2019全球人力資本論壇

2019 ATD-ICE Review — Taipei Session Takeaways

五月底在華盛頓結束的人才發展年會— ATD 台灣代表團今日回到台北舉辦分享會。如果要和最大的人資盛會 SHRM 相比,我會說前者不虧秉持培訓熱血,絕大部分的資料都可下載(wrap-up video / material & recording)。據悉今年與會者大多衝著歐普拉天后而來,記得某年還有希拉蕊,在講者邀請上是卯足全力。遙想 2011 年前往 Las Vegas 的感動(詳專訪第 14 頁),看到今日人潮擠爆會場三層樓,默默覺得台灣人才動能仍是正向的(拭淚)~

首先開場的是京東方科技陳雷川副總裁,嗯,愈是聽聞人才架構與系統如何綿密串聯,愈覺和 2018 上海人才高峰會眾家炫技推動人才戰略的手法一致,「高大上」下重本啊!以下圖「人才發展體系框架」為例,強調人才識別的重要,透過數據集成、系統化盤點,形成具體的「人員畫像」,爾後透過規劃與培養,逐步備齊梯隊,達到動態管理「高潛人才池」的結果。可從數據運用看到該集團人才發展的決心,尤其是「監控維度及指標」,這實在是超級大手企業才會作的 — 反思,自詡策略夥伴的 HR,應嚴謹選擇正確的指標去落實,配合組織發展及工具運用,才能提升有效商業產出的結果

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在專題討論場次,眾家前輩輪番上陣。首先是號稱近年 IBM 最年輕的李副總,雖然只有一張簡報,但信手拈來的實例十分有趣:以中國各地社保系統串聯為例,他鼓勵團隊擁抱科技解決問題(HR 去學程式解方案!);因應公司轉型為 skill-centric,回頭檢視「recruiter 有沒有聽懂 criteria?」、「人選與內部人員能力分位比較來核薪」、思考「快速學習能不能在每個團隊發生?」,加強這一切的,便是組織文化與人員行為改變間的貫連

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幽默的全家宋部長強調「科際」與「科技」的並重,他表示「很多單位是要數學系的人,你要去想人資決策是否能回到資料驅動」。日商文化重視「輪調」,如何幫助既有人才透過學習轉型,設立雙生涯而非單軌,以文化及規範支持「生涯再造」:所有招聘都會先檢視內部人才,投履歷不用報備直送 HR,主管唯一權利是去決定「何時放人而不能不放」…這再再顯示「跨領域」發展的重要,因而也支持公司持續往「科技零售業」立足。

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本次也請到亞洲最大軟體公司趨勢科技的吳副總,她大方分享讓公司屢屢獲獎的秘訣無他,就在於 X =I (infrastructure) + U (user behavior) — T (threat) 這個成功方程式。也因為文化提倡創新與改變,「去忍受模糊,有時覺得公司亂亂的」,正面 recognize 失敗,讓文化體現在每天的決策裡。以 HR 策略為例,持續促進 virtual organization,「不要老是只 re-org」,用彈性來解決 silo,才能打造出符合期待的組織。最後不得不說這個分佈在 50 個據點有著 6,500+員工的公司,為了強化全員學習之必要,在 30 周年舉辦AI 競賽盛會(三天花了 1.5 億!),嗯…果然是人才成本佔 70% 的公司啊。

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下午開場是由預錄的大會花絮所展開,於此簡錄發人省思的重點,讓我們一起思考現況與趨勢:

  • 88% of senior executives say designing organizations of the future is their top priority. (Deloitte 2017)
  • Brain science of learning: 3 phrases (learn > remember > do!)
  • When passion is not enough…civility and empathy are important traits for inclusivity.
  • “Development is different than training; it is helping people see.” (Seth Godin, Keynote)
  • “Technology tells us who we want to be — Art tells us who we are.” (Eric Whitacre, watch this: “Virtual Choir 4: Fly to Paradise”)
  • Social motivating drivers of behavior: Security, Autonomy, Fairness, Esteem, Trust, Your preferences.
  • Bring an entrepreneurial mindset to talent development, whether you are internal or external to the organization” (Dr. Jim Smith, Jr.)
  • Facilitate with impact: “set the context, not only content and link to the real world” (Sardek Love)
  • Help leaders help themselves (Dr. Ben Betts): important and growing skills from McKinsey March 2018 Survey.
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而在「HRD 的變革與轉型」講座裡,徐博士分享了 HR 的價值與角色;同時提出導入 AI 至人才發展裡最大的挑戰(真的全場是心有戚戚焉的表情):

  • 缺乏對投資 AI 的具全面性思考的高階主管和其承諾
  • 缺乏開發可行方案的工具和基礎設施
  • 缺乏技能、資源和持續學習的計畫
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最後是認真的康士藤盧資深顧問分享,圍繞著新世代人才管理、領導力發展,雖非新穎觀點,但再再驗證都是 HR 需紀律地下苦功之處,戮力為之!

  • Millennials have a thirst for learning: training & development is the most concerned job benefits.
  • Millennials are more critical of leadership development: only 40% describe their programs as “excellent” (while 67% for boomers).
  • 71% of millennials are likely to leave an organization in two years if their leadership skills are not being developed.
  • 73% of those who plan to stay with their employers more than five years say their organizations are strong providers of education and training.
  • Next generation skills: #1 thinking, #2 self understanding, #3 ethics
  • Do priorities change frequently, creating confusion around the Key Results you need to achieve? Yes (84%) / No (16%)
  • What do we know great leaders do to drive employee engagement? Purpose! (also support, excellence & future)
  • Explain real world then stay connected.
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Written by

CHRO | PHRi | MBA | PMP | Business Coach for Startups

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