员工敬业度的未来：个性化福利和预测分析的好处作者：Prarthana Ghosh
根据一项新的哈里斯民意调查，样本规模为2,257人力资源专业人员和CareerBuilder的招聘经理，错误的候选人选择使普通雇主在2017年花费了14,900美元。此外，10％的参与者表示缺乏足够的工具造成严重影响错误的候选人选择。这些数字说明了无处不在的招聘障碍，并指向甚至更大的保留障碍。难怪今天的每个组织都在升级员工敬业度！公司最终制定（或正在制定）将员工视为数字消费者的转变，他们需要能够以与家中相同的舒适度连接和插入工作。
例如，Deloitte的ConnectMe不仅利用Salesforce的一流CRM云解决方案，还通过富有洞察力的数据挖掘和基于需求的解决方案提供真正数字化工作场所的创建和维护，并改善员工体验，从而更好地参与。
个人风格
随着工作的概念不断发展，今天更多的员工似乎想要在家工作。无论是他们的工作地点，他们使用的工具，还是他们遵循的计划，员工都会寻求一定程度的个性化，使他们更好地与工作联系起来。
随着我们最近的数字飞跃，个性化现在可以达到一个全新的水平，因此是工作场所，行业和地理区域的普遍趋势。今天的体验式员工可能希望“会面”并与世界各地的同事进行面对面的交谈，并与新的AR（增强现实）工作场所不再是虚构的工作场所。员工现在可以在AI助手的帮助下将日程安排从日常任务中解放出来。他们可以通过充分利用直观的软件并使用分析来预测未来的步骤来更好地规划他们的工作。具有讽刺意味的是，非人为干预可以增加人类个人的触觉，这是今天不可避免的必要条件。
以下是不同参与程度的图示。个性化必须扩展到所有这些级别：
个性化创新的含义
因此，今天工作中的个性化不仅仅是允许员工引入他们自己的系统或咖啡杯。它还可以承认员工需要从“无干扰”的位置远程工作。目前，个性化的参与努力正处于从事后的困境转变为常态的过程中。
随着工作文化演变为相互联系，有凝聚力的生态系统，BYOS（自带软件）等新趋势越来越受欢迎。此外，这指向了一个更有趣的转变 - 允许员工自由个性化工作流程的组织 - 选择他们认为最有利于他们的企业应用和软件。
随着软件产品本身逐渐转向智能，个性化，特定和量身定制的体验，每个人都有权在工作中获得自己的个性化品牌。这对软件公司也有影响，因为他们现在不仅要保持领先地位，而且要确保他们的产品能够与客户收听的其他应用和软件相得益彰。对于试图适应这些新趋势的组织而言，这是一个关键的学习点，以便信息和通信在不同平台之间无缝流动。
工作中个性化面临的主要问题是安全性和合规性。监督的基本格式要求在保护公司信息，遵守不公开和其他此类协议方面进行变更。每个组织都要权衡允许BYOS环境的好处是否会抵消风险。
参与重新定义
今天有相当大比例的员工会选择生活津贴而不是更大的薪酬。劳动力行为方面的这些重大变化有助于引领我们今天在行业中看到的思想复兴。现代员工希望他/她各自的组织为他们的生活增加更多的财务价值。承认，个人和职业发展，幸福和健康，工作与生活的平衡是工作的其他方面，在参与和保留方面越来越重要。
根据Forrester Research的研究，员工体验为2017年的工作未来提供动力，除了因工作努力而得到认可外，员工还寻求技术驱动的体验式，身临其境的流程以及个性化福利等切实变革。美国海斯在2017年进行的调查显示，71％的参与者表示，他们希望接受较低的工资，以便在过去的经验，现有需求和未来计划方面实现更大的角色协调。此外，可定制的福利似乎对员工忠诚度产生直接和积极的影响，如MetLife，2017年第15期美国员工福利趋势研究报告所示。
预测分析：行为的水晶球？
LifeWorks的分析，关注：如何开发和支持今天的员工，2017年，列举了组织如果未能调整他们的战略以提供个性化和真正吸引人的员工体验，他们将面临失去优质员工风险的风险。这就是使用预测分析的礼物发挥作用的地方。员工是人，分析人类行为往往造成困难，因为它的活力和需要考虑到个体差异。这些数据点不仅有助于跟踪工资单，福利登记或增长预测，还可以预测员工的成长和寿命。
“如果你有分析能够帮助你根据他们过去的表现，他们的技能水平，他们的个性和他们的文化契合来预测候选人的成功，那么它可以更好地描绘出他们如何适应你的公司，”Michael Fauscette说。 ，G2 Crowd的首席研究官。“如果分析能够预测候选人的成功，那么这对招聘流程来说可能是一个巨大的好处，如果合适，那么留住员工是一个巨大的好处。”
与工作中的任何技术组合一样，行为分析也伴随着一系列法律和道德问题，因为监控员工行为有其复杂性并需要得到承认。因此，它需要一定程度的员工教育，让所有员工了解他们的数据如何被使用以及用于何种目的。这也有助于更好地分析法律影响。此外，在组织实现转变之前，各级领导层和人力资源部门必须允许个性化和预测分析的渗透。
虽然员工参与空间会改变，变异和发展，但目睹未来的变化将会很有趣。公司是否会继续使用反应方法来回顾它，或者我们是否准备好进行直观，预测和主动的行动？
以上为AI翻译，仅供参考学习~
原文如下：
The Future of Employee Engagement: Perks of Personalization and Predictive analytics
According to a new Harris Poll with a sample size of 2,257 HR professionals and recruitment managers for CareerBuilder, the wrong choice of candidate cost the average employer a steep $14,900 in 2017. Moreover, 10% of the participants stated the lack of adequate tools contributed severely to wrong candidate choices. These numbers speak of a ubiquitous recruitment hurdle and point towards and even greater retention obstacle. No wonder every organization today is upgrading their employee engagement methods! Companies have finally made (or are in the process of making) the shift to regarding their employees as digital consumers who need to be able to connect and plug into work with the same comfort level they have at home.
ConnectMe at Deloitte for example, not only utilizes the best in class CRM cloud solution by Salesforce but also provides for the creation and maintenance of a truly digital workplace through insightful data mining and need-based solutions and improve employee experience and thus look at better engagement.
A personal touch
With the concept of work having evolved, more employees today seem to want to feel at home at work. Whether it is the location they work out of, the tools they use or even the schedule they follow, employees look for a certain level of personalization that makes them relate better to work.
With our recent digital leaps, personalization is now possible at a whole new level and is thus a pervasive trend across workplace, industries and geographies. The experiential employee of today might want to “meet” and have a face-to-face conversation with colleagues across the world and with the new AR (Augmented Reality) enabled workplaces that is no longer fiction. Employees can now free their schedules off routine tasks with the help of AI assistants. They could plan their work better by making the most of software that is intuitive and use analytics to predict the steps ahead. It’s ironic that non-human interventions could increase the essentially human personal touch that is an unavoidable requisite today.
The following is a pictorial depiction of the different levels of engagement. Personalization must be extended across all these levels:
Implications of personalized innovation
Personalization at work today is thus more than just allowing employees to bring in their own systems or coffee mugs. It could also be acknowledging the need of an employee to work remotely from a “distraction-free” location. At the moment, personalized engagement endeavours are in the middle of moving from being an afterthought to being the norm.
With work cultures evolving into connected, cohesive ecosystems, new trends like BYOS (Bring Your Own Software) is gaining popularity. Moreover, this points towards a more intriguing shift – organizations allowing employees the freedom to personalize work processes – to choose enterprise apps and software that they feel benefit them the most.
With software offerings themselves moving toward intelligent, personalized, specific and tailored experiences themselves, everyone is entitled to their own slice of personalized brand of reality at work. This has implications for software companies too since they now not only have to stay ahead of the curve but at the same time, ensure that their offerings play nice with the other apps and software that their customers tune into. This is a key learning point for organizations who are trying to adapt to these new trends so that information and communication flows seamlessly across platforms.
Primary issues that confront personalization at work are that of security and compliance. The basic format of monitoring then calls for a change with regard to protection of company information, compliance with non-disclosure and other such agreements. It is for each organization to weigh out whether the benefits of allowing a BYOS environment negate the risks.
Engagement redefined
There is a sizable percentage of employees today who would choose lifestyle perks over a bigger pay package. Such crucial changes in terms of workforce behavior have been instrumental in leading the thought renaissance that we see around the industry today. The modern employee wants his/her respective organizations to add more than financial value to their lives. Recognition, personal and career development, happiness and wellness, work-life balance are among the other aspects of work that are of mounting importance when it comes to engagement and retention.
According to Forrester Research, Employee Experience Powers the Future of Work, 2017, besides being recognized for their effort at work, employees seek technology-driven experiential, immersive processes and tangible changes like personalizing benefits. The Hays US What People Want Survey conducted in 2017 revealed that 71% of the participants indicated that they would be keen to accept lower pay for a job that allowed greater role-alignment in terms of what their past experience, present needs and future plans. Furthermore, customizable benefits seem to have a direct and positive influence on employee loyalty as seen in the MetLife, 15th Annual U.S. Employee Benefit Trends Study, 2017.
Predictive analytics: the crystal ball of behaviour?
An analysis by LifeWorks, Taking Care: How to Develop and Support Today’s Employees, 2017, enumerates how organizations run the risk of losing quality workers if they fail to tweak their strategies in order to provide employee experiences that are personalized and truly engaging. That is where using the gifts of predictive analytics come into play. Employees are human and analyzing human behavior often poses difficulties due to its dynamism and the need to take into consideration individual differences. These data points not only help in tracking payroll, benefits enrollment or growth projection but also allow for the prediction of growth and longevity of an employee.
“If you had analytics that could help you predict the success of a candidate based on their past performances, their skill levels, their personality and their cultural fit it could paint a better picture of how they will fit into your company,” says Michael Fauscette, chief research officer for G2 Crowd. “If the analytics can predict the success of a candidate, then it could be a huge benefit to the hiring process, and if that fits, then it is a huge benefit to retaining an employee.”
As with any technological incorporation at work, behavioural analytics too comes with its set of legal and ethical concerns since monitoring employee behaviour has its complexities and that needs to be acknowledged. It thus needs a certain level of employee education where all employees are made aware of how their data is being used and for what purposes. This would also help in analyzing legal repercussions better. Moreover, before the organization is enabled in making the shift, all levels of leadership and of the HR function must allow a permeation of personalization and predictive analytics.
While the employee engagement space modifies, mutates and evolves, it would be interesting to witness the changes yet to come. Would companies continue to work towards it in retrospect with reactive methods or are we ready for intuitive, predictive and proactive moves?
Josh Bersin：人力资源在未来工作中的重要作用，比你想的更重要！“我们现在在人力资源部门所做的比我在分析师20年中所看到的更重要。人力资源在新的工作世界中扮演着重要的角色，“Bersin说。
一个新的技术世界
Bersin在这些新的工作环境中讨论了技术的巨大影响，并解释说他在职业生涯的大部分时间都在技术行业工作。他给了观众一个简短的介绍时间表，说明大多数技术在职业生涯初期失败的原因，然后与Elon Musk最近将特斯拉汽车投入太空的例子并成功地做到了这一点。
然后他引用去年最受欢迎的圣诞礼物是Alexa机器人 - 突显了我们生活中不断变化的技术进步。
在与人力资源部门进行技术整合时，人们普遍感受到空气中的恐惧，但贝尔辛还有其他想法。他说：“我们听说过人工智能将如何接管我们的工作，并消除我们所做的大量工作。我们拥有的计算机和技术越多，创造的就业机会就越多。在美国，我们几乎低于4％的失业率; 很多工作已经创建 - 他们只是不同类型的工作。“
Bersin解释说，最近进行的研究研究了自2008年经济衰退以来创造的所有工作，发现其中98％是全新的工作。这些主要是替代性工作协议，可以在角色中提供更多的灵活性。
“员工不知所措。我认为生产力放缓的原因之一是因为我们被电子邮件，文本，社交媒体分心 - 这是一种认知过载。“
保留和生产力
关于创造就业的话题，Bersin表示，失业率目前处于历史最低水平，就业机会无处不在，首席执行官们也知道这一点。他说：“现在，企业的头号问题正在吸引和留住人才。”
他继续说道：“如果我们发现很难吸引和留住人才 - 为什么人力资源专业人员会让我们的生产力受到影响？”Bersin呼吁与会者更有效地使用技术，以便衡量参与度，这是任何人力资源部门最感兴趣的领域。有趣的是，Bersin分享了Glassdoor的一个事实，显示2008年（在经济衰退期间）平均参与分数是3.11，现在10年后，他们已经上升到3.2 - 这并没有太大差别，清楚地表明需要改变。
“员工不知所措。我认为生产力放缓的原因之一是因为我们被电子邮件，文本和社交媒体分心 - 这是一种认知负荷，“Bersin解释说。
然后，他开始讨论千禧一代面临的问题，以及最近的一项研究表明，三分之二的千禧一代认为自己的经济福利不会比他们的父母幸运。Bersin呼吁组织在更广泛的社会中发挥更加全面的公民角色。
Bersin表示需要开发三个人力资源领域：
技术和人工智能
人才的吸引力和保留
生产力和福利
工作的新未来
为了进入这个新的和非常多变的工作世界，Bersin建议领导们深入研究他们可以改善员工整体工作体验的五种方式：
一个新的组织结构
对于公司来说，一个巨大的问题是无法数字化运作，因为组织的结构扼杀了它。公司通常围绕不再适用的工业模式进行组织。数字公司需要拥抱并融入灵活的团队网络，这些团队是独立的，但是相互关联的团队，每个团队最多有五个团队。当人们在物理上位于同一地点时，人们倾向于团队，并且手续被拿走。身体接近创造了亲密关系和亲密关系，这将有助于提高参与度和生产力，并创造共享文化，共享领导力和潜在的新人才实践。
重塑管理
成为教练而不是老板，我们需要管理者赋予人们权力，建立团队，指导人员并收集反馈意见。因此，我们现在需要一个不同类型的领导者。如果我们认为历史上的反馈意见将在调查和评估中每年进行一次，那么我们现在（在德勤）就有一个持续的反馈过程。持续的绩效管理当然已经到来，这有助于指导，发展和识别糟糕的业绩。只有4％的高层管理人员意识到组织内部存在问题，但通过这种新技术浪潮，这些工具可以使员工提供实时反馈。
员工体验
当试图定义影响工作人员的问题时，员工的体验数据至关重要。文化是其中的重要组成部分 - 定义使命和价值观的企业随着时间的推移胜过同行8倍; 当人们融入组织的文化时，他们会对公司的评价更高。为人们提供更健康的工作体验并考虑他们的整体福利也很重要，这需要进入人力资源领域的绩效领域。例如，希望重新设计工作场所可以通过帮助包容性，公平性和业务的整体透明度产生积极影响。
职业革新
在不断变化的职业世界中，我们需要建立更好的职业模式，并考虑老龄化的劳动力队伍。我们如何找到更多高级人员的角色？技术和软技能之间的工作正在形成鲜明的对比。只需要1年的教育，人们就可以接受未来工作的再培训。这个选项可以让人们适应并获得更多技能，领导者应该抓住这个机会。
拥抱新技术
在二十一世纪初，我们经历了一次综合人才管理浪潮，之后我们出现了基于云计算且易于使用的产品（例如参与系统），但工作经验没有得到改善。我们可以聪明地工作，并使用新技术将团队带到一起; 例如，我们可以使用工具自动调查您定期发送电子邮件的人员的技能反馈，然后指导您使用这些技能 - 这些技能将由AI驱动。我们需要一个新的系统来帮助我们管理团队。作为一个人力资源团队，你应该与IT人员讨论这种基于团队的新工具，因为他们将成为未来的人力资源平台。“更多的CEO认为未来的工作是以人为中心的，吨。差不多三分之二的首席执行官认为成为数字业务的关键是拥有新技术，但事实并非如此 - 人是关键。作为首席生产力官，人力资源部门应该扮演一个新的角色，“Bersin总结道。
以上由AI翻译，HRTechChina倾情奉献。转载请注明。
英文原文：
Josh Bersin: HR's Essential Role In The New World Of Work
“What we’re doing in HR now is more important than what I’ve seen in my 20 years as an analyst. HR has an essential role in the new world of work,” Bersin said.
A new world of technology
Bersin discussed the enormous impact of technology within these new working climates, explaining that he’d been in the technology industry for most of his career. He gave the audience a brief
timeline, indicating how most technology failed to work at the beginning of his career, then juxtaposed that with the example of Elon Musk recently shooting a Tesla car into space – and doing so successfully. He then cited that the most popular Christmas present last year was the Alexa robot – highlighting the ever-changing technological advancements we are living among.
There is a feeling of widespread apprehension in the air when technology integration is addressed with HR, but Bersin has other ideas. He said: “We’ve heard about how artificial intelligence is going to take over our jobs and eliminate a lot of the work we do. The more computers and technology we have, the more jobs are created. In the US we’re almost below a 4% unemployment rate; lots of jobs have been created – they’re just different types of jobs.”
Bersin explained that there’s been recent research done that studied all jobs created since the 2008 recession, and found that 98% of them are entirely new jobs. These mainly being alternative work agreements, allowing for more flexibility within roles.
“Employees are overwhelmed. I think one of the reasons productivity is slowing down is because we are distracted by emails, texts, social media – it’s a cognitive overload.”
Retention and productivity
On the topic of job creation, Bersin stated that the unemployment rate now is at an all-time low, jobs are everywhere, and CEOs know this. He said: “Right now the number one issue in business is attracting and retaining talent.”
He continued: “If we are finding it difficult to attract and retain talent – why, as HR professionals, are we allowing productivity to suffer?” Bersin urged attendees to use technology much more effectively, allowing it to measure engagement, which is one of the biggest areas of interest to any HR function. Interestingly Bersin shared a Glassdoor fact, showing that in 2008 (during the recession) average engagement scores were 3.11 and now 10 years later, they’ve risen to 3.2 – which isn’t much of a difference, clearly showing the need for change.
“Employees are overwhelmed. I think one of the reasons productivity is slowing down is because we are distracted by emails, texts, social media – it’s a cognitive overload,” Bersin explained. He then went onto discuss the issues millennials face, and how a recent study showed that two-thirds of millennials believe their own economic wellbeing will be less fortunate than their parents. Bersin urged organisations to take a more rounded and citizenship role within wider society.
Bersin indicated that three areas of HR need to be developed:
Technology and AI
Talent attraction and retention
Productivity and wellbeing
A new future of work
To enter into this new and very changeable world of work, Bersin advised leaders to take a deeper look at five ways in which they can improve the overall working experience for employees:
A new organisational structure
A huge issue for companies is the inability to operate digitally because the organisation’s structure stifles it. Companies are often organised around an industrial model that no longer works. Digital companies need to embrace and incorporate agile networks of teams, which are independent, yet interlinked groups with an optimum number of five within each group. People gravitate towards teams when they’re physically co-located, and formalities are taken away. Physical proximity creates intimacy and relationships, which will help improve engagement and productivity and create a shared culture along with shared leadership and potentially new talent practices.
Reinventing management
Be a coach not a boss, we need managers that empower people, build teams, coach people, and collect feedback. Therefore, we now need a different type of leader. If we consider that historically feedback would be carried out once per year in surveys and appraisals, we now (at Deloitte) have a continuous feedback process. Continuous performance management has certainly arrived, which helps coach, develop and identify poor performance. Only 4% of top management is aware of issues within organisations, but with this new wave of technology these tools can enable employees to provide real-time feedback.
Employee experience
When trying to define the issues that affect people at work employee experience data is crucial. Culture is a significant part of this – companies that define a mission and values outperform peers eight-fold over time; when people fit into the organisation’s culture they will rate your company higher. It’s also important to give people a healthier working experience and consider their overall wellbeing, which needs to move into the area of performance within HR. For example, looking to redesign the workplace could have a positive impact by helping with inclusion, fairness and the overall transparency of the business.
Career overhaul
In a world of ever-changing jobs, we need to build better career models and consider the aging workforce. How can we find roles for more senior people? Jobs are becoming stark contrasts between tech and soft skills. People can be retrained for the jobs of future with only 1 years’ worth of education. This option allows people to adapt and gain more skills, and leaders should be seizing this opportunity.
Embrace new technology
In the early 2000s, we went through an integrated talent management wave, after which we had the emergence of products that were cloud-based and easy-to-use (e.g. systems of engagement), but the work experience hasn’t improved. We can be smart with our working and use new technology to bring teams together; for instance, we can use tools to automatically survey people you email on regular basis to feedback on skills and then coach you on those skills – which will be driven by AI. We need a new breed of system to help us manage teams. As an HR team, you should talk to IT about this new breed of team-based tools, as they will become the HR platforms of the future.“More CEOs understand the job of the future is people-centric, but a lot don’t. Almost two-thirds of CEOs think that the key to becoming a digital business is to have new technology, but this isn’t so – people are the key. HR should have a new role, as Chief Productivity Officer,” Bersin concluded.
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