司的候选人体验进行评估。
CandE获奖者使用通讯工具
虽然2017年的CandE结果显示候选人的体验总体上正在改善，但实际情况是，求职者的进步速度不够快，特别是在申请阶段关闭沟通“黑洞”的时候。
人才委员会发现，52％的候选人在申请工作2-3个月后仍在等待回应，比上一年上涨了10％。当我们知道缺乏沟通比没有找到工作更令人沮丧，并且越来越多的招聘工具可以帮助我们更好地沟通时，这怎么可能呢？（这个是美国的情况，中国的可等不了这么久。。。别说2-3个月了，2-3周还差不多，对于职位越高时间可以越久）
使用沟通工具是让CandE获胜者脱颖而出的原因之一。
新报告显示，74％的CandE获奖者使用候选人关系管理（CRM）系统，其余的26％计划在2018年实施CRM。
除了CRM之外，还有越来越多的通信工具需要考虑，比如发短信，为您的职业网站提供聊天机器人，电子邮件自动化，社交放大，计划助手，数字访谈，反馈调查等等。不过，您可以做的最基本的事情之一就是打开ATS或招聘营销平台的自动回复功能，并简单地承认候选人加入您的人才网络/人才社区或申请工作。（我们如何让供应商使自动回复功能在默认情况下处于“开启”状态？）
招聘营销人员的行动项目：
仔细检查您的自动应答器是否打开，花5分钟时间来个性化电子邮件，以显示您的雇主品牌是人。
业务影响也很明显
在社交媒体上散布负面的口碑，以及与候选人的人脉关系可能会损害您的雇主品牌，并使贵公司的顶尖人才离开公司。但这不是唯一的业务影响。
2017年的CandE结果显示，有46％的求职者具有负面的候选人体验，他们将在其他地方开展业务，而65％的求职者将增加与公司的业务关系。
这应该引起你的高级管理人员的注意，并帮助人力资源和人才招聘领导者获得更多的资源，继续提高候选人的体验。但是它也会让你置身于显微镜之下，要求你测量和报告改进的影响，并将结果与同行进行比较。
Written by Lori
以上由AI自动翻译
观点
2018年02月05日
观点
候选人对找工作的真实感受是怎么样的？How Candidates REALLY Feel About the Job Search我不认为我们中的任何一个人会对一般人不喜欢找工作感到惊讶。
Hired最近的一项调查发现，83％的人因求职而受到压力，73％的人认为得到根管，69％的人认为被困在电梯中是有压力的。
随着今天失业率的降低，组织终于开始投资候选人经验，作为吸引人才的竞争优势。但是候选人真的想要什么呢？招聘团队可以做些什么来为寻找工作做出切实的改变？
候选人谈论求职，chatbots，等等
最近，我走上街头向人们询问他们找工作的经历。我问他们最大的求职宠物是什么，招聘人员可以做些什么来改善工作申请，他们对chatbots的感受，等等。
第一：回复每个候选人
尽管候选人仍然首选人情味，但首先得到他们的应用的承认是提高候选人经验的最低水平。事实上，CareerBuilder发现求职者中有33％希望在申请之后收到一封自动发送的电子邮件，这些邮件概述了流程中接下来的步骤。
由于现在有大量的招聘软件和工具可供使用，因此在合理的时间范围内不回复候选人的做法已经不再是可以避免的了，特别是随着短信和聊天机器人在招聘环境中日益普遍。
第二：加快你的过程
实际上被问到的候选人，“ 一旦你申请到公司的工作，下列哪一个行动建立信任？“最高的答复是，” 公司迅速查看你的申请并伸出援助之手，53％的考生选择这个选项。
SHRM对人才招聘专业人员的调查发现，平均需要9天时间才能开始筛选求职者。在候选人驱动的市场中，花这么长时间才能回到候选人身上，是不会再削减的了。
随着人工智能（AI）在采购和筛选方面的最新进展，可以轻松利用技术来自动执行管理任务，加快您的招聘流程。
LinkedIn人才解决方案副总裁Dan Shapero认为，大量采用人工智能是招聘的未来。
正如他所言：“ 过去10年来，被动式人才招聘一直是关键。未来10年将涉及智能招聘。”通过自动化采购和筛选行政部门来加速招聘，让这种情报为你工作。
第三：拥抱像chatbots这样的新工具
由于像Siri和Alexa这样的聊天机器人和虚拟私人助理在我们的个人生活中变得越来越普遍，他们在招聘中的采用只能是不可避免的。
候选人对于聊天机器人等新的交流工具显然是开放的。Allegis发现，66％的候选人都乐意与聊天机器人进行互动。正如视频所述，只要聊天机器人能够提供更多关于求职的信息，他们就会欢迎与张开双臂的人交流。
在视频中提出的另一个有趣的观点是，与人类招聘者相比，一些候选人可能对聊天机器人感到更舒适，因为他们感觉交互会更客观。
最后一个想法是：尽管找工作绝不是一个流行的消遣，但最近在筛选和交流工具方面的创新意味着组织可以采取一些具体措施，使求职变得不那么讨厌和有压力的活动。
以上由AI翻译完成。 作者：JI-A MIN Ji-A Min is the Head Data Scientist at Ideal
查看原文请看：
I don’t think any of us would be surprised how much the average person hates looking for a job.
A recent survey by Hired found 83 percent of people get stressed by the job search, compared to 73 percent who consider getting a root canal, and 69 percent who believe getting trapped in an elevator is stressful.
With today’s lower unemployment rates, organizations are finally starting to invest in candidate experience as a competitive differentiator to attract talent. But what do candidates really want? And what can recruiting teams do to make a tangible difference for the job search?
Candidates talk about the job search, chatbots, and more
Recently, I took to the streets to ask people about their experiences with looking for a job. I asked what their biggest job search pet peeve was, what recruiters could do to improve the job applications, how they feel about chatbots, and more.
Takeaway No. 1: Reply to every candidate
Even though candidates still prefer a human touch first and foremost, receiving acknowledgement of their application in the first place is the lowest hanging fruit for improving candidate experience. In fact, CareerBuilder found 33 percent of job seekers want to receive an automated email after they apply which outlines what the next steps in the process are.
With the plethora of recruiting software and tools available these days, not replying back to candidates within a reasonable time frame is no longer excusable, especially as text messaging and chatbots become increasingly common within the recruiting context.
Takeaway No. 2: Speed up your process
Indeed asked candidates, “Once you’ve applied to a job at a company, which of the following actions builds trust?” The top reply was, “The company views your application promptly and reaches out” with 53 percent of candidates picking this option.
A SHRM survey of talent acquisition professionals found it took on average 9 days from posting a job to start screening candidates. In a candidate-driven market, taking this long to get back to candidates is just not going to cut it anymore.
With the recent advances in artificial intelligence (AI) for sourcing and screening, technology can easily be leveraged to automate administrative tasks to speed up your hiring process.
Dan Shapero, LinkedIn’s VP of Talent Solutions, Careers, & Learning believes mass adoption of AI is the future of recruiting.
As he states, “The last 10 years have been all about passive talent recruiting.The next 10 years will be about intelligent recruiting.” Let this intelligence work for you by automating the administrative parts of sourcing and screening candidates to speed up your hiring.
Takeaway No. 3: Embrace new tools like chatbots
As chatbots and virtual personal assistants like Siri and Alexa become more common in our personal lives, their adoption in recruiting is only inevitable.
Candidates are clearly open to new communication tools like chatbots. Allegis found 66 percent of candidates are comfortable interacting with a chatbot. As stated in the video said, as long as the chatbot is able to provide more information about the job search, they’d welcome interacting with one with open arms.
Another interesting point raised in the video is that some candidates may feel more comfortable with a chatbot compared to a human recruiter because they feel the interaction will be more objective.
One final thought: While job searching will never be a popular pastime, recent innovations in screening and communication tools means that organizations can take some concrete measures towards making the job search a less hated and stressful activity.
Workday发布2018年人力资源展望：新技能和更多人员数据 2018 Outlook for HR: New Skills and More People Data随着我们开始新的一年，帮助读者面对业务挑战，我们请Workday高管和合作伙伴提供对未来一年的深刻见解。我们发现，领导层正在重新关注人才管理和招聘，员工经验以及2018年技术和数据在推动工作场所多元化等举措方面的重要作用。
首先是人才竞赛。
寻找和留住高级人才在一个增加工作选择性和竞争的时代将继续成为许多人力资源领导者的首要考虑，许多人力资源领导者，更多的仔细看看需要支持其业务目标的具体技能。
IBM全球工作日实践组长Richard McColl表示：“新技术，尤其是工作和生活的数字化正在推动新技能人才的需求。“人力资源部门必须评估发展中的内部人才与外部雇佣人员之间的平衡，才能使他们获得最快的人才。例如，像学士学位这样的传统要求已经不再是工作的先决条件 - 技能是优先的。事实上，在过去的几年里，在美国雇用的IBM员工中大约有15％没有获得学士学位。“
Alight Solutions Workday产品战略副总裁Nelson Egurrola对此表示赞同，重申公司在内部看待员工的重要性，并确定他们需要填补的具体技能差距，以帮助改善招聘流程。
“我们必须更多地关注有针对性的招聘，以确定真正的人才需求和具体工作所需的基本技能。我们可以使用Glassdoor和LinkedIn等社交媒体网站，将公司需求与候选技能相结合，实现候选人渠道流程的自动化。“
Workday首席人事官员Ashley Goldsmith表示，到2018年，技术和数据将在工作场所多样性方面发挥重要作用。她说：“组织将采用人力资本管理技术，因为它们可以更深入地了解多元化数据，帮助揭示模式和趋势，突出成功和不足之处，并有效跟踪目标。”
“这些工具将帮助企业聚焦多元化和包容性趋势，这对于职场文化和商业成功至关重要。”
随着组织努力在2018年建立尽可能最好的团队并留住最优秀的员工，员工将成为驾驶员的座位。人员经理将需要担任辅导角色，以帮助团队成员发展自己的技能 - 不仅是为了业务的需要，而且是为了进一步实现个人的职业目标。
“如果您能为您的客户和员工创造最佳的体验，那么您的组织更有可能在新的数字时代取得成功。” -
IBM全球Workday实践领导者 - 理查德·麦科尔
Workday公司领导和组织效能副总裁Greg Pryor解释说：“员工将要求选择性，反过来，雇主将依靠技术来提高内部流动性，交叉培训和职业发展机会的透明度，以鼓励和引导员工对新的或不同的角色和职业路线感兴趣“。
行业分析师认为，今年的雇主经验应该是雇主的重中之重，即使这意味着人力资源领导者的转变。IBM的McColl说：“在数字时代，进步是由人和经验驱动的。“换句话说，如果你能为你的客户和你的员工创造最好的体验，你的组织就更有可能在新时代取得成功。经验的重要性意味着我们可能需要重新思考CHRO的作用。CHRO现在处于数字化人员体验业务，无论他们喜欢与否。“
有一件事是肯定的，那就是我们进入2018年：技术将成为更好地洞察员工的关键，这将有助于创建一个更多元化，更有参与性的员工队伍。
以上为AI自动翻译，查看原文请看下面
As we start a new year of helping our readers face their business challenges, we asked Workday executives and partners for their insights on the year ahead. We found that people leaders are renewing their focus on talent management and recruiting, the employee experience, and the important role technology and data will play in driving initiatives like workplace diversity in 2018.
First up is the talent race. Finding and retaining top talent in an era of increased job optionality and competition will continue to be top of mind for many HR leaders, with many taking a closer look at the specific skills needed to support their business goals.
“New technology and, in particular, the digitization of work and life, is driving a need for new types of talent with new skills,” says Richard McColl, IBM’s global Workday practice leader. “HR must assess what balance of developing internal talent and hiring externally will get them there the quickest. For example, traditional requirements like a bachelor’s degree are no longer the prerequisites for a job—skills are prioritized. In fact, over the past few years, about 15 percent of IBMers hired in the United States haven’t had a bachelor’s degree.”
Nelson Egurrola, vice president of Workday product strategy from Alight Solutions, agreed with this sentiment, reiterating how important it will be for companies to look internally at their workforce and identify the specific skill gaps they need to fill to help improve the recruiting process.
“We must focus more on targeted recruiting in order to identify the true talent need and which underlying skills are required for specific jobs. We can use social media sites like Glassdoor and LinkedIn to intersect company needs with candidate skills to automate the candidate funnel process,” he said.
Workday Chief People Officer Ashley Goldsmith said that in 2018, technology and data will play an important role when it comes to workplace diversity. “Organizations will embrace human capital management technologies because they provide deeper insights into diversity data, help reveal patterns and trends, highlight successes and shortfalls, and enable effective tracking of goals,” she said.
“Such tools will help organizations keep a spotlight on diversity and inclusion trends, which is critical to workplace culture and business success.”
As organizations strive to build the best teams possible and retain their best workers in 2018, employees will be in the driver’s seat. People managers will need to take on coaching roles to help team members evolve their skill sets—not only for the business’s needs but to further their personal career goals as well.
“Your organization is more likely to succeed in the new digital era if you can create the best experiences for your customers and your employees.”
—Richard McColl, IBM’s global Workday practice leader
Greg Pryor, vice president of leadership and organizational effectiveness at Workday, explains, “Employees will demand optionality and in turn, employers will rely on technologies that enable more transparency around internal mobility, cross-training, and career development opportunities to encourage and guide employees interested in new or different roles and career paths.”
Industry analysts agree that the employee experience should be a high priority for employers this year, even if that means a shift for HR leaders. “In the digital age, progress is driven by people and experience,” says IBM’s McColl. “In other words, your organization is more likely to succeed in the new era if you can create the best experiences for your customers and your employees. The importance of experience means we may need to rethink the role of the CHRO. The CHRO is now in the digital people experience business, whether they like it or not.”
One thing is for sure as we head into 2018: Technology will be the key to unlocking better insights into our employees that will help create a more diverse, engaged workforce.
观点
观点
观点
观点
观点
观点
观点
观点
观点
观点
扫一扫 加微信
hrtechchina
