波士顿：为充满挑战的时期设定正确的人才优先级( 英文 28页)

Set the Right People Priorities for Challenging Times

Executive Summary

The past few years have been uniquely challenging in the business environment, owing to lingering economic uncertainty, supply-chain shifts, geopolitical tension, and the aftermath of the pandemic.

But going forward, disruptions are likely to increase in frequency and severity. That creates stiff challenges for people management functions, who will need to respond to external factors along with their organization’s evolving internal needs. The latest Creating People Advantage survey—an ongoing joint study conducted by BCG and the World Federation of People Management Associations—reveals areas where companies responded well and areas where they must redouble their efforts. 

This year’s survey included responses from 6,893 partici-pants in 102 markets, across all industries. Respondents considered 32 people management topics, ranking them by future importance to their organization and by current capabilities of their organization. 

Analytical Highlights

This year’s analysis includes the following key highlights: 

• Talent Gaps. Many companies do not have all the talent they need. Talent gaps and shortages represent the top business challenge that companies face, cited by 72% of respondents. 

• Divided Attention. Companies are better at respond-ing to pressing external factors (such as shifts in supply necessitated by the war in Ukraine) but less able to look ahead and focus on the people management priorities critical for success in the future. Respondents are stron-ger in topics that were critical during the pandemic—such as employee health and safety, more flexible work models, and policy management—although these are no longer their biggest priorities. 

• Lagging Digitization. Digitization remains a crucial area for people managers, but digital capabilities (includ-ing HR IT architecture, operation, and cloud software) continue to lag in many organizations, making this topic an increasingly urgent priority. 

• Core Priorities. Although each company must build the capabilities most relevant to its unique context, virtually all companies need to emphasize strategic workforce planning, talent acquisition, upskilling and reskilling, digitization, and accompanying change management and leadership behaviors. 

• AI on the Rise. AI is gaining traction among people managers, but the vast majority of organizations are still at the earliest stages of adoption. First movers that have started to implement AI-based solutions are seeing tre-mendous benefits across a range of use cases in people management.

Recommendations for People Management Leaders

Our findings point to five recommendations for people management leaders to adopt in dealing with challenging times in 2023 and beyond.

Leverage data to accurately plan for talent supply and demand. Strategic workforce planning is a perennial challenge for most organizations. Although the core princi-ples are not new, the urgency to act has increased, and the availability of data-driven insights has changed the com-petitive landscape.

Get better at talent acquisition. In a market where specialized talent is in short supply, digital technology can help companies differentiate themselves on the basis of the experience they offer applicants, leading to better success rates in recruiting and hiring new employees.

Invest in upskilling and reskilling the current work-force. Developing new skills in your existing workforce is far more cost-effective than hiring new people. Moreover, ever-changing technology confront companies with the need to continually refresh their workforce’s skills and capabilities.

Unlock value through AI. Generative AI has the potential to revolutionize self-service processes, boost productivity, personalize customer experiences, and build data-driven talent ecosystems. First movers are already capturing value with use cases along the entire HR value chain. 

Focus on change management and organizational development. In the realm of leadership behaviors, change management, and organizational development, it is imperative not to underestimate the transformative potential—and pitfalls—of change. With this in mind, organizations are focusing more on the behaviors of entire leadership teams than of individuals.

执行摘要

过去几年对商业环境来说是独一无二的挑战，原因在于持续的经济不确定性、供应链的变化、地缘政治紧张局势以及大流行的后果。

向前看，中断的频率和严重性可能会增加。这对人力管理职能提出了严峻的挑战，他们需要对外部因素以及组织不断变化的内部需求做出回应。由波士顿咨询集团 (BCG) 和世界人力资源管理协会联合会开展的最新“创造人力优势”调查揭示了公司表现良好的领域和必须加倍努力的领域。

今年的调查收集了来自 102 个市场、涵盖所有行业的 6,893 名参与者的回复。

受访者考虑了 32 个人力管理主题，并根据这些主题对组织的未来重要性和组织的当前能力进行排名。

分析要点

今年的分析包括以下关键要点：

• 人才缺口。许多公司没有所需的所有人才。72% 的受访者表示，人才缺口和短缺是公司面临的首要业务挑战。

• 注意力分散。公司更擅长应对紧迫的外部因素（例如乌克兰战争导致的供应变化），但不太能够展望未来并专注于未来取得成功至关重要的人力管理优先事项。受访者在疫情期间至关重要的主题（例如员工健康和安全、更灵活的工作模式和政策管理）方面表现更强劲，尽管这些不再是其最大的优先事项。

• 数字化滞后。数字化仍然是人力经理面临的一个关键领域，但在许多组织中，数字能力（包括人力资源 IT 架构、运营和云软件）仍然滞后，这使得该主题成为日益迫切的优先事项。

• 核心优先事项。虽然每家公司都必须建立与其独特背景最相关的技能，但几乎所有公司都需要强调战略劳动力规划、人才获取、提升技能和再培训、数字化以及伴随的变革管理和领导行为。

• 人工智能的兴起。人工智能在人力经理中越来越受欢迎，但绝大多数组织仍处于采用的最初阶段。已经开始实施基于人工智能的解决方案的先行者正在人力管理的各种用例中看到巨大的好处。

对人力管理领导者的建议

我们的调查结果指出了人力管理领导者在应对 2023 年及以后的挑战时应采取的五项建议。

利用数据准确规划人才供需。战略劳动力规划是大多数组织面临的永恒挑战。尽管核心原则并不新鲜，但采取行动的紧迫性已经增加，数据驱动洞察力的可用性已经改变了竞争格局。

提高人才获取能力。在专业人才供不应求的市场中，数字技术可以帮助公司根据为申请者提供的体验来实现差异化，从而在招聘和录用新员工方面取得更高的成功率。

投资于提升现有劳动力的技能和再培训。在现有员工中培养新技能比招聘新员工要划算得多。此外，不断变化的技术让公司面临着不断更新员工技能和能力的需求。

利用人工智能释放价值。生成式人工智能有可能彻底改变自助服务流程、提高生产力、个性化客户体验并构建数据驱动的人才生态系统。先行者已经通过整个 HR 价值链的用例攫取了价值。

关注变革管理和组织发展。在领导行为、变革管理和组织发展的领域，千万不要低估变革的变革潜力和陷阱。牢记这一点，组织更多地关注整个领导团队的行为，而不是个人的行为。

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