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2024 Global Human Capital Trends
2024 年全球人力资本趋势

Thriving beyond boundaries: Human performance in a boundaryless world
超越界限，蓬勃发展：无边界世界中的人类表现
Deloitte. 德勤
Insights 洞察力
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through human performance. Visit the Human Capital area of Deloitte.com to learn more.
德勤的人力资本专业人士利用研究、分析和行业洞察力，帮助设计和执行人力资源、人才、领导力、组织和变革计划，通过人力绩效实现业务绩效。请访问Deloitte.com的 "人力资本 "版块了解更多信息。
02 … 02 … 02 dots02 \ldots. Thriving beyond boundaries: Human performance in a boundaryless world
02 … 02 … 02 dots02 \ldots 。超越界限，蓬勃发展：无边界世界中的人类表现
10 … 10 … 10 dots10 \ldots When people thrive, business thrives: The case for human sustainability
10 … 10 … 10 dots10 \ldots 人兴则商兴：人类可持续发展的理由
26 . . As human performance takes center stage, are traditional productivity metrics enough?
26 ..随着人类绩效成为中心舞台，传统的生产力指标是否足够？
38 . . The transparency paradox: Could less be more when it comes to trust?
38 . .透明度悖论：在信任问题上，"少 "能 "多 "吗？
52 … 52 … 52 dots52 \ldots What do organizations need most in a disrupted, boundaryless age? More imagination.
52 … 52 … 52 dots52 \ldots 在一个混乱、无边界的时代，组织最需要什么？更多想象力。
66 . . How play and experimentation in digital playgrounds can drive human performance
66 . .数字游乐场中的游戏和实验如何推动人类的表现
78 . . . One size does not fit all: How microcultures help workers and organizations thrive
78 . . .一刀切：微文化如何帮助工人和组织茁壮成长
90 . . From function to discipline: The rise of boundaryless HR
从职能到纪律：无边界人力资源的兴起
104 . . . Evolving leadership to drive human performance
104 .. .不断发展的领导力推动人类绩效

Thriving beyond boundaries: Human performance ina boundaryless world
超越界限，蓬勃发展：人类在无边界世界中的表现

It's time to trade in the rules, operating constructs, and proxies of the past. Prioritizing human performance can help organizations make the leap into a boundaryless future.
是时候抛弃过去的规则、运营结构和代理了。将人的绩效放在首位，可以帮助组织实现飞跃，迈向无边界的未来。

Shannon Poynton, Jason Flynn, Kraig Eaton, Sue Cantrell, David Mallon, and Nicole Scoble-Williams
香农-波因顿、杰森-弗林、克雷格-伊顿、苏-坎特雷尔、戴维-马隆和妮可-斯考伯-威廉姆斯

We’re operating in a world where work is no longer defined by jobs, the workplace is no longer a specific place, many workers are no longer traditional employees, and human resources is no longer a siloed function. These boundaries, once assumed to be the natural order of things, are falling away and traditional models of work are becoming boundaryless.
在我们所处的世界里，工作不再由工作岗位来定义，工作场所不再是一个特定的地方，许多工人不再是传统意义上的雇员，人力资源也不再是一个孤立的职能部门。这些曾经被认为是自然规律的界限正在消失，传统的工作模式正在变得没有界限。
Just a year ago, we introduced many of these shifting work realities in our 2023 Global Human Capital Trends report. Since that time, things have only accelerated.
就在一年前，我们在《2023 年全球人力资本趋势》报告中介绍了许多这些不断变化的工作现实。从那时起，情况就开始加速变化。
Many of the technological changes happening nowthe emergence of generative artificial intelligence, the rise of virtual worlds and even virtual replicas of our own selves, and the development of neurotechnology that can now quantify the brain-may seem like they’ve been plucked straight out of the pages of a science fiction book, but these concepts are already becoming an everyday reality. It’s a time of uncertainty, shaped by unpredictable global events, lightning-fast advances in technology and AI, evolving workplace cultures and markets, growing worker mental health and well-being concerns, and transformative shifts in how people think about work and the workplace.
目前正在发生的许多技术变革--生成式人工智能的出现、虚拟世界甚至虚拟自我副本的兴起，以及现在可以量化大脑的神经技术的发展--看起来就像是直接从科幻小说中摘录出来的，但这些概念已经成为日常现实。这是一个充满不确定性的时代，它由不可预测的全球事件、技术和人工智能的飞速发展、不断演变的职场文化和市场、日益增长的工人心理健康和福祉问题，以及人们对工作和职场思考方式的变革性转变所决定。
Reimagining boundaryless work amidst these disruptions is no longer hypothetical-or optional. The old proxies previously relied upon to measure performance may no longer apply, and there’s no easy playbook to follow that will enable organizations to thrive in this new environment. So, what’s next for organizations and workers? What steps can we take to create a future full of possibility and hope in the uncertainty of a boundaryless world?
在这些颠覆中重新想象无边界工作不再是假设，也不再是可有可无的。以前用来衡量绩效的旧方法可能不再适用，也没有简单的方法可以让组织在这个新环境中茁壮成长。那么，组织和员工下一步该怎么办？我们可以采取哪些措施，在无边界世界的不确定性中创造一个充满可能性和希望的未来？
Our 2024 Global Human Capital Trends research reveals that a focus on the human factor is emerging as the bridge between knowing what shifts are shaping the future of work and doing things to make real progress toward putting them into action to create positive outcomes. It’s clear from the responses to this year’s global surveys-over 14,000 respondents from 95 countries-that the more boundaryless work becomes, the more important uniquely human capabilities-like empathy and curiosity-become.
我们的《2024 年全球人力资本趋势》研究显示，对人的因素的关注正在成为了解哪些变化正在塑造未来的工作，以及如何将这些变化付诸行动以创造积极成果这两者之间的桥梁。在今年的全球调查中，来自 95 个国家的 14,000 多名受访者明确表示，工作越是无边界，人的独特能力（如同理心和好奇心）就越重要。
Our research points to the idea that prioritizing human sustainability-the degree to which the organization creates value for people as human beings, leaving them with greater health and well-being, stronger skills and greater employability, good jobs, 1 1 ^(1){ }^{1} opportunities for advancement, more equity, and heightened feelings
我们的研究表明，优先考虑人类的可持续发展--组织为人类创造价值的程度，使他们拥有更高的健康和福祉、更强的技能和更高的就业能力、良好的工作、 1 1 ^(1){ }^{1} 晋升机会、更多的公平和更高的情感--是一个非常重要的因素。
The good news 好消息
is that most leaders already understand that focusing on human performance is key to building an organization that can thrive today and tomorrow. But to close the gap between knowing and doing, they will need to let go of the mindsets, operating constructs, and proxies of the past.
因为大多数领导者已经明白，关注人的绩效是建立一个能够在今天和明天蓬勃发展的组织的关键。但是，为了缩小知与行之间的差距，他们需要摒弃过去的思维定式、运营结构和代理模式。
of belonging and purpose-can drive not only better human outcomes, but better business outcomes, too, in a mutually reinforcing cycle. This combination of human and business outcomes is what we call “human performance.” Because it is humans, more than physical assets, that truly drive business performance today. This is needed more than ever by organizations to both shape and adapt to the ever-evolving future of work.
在一个相辅相成的循环中，归属感和目标感不仅能推动人类取得更好的成果，也能推动企业取得更好的成果。这种人与业务成果的结合就是我们所说的 "人的绩效"。因为今天真正推动业务绩效的是人，而不是有形资产。组织机构比以往任何时候都更需要这样做，以塑造和适应不断发展的未来工作。

THE NEW MATH OF HUMAN PERFORMANCE
人类表现的新数学

We define human performance as a mutually reinforcing cycle with compounding, shared value for workers, organizations, and society.
我们将人类绩效定义为一个相辅相成的循环，为工人、组织和社会带来复合的共享价值。
(Human outcomes) x (Business outcomes) = Human performance
(人类成果）×（业务成果）= 人类绩效
In this year’s report, we highlight tangible ways in which organizations can implement the new fundamentals we introduced last year as they prioritize human performance:
在今年的报告中，我们重点介绍了各组织在优先考虑人力绩效时，实施我们去年提出的新基本原则的具体方法：
  • Thinking like a researcher by leveraging new sources of data and technology to create greater transparency in ways that foster workforce trust, and that are used in collaboration with innately human capabilities like problem-solving, creative thinking, and innovation to explore, play, and experiment with ideas that support the greater realization of value.
    像研究人员一样思考，利用新的数据源和技术，以促进员工信任的方式提高透明度，并与解决问题、创造性思维和创新等人类与生俱来的能力合作，探索、发挥和尝试各种想法，以支持价值的更大实现。
  • Cocreating the relationship by collaborating with workers to design people practices, microcultures, and digital spaces so they are relevant for them and support human outcomes.
    通过与工人合作设计人的实践、微文化和数字空间，共同创造关系，使其与工人相关并支持人类成果。
  • Prioritizing human outcomes by moving past the industrial-era mindset that led to a dehumanization of both work and worker-for example, viewing the worker as a number, a box on the organization chart, or a cog in the process-to create shared value for workers, organizations, and the communities in which they operate.
    摒弃工业时代导致工作和工人非人化的思维模式，例如将工人视为一个数字、组织结构图上的一个方框或流程中的一个齿轮，优先考虑人的成果，从而为工人、组织和所在社区创造共享价值。
The good news is that most leaders already understand that focusing on human performance is key to building an organization that can thrive today and tomorrow. But to close the gap between knowing and doing, 2 2 ^(2){ }^{2} they will
好消息是，大多数领导者已经明白，关注人的绩效是建立一个能够在今天和明天蓬勃发展的组织的关键。但是，为了缩小 "知 "与 "行 "之间的差距， 2 2 ^(2){ }^{2} 他们需要
need to let go of the mindsets, operating constructs, and proxies of the past.
需要摒弃过去的思维定势、运作结构和代理人。

Outdated measures are holding us back
过时的措施阻碍了我们的发展

Historically, organizations have sought to unlock the power of their workforce by implementing structures, processes, technologies, and systems meant to make humans better at work. In more recent years, those efforts have expanded to include attempts to make work better for humans. 3 3 ^(3){ }^{3} We are on the cusp of the next step on that journey as organizations seek to create value for workers and every other human being they impact, including extended off-balance sheet workers, future workers, or people in their communities. But by most measures, current efforts are falling short. Most workers say their well-being either worsened or stayed the same last year. 4 4 ^(4){ }^{4} And this isn’t a new trend: In 2018, over 40 % 40 % 40%40 \% of workers reported feeling high stress in their job, with negative impacts on productivity, health, and family stability. 5 5 ^(5){ }^{5} Burnout is a common experience, with 48 % 48 % 48%48 \% of workers and 53 % 53 % 53%53 \% of managers saying they are burned out at work 6 6 ^(6){ }^{6} and nearly half of millennial and Gen Z workers report feeling stressed all or most of the time. 7 7 ^(7){ }^{7} The 2023 Gallup State of the Global Workplace study reveals that 59 % 59 % 59%59 \% of the global workforce are “quiet quitting.” 8 8 ^(8){ }^{8}
从历史上看，组织一直在通过实施旨在让人类更好地工作的结构、流程、技术和系统来释放员工的力量。近年来，这些努力已经扩展到让人类更好地工作的尝试。 3 3 ^(3){ }^{3} 我们正站在这一征程的下一个风口浪尖，因为企业正努力为员工及其影响的其他所有人创造价值，包括扩展的非平衡表员工、未来的员工或社区居民。但是，从大多数方面来看，目前的努力还远远不够。大多数工人表示，去年他们的福利要么恶化了，要么保持不变。 4 4 ^(4){ }^{4} 这并不是一个新趋势：2018年，超过 40 % 40 % 40%40 \% 的工人表示工作压力很大，对工作效率、健康和家庭稳定造成了负面影响。 5 5 ^(5){ }^{5} 职业倦怠是一种普遍的体验， 48 % 48 % 48%48 \% 的工人和 53 % 53 % 53%53 \% 的管理人员表示他们在工作中感到倦怠 6 6 ^(6){ }^{6} ，近一半的千禧一代和Z一代工人表示在所有或大部分时间里都感到压力很大。 7 7 ^(7){ }^{7} 《2023 年盖洛普全球工作场所状况研究报告》显示， 59 % 59 % 59%59 \% 全球劳动力正在 "悄悄辞职"。 8 8 ^(8){ }^{8}
As for making humans better at work, productivity paranoia-a concern that remote workers aren’t being productive 9 9 ^(9){ }^{9}-is on the rise, with 85 % 85 % 85%85 \% of leaders saying the shift to hybrid work has made it challenging to have confidence that workers are productive, despite increases in hours worked. 10 10 ^(10){ }^{10} And with more organizations using new technologies and generative AI to measure and optimize human performance, they need to be cognizant of the flaws and shortcomings of the humans that created and use them.
至于如何让人类更好地工作，生产力偏执狂--担心远程员工工作效率不高的担忧 9 9 ^(9){ }^{9} --正在上升， 85 % 85 % 85%85 \% 有领导者表示，尽管工作时间增加了，但向混合工作方式的转变让他们很难确信员工的工作效率。 10 10 ^(10){ }^{10} 随着越来越多的组织使用新技术和生成式人工智能来衡量和优化员工的绩效，他们需要认识到创造和使用这些技术的员工的缺陷和不足。
Yet most organizations don’t have appropriate measures in place to capture human performance, let alone optimize it: Only 3% of respondents from our 2024 Global Human Capital Trends research say that their organization is extremely effective at capturing the value created by workers. Since the Industrial Revolution, the increasing scale and growing complexity in ways of working have led to the creation of imperfect substitutes to measure work and performance.
然而，大多数组织并没有制定适当的措施来获取员工的绩效，更不用说对其进行优化了：在我们的 2024 年全球人力资本趋势研究中，只有 3% 的受访者表示，他们的组织在获取员工创造的价值方面非常有效。自工业革命以来，规模不断扩大，工作方式日趋复杂，导致出现了一些衡量工作和绩效的不完美替代品。
We’ve used the concept of the “employee” to capture the singular notion of full-time staff, not considering the full ecosystem of workers that create value for the organization.
我们一直使用 "员工 "这一概念来概括全职员工这一单一概念，而没有考虑到为组织创造价值的整个员工生态系统。
We’ve leveraged the idea of the “job” to document a set of repeatable functional tasks, not accounting for how the dynamism of work today often means work is performed outside of traditional job boundaries.
我们利用 "工作 "这一概念来记录一系列可重复的职能任务，却没有考虑到当今工作的动态性往往意味着工作的开展超出了传统的工作界限。
We’ve focused on creating a monolithic, one-size-fits-all corporate culture to define how organizations should operate, when in reality, most organizations are made up of an abundance of microcultures.
我们一直专注于创建一种单一的、放之四海而皆准的企业文化，来定义组织应该如何运作，而实际上，大多数组织都是由大量微观文化组成的。
We’ve relied on “employee engagement” to evaluate the relationship between organizations and workers when what we should be measuring is trust-and metrics that benefit the worker. After all, measuring how much discretionary effort workers are willing to expend for their organization’s benefit helps a company, but whether it helps workers is far less clear.
我们一直依赖 "员工敬业度 "来评估组织与员工之间的关系，而我们应该衡量的是信任度--以及对员工有利的指标。毕竟，衡量员工愿意为组织的利益付出多少自由支配的精力对公司有帮助，但对员工是否有帮助就不那么清楚了。
And we’ve relied on the idea of “productivity” to measure worker activity, without fully accounting for desired human and business outcomes and potential future value.
我们依靠 "生产率 "这一概念来衡量工人的活动，却没有充分考虑到人类和企业所期望的结果以及未来的潜在价值。
These proxies-imperfect placeholders for what should truly be measured-were once useful; they allowed organizations to scale when scalable efficiency was the primary means of differentiation, and they allowed organizations to measure progress against the traditional boundaries of work. 11 11 ^(11){ }^{11} But they were designed for a simpler world, a world of work that’s not constantly reinventing itself, and served as intentional abstractions of what “could” be measured when organizations didn’t have the advanced tools to evaluate what “should” be measured. Today, the proxies that once made it easier to structure, drive, and measure organizational activity are holding us back from applying the tools and learnings of the past decade to inspire the realization of new value in the boundaryless world.
这些替代品--真正应该衡量的东西的不完美占位符--曾经非常有用；当可扩展的效率成为差异化的主要手段时，它们允许组织进行扩展，并允许组织根据传统的工作边界来衡量进展。 11 11 ^(11){ }^{11} 但是，它们是为一个更简单的世界而设计的，一个不会不断自我革新的工作世界，当组织没有先进的工具来评估 "应该 "衡量的内容时，它们就成了 "可以 "衡量的内容的有意抽象。如今，曾经让我们更容易组织、推动和衡量组织活动的代用工具，正在阻碍我们运用过去十年的工具和经验，激励我们在无边界的世界中实现新的价值。
With more data, technology, and tools at our fingertips than ever before, we have an opportunity to redefine how we measure human performance to get us closer to what really matters: value creation for the organization,
数据、技术和工具比以往任何时候都更加触手可及，我们有机会重新定义衡量员工绩效的方式，让我们更接近真正重要的东西：为组织创造价值、
for current and future workers as human beings, and for society at large.
为现在和未来的工人，为人类，也为整个社会。

Bridging the knowing-doing gap
缩小知行差距

The 2024 Global Human Capital Trends report invites you to imagine a world where trust between workers and their employers is the currency of work, and where people are given opportunities to grow and develop those uniquely human capabilities that are so critical to human performance. To imagine what could happen when workers see their organization making tangible progress towards human sustainability goals or providing workers with safe spaces to play and experiment with many possible futures. And where people expertise becomes a capability and responsibility of all, with customized people practices and cultures cocreated with workers themselves rather than mandated and pushed out from a central authority.
2024 年全球人力资本趋势报告》邀请您想象这样一个世界：在这个世界里，工人与雇主之间的信任是工作的货币，人们有机会成长和发展那些对人类绩效至关重要的独特的人类能力。想象一下，当工人们看到他们的组织在实现人类可持续发展目标方面取得切实进展，或为工人们提供安全的空间，让他们能够发挥和尝试多种可能的未来时，会发生什么。在这种情况下，人力专业技能成为所有人的能力和责任，定制的人力实践和文化由工人自己创造，而不是由中央权力机构强制推行。
The results can be good for the organization, the worker, and for society: more innovation and complex problem-solving. Higher standards of work. Healthier, more committed, purpose-driven workers who feel a sense of ownership over broader organizational goals.
其结果对组织、员工和社会都有好处：更多的创新和复杂问题的解决。更高的工作标准。更健康、更投入、更有目标的员工，他们对更广泛的组织目标有一种主人翁感。
The shift to human performance begins here, at the intersection of business outcomes and human outcomes. But the ability to make this leap requires a mindset shift as organizations let go of the proxies of the past; for example, viewing humans as costs rather than assets, or business practices that reinforce efficiency of activity over value and outcome. Fortunately, our research shows that most leaders are already well aware that these changes are needed. A small proportion of respondents ( 33 % 33 % 33%33 \% ) cited insufficient understanding as the reason for their organization’s inability to make progress to date. Instead, internal constraints, such as capacity for change, limited resources, and lack of leadership alignment were consistently shared as the justification for organizational inertia. With that in mind, fueling human performance and leading in the boundaryless world will likely come from not only clearing the mental obstacles in the way, but the operational ones as well.
向人的绩效转变从这里开始，从业务成果与人的成果的交叉点开始。但是，要实现这一飞跃，组织就必须转变观念，摒弃过去的代理观念，例如，将人视为成本而非资产，或强化活动效率而非价值和成果的业务实践。幸运的是，我们的研究表明，大多数领导者已经清楚地意识到需要做出这些改变。小部分受访者（ 33 % 33 % 33%33 \% ）认为，认识不足是其组织迄今为止未能取得进展的原因。相反，内部制约因素，如变革能力、资源有限、领导层缺乏协调等，一直被认为是组织惰性的理由。有鉴于此，要在无边界世界中提高人类绩效和领导力，不仅要扫清前进道路上的心理障碍，还要扫清操作障碍。
Moving past knowledge of the problem and beginning to define and embrace new ways of working is especially
超越对问题的认识，开始定义和接受新的工作方式尤其重要。
The shift to human performance begins here, at the intersection of business outcomes and human outcomes.
向人类绩效的转变从这里开始，从业务成果与人类成果的交汇处开始。
important as generative AI and new technologies offer more diverse and accelerated pathways for organizations to create value. These new technologies offer unprecedented transparency into the inner workings of our organizations that can be used to better drive human performance, but they present unprecedented challenges as well, requiring organizations to develop new frameworks of responsibility to ensure they are used in a way that elevates, rather than diminishes, trust.
随着人工智能和新技术为组织创造价值提供了更多样化和更快速的途径，人工智能和新技术的重要性日益凸显。这些新技术为我们组织的内部运作提供了前所未有的透明度，可用于更好地推动人类绩效，但它们也带来了前所未有的挑战，要求组织制定新的责任框架，以确保以提升而非削弱信任的方式使用这些技术。
With human performance as the theme for this year’s trends, each trend provides a set of practical guidelines that can help unlock it and bridge the gap between knowing and doing.
今年的趋势以人类绩效为主题，每种趋势都提供了一套实用指南，帮助人们了解人类绩效，弥合 "知 "与 "行 "之间的差距。
We begin by delving into the nuances of human sustainability, gaining a deeper understanding of the relationship between human and business outcomes-the very essence of what we define as human performance. With that in mind, our next trend explores the new metrics that will be needed to understand how well an organization is doing in achieving those human performance goals. Recognizing that trust underscores efforts to bring human performance to the fore, we then explore how transparency can help-or hinder-efforts to build that trust.
我们首先深入探讨人类可持续发展的细微差别，更深入地了解人类与业务成果之间的关系--这就是我们所定义的人类绩效的精髓所在。有鉴于此，我们的下一个趋势将探讨新的衡量标准，以了解组织在实现这些人类绩效目标方面做得如何。我们认识到，信任是提高人类绩效的关键，因此我们将探讨透明度如何帮助或阻碍建立信任的努力。
Our next set of trends focus on the how: How can organizations drive human performance? We discuss how new digital advances like generative AI are exposing an imagination deficit, and how operationalizing uniquely human capabilities and providing workers with safe “digital playgrounds” to practice using them can help solve it. Continuing the thread of empowering workers, we explore how moving away from monolithic corporate cultures and embracing many diverse microcultures can support autonomy, agility, and workforce experience. Finally, we tackle the shifts that can make human performance a shared accountability for all, with HR moving from a specialized function to a boundaryless discipline that is cocreated and integrated with the people, business, and community it serves.
我们的下一组趋势侧重于 "如何"：组织如何提升人类绩效？我们讨论了生成式人工智能等新的数字技术进步如何暴露出想象力不足的问题，以及如何将人类独有的能力操作化，并为员工提供安全的 "数字游乐场 "来练习使用这些能力，从而帮助解决这一问题。继续以增强员工能力为主题，我们将探讨如何摒弃单一的企业文化，拥抱多种多样的微文化，从而支持自主性、灵活性和员工体验。最后，我们将探讨如何转变人力绩效，使其成为所有人的共同责任，让人力资源从一项专门职能转变为一门无边界的学科，与所服务的人员、企业和社区共同创造和融合。
Our trends this year include:
我们今年的趋势包括
Embracing human sustainability. For many organizations, nothing is more important than its people, from employees, to external workers, to customers and community members. These human connections drive
拥抱人类的可持续发展。对于许多组织而言，没有什么比员工、外部员工、客户和社区成员更重要了。这些人与人之间的联系推动着
the majority of value for an organization, including revenues, innovation and intellectual property, efficiency, brand relevance, productivity, adaptability, and risk. Yet organizations’ current efforts to prioritize these allimportant connections appear to be falling short, partly because many organizations may be stuck in a legacy mindset that centers on extracting value from people rather than working to create value for them. Leaders should reorient their organizations’ perspective around the idea of human sustainability.
组织的大部分价值，包括收入、创新和知识产权、效率、品牌相关性、生产力、适应性和风险。然而，组织目前在优先考虑这些重要联系方面所做的努力似乎还不够，部分原因是许多组织可能还停留在传统的思维模式中，即以从人身上获取价值为中心，而不是努力为人创造价值。领导者应围绕人类可持续发展的理念，重新调整组织的视角。
Moving beyond productivity to measure human performance. Leaders across industries are beginning to recognize the limitations of legacy productivity metrics in the current work environment. Traditional methods of measuring worker productivity as a series of inputs and outputs solely reflect the perspective of the organization. New approaches, by contrast, can and should consider the worker as a human being, with a more nuanced perspective on how they contribute to the organization. But if traditional productivity metrics no longer tell the full story, what else should organizations be measuring to meaningfully assess human performance? The new math involves a balance of business and human sustainability, creating shared, mutually reinforcing outcomes for both the organization and the worker.
超越生产力，衡量人类绩效。各行各业的领导者都开始认识到，在当前的工作环境中，传统的生产力衡量标准存在局限性。将工人的生产率作为一系列投入和产出来衡量的传统方法只反映了组织的观点。相比之下，新方法可以而且应该将员工视为一个人，从更细微的角度考虑他们如何为组织做出贡献。但是，如果传统的生产率指标不再能说明问题的全部，那么组织还应该衡量什么才能有意义地评估人的绩效呢？新的计算方法涉及企业和人的可持续发展之间的平衡，为组织和员工创造共同的、相辅相成的结果。
Balancing privacy with transparency to build trust. New advances in technology can make almost everything in an organization transparent to almost anyone. Leaders may find this degree of transparency alluring: It offers microscopic visibility into the workings of their organizations and their people. But this newly available transparency can be both a gold mine and a land mine. On the one hand, if responsibly managed, the ability to use this kind of transparency can create new opportunities to measure and unlock human performance. On the other hand, there is significant potential for misuse-for example, privacy breaches, AI-driven surveillance, and efforts to control workers’ every move. Although common wisdom equates greater transparency with greater trust, it’s not that simple. Many organizations are finding that how well they walk the tightrope between transparency and privacy is a key factor in driving trust today, and that mishandling it can severely undermine trust.
平衡隐私与透明度，建立信任。新技术的进步几乎可以让组织中的一切对任何人都透明。领导者可能会发现这种程度的透明度很诱人：它为组织和员工的工作提供了微观可视性。但是，这种新的透明度既可能是金矿，也可能是地雷。一方面，如果管理得当，利用这种透明度的能力可以为衡量和释放人的绩效创造新的机会。另一方面，也有很大可能被滥用，例如隐私泄露、人工智能驱动的监控以及控制工人一举一动的努力。虽然人们普遍认为透明度越高，信任度就越高，但事实并非如此简单。许多组织发现，如何在透明度和隐私之间游刃有余地游走，是当今推动信任的关键因素，而处理不当则会严重破坏信任。
Overcoming the imagination deficit. Technological disruption is outpacing the capacity of many organizations and workers to imagine new ways of
克服想象力不足。技术颠覆正在超越许多组织和员工想象新方式的能力。
working that get the best out of both humans and technology. Consequently, many organizations may soon be facing an imagination deficit. To prevent this deficit, organizations will need to scale and operationalize the cultivation of distinctly human capabilities like curiosity, empathy, and creativity, and they should give workers and teams the autonomy to use these to shape the kinds of work they do. Just as importantly, individual workers will likely need these capabilities to imagine their own futures, as AI and other disruptive technologies take on ever more prominent roles in their working lives.
因此，许多组织可能很快就会面临想象力不足的问题。因此，许多组织可能很快就会面临想象力不足的问题。为了防止出现这种赤字，组织将需要扩大培养好奇心、同理心和创造力等人类特有能力的规模，并将这些能力付诸实施，组织还应该给予员工和团队自主权，让他们利用这些能力来塑造自己所从事的工作。同样重要的是，随着人工智能和其他颠覆性技术在员工的工作生活中扮演越来越重要的角色，员工个人很可能需要这些能力来想象自己的未来。
Creating digital playgrounds to explore, experiment, and play. As the pace of disruption accelerates, there is a growing need for safe spaces in which both organizations and individuals can imagine, explore, and cocreate a future that delivers better human experiences and outcomes at speed and scale. Deloitte calls these spaces “digital playgrounds.” A digital playground is not a singular space or a virtual platform. Rather, it’s a mindset and an approach in which technologies are curated with intention and opportunities to use them are democratized, giving workers the opportunity and psychological safety to experiment, collaborate, and explore multiple possible futures.
创建数字游乐场，进行探索、实验和游戏。随着颠覆步伐的加快，人们越来越需要安全的空间，让组织和个人都能在其中想象、探索和共同创造未来，从而以更快的速度和更大的规模提供更好的人类体验和成果。德勤将这些空间称为 "数字游乐场"。数字游乐场不是一个单一的空间或虚拟平台。相反，它是一种思维方式和方法，在这种思维方式和方法中，技术被精心策划，使用技术的机会被民主化，从而为员工提供机会和心理安全感，让他们能够进行实验、合作，并探索多种可能的未来。
Cultivating workplace microcultures. According to conventional wisdom, corporate culture should be one-size-fits-all-a fixed, uniform culture that ensures everyone is working in the same way. 12 12 ^(12){ }^{12} In reality, organizations typically consist of a diverse set of microcultures-subtle variations in how work gets done in different functions, geographies, workforces, and even specific teams. When organizations embrace microcultures, they can attract and retain top talent, anticipate and respond to changes with agility, and better meet workers’ unique needs. A key to harnessing the power of microcultures is encouraging the autonomy of
培养工作场所的微文化。根据传统观念，企业文化应该是 "一刀切 "的--一种固定的、统一的文化，确保每个人都以同样的方式工作。 12 12 ^(12){ }^{12} 实际上，组织通常由多种多样的微文化组成--不同职能、地域、员工甚至特定团队的工作方式都存在微妙的差异。当组织拥抱微文化时，就能吸引并留住顶尖人才，预测并灵活应对变化，更好地满足员工的独特需求。利用微文化力量的关键在于鼓励员工的自主性。
various work groups, providing them with the resources they need to establish their own ways of working (while conforming to regulatory requirements), and orienting these localized blends of culture and business strategy toward the same broad, simple organizational guiding principles.
在符合监管要求的前提下，为不同的工作组提供建立自己的工作方式所需的资源，并将这些本地化的文化和业务战略融合在一起，使其面向同样广泛而简单的组织指导原则。
Making the shift to boundaryless HR. Work is increasingly demanding agility, innovation, and collaboration to achieve outcomes. A new HR operating model is not the only solution to respond to these shifts. Rather, a new mindset, along with a new set of practices, metrics, technologies, and more can transform HR from a specialized function that owns all workforce responsibility to a boundaryless discipline, cocreated and integrated with the people, business, and community it serves. Boundaryless HR can develop people-discipline expertise and weave it throughout the fabric of the business, creating multidisciplinary solutions to increasingly complex problems.
向无边界人力资源转变。工作对灵活性、创新和协作的要求越来越高，以取得成果。新的人力资源运营模式并不是应对这些转变的唯一解决方案。相反，一种新的思维模式，加上一套新的实践、衡量标准、技术等，可以将人力资源部门从承担所有劳动力责任的专门职能转变为一门无边界的学科，与所服务的人员、业务和社区共同创造和整合。无边界的人力资源部门可以发展人员领域的专业知识，并将其贯穿于业务结构中，为日益复杂的问题提供多学科解决方案。
The speed at which the boundaryless world is evolving will likely continue to accelerate. While our research shows that many organizations haven’t yet made the important mindset and operational shifts needed to respond to this imminent future, it also shows that knowing is not the barrier. Where organizations are generally getting stuck in the doing: making real, actionable progress toward unlocking human performance.
无边界世界的发展速度可能会继续加快。虽然我们的研究表明，许多组织尚未做出应对这一迫在眉睫的未来所需的重要思维和运营转变，但它也表明，"知道 "并不是障碍。组织普遍陷入了 "做 "的困境：在释放人类绩效方面取得实际可行的进展。
But there are reasons to be optimistic.
但我们有理由感到乐观。
Our analysis shows that organizations who bridge the gap between knowing and doing are more likely to achieve both better business and human outcomes. As we outline in this year’s trends, organizations now have a window of opportunity to elevate human performance and thrive in a boundaryless world.
我们的分析表明，在 "知 "与 "行 "之间架起桥梁的组织更有可能取得更好的业务和人力成果。正如我们在今年的趋势中所概述的，组织现在有机会提升人类的绩效，并在一个无边界的世界中蓬勃发展。

RESEARCH METHODOLOGY 研究方法

Deloitte’s 2024 Global Human Capital Trends survey polled 14,000 business and human resources leaders across many industries and sectors in 95 countries. In addition to the broad, global survey that provides the foundational data for the Global Human Capital Trends report, Deloitte
德勤2024年全球人力资本趋势调查对95个国家的14,000名企业和人力资源领导者进行了调查，涉及多个行业和领域。除了为《全球人力资本趋势》报告提供基础数据的广泛全球调查之外，德勤
supplemented its research this year with workerand executive-specific surveys to represent the workforce perspective and uncover where there may be gaps between leader perception and worker realities. The executive survey was done in collaboration with Oxford Economics to survey
在今年的研究中，《世界经理人》杂志补充了针对员工和高管的调查，以代表员工的观点，并揭示领导者的看法与员工的实际情况之间可能存在的差距。高管调查是与牛津经济研究院（Oxford Economics）合作完成的，旨在调查
1,000 global executives and board leaders in order to understand their perspectives on emerging human capital issues. The survey data is complemented by over a dozen interviews with executives from some of today’s leading organizations. These insights helped shape the trends in this report.
调查对象包括 1000 名全球高管和董事会领导，以了解他们对新出现的人力资本问题的看法。除了调查数据外，我们还对当今一些领先组织的高管进行了十多次访谈。这些见解有助于形成本报告的趋势。

Endnotes 尾注

  1. Jeff Schwartz, Kraig Eaton, David Mallon, Yves Van Durme, Maren Hauptmann, Shannon Poynton, and Nic ScobleWilliams, The worker-employer relationship disrupted: If we’re not a family, what are we?, Deloitte Insights, July 21, 2021.
    Jeff Schwartz、Kraig Eaton、David Mallon、Yves Van Durme、Maren Hauptmann、Shannon Poynton 和 Nic ScobleWilliams，《工人与雇主的关系被破坏：If we're not a family, what are we?, Deloitte Insights, July 21, 2021.
  2. Jeffrey Pfeffer and Robert I. Sutton, The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action (Boston: Harvard Business School Press, 1999).
    Jeffrey Pfeffer 和 Robert I. Sutton，《知行合一的差距：聪明的公司如何将知识转化为行动》（波士顿：哈佛商学院出版社，1999 年）。
  3. Steve Hatfield, Tara Mahoutchian, Nate Paynter, Nic ScobleWilliams, John Forsythe, Shannon Poynton, Martin Kamen, Lauren Kirby, Kraig Eaton, and Yves Van Durme, Powering human impact with technology, Deloitte Insights, January 9, 2023.
    Steve Hatfield、Tara Mahoutchian、Nate Paynter、Nic ScobleWilliams、John Forsythe、Shannon Poynton、Martin Kamen、Lauren Kirby、Kraig Eaton 和 Yves Van Durme，《用技术提升人类影响力》，《德勤洞察》，2023 年 1 月 9 日。
  4. Jen Fisher, Paul H. Silverglate, Colleen Bordeaux, and Michael Gilmartin, As workforce well-being dips, leaders ask: What will it take to move the needle?, Deloitte Insights, June 20, 2023.
    Jen Fisher、Paul H. Silverglate、Colleen Bordeaux、Michael Gilmartin，《劳动力福利下降，领导者问：如何才能扭转局面？ 德勤洞察》，2023 年 6 月 20 日。
  5. Gaurav Lahiri and Jeff Schwartz, Well-being: A strategy and a responsibility, Deloitte Insights, March 28, 2018.
    高拉夫-拉希里（Gaurav Lahiri）和杰夫-施瓦茨（Jeff Schwartz），《福祉：战略与责任》，Deloitte Insights，2018 年 3 月 28 日。
  6. Microsoft, “Hybrid work is just work. Are we doing it wrong?,” September 22, 2022.
    微软，"混合工作就是工作。我们做错了吗？"，2022 年 9 月 22 日。
  7. Deloitte, 2023 Gen Z and Millennial Survey-Waves of change: Acknowledging progress, confronting setbacks, accessed December 15, 2023.
    德勤，《2023 年 Z 世代和千禧一代调查--变革浪潮》：承认进步，面对挫折》，2023 年 12 月 15 日访问。
  8. Gallup, State of the global workplace: 2023 report, accessed December 15, 2023.
    盖洛普，《全球工作场所状况：2023 年报告》，2023 年 12 月 15 日访问。
  9. Jean Brittain Leslie and Kelly Simmons, “The paradox of “productivity paranoia”,” Quartz, April 17, 2023.
    Jean Brittain Leslie 和 Kelly Simmons，"生产力偏执狂的悖论"，Quartz，2023 年 4 月 17 日。
  10. Microsoft, “Hybrid work is just work.”
    微软，"混合工作就是工作"。
  11. John Hagel III and John Seely Brown, “Great businesses scale their learning, not just their operations,” Harvard Business Review, June 7, 2017.
    约翰-哈格尔三世（John Hagel III）和约翰-塞利-布朗（John Seely Brown）："伟大的企业扩大学习规模，而不仅仅是扩大运营规模"，《哈佛商业评论》，2017 年 6 月 7 日。
  12. Linda Ray, “Types of corporate culture,” Bizfluent, April 20, 2018.
    琳达-雷：《企业文化的类型》，Bizfluent，2018 年 4 月 20 日。
Special thanks to Mari Marcotte and Corrie Commisso for their leadership in the development of this chapter.
特别感谢 Mari Marcotte 和 Corrie Commisso 在本章编写过程中发挥的领导作用。

When people thrive, business thrives: The case for human sustainability
人兴则商兴：人类可持续发展的理由

For true sustainability, organizations need to create value for all people connected to them. It's not just a nice idea-it's central to better outcomes for organizations and humanity.
为了实现真正的可持续发展，组织需要为与其相关的所有人创造价值。这不仅仅是一个好主意，而是为组织和人类创造更好成果的核心。

Sue Cantrell, Jen Fisher, Joanne Stephane, Jason Flynn, Amy Fields, and Yves Van Durme
Sue Cantrell、Jen Fisher、Joanne Stephane、Jason Flynn、Amy Fields 和 Yves Van Durme


e are operating in a humanpowered economy. Organizations are at a watershed moment, with many having transitioned from an industrial economy to a knowledge economy and now to an economy that is powered by the hearts, minds, and essential human traits of people-in short, our humanity. Today, for many organizations, nothing is more important than its people, from workers and contractors to customers and community members. These human connections drive everything of value to an organization, including revenue, innovation and intellectual property, efficiency, brand relevance, productivity, retention, adaptability, and risk. Yet organizations’ current efforts to prioritize these all-important connections are generally falling short-in part because many organizations are stuck in a legacy mindset that centers on extracting value from people rather than working with them to create a better future for organizations and individuals alike.
我们正处在一个以人为动力的经济时代。组织正处于一个分水岭时刻，许多组织已从工业经济过渡到知识经济，现在又过渡到由人心、思想和人的基本特质--简言之，我们的人性--驱动的经济。如今，对许多组织而言，没有什么比人更重要，从工人、承包商到客户和社区成员。这些人与人之间的联系推动着组织的一切价值，包括收入、创新和知识产权、效率、品牌相关性、生产率、员工保留率、适应性和风险。然而，组织目前在优先考虑这些至关重要的联系方面所做的努力普遍不足，部分原因是许多组织仍停留在传统的思维模式中，其核心是从人身上获取价值，而不是与人合作，为组织和个人创造更美好的未来。
To advance on the social dimension of ESG (environmental, social, and governance), leaders should reorient their organizations’ perspective around the idea of buman sustainability: the degree to which the organization creates value for people as human beings, leaving them with greater health and well-being, stronger skills
要在 ESG（环境、社会和治理）的社会层面取得进展，领导者应围绕 "人的可持续发展 "这一理念调整组织的视角：即组织在多大程度上为作为人的人们创造了价值，使他们拥有更高的健康和福祉、更强的技能、更大的发展潜力和更高的社会地位。
and greater employability, good jobs, opportunities for advancement, progress toward equity, increased belonging, and heightened connection to purpose.
以及更强的就业能力、好工作、晋升机会、实现公平、增加归属感和加强与目标的联系。
Human sustainability-a concept we introduced in the 2023 Global Human Capital Trends report 1 1 ^(1){ }^{1}-requires organizations to focus less on how much people benefit their organization and more on how much their organization benefits people. Some organizations are already making this shift. As Gabriel Sander, head of human resources for global distillery, Cuervo, said, “Companies can’t offer you employment forever, but they should make you employable forever.”
我们在《2023 年全球人力资本趋势报告》 1 1 ^(1){ }^{1} 中提出了 "人的可持续发展 "这一概念，这就要求组织减少关注员工为组织带来了多少益处，而更多地关注组织为员工带来了多少益处。一些组织已经在进行这种转变。正如全球蒸馏酒厂 Cuervo 的人力资源主管 Gabriel Sander 所说："公司不可能永远为你提供就业机会，但他们应该让你永远都能被雇用"。
The organizations that embrace this perspective stand to build a beneficial cycle: one in which improving human outcomes enhances organizational outcomes and vice versa, contributing to a better future for all.
接受这一观点的组织可以建立一个有益的循环：在这一循环中，改善人的成果可以增强组织的成果，反之亦然，从而为所有人创造更美好的未来。

Redefining the "S" in ESG
重新定义 ESG 中的 "S

Research shows that ESG is becoming increasingly unclear, unpopular, and polarizing. 2 2 ^(2){ }^{2} Its attempt to encompass all facets of sustainability can make ESG both vague and an easy target for demagoguery-likely the reason organizations increasingly are avoiding it
研究表明，ESG 变得越来越不明确、不受欢迎和两极分化。 2 2 ^(2){ }^{2} ESG试图涵盖可持续发展的所有方面，这可能会使ESG变得模糊不清，并容易成为蛊惑人心的目标--这可能是越来越多的组织回避ESG的原因。
on earnings calls. 3 3 ^(3){ }^{3} While many countries in Europe are setting a high bar for ESG compliance, other countries are experiencing an ESG backlash, with investors pulling out of ESG funds entirely. 4 4 ^(4){ }^{4} And for some organizations,
在收益电话会议上。 3 3 ^(3){ }^{3} 虽然欧洲许多国家为遵守 ESG 设立了很高的标准，但其他国家正在经历 ESG 的反弹，投资者完全撤出了 ESG 基金。 4 4 ^(4){ }^{4} 对于某些组织而言、
ESG may be considered more a means to an end, a framework of categories as a means for classification or reporting, rather than the end goal itself.
ESG 更多地被认为是达到目的的手段，是作为分类或报告手段的类别框架，而不是最终目标本身。

Figure 1 图 1

The knowing vs. doing gap: Respondents know that human sustainability is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道人类的可持续发展很重要，但很少有人采取足够的行动来取得有意义的进展

Percentage of respondents answering the questions, “How important is leaving every human the organization touches better off as a result of every interaction to your organization’s success?” and “Where is your organization in its journey to address this issue?”
回答以下问题的受访者百分比："让组织接触到的每个人都能在每次互动中得到更好的发展，这对贵组织的成功有多重要？
Note: The knowing-doing gap was introduced in The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action by Jeffrey Pfeffer and Robert I. Sutton, and it has continued to be a relevant concept in business performance.
注： Jeffrey Pfeffer 和 Robert I. Sutton 在《知行差距：聪明企业如何将知识转化为行动》一书中提出了 "知行差距"，这一概念一直与企业绩效息息相关。
*Business outcomes are defined as meeting or exceeding financial targets. Human outcomes are defined as providing meaningful work for workers.
*业务成果是指达到或超过财务目标。人力成果是指为工人提供有意义的工作。
Source: 2024 Global Human Capital Trends research.
资料来源：2024 年全球人力资本趋势研究。
Organizations typically group interactions with people under the " S S SS " component of their ESG efforts. That approach is limiting. " S " often lives in the shadow of “E.” Unlike environmental metrics like carbon emissions, which tend to be relatively straightforward to quantify, social metrics often lack clear definitions or standardization: According to our 2024 Global Human Capital Trends research, only 19% of leaders say they have very reliable metrics for measuring the social component of ESG. And only 29% strongly agree that they have a clear understanding of how to achieve it.
各组织通常将与人的互动归入其环境、社会和治理工作的" S S SS "部分。这种方法具有局限性。"S" 往往生活在 "E "的阴影之下。碳排放等环境指标往往比较容易量化，而社会指标则不同，往往缺乏明确的定义或标准化：根据我们对 2024 年全球人力资本趋势的研究，只有 19% 的领导者表示，他们有非常可靠的指标来衡量 ESG 的社会部分。只有 29% 的领导者强烈认为，他们对如何实现这一目标有清晰的认识。
In the absence of clear definition, organizations often take narrow or self-promotional approaches to measuring their human impact. Many focus just on short-term risks (for example, a public relations issue), undervaluing efforts that make a positive impact on society (for example, worker training or financial inclusion). Fundamentally, people-focused metrics tend to be rooted in an extractive, transactional mindset. For example, metrics that measure employee engagement in effect indicate how much discretionary effort workers are willing to expend for their organization’s benefit. Is high employee engagement a good thing? It helps the organization; whether it helps employees is less clear.
由于缺乏明确的定义，各组织在衡量其对人的影响时往往采取狭隘的或自我推销的方法。许多组织只关注短期风险（如公共关系问题），低估了对社会产生积极影响的努力（如工人培训或金融普惠）。从根本上说，以人为本的衡量标准往往植根于一种榨取性、交易性的思维模式。例如，衡量员工敬业度的指标实际上表明员工愿意为组织的利益付出多少自由支配的精力。员工敬业度高是好事吗？对组织有帮助，但对员工是否有帮助就不那么清楚了。
People and organizations are increasingly awakening to the idea that the earth is a complex, fragile system, not a bottomless set of resources, and that nurturing the planet is fundamental to building a better future for everyone. The move toward human sustainability represents a parallel shift in organizations’ concept of people. It requires a comprehensive effort by an organization to add value for the individuals it affects across multiple dimensions, most notably those listed in figure 2. Human sustainability applies to all people in contact with the organization: not just current workers,
人们和组织越来越清醒地认识到，地球是一个复杂、脆弱的系统，而不是一个无底洞。向人类可持续发展迈进代表着组织对人的概念也发生了转变。它要求组织做出全面努力，从多个方面为受其影响的个人增加价值，特别是图 2 所列的那些方面。人的可持续发展适用于所有与组织有接触的人：而不仅仅是当前的工人、
but also future workers, extended (contingent, gig, or external supply chain) workers, customers, investors, communities where the organization operates, and society broadly.
同时也包括未来的员工、扩展员工（临时工、吉普赛人或外部供应链）、客户、投资者、组织运营所在的社区以及整个社会。
But human sustainability isn’t just another name for stakeholder capitalism: simply delivering a wider range of outcomes for a wider range of stakeholders. Some suggest that, in the name of stakeholder capitalism, for example, organizations may make a positive contribution to a stakeholder group to balance out some of the adverse impacts to that group, much as carbon offsets function. 5 5 ^(5){ }^{5} These offsets can sometimes fail to address the root causes in the organization, and the positive impact in one area does not necessarily compensate for the adverse impacts elsewhere. To balance various stakeholder interests, some say priority is often given to interests aligning with organizational objectives or of high importance to individuals with influence, often entrenching social inequities or resulting in organizations defaulting to meeting ESG regulatory requirements or reducing risk. 6 6 ^(6){ }^{6}
但是，人类的可持续发展并不仅仅是利益相关者资本主义的另一个名称：仅仅是为更多的利益相关者提供更广泛的成果。有些人认为，以利益相关者资本主义的名义，组织可能会对某一利益相关者群体做出积极贡献，以抵消对该群体的一些不利影响，就像碳补偿的作用一样。 5 5 ^(5){ }^{5} 这些抵消有时可能无法从根本上解决组织中的问题，在某一领域的积极影响并不一定能弥补其他领域的不利影响。有人说，为了平衡各种利益相关者的利益，往往会优先考虑与组织目标一致的利益，或者对有影响力的个人非常重要的利益，这往往会加剧社会不公平，或者导致组织默认满足 ESG 监管要求或降低风险。 6 6 ^(6){ }^{6}
A focus on stakeholders alone tends to obscure the fact that organizations rely on more than positive stakeholder relations for their long-term organizational success. Being a stakeholder-focused organization is not the same as being a sustainable organization whose success demands long-term, collaborative efforts to create shared value. An organization is sustainable when it addresses the complex problems of the underlying structural and systemic issues that stand in the way of creating value for humans at the systems level. Creating another bolt-on program or employee benefit, such as gym memberships, meditation training, or volunteering time with the community, is not human sustainability. Achieving human sustainability isn’t easy, and often requires important trade-offs and careful balancing of
仅仅关注利益相关者往往会掩盖一个事实，即组织的长期成功所依赖的不仅仅是积极的利益相关者关系。一个以利益相关者为中心的组织并不等于是一个可持续发展的组织，它的成功需要长期的合作努力来创造共同价值。一个组织要想实现可持续发展，就必须在系统层面上解决阻碍为人类创造价值的结构性和系统性问题。另搞一套附加计划或员工福利，如健身房会员卡、冥想训练或社区志愿服务，并不是人类的可持续发展。实现人类的可持续发展并非易事，往往需要在以下方面做出重要权衡和仔细权衡
Human sustainability: the degree to which the organization creates value for people as human beings, leaving them with greater health and well-being, stronger skills and greater employability, good jobs, opportunities for advancement, progress toward equity, increased belonging, and heightened connection to purpose.
人的可持续发展：组织为人创造价值的程度，使他们拥有更高的健康和福祉、更强的技能和更高的就业能力、好的工作、晋升机会、实现公平的进展、增加归属感以及加强与目标的联系。

SIGNALS YOUR ORGANIZATION SHOULD PRIORITIZE HUMAN SUSTAINABILITY
贵组织应优先考虑人类可持续发展的信号

  • You’re struggling to make progress on social ESG goals, including objectives related to well-being, worker skills, and diversity, equity, and inclusion.
    您正在努力实现社会 ESG 目标，包括与福利、员工技能以及多样性、公平性和包容性相关的目标。
  • You find ESG objectives vague, don’t have the right metrics, or don’t have a clear business case for the work.
    您发现 ESG 目标含糊不清，没有正确的衡量标准，或者没有明确的工作业务案例。
  • Your organization is unsure how to handle the changing relationship with workers as they redefine the role work plays in their life.
    当员工重新定义工作在其生活中所扮演的角色时，您的组织不知道如何处理与员工之间不断变化的关系。
  • Your leaders are feeling pressure from workers, customers, board members, and other stakeholders around human issues.
    您的领导者正感受到来自员工、客户、董事会成员和其他利益相关者在人性化问题上的压力。
  • You’re experiencing more workforce-related risks, including increases in health and safety incidents and potential worker displacement by artificial intelligence.
    您将面临更多与劳动力相关的风险，包括健康和安全事故的增加，以及人工智能可能导致的工人失业。
Figure 2 图 2

Human sustainability means doing well by workers and the world
人类的可持续发展意味着造福工人和世界

In an organization, human sustainability outcomes are additive, beginning with outcomes for employees-those the organization cares for most closely-and continuing to build throughout the extended workforce and into society.
在一个组织中，人类可持续发展的成果是相加的，首先是员工的成果--组织最关心的人，然后是整个员工队伍和社会的成果。

EXPECTED OUTCOMES 预期成果

Employees 员工
- Living equitable wages and long-term financial prosperity
- 公平的工资和长期的经济繁荣		 Extended workers 扩展工人 ⟶ ⟶ longrightarrow\longrightarrow

- 技能、就业能力和晋升机会 - 目的和意义 - 因多样性、包容性和解决不公平和缺乏归属感的系统性原因而产生的公平和归属感 - 身心安全 - 精神、身体、社会和经济福祉
- Skills, employability, and advancement opportunities
- Purpose and meaning
- Equity and belonging as a result of diversity, inclusion, and addressing systemic causes of inequity and lack of belonging
- Physical and psychological safety
- Mental, physical, social, and financial well-being
- Skills, employability, and advancement opportunities - Purpose and meaning - Equity and belonging as a result of diversity, inclusion, and addressing systemic causes of inequity and lack of belonging - Physical and psychological safety - Mental, physical, social, and financial well-being| - Skills, employability, and advancement opportunities | | :--- | | - Purpose and meaning | | - Equity and belonging as a result of diversity, inclusion, and addressing systemic causes of inequity and lack of belonging | | - Physical and psychological safety | | - Mental, physical, social, and financial well-being |

- 未来工人的劳动力发展 - 提高外部供应链工人的人力成果 - 提高特遣队或非正式工人的人力成果
- Workforce development for future workers
- Elevation of human outcomes for external supply chain workers
- Elevation of human outcomes for contingent or informal workers
- Workforce development for future workers - Elevation of human outcomes for external supply chain workers - Elevation of human outcomes for contingent or informal workers| - Workforce development for future workers | | :--- | | - Elevation of human outcomes for external supply chain workers | | - Elevation of human outcomes for contingent or informal workers |

社会 - 改善人口健康，包括环境/气候对健康的影响 - 为经济创造 "好工作 "* （例如，支付公平、可维持生计的工资） - 对社区产生积极影响 - 促进历史上因种族、性别或其他身份而被边缘化的人口的公平待遇
Society
- Improved population health, including environmental/climate impacts on health
- The creation of "good jobs"* for the economy (e.g., paying equitable, living wages)
- Positive impact on communities
- Contributions to equity for populations historically marginalized because of race, gender, or other identities
Society - Improved population health, including environmental/climate impacts on health - The creation of "good jobs"* for the economy (e.g., paying equitable, living wages) - Positive impact on communities - Contributions to equity for populations historically marginalized because of race, gender, or other identities| Society | | :--- | | - Improved population health, including environmental/climate impacts on health | | - The creation of "good jobs"* for the economy (e.g., paying equitable, living wages) | | - Positive impact on communities | | - Contributions to equity for populations historically marginalized because of race, gender, or other identities |
Employees - Living equitable wages and long-term financial prosperity Extended workers longrightarrow "- Skills, employability, and advancement opportunities - Purpose and meaning - Equity and belonging as a result of diversity, inclusion, and addressing systemic causes of inequity and lack of belonging - Physical and psychological safety - Mental, physical, social, and financial well-being" "- Workforce development for future workers - Elevation of human outcomes for external supply chain workers - Elevation of human outcomes for contingent or informal workers" "Society - Improved population health, including environmental/climate impacts on health - The creation of "good jobs"* for the economy (e.g., paying equitable, living wages) - Positive impact on communities - Contributions to equity for populations historically marginalized because of race, gender, or other identities"| Employees | | | | :---: | :---: | :---: | | - Living equitable wages and long-term financial prosperity | Extended workers | $\longrightarrow$ | | - Skills, employability, and advancement opportunities <br> - Purpose and meaning <br> - Equity and belonging as a result of diversity, inclusion, and addressing systemic causes of inequity and lack of belonging <br> - Physical and psychological safety <br> - Mental, physical, social, and financial well-being | - Workforce development for future workers <br> - Elevation of human outcomes for external supply chain workers <br> - Elevation of human outcomes for contingent or informal workers | Society <br> - Improved population health, including environmental/climate impacts on health <br> - The creation of "good jobs"* for the economy (e.g., paying equitable, living wages) <br> - Positive impact on communities <br> - Contributions to equity for populations historically marginalized because of race, gender, or other identities |
*Zeynep Ton, The Case for Good Jobs: How Great Companies Bring Dignity, Pay, and Meaning to Everyone’s Work (Harvard Business Review Press, 2023).
*Zeynep Ton，《好工作的案例》：伟大公司如何为每个人的工作带来尊严、薪酬和意义》（哈佛商业评论出版社，2023 年）。
Source: Deloitte analysis.
资料来源：德勤分析：资料来源：德勤分析。

"Companies "公司

can’t offer you employment forever, but they should make you employable forever."
不能永远为你提供就业机会，但他们应该让你永远都能就业"。
  • Gabriel Sander, Cuervo 加布里埃尔-桑德，奎尔沃
    short-term initiatives and longer-term practices that can address some of the root causes of difficult structural and systemic issues.
    短期举措和长期做法可以解决结构性和系统性难题的某些根源。
This approach is in its infancy today. Only 10% of organizations say they are leading in advancing human sustainability. Among those that are, efforts are likely to be fragmented and uncoordinated, pursued in isolation by disparate groups (for example, experiments with nondegree hiring, four-day work weeks, living wages, or employability improvement with skills passports).
如今，这种方法还处于起步阶段。只有 10%的组织表示它们在推动人类可持续发展方面处于领先地位。在这些组织中，所做的努力很可能是零散的、不协调的，由不同的团体孤立地进行（例如，非学位招聘、四天工作周、生活工资或技能护照提高就业能力等试验）。
The worker-organization relationship is becoming increasingly fraught amid broad disruptions in business and society.
在企业和社会发生广泛动荡的情况下，工人与组织的关系变得越来越紧张。
Only 43% of workers say their organizations have left them better off than when they started. In our research,
只有 43% 的员工表示，他们所在的组织为他们留下了比刚开始工作时更好的条件。在我们的研究中
workers identified increasing work stress and the threat of technology taking over jobs as the top challenges to organizations embracing human sustainability (figure 3).
工人们认为，工作压力增大和技术取代工作的威胁是各组织拥抱人类可持续发展所面临的最大挑战（图 3）。
There are also many developments in the world and in the workforce that threaten to leave people worse off. Some of them include:
世界上和劳动力队伍中也有许多事态发展有可能使人们的境况更糟。其中包括
  • Rampant worker burnout: Constant change and overwork are taxing workers. Worker stress worldwide hit a record high for the second year in a row in 2022, with about half of workers “always” or “often” feeling exhausted or stressed. 7 7 ^(7){ }^{7} More than four in 10 report feeling burned out at work. 8 8 ^(8){ }^{8}
    工人倦怠现象猖獗：不断变化和超负荷工作让工人们疲惫不堪。2022 年，全球工人的压力连续第二年创下新高，大约一半的工人 "总是 "或 "经常 "感到精疲力竭或压力过大。 7 7 ^(7){ }^{7} 超过十分之四的人表示在工作中感到疲惫不堪。 8 8 ^(8){ }^{8}
  • Concerns about AI eliminating jobs: According to a recent study, roughly two-thirds of workers in the United States and Europe will be impacted by generative AI , with generative AI substituting up to one-fourth of current work. 9 9 ^(9){ }^{9} The World Economic
    对人工智能淘汰工作岗位的担忧：根据最近的一项研究，美国和欧洲大约三分之二的工人将受到人工智能的影响，人工智能将取代目前四分之一的工作。 9 9 ^(9){ }^{9} 《世界经济报告》
Forum estimates that generative AI could result in 83 million job losses globally over the next five years. 10 10 ^(10){ }^{10} Women workers are especially vulnerable: Men outnumber women in the workforce, but women are more likely than men to be exposed to the impact of AI 11 11 AI 11 11 AI^(11)^(11)\mathrm{AI}^{11}{ }^{11}
据论坛估计，在未来五年内，人工智能将导致全球损失 8,300 万个工作岗位。 10 10 ^(10){ }^{10} 女工尤其容易受到影响：劳动力中男性人数多于女性，但女性比男性更容易受到 AI 11 11 AI 11 11 AI^(11)^(11)\mathrm{AI}^{11}{ }^{11} 的影响。
  • Rapidly evolving skill needs: The half life of skills continues to shrink, with skills evolving at a rapid pace. 12 12 ^(12){ }^{12} Yet only 5 % 5 % 5%5 \% of executives strongly agree that their organization is investing enough in helping people learn new skills to keep up with the changing world of work. 13 13 ^(13){ }^{13}
    快速发展的技能需求：技能的半衰期不断缩短，技能的发展日新月异。 12 12 ^(12){ }^{12} 然而，只有 5 % 5 % 5%5 \% 的高管强烈认为他们的组织在帮助员工学习新技能方面投入了足够的资金，以跟上不断变化的工作世界。 13 13 ^(13){ }^{13}
  • Support for gig and contract workers: Approximately 2 billion people globally are working informally (for example, contract work). 14 14 ^(14){ }^{14} These workers often do effectively the same work as their hired colleagues but may earn less and receive fewer benefits or protections. 15 15 ^(15){ }^{15}
    支持临时工和合同工：全球约有 20 亿人从事非正式工作（如合同工）。 14 14 ^(14){ }^{14} 这些工人通常从事的工作实际上与受雇同事相同，但收入可能较低，获得的福利或保护也较少。 15 15 ^(15){ }^{15}
  • Lack of visible progress on DEI: Although almost all HR leaders ( 97 % 97 % 97%97 \% ) say their organizations have made changes that are improving DEI outcomes, only 37 % 37 % 37%37 \% of workers strongly agree that they’re making progress. 16 16 ^(16){ }^{16}
    缺乏明显的 DEI 进展：尽管几乎所有的人力资源领导者（ 97 % 97 % 97%97 \% ）都表示，他们的组织已经做出改变，正在改善 DEI 成果，但只有 37 % 37 % 37%37 \% 的员工非常同意他们正在取得进展。 16 16 ^(16){ }^{16}
  • Poor conditions for frontline workers: Frontline workers compose about 80 % 80 % 80%80 \% of global workers, 17 17 ^(17){ }^{17} but research suggests they feel underserved by training, are less likely to have opportunities to work on purposeful projects, experience low wages, receive little paid time off, and are less likely to have health insurance. 18 18 ^(18){ }^{18}
    一线工人的工作条件差：一线工人约占全球工人的 80 % 80 % 80%80 \% 17 17 ^(17){ }^{17} ，但研究表明，他们感到培训服务不足，不太可能有机会从事有目的的项目，工资低，带薪休假时间少，而且不太可能有医疗保险。 18 18 ^(18){ }^{18}
  • Climate change and the energy transition affecting global workers: The Deloitte Economics Institute estimates that more than 800 million jobs world-wide-one quarter of the global workforce-are highly vulnerable to climate extremes that affect, for example, access to clean air and water, and the economic effects of the transition. 19 19 ^(19){ }^{19}
    气候变化和能源转型影响全球工人：据德勤经济研究所估计，全球有超过 8 亿个工作岗位--占全球劳动力的四分之一--极易受到极端气候的影响，例如，这些极端气候会影响到清洁空气和水的获取，以及能源转型的经济效应。 19 19 ^(19){ }^{19}
Only 43% of workers say their organizations have left them better off than when they started.
只有 43% 的员工表示，他们所在的组织让他们比刚开始工作时过得更好。

Figure 3 图 3

Workers identify top challenges to human sustainability
工人指出人类可持续发展面临的最大挑战

Percent of workers answering the question: “Which of the following developments do you worry about as it relates to your work? Select all that apply.”
回答以下问题的工人百分比"您担心以下哪些发展与您的工作有关？请选择所有适用选项"。
Executives are on board with the idea of human sustainability in theory: The large majority surveyed in the Deloitte Global skills-based organization research ( 79 % 79 % 79%79 \% ) say their organization has a responsibility to create value for workers as human beings and for society, 20 20 ^(20){ }^{20} and 81 % 81 % 81%81 \% say human sustainability is very or critically important. But just 12 % 12 % 12%12 \% of executives say they’re leading in this area, while 17 % 17 % 17%17 \% say they have yet to make any progress. Meanwhile, only about a quarter of workers ( 27 % 27 % 27%27 \% ) say their employer is making progress in creating value for them. 21 21 ^(21){ }^{21}
高管们在理论上赞同人类可持续发展的理念：在德勤全球技能型组织研究（ 79 % 79 % 79%79 \% ）中，绝大多数受访者表示，他们的组织有责任为员工和社会创造价值， 20 20 ^(20){ }^{20} 和 81 % 81 % 81%81 \% 表示人类可持续发展非常重要或至关重要。但是，只有 12 % 12 % 12%12 \% 的高管表示他们在这一领域处于领先地位，而 17 % 17 % 17%17 \% 则表示他们尚未取得任何进展。与此同时，只有约四分之一的员工（ 27 % 27 % 27%27 \% ）表示他们的雇主在为他们创造价值方面取得了进展。 21 21 ^(21){ }^{21}
An extractive approach to people, in which an organization looks to maximize the immediate value it receives from people while minimizing their cost, stands to exacerbate the trends above. It could lead organizations to use AI to eliminate jobs rather than create or improve them, resist rather than embrace the postcarbon transition, swell the ranks of gig workers with meager safety nets, fail to make the investments needed to move the dial on DEI, and burn out workers.
对人员采取 "榨取式 "方法，即组织希望从人员身上获得最大的直接价值，同时将其成本降至最低，会加剧上述趋势。它可能会导致组织利用人工智能来消除工作岗位，而不是创造或改善工作岗位；抵制而不是拥抱后碳排放时代的转型；使安全网薄弱的 "临时工 "队伍不断壮大；无法进行必要的投资来推动 "可持续发展指数"（DEI）的发展；并使员工感到疲惫不堪。
That said, many of these developments also offer enormous potential for both people and organizations. Human sustainability offers a key to harnessing them to build a better future.
尽管如此，其中许多发展也为人类和组织提供了巨大的潜力。人类的可持续发展为利用它们建设更美好的未来提供了一把钥匙。

When people thrive, business thrives
人兴则企业兴

Focusing on human sustainability can help organizations create beneficial outcomes for people and for themselves.
关注人类的可持续发展可以帮助组织为人类和自身创造有益的成果。
A focus on human sustainability can help organizations develop even more robust measures than evolving government policies related to people issues, which typically lag behind the pace and necessary scope of change. Regulations-such as the US Human Capital Disclosure Rule, Japan’s recently instituted Amendment on Disclosure of Corporate Affairs, and the European Union’s new European Sustainability Reporting Standards-may be necessary, but not always sufficient.
与不断发展的与人的问题相关的政府政策相比，关注人的可持续发展可以帮助组织制定更加有力的措施，因为政府政策通常落后于变革的步伐和必要的范围。法规--如美国的《人力资本披露规则》、日本最近制定的《企业事务披露修正案》以及欧盟新的《欧洲可持续发展报告标准》--可能是必要的，但并不总是充分的。
Figure 4 图 4

Executives say they're moving in the right direction. Workers are skeptical.
高管们说他们的方向是正确的。工人们却持怀疑态度。

Source: 2023 Deloitte Well-being at Work survey.
资料来源：2023 年德勤工作福利调查。
While people can represent risks to an organization, they also represent great opportunities. Consider that intangible assets-the ideas, technologies, brand attributes, and other differentiators created by an organization’s peoplemade up 90 % 90 % 90%90 \% of US corporate assets in 2022. 22 22 ^(22){ }^{22} Intangible assets approached comparable levels in other developed markets, though they were lower in emerging markets. 23 23 ^(23){ }^{23}
虽然员工可能给企业带来风险，但他们也代表着巨大的机遇。2022年，无形资产--由企业员工创造的创意、技术、品牌属性和其他差异化因素--占美国企业资产的 90 % 90 % 90%90 \% 。 22 22 ^(22){ }^{22} 在其他发达市场，无形资产接近同等水平，但在新兴市场则较低。 23 23 ^(23){ }^{23}
Studies have consistently found that organizations engaged in practices related to human sustainability produce stronger business results. Analysis by the University of Oxford Wellbeing Research Center finds a “strong positive relationship between employee well-being and firm performance,” including stronger profits and stock returns among organizations with the highest levels of well-being. 24 24 ^(24){ }^{24} In addition, organizations that rank the highest on addressing human sustainability issues consistently outperform the Russell 1000. 25 25 ^(25){ }^{25}
研究一致发现，参与人类可持续发展相关实践的组织会产生更强的业务成果。牛津大学福祉研究中心（University of Oxford Wellbeing Research Center）的分析发现，"员工福祉与公司业绩之间存在密切的正相关关系"，其中福祉水平最高的组织的利润和股票回报率更高。 24 24 ^(24){ }^{24} 此外，在解决人类可持续发展问题方面排名最高的组织的表现始终优于罗素1000指数。 25 25 ^(25){ }^{25}
In fact, the organizations that score highest on treatment of their workforce had a 2.2 % 2.2 % 2.2%2.2 \% higher five-year return on equity, emit 50 % 50 % 50%50 \% less CO2 per dollar of revenue, and are more than twice as likely to pay a family-sustaining living wage. 26 26 ^(26){ }^{26}
事实上，在员工待遇方面得分最高的组织，其五年股本回报率 2.2 % 2.2 % 2.2%2.2 \% 更高，每 1 美元收入排放的二氧化碳 50 % 50 % 50%50 \% 更少，支付维持家庭生计的工资的可能性是其他组织的两倍多。 26 26 ^(26){ }^{26}
A number of factors could help explain a connection between human sustainability and improved organizational value:
许多因素都有助于解释人类可持续性与提高组织价值之间的联系：
  • A focus on human sustainability may help organizations receive the benefits of greater diversity, equity, and inclusion. Organizations with greater diversity are 2.4 times more likely to outperform competitors financially. 27 27 ^(27){ }^{27}
    关注人类的可持续发展可以帮助组织获得更多的多样性、公平性和包容性带来的好处。多元化程度较高的组织在财务上超越竞争对手的可能性是竞争对手的 2.4 倍。 27 27 ^(27){ }^{27}
  • Organizations that invest in skills development have better business results. Eighty-four percent of workers at high-performing organizations say they receive the training they need to do their jobs well. 28 28 ^(28){ }^{28}
    投资技能发展的组织能取得更好的业务成果。84% 的高绩效组织员工表示，他们接受了做好本职工作所需的培训。 28 28 ^(28){ }^{28}
  • Pinching pennies on the workforce often backfires. Low wages often lead to higher turnover, lost sales, low productivity, weak attendance, low levels of innovation, poor execution, mistakes, and frustration among customers and managers. 29 29 ^(29){ }^{29}
    对员工抠门往往会适得其反。低工资往往会导致更高的人员流动率、销售损失、生产率低下、出勤率低、创新水平低、执行力差、失误以及客户和管理者的挫败感。 29 29 ^(29){ }^{29}
  • Improving worker health and well-being can reduce workforce risk. A majority of workers say that improving their health is more important than
    改善工人的健康和福利可以降低劳动力风险。大多数工人表示，改善他们的健康比
    advancing their career and that they are seriously considering quitting for a job that better supports their well-being. 30 30 ^(30){ }^{30}
    他们正在认真考虑辞职，换一份能更好地为他们的幸福生活提供支持的工作。 30 30 ^(30){ }^{30}
  • Consumers are more likely to support socially responsible organizations. Three-quarters ( 76 % 76 % 76%76 \% ) of consumers say they’re more likely to buy from organizations that are socially responsible. 31 31 ^(31){ }^{31}
    消费者更倾向于支持有社会责任感的组织。四分之三（ 76 % 76 % 76%76 \% ）的消费者表示，他们更愿意从具有社会责任感的组织那里购买产品。 31 31 ^(31){ }^{31}
For these reasons and others, a human sustainability agenda can help future-proof organizations: bolstering their ability to access, engage and develop a diverse workforce; develop a strong, diverse pipeline of talent; become more rewarding and productive places to work; inoculate against a variety of risks; and appeal to consumers.
出于这些原因和其他原因，人类可持续发展议程可以帮助组织面向未来：增强其获得、参与和发展多元化员工队伍的能力；发展强大、多元化的人才梯队；成为更有价值、更富有成效的工作场所；抵御各种风险；以及吸引消费者。

How leaders can advance human sustainability
领导者如何推动人类的可持续发展

To embrace human sustainability, an organization should first reset the way it views relationships with people.
要实现人类的可持续发展，组织应首先重新审视与人的关系。
A human sustainability mindset replaces extractive, transactional thinking about people with a focus on creating greater value for each person connected to the organization. This shift can set the stage for leaders to implement broader actions in support of a human sustainability agenda using trust as the critical glue.
人的可持续发展思维方式取代了对人的榨取性、交易性思维方式，将重点放在为与组织相关的每个人创造更大价值上。这种转变可以为领导者实施更广泛的行动创造条件，以信任为关键粘合剂，支持人类可持续发展议程。
Consider starting with the following actions:
考虑从以下行动开始：
  • Focus on metrics that measure human outcomes. Organizations often design people metrics either to quantify worker outputs and activities or as a box-checking exercise, rather than as an assessment of progress on outcomes and impact. For example, nearly a quarter ( 23 % 23 % 23%23 \% ) of organizations measure progress on diversity commitments based on adherence to compliance standards. 32 32 ^(32){ }^{32}
    注重衡量人的成果的指标。组织在设计人员衡量标准时，往往是为了量化工人的产出和活动，或者是为了应付检查，而不是为了评估成果和影响方面的进展。例如，将近四分之一（ 23 % 23 % 23%23 \% ）的组织根据合规标准的遵守情况来衡量多元化承诺的进展情况。 32 32 ^(32){ }^{32}
Consider measuring the following factors like the ones highlighted below that the organization can act on to create a better future for both people and the organization, and which include workers like external supply chain or contract workers in the analysis.
考虑衡量以下因素，如下面强调的因素，组织可以采取行动，为员工和组织创造更美好的未来，并将外部供应链或合同工等工人纳入分析范围。
A human sustainability mindset replaces extractive, transactional thinking about people with a focus on creating greater value for each person connected to the organization.
人的可持续发展思维取代了对人的榨取性、交易性思维，而将重点放在为与组织相关的每个人创造更大价值上。

SKILLS DEVELOPMENT AND EMPLOYABILITY
技能发展和就业能力

Skills development metrics can indicate the value an organization is providing to its workers, extended workers, and future workers.
技能发展指标可以显示一个组织为其员工、扩展员工和未来员工提供的价值。
  • Al-driven analysis of how quickly people are learning new skills
    对人们学习新技能的速度进行 Al-driven 分析
  • Impact of skills and learning on worker outcomes such as promotions, individual performance, and employability
    技能和学习对晋升、个人绩效和就业能力等工人成果的影响
  • Impact of skills and learning on organizational outcomes such as sales and customer satisfaction
    技能和学习对销售和客户满意度等组织成果的影响
  • Percentage of workers displaced by disruptions such as Al who are reskilled and attain “good jobs”
    因 Al 等干扰而失业的工人中重新获得技能并找到 "好工作 "的人所占百分比

WELL-BEING 福祉

Well-being metrics should include emotional, mental, physical, social, and financial well-being. 33 33 ^(33){ }^{33}
福祉指标应包括情感、精神、身体、社会和经济福祉。 33 33 ^(33){ }^{33}
  • Al-driven sentiment analysis, survey, and interview results
    Al 驱动的情感分析、调查和访谈结果
  • Work-related emails sent during off hours
    在非工作时间发送与工作有关的电子邮件
  • Health equity and trends associated with medical claims over time
    健康公平和与医疗索赔相关的长期趋势
  • Physical, emotional, and mental wellbeing and safety data from wearables and neurotechnology, used with people’s permission
    可穿戴设备和神经技术提供的身心健康和安全数据，经用户许可使用
  • Data on shifts or working time (for example, paid time off use, overtime) collected by sensors, email, chat, and calendars 34 34 ^(34){ }^{34}
    通过传感器、电子邮件、聊天和日历收集有关轮班或工作时间的数据（例如，带薪休假使用情况、加班情况） 34 34 ^(34){ }^{34}

PURPOSE 目 的

Purpose metrics measure the degree to which people feel their lives have meaning and they are making a positive difference in the world and their work.
目的性指标衡量的是人们在多大程度上感到自己的生活有意义，以及他们在世界和工作中带来了积极的变化。
  • Surveys and pulse checks gauging individuals’ perceptions of purpose and meaning
    调查和把脉，衡量个人对目的和意义的看法
  • Al-driven analysis of worker motivations and sentiment 35 35 ^(35){ }^{35}
    对工人动机和情绪的 Al-driven 分析 35 35 ^(35){ }^{35}
  • Al-driven analysis of time spent on meaningful, value-added work versus repetitive, nonmeaningful work
    对花在有意义、增值工作上的时间与花在重复性、无意义工作上的时间进行对比分析
  • Volunteering or social impact involvement based on participation levels or percentage of time spent
    根据参与程度或所花时间的百分比计算的志愿服务或社会影响参与情况
  • Factors correlating with purpose (positively or negatively), such as worker sick leave, turnoverrates, performance, and profitability 36 36 ^(36){ }^{36}
    与目的相关的因素（正面或负面），如工人病假、人员流动率、绩效和盈利能力 36 36 ^(36){ }^{36}

DIVERSITY, EQUITY, AND INCLUSION
多样性、公平和包容

DEI metrics measure the extent to which workers experience equity and belonging as a result of diversity, inclusion, and addressing the root causes of inequity in the workplace.
DEI 指标衡量的是，由于多样性、包容性和解决工作场所不平等的根源，工人在多大程度上体验到公平和归属感。
  • Pay equity analyses 薪酬公平分析
  • Root cause analysis of identified workforce inequities
    对已发现的劳动力不平等现象进行根本原因分析
  • Organizational network analysis measuring the effectiveness of equity interventions (for example, by measuring belonging and diversity in organization networks)
    组织网络分析，衡量公平干预措施的效果（例如，衡量组织网络中的归属感和多样性）
  • Equitable outcomes for various worker groups on dimensions such as promotions to leadership, internal mobility, and retirement savings participation
    不同工人群体在晋升领导层、内部流动和参与退休储蓄等方面的公平结果

CAREER STABILITY AND ADVANCEMENT OPPORTUNITIES
职业稳定性和晋升机会

Metrics around career stability and advancement can be indicators of how well an organization fosters economic mobility and advancement for workers. 37 37 ^(37){ }^{37}
与职业稳定性和晋升有关的指标可以作为一个组织促进员工经济流动性和晋升的指标。 37 37 ^(37){ }^{37}
  • Percentage of people hired based on skills rather than degrees
    根据技能而非学位聘用人员的百分比
  • Average time it takes to move up one level (velocity of growth)
    提升一级所需的平均时间（增长速度）
  • Percentage of senior management promoted from within the organization
    从组织内部晋升的高级管理人员百分比
  • Career stability based on retention and wage measures
    基于留用和工资措施的职业稳定性

SOCIETAL IMPACT 社会影响

Societal impact metrics measure an organization’s contribution to communities and the world at large.
社会影响指标衡量一个组织对社区和整个世界的贡献。
  • Economic empowerment produced, as measured, for example, by income generation, wage increases, job creation, and entrepreneurship opportunities
    增强经济权能，例如以创收、增加工资、创造就业和创业机会来衡量
  • Impact on skills and employability
    对技能和就业能力的影响
  • Impact on community health and wellbeing based on health care access, disease prevention, happiness, climate sustainability, and other measures
    根据医疗保健的可及性、疾病预防、幸福感、气候可持续性和其他措施，对社区健康和福祉产生影响
  • Impact on social innovation and collaboration, as measured, for example, by number of public-private partnerships formed, new ideas generated, and knowledge shared within the community
    对社会创新和协作的影响，例如，以建立的公私伙伴关系的数量、产生的新想法和社区内共享的知识来衡量
  • Make the business case for human sustainability. Making the mindset shift toward human sustainability often requires that leaders, executives, and board members have a clear picture of the business advantages of making this shift. Organizations may in fact be taking many steps toward human sustainability, but in a siloed or disconnected way. Connecting the dots between initiatives can help provide a holistic picture of the business impact of human sustainability.
    为人类可持续发展提供商业案例。要实现人类可持续发展的思维转变，往往需要领导者、高管和董事会成员清楚地认识到实现这一转变的商业优势。事实上，各组织可能正在采取许多措施来实现人类的可持续发展，但这些措施都是各自为政或相互脱节的。将各项举措联系起来，有助于全面了解人类可持续发展对业务的影响。
As discussed above, a number of factors can demonstrate the benefits, and driving this change may mean creating models, pilot initiatives, and new metrics that focus on these factors. When PayPal, for example, began an initiative to improve the financial well-being of its entrylevel and frontline workers, it needed to justify the additional costs from both a business and human perspective. The organization estimated that for every one percent reduction in attrition, it would save US$500,000 a year from reduced recruiting, onboarding, and training costs and through improved productivity (read the full case study below).
如上文所述，许多因素都能体现出效益，而推动这一变革可能意味着创建模型、试点计划和新的衡量标准，并将重点放在这些因素上。例如，当 PayPal 开始实施一项旨在改善其初级和一线员工财务状况的计划时，它需要从业务和人力的角度来证明额外成本的合理性。该组织估计，自然减员每减少 1%，每年就能通过降低招聘、入职和培训成本以及提高生产率节省 50 万美元（请阅读下面的完整案例研究）。
  • Tie leader and manager rewards to human sustainability metrics. To make progress on anything, an organization needs to hold leaders accountable. Organizations should set goals to advance on key human sustainability outcome metrics and drivers and attach incentives to achieving them.
    将领导者和管理者的奖励与人的可持续发展指标挂钩。要想在任何方面取得进展，组织都需要让领导者负起责任。组织应设定目标，在关键的人类可持续发展成果指标和驱动因素方面取得进展，并为实现这些目标提供激励。
Many organizations are already taking steps in this direction. Almost three-quarters of S&P 500 organizations now connect executive compensation to sustainability metrics. 38 38 ^(38){ }^{38} Genpact, for example, uses a suite of internal tech tools, including its AI chatbot, to check in regularly with workers and learn what is or isn’t working well for them and to gauge their mood and sentiment. The tools aggregate a workforce “mood score” that is linked to 10 % 10 % 10%10 \% of bonuses for the organization’s top 150 leaders, including its CEO. 39 39 ^(39){ }^{39} Mastercard takes this a step further, determining bonuses for all workers in part based on the organization’s performance on carbon neutrality, financial inclusion, and gender pay parity. 40 40 ^(40){ }^{40} That said, there appears to be a long way to go. Less than half of our survey respondents told us their organization holds itself and leaders accountable for the holistic well-being of its workers.
许多组织已经在朝这个方向迈进。标准普尔 500 强企业中，近四分之三的企业现在将高管薪酬与可持续发展指标挂钩。 38 38 ^(38){ }^{38} 例如，Genpact 使用一套内部技术工具（包括其人工智能聊天机器人）定期与员工进行沟通，了解他们的工作情况，并评估他们的情绪和情感。这些工具汇总了员工的 "情绪分数"，该分数与包括首席执行官在内的该组织 150 名高层领导的 10 % 10 % 10%10 \% 奖金挂钩。 39 39 ^(39){ }^{39} 万事达卡在此基础上更进一步，部分根据组织在碳中和、金融包容性和性别薪酬平等方面的表现来确定所有员工的奖金。 40 40 ^(40){ }^{40} 尽管如此，似乎还有很长的路要走。在我们的调查中，只有不到一半的受访者告诉我们，他们的组织要求自己和领导者对员工的整体福祉负责。
  • Integrate human sustainability governance into the board and C-suite. Human sustainability is increasingly taking center stage on the boardroom agenda, as the board provides oversight on the intersection of strategy, risk, culture, and ESG and its relationship to business results. “We’re seeing increasing discussion at the board level of topics like DEI and ESG—and topics like changing workforce expectations, purpose, and skills now matter at the board level,” said Larry Quinlan, board member of six organizations. In one Deloitte US study, board members and C-suite leaders ranked human sustainability issues among the top internal workforce risks, yet many don’t feel confident in their ability to manage them (figure 5). 41 41 ^(41){ }^{41}
    将人类可持续发展治理纳入董事会和首席执行官会议。随着董事会对战略、风险、文化和环境、社会和公司治理的交叉点及其与业务成果的关系进行监督，人类可持续发展正日益成为董事会议程的中心议题。"六家组织的董事会成员 Larry Quinlan 说："我们看到董事会层面越来越多地讨论 DEI 和 ESG 等话题，而不断变化的劳动力期望、目的和技能等话题现在在董事会层面也很重要。在德勤美国的一项研究中，董事会成员和 C-suite 领导人将人类可持续发展问题列为内部劳动力的首要风险，但许多人对自己管理这些问题的能力没有信心（图 5）。 41 41 ^(41){ }^{41}
While the board can provide oversight, ultimately, it is the C-suite’s responsibility to operationalize human sustainability and ensure all parts of the organization are actively working to help humans thrive. The vast majority of C-level executives ( 95 % 95 % 95%95 \% ) agree that executives should be responsible for worker well-being, a leading indicator of effective human sustainability efforts. 42 42 ^(42){ }^{42} But living up to that responsibility can require thoughtful, cross-functional governance at the highest levels.
虽然董事会可以提供监督，但归根结底，将人类可持续发展付诸实施并确保组织的所有部门都积极致力于帮助人类茁壮成长，是 C 级高管的责任。绝大多数 C 级高管（ 95 % 95 % 95%95 \% ）都认为，高管应该对员工的福祉负责，这是有效实现人类可持续发展的领先指标。 42 42 ^(42){ }^{42} 但是，要履行这一责任，就需要最高层进行深思熟虑的跨职能治理。
People-related issues traditionally have fallen under HR. But managing human sustainability crosses almost all parts of an organization, including finance, information technology, and operations, so HR can’t do the job on its own. Organizations should embrace a
与人相关的问题历来属于人力资源部门的职责范围。但人力可持续发展管理几乎涉及组织的所有部门，包括财务、信息技术和运营，因此人力资源部门无法单独完成这项工作。组织应采用
Figure 5 图 5
The board and C-suite rank human sustainability issues among the top internal workforce risks, but lack confidence in managing them
董事会和首席执行官将人类可持续发展问题列为内部劳动力的首要风险，但对管理这些问题缺乏信心
Top six risk factors that most threaten the organization’s ability to meet its business objectives, according to C-suite and board respondents
首席执行官和董事会受访者认为，六大风险因素对组织实现业务目标的能力威胁最大
Top internal workforce risks, ranked
内部员工队伍的最大风险排名		 Percentage who feel confident in effectively managing the risk
有信心有效管理风险的百分比
Ability to monitor, understand, and address worker activism
监测、了解和处理工人积极性的能力		 51 % 51 % 51%51 \%
Ability to foster ESG and sustainable business practices
促进 ESG 和可持续业务实践的能力		 56 % 56 % 56%56 \%
Ability to provide compensation/living wages and benefits to workforce
为员工提供补偿/生活工资和福利的能力		 53 % 53 % 53%53 \%
Ability to plan and achieve a diverse and inclusive workforce culture
规划和实现多元化、包容性员工文化的能力		 49 % 49 % 49%49 \%
Ability to provide an organizational purpose and mission the
提供组织宗旨和使命的能力
workforce cares about 员工关心
Top internal workforce risks, ranked Percentage who feel confident in effectively managing the risk Ability to monitor, understand, and address worker activism 51% Ability to foster ESG and sustainable business practices 56% Ability to provide compensation/living wages and benefits to workforce 53% Ability to plan and achieve a diverse and inclusive workforce culture 49% Ability to provide an organizational purpose and mission the workforce cares about | Top internal workforce risks, ranked | Percentage who feel confident in effectively managing the risk | | | | :--- | :--- | :--- | :--- | | | Ability to monitor, understand, and address worker activism | $51 \%$ | | | Ability to foster ESG and sustainable business practices | $56 \%$ | | | | Ability to provide compensation/living wages and benefits to workforce | $53 \%$ | | | | Ability to plan and achieve a diverse and inclusive workforce culture | $49 \%$ | | | | Ability to provide an organizational purpose and mission the | | | | | workforce cares about | | | |
Source: 2022 Deloitte Workforce Risk research.
资料来源：2022 年德勤劳动力风险研究。
boundaryless HR approach that orchestrates the pursuit of human sustainability across disciplines to achieve it. They might also consider appointing a chief human sustainability officer to connect the dots between functions or create new roles in charge of key aspects of human sustainability, such as work redesigner, steward of purpose, or upskilling advocate.
他们还可以考虑任命首席人类可持续发展官，或设立负责人类可持续发展关键方面的新角色，如工作再设计者、目标管理者或技能提升倡导者。他们还可以考虑任命一位首席人类可持续发展官来连接各职能部门，或设立负责人类可持续发展关键方面的新角色，如工作再设计者、目标管理者或技能提升倡导者。
  • Involve workers, future workers, and others in cocreating their roles and human sustainability initiatives. To create value for individuals, organizations need input from individuals. Leaders can engage workers, future workers, contingent workers, community members, and other members of the organization’s human ecosystem in dialogue about what they value and how it can be pursued together.
    让工人、未来的工人和其他人参与共同创造他们的角色和人类可持续发展计划。要为个人创造价值，组织需要来自个人的意见。领导者可以让工人、未来工人、临时工、社区成员以及组织人力生态系统的其他成员参与对话，讨论他们的价值以及如何共同追求这些价值。
While these discussions may take shape in many ways, one important thread may center around reimagining workers’ roles-for example, integrating well-being into work design, building roles around purpose, or giving workers the freedom and autonomy to define “how” their work gets done. Consider tomato processor Morning Star, where each worker drafts their own outcomes and problems to be solved. For example, one worker’s personal mission is to turn tomatoes into juice in a way that is highly efficient and environmentally responsible. The statement then describes how they will work to achieve the objectives, including whom they will collaborate with and what decision responsibilities they will have. 43 43 ^(43){ }^{43}
虽然这些讨论可能以多种方式展开，但其中一条重要线索可能围绕着重新设想工人的角色展开--例如，将福利融入工作设计，围绕目标建立角色，或给予工人自由和自主权来确定 "如何 "完成工作。考虑一下番茄处理器 "晨星"（Morning Star），在这里，每个员工都可以起草自己的成果和要解决的问题。例如，一名工人的个人使命是以高效和对环境负责的方式将番茄加工成果汁。然后，该声明描述了他们将如何努力实现目标，包括他们将与谁合作以及他们将承担哪些决策责任。 43 43 ^(43){ }^{43}
Approaches like this can create autonomy, continual learning and development in the flow of work, and the cultivation of human capabilities like imagination and curiosity used to identify problems and opportunities and then develop, test, and iterate on solutions.
这样的方法可以创造自主性，在工作流程中不断学习和发展，培养人的能力，如想象力和好奇心，用于发现问题和机会，然后开发、测试和迭代解决方案。
Alternatively, worker roles may become more fluid through matching their skills, human capabilities, and unique motivations and passions to a portfolio of ever-evolving projects and assignments-unleashing greater agility, diversity, equity, and inclusion, and greater growth, agency, and choice for workers. 44 44 ^(44){ }^{44} Both approaches rethink work by negotiating what and how it is done with the workers themselves.
或者，通过将员工的技能、人的能力、独特的动机和激情与不断变化的项目和任务组合相匹配，员工的角色可能会变得更加多变--为员工带来更大的灵活性、多样性、公平性和包容性，以及更大的成长性、能动性和选择性。 44 44 ^(44){ }^{44} 这两种方法都是通过与员工协商工作的内容和方式来重新思考工作。
  • Elevate managers’ human sustainability role and empower them to own it. Managers can play a crucial role in advancing human sustainability, as they are the frontline leadership helping workers develop skills and creating psychological safety and belonging in teams. In one study, six in 10 workers worldwide said their job is the biggest factor influencing their mental health. The same study revealed that managers have as great an impact on a worker’s mental health as their spouse, and a greater impact than their doctor or therapist. Roughly seven in 10 said they would like their organization and managers to do more to support their mental health. 45 45 ^(45){ }^{45} Organizations should empower managers with training, resources, and the autonomy to align policies and workloads with human sustainability priorities. In addition, ensuring managers have a clear window into human sustainability metrics can enable them to help the organization achieve its commitments.
    提升管理人员在人类可持续发展方面的作用，并赋予他们自主权。管理人员在推动人类可持续发展方面可以发挥至关重要的作用，因为他们是帮助工人发展技能、在团队中创造心理安全和归属感的一线领导者。在一项研究中，全球每 10 名工人中就有 6 人表示，工作是影响他们心理健康的最大因素。同一项研究显示，管理者对工人心理健康的影响不亚于他们的配偶，比他们的医生或治疗师更大。大约十分之七的人表示，他们希望他们的组织和管理者能够为他们的心理健康提供更多支持。 45 45 ^(45){ }^{45} 组织应赋予管理人员培训、资源和自主权，使政策和工作量与人类可持续发展的优先事项保持一致。此外，确保管理人员有一个了解人类可持续发展指标的清晰窗口，可以使他们帮助组织实现其承诺。
  • Learn from leading organizations’ workplace practices. Organizations in the forefront of human sustainability are implementing initiatives-and in some cases, rewiring organizational practicesto add greater value for workers and society. Consider the following practices adopted by some organizations as they work toward embracing human sustainability:
    学习领先组织的工作场所实践。在人类可持续发展方面走在前列的组织正在实施各种举措，在某些情况下，还在重新安排组织实践，以便为员工和社会增加更大的价值。以下是一些组织在努力实现人类可持续发展过程中采取的做法：
  • AT&T: Fewer than 5% of job openings require college degrees. In addition, the organization trains heavily and recruits top managers from its own ranks-including CEO John Stankey, who does have a college degree and started his career at AT&T taking customer requests for phone service. 46 46 ^(46){ }^{46}
    AT&T：只有不到 5%的职位空缺需要大学学历。此外，AT&T 还对员工进行大量培训，并从公司内部招聘高级管理人员，包括首席执行官约翰-斯坦基（John Stankey）。 46 46 ^(46){ }^{46}
  • Zurich Insurance Group: People analytics assess workers’ current skills and future skill requirements, and technology curates learning and development opportunities. Capability network mapping helps identify areas where the organization has networks of particular skills and capabilities and suggests ways for workers to strengthen their networks. 47 47 ^(47){ }^{47}
    苏黎世保险集团：人员分析评估员工当前的技能和未来的技能要求，技术则策划学习和发展机会。能力网络映射有助于确定组织在哪些领域拥有特定的技能和能力网络，并为员工加强其网络提出建议。 47 47 ^(47){ }^{47}
  • Chobani: Workers in its plants have an average tenure of six years, longer than industry average. This could be due to the organization’s emphasis on hiring refugees and offering ESL classes, language programs for managers, a child-care stipend, and relatively high starting wages. 48 48 ^(48){ }^{48}
    Chobani：其工厂工人的平均工龄为六年，长于行业平均水平。这可能是因为该组织重视雇用难民，并提供 ESL 课程、管理人员语言课程、托儿津贴以及相对较高的起薪。 48 48 ^(48){ }^{48}
  • Unilever: Unilever’s U-Work program offers temporary workers who contract with the company for a series of short-term engagements a guaranteed minimum retainer, access to organizational resources, and a core set of benefits like modified health care and retirement funding. 49 49 ^(49){ }^{49}
    联合利华：联合利华的 U-Work 计划为与公司签订一系列短期合同的临时工提供有保障的最低聘金、使用组织资源的机会，以及一系列核心福利，如修改后的医疗保健和退休资金。 49 49 ^(49){ }^{49}
  • Hitachi: An executive sustainability committee tackles 11 goals that pose the most important
    日立：可持续发展执行委员会处理 11 个最重要的目标
    social challenges for Hitachi, including quality education, gender equality, work and economic growth, health and well-being, and clean water and sanitation. 50 50 ^(50){ }^{50} One initiative seeks to prevent long working hours and overwork with a system that senses hours worked by each individual and then sends alerts to supervisors with suggestions on how to help coach overworked workers, as well as nudges to workers that encourage behavioral changes. One initiative seeks to prevent long working hours and overwork with a system that senses hours worked by each individual and then sends alerts to supervisors with suggestions on how to help coach overworked workers, as well as nudges to workers that encourage behavioral changes. 51 51 ^(51){ }^{51}
    日立面临的社会挑战包括优质教育、性别平等、工作和经济增长、健康和福利以及清洁水和卫生设施。 50 50 ^(50){ }^{50} 其中一项举措旨在通过一个系统来防止长时间工作和过劳死，该系统可以感知每个人的工作时间，然后向主管发送警报，并就如何帮助指导过劳死的工人提出建议，同时向工人发出鼓励其改变行为的提示。有一项计划旨在通过一个系统来防止工时过长和工作过度，该系统可以感知每个人的工作时间，然后向主管发送警报，就如何帮助指导工作过度的工人提出建议，并向工人发出鼓励其改变行为的提示。 51 51 ^(51){ }^{51}

FINANCIAL SUSTAINABILITY IS HUMAN SUSTAINABILITY: A PAYPAL CASE STUDY
财务的可持续发展就是人类的可持续发展：Paypal 案例研究

In 2015, PayPal embarked on a new public mission: using technology to democratize financial services and improve financial health. That mission became personal in 2018 when the organization assessed the financial wellness of its own entry-level and frontline workers and discovered that many were struggling financially. Approximately two-thirds reported living paycheck to paycheck, and the company estimated that net disposable income (discretionary income remaining after taxes and expenses are paid 52 52 ^(52){ }^{52} ) was as low as around 5 % 5 % 5%5 \%, even though the organization was paying at or above market rates. 53 53 ^(53){ }^{53}
2015 年，PayPal 开始了一项新的公共使命：利用技术实现金融服务民主化，改善财务健康状况。2018 年，这一使命变成了个人使命，当时该组织对自己的入门级员工和一线员工的财务健康状况进行了评估，发现许多人都在财务上挣扎。约有三分之二的人报告说，他们靠工资生活，公司估计可支配净收入（支付税款和费用后剩余的可自由支配收入 52 52 ^(52){ }^{52} ）低至 5 % 5 % 5%5 \% 左右，尽管该组织支付的工资达到或高于市场水平。 53 53 ^(53){ }^{53}