波士顿：创造人才优势报告 2021( 英文 40页)

Creating People Advantage 2021

The Future of People Management Priorities

Executive Summary

This survey, the most recent in a series dating back to 2008, includes responses from more than 6,600 partici-pants in 113 countries. To supplement the quantitative findings, the authors interviewed more than 30 people management leaders at organizations around the world. 

Identifying the Most Urgent People  Management Topics

Respondents rated 32 people management topics accord-ing to their organization’s current level of capability and each topic’s future importance. Combining those two dimensions shows the people management areas requir-ing the most urgent action:

•Digitization. Most companies are struggling to digitize their HR departments. Compounding the challenge is the fact that employees are accustomed to streamlined digital experiences and intuitive interfaces in their per-sonal technology, so they want modern solutions at work as well. By taking deliberate and proactive steps to build up digital capabilities and skills, HR can fulfill its man-date of becoming a true partner to business units.

•Talent. The ever-intensifying competition for talent—especially digital talent—requires a state-of-the-art approach to finding, managing, and cultivating high- potential employees. The emergence of the gig econo-my now requires that organizations manage a hybrid workforce of contractors, gig workers, temp workers, and traditional employees. At same time, HR must strategi-cally identify skills that the organization will need in the future, along with developmental approaches to close any gaps.

•The Future of Work. As they emerge from COVID-19, companies are pushing HR to take a more active role in redefining how and where work gets done. Initiatives such as rethinking work processes, implementing a new 

organizational structure with the right workforce mix 

(including full-time employees, gig workers, and other contingent labor), and enabling transformational change are becoming larger priorities for HR. 

Recommendations for Decision Makers

The survey data and the insights generated in the expert interviews point to five key actions for people management leaders to take in 2021 and beyond: 

•Put employees at the center. Continuously listen to and collect feedback from employees to focus HR work on what they really need; upgrade employee journeys and organize HR workflows from their point of view; and individualize career paths and learning opportunities. 

•Shape the future of work. Define a smart work strate-gy, rethink employment options and workforce structure, and foster affiliation by sharpening the organization’s purpose and culture to inspire employees. 

•Accelerate in digital. Get the IT basics right, focus on digital priorities that make a difference to employees, and improve people analytics maturity.

•Set new paradigms for skills and employees. Dy-namically plan the organization’s workforce for the future, build a learning organization, and enhance HR expertise. 

•Transform the people management function. Develop and follow a clear HR and people management strategy with defined principles and priorities, rethink the target HR organization, and transform managers into real people leaders.

摘要

自 2008 年以来，波士顿咨询集团与世界人事管理协会联合会合作开展了一系列名为“创造人才优势”的全面人事管理调查。2021 年的报告包括来自 113 个国家/地区的 6,600 多名参与者的回应，以及对世界各地组织的 30 多名人员管理领导者的采访。

确定最紧迫的人员管理主题，以创造人员优势

受访者根据其组织当前的能力水平和每个主题的未来重要性对 32 个人员管理主题进行了评分。将这两个维度结合起来，就产生了需要采取最紧急行动的 12 个主题。它们分为三大类：

• 数字化。大多数公司都在努力实现人力资源部门的数字化。使挑战更加复杂的是，员工习惯于个人技术中的简化数字体验和直观界面，因此他们也希望在工作中使用现代解决方案。

• 人才。人才竞争——尤其是数字人才——需要最先进的方法来寻找、管理和培养高潜力员工。零工经济的出现要求组织管理由承包商、零工、临时工和传统员工组成的混合劳动力。与此同时，人力资源部门必须战略性地确定公司未来需要的技能，以及缩小差距的发展方法。

• 工作的未来。从 COVID-19 中脱颖而出，公司正在推动人力资源部门在重新定义工作的完成方式和地点方面发挥更积极的作用。重新设计实体工作环境、实施新的组织结构和实现转型变革等举措将成为优先事项。

人员管理领导者的五个优先事项

结果表明，人事管理领导者需要采取五项关键行动，以在 2021 年及以后的人力资源发展中领先一步。

• 以员工为中心。 在宏观层面，企业需要以更加个性化的员工职业道路的形式创造个性化体验。在微观层面，他们需要超越僵化的、一刀切的流程和交互，以实现日常的个性化解决方案。在我们的调查中，85% 的受访者表示关注员工的需求和期望是人才竞争的关键成功因素——这是整个研究中最高的共识。

• 塑造工作的未来。 在 COVID-19 之后，远程工作和灵活的时间表正在成为常态。公司需要制定明智的工作战略，重新考虑就业选择和劳动力结构，并通过强化组织的宗旨和文化来激励员工来培养从属关系。

• 加速数字化。HR 必须加强其在数字、IT 和分析方面的能力，以适应未来的组织工作场所、改善员工体验并发挥更具战略意义的作用。只有约三分之一的受访者表示 HR 拥有可提供无缝、个性化体验的数字工具；少数人表示他们的组织拥有强大的人力资源 IT 系统来捆绑和分析员工数据。为了改进，公司需要正确掌握 IT 基础知识，专注于对员工产生影响的数字优先事项，并提高人员分析的成熟度。

• 为技能和员工树立新的典范。 随着 HR 的不断发展，组织需要拥有具备合适技能的合适人员（包括 HR 内部和外部），以便他们能够适应新的现实并在 2020 年代获胜。这需要充分的劳动力规划、复杂的技能提升和再培训机会以及全面的人才管理方法。

• 转变人员管理职能。 以员工为中心并提供完善的数字化支持，人力资源必须成为不断变化的为员工服务的组织的引擎。具体而言，人力资源领导者需要制定并遵循明确的人力资源和人力资源管理战略，并制定明确的原则和优先事项，重新思考目标人力资源组织，并将管理人员转变为真正的人力资源领导者。

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