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 \dots

. Thriving beyond boundaries: Human performance in a boundaryless world

02 \dots

。超越界限，蓬勃发展：无边界世界中的人类表现

10 \dots

When people thrive, business thrives: The case for human sustainability

10 \dots

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 \dots

What do organizations need most in a disrupted, boundaryless age? More imagination.

52 \dots

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}

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、

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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}

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}

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.

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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.

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And this isn’t a new trend: In 2018, over

40 %

of workers reported feeling high stress in their job, with negative impacts on productivity, health, and family stability.

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Burnout is a common experience, with

48 %

of workers and

53 %

of managers saying they are burned out at work

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and nearly half of millennial and Gen Z workers report feeling stressed all or most of the time.

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The 2023 Gallup State of the Global Workplace study reveals that

59 %

of the global workforce are “quiet quitting.”

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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。

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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。

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这并不是一个新趋势：2018年，超过

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。

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职业倦怠是一种普遍的体验，

48 %

的工人和

53 %

的管理人员表示他们在工作中感到倦怠

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，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。

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《2023 年盖洛普全球工作场所状况研究报告》显示，

59 %

全球劳动力正在 "悄悄辞职"。

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As for making humans better at work, productivity paranoia-a concern that remote workers aren’t being productive

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-is on the rise, with

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.

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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

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--正在上升，

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。

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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.

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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。

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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 %

) 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 %

）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.

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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。

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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

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.
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）。
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。
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。
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。
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。
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。
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。
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。
Microsoft, “Hybrid work is just work.”
微软，"混合工作就是工作"。
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。
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

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-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》

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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.

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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。

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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.

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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.

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And for some organizations,
在收益电话会议上。

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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。

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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？

Organizations typically group interactions with people under the "

S

" 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

"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}

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}

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}

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}

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

⟶

- 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

- 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

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

*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）。

Current trends threaten human sustainability
当前趋势威胁人类的可持续性

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. $^{7}$ More than four in 10 report feeling burned out at work. $^{8}$
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。 $^{7}$ 超过十分之四的人表示在工作中感到疲惫不堪。 $^{8}$
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. $^{9}$ 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。 $^{9}$ 《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}

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}

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}

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}

的影响。

Rapidly evolving skill needs: The half life of skills continues to shrink, with skills evolving at a rapid pace. $^{12}$ Yet only $5 %$ 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. $^{13}$
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。 $^{12}$ 然而，只有 $5 %$ 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。 $^{13}$
Support for gig and contract workers: Approximately 2 billion people globally are working informally (for example, contract work). $^{14}$ These workers often do effectively the same work as their hired colleagues but may earn less and receive fewer benefits or protections. $^{15}$
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）。 $^{14}$ 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。 $^{15}$
Lack of visible progress on DEI: Although almost all HR leaders ( $97 %$ ) say their organizations have made changes that are improving DEI outcomes, only $37 %$ of workers strongly agree that they’re making progress. $^{16}$
缺乏明显的 DEI 进展：尽管几乎所有的人力资源领导者（ $97 %$ ）都表示，他们的组织已经做出改变，正在改善 DEI 成果，但只有 $37 %$ 的员工非常同意他们正在取得进展。 $^{16}$
Poor conditions for frontline workers: Frontline workers compose about $80 %$ of global workers, $^{17}$ 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. $^{18}$
一线工人的工作条件差：一线工人约占全球工人的 $80 %$ $^{17}$ ，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。 $^{18}$
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. $^{19}$
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。 $^{19}$

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 %

) say their organization has a responsibility to create value for workers as human beings and for society,

^{20}

and

81 %

say human sustainability is very or critically important. But just

12 %

of executives say they’re leading in this area, while

17 %

say they have yet to make any progress. Meanwhile, only about a quarter of workers (

27 %

) say their employer is making progress in creating value for them.

^{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 %

）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}

和

81 %

表示人类可持续发展非常重要或至关重要。但是，只有

12 %

的高管表示他们在这一领域处于领先地位，而

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 %

）表示他们的雇主在为他们创造价值方面取得了进展。

^{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 %

of US corporate assets in 2022.

^{22}

Intangible assets approached comparable levels in other developed markets, though they were lower in emerging markets.

^{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 %

。

^{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}

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}

In addition, organizations that rank the highest on addressing human sustainability issues consistently outperform the Russell 1000.

^{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}

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}

In fact, the organizations that score highest on treatment of their workforce had a

2.2 %

higher five-year return on equity, emit

50 %

less CO2 per dollar of revenue, and are more than twice as likely to pay a family-sustaining living wage.

^{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 %

更高，每 1 美元收入排放的二氧化碳

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}

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. $^{27}$
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。 $^{27}$
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. $^{28}$
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。 $^{28}$
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. $^{29}$
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。 $^{29}$
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. $^{30}$
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。 $^{30}$
Consumers are more likely to support socially responsible organizations. Three-quarters ( $76 %$ ) of consumers say they’re more likely to buy from organizations that are socially responsible. $^{31}$
消费者更倾向于支持有社会责任感的组织。四分之三（ $76 %$ ）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。 $^{31}$

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 ( $23 %$ ) of organizations measure progress on diversity commitments based on adherence to compliance standards. $^{32}$
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（ $23 %$ ）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。 $^{32}$

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。

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}

福祉指标应包括情感、精神、身体、社会和经济福祉。

^{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 $^{34}$
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） $^{34}$

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 $^{35}$
对工人动机和情绪的 Al-driven 分析 $^{35}$
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 $^{36}$
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 $^{36}$

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}

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}

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}

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 %

of bonuses for the organization’s top 150 leaders, including its CEO.

^{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}

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}

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 %

奖金挂钩。

^{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}

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). $^{41}$
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）。 $^{41}$

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 %

) agree that executives should be responsible for worker well-being, a leading indicator of effective human sustainability efforts.

^{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 %

）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}

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	$51 %$
Ability to foster ESG and sustainable business practices 促进 ESG 和可持续业务实践的能力	$56 %$
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	$53 %$
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	$49 %$
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

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}

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}

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}

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}

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. $^{45}$ 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。 $^{45}$ 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. $^{46}$
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）。 $^{46}$
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. $^{47}$
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。 $^{47}$
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. $^{48}$
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。 $^{48}$
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. $^{49}$
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。 $^{49}$
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. $^{50}$ 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. $^{51}$
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。 $^{50}$ 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。 $^{51}$

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}

) was as low as around

5 %

, even though the organization was paying at or above market rates.

^{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}

）低至

5 %

左右，尽管该组织支付的工资达到或高于市场水平。

^{53}

Understanding that financial wellness is inseparable from physical, mental, and emotional wellness, PayPal launched a comprehensive program in 2019 to improve workers’ financial health. The initiative included reducing healthcare costs, granting
PayPal 深知财务健康与身体、心理和情感健康密不可分，因此在 2019 年推出了一项全面计划，以改善员工的财务健康状况。该计划包括降低医疗保健成本、为员工提供
stock awards to all workers regardless of level or tenure, raising wages where appropriate, and providing access to personal financial education resources.

^{54}

The organization went on to allow workers to vest their stock awards more quickly and to provide earned wage access before the official pay period.

^{55}

^{54}

该组织继续允许工人更快地获得股票奖励，并在正式发薪期之前提供获得工资的机会。

^{54}

该组织继续允许工人更快地获得股票奖励，并在正式发薪期之前提供获得工资的机会。

^{55}

Finding ways to address workers’ financial needs without putting the organization under financial strain was a challenge, given the tens of millions of dollars the program would require in the first year alone. But leadership took a long-term view, agreeing that not only was it the right thing to do for workers, but it made good business sense. For every one-percent reduction in attrition, the organization estimated it would save US$500,000 a year from reduced recruiting, onboarding, and training costs and through improved productivity.

^{56}

考虑到该计划仅在第一年就需要数千万美元，如何在不给组织带来财务压力的情况下满足工人的财务需求是一项挑战。但公司领导层从长远角度出发，一致认为这不仅是为员工着想，而且具有良好的商业意义。据估计，自然减员每减少一个百分点，公司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。

^{56}

Today, PayPal has raised workers’ estimated net disposable income to

26 %

globally, with far less worker financial stress and absenteeism.

^{57}

The organization is seeing higher capacity to meet customer needs and innovate, as well as all-time highs in employee engagement scores, productivity, and retention, and in net-promoter scores among customers.

^{58}

如今，PayPal 已将全球员工的估计可支配净收入提高到

26 %

，员工的财务压力和缺勤率大大降低。

^{57}

公司满足客户需求和创新的能力不断提高，员工敬业度、生产率和留任率以及客户净促进者得分均创历史新高。

^{58}

PayPal is continuing its mission by taking a lead role in advocating for financial well-being to be included as an urgent human sustainability agenda for every C-suite and board. “When you add up the impact on workers across different employers, you can very quickly get to big numbers that ripple throughout families, the economy, and communities,” said Tyler Spalding, PayPal’s senior director of corporate affairs and global head of social innovation.
PayPal 将继续履行其使命，发挥带头作用，倡导将财务福利作为一项紧迫的人类可持续发展议程，纳入每位首席执行官和董事会的议事日程。"PayPal 企业事务高级总监兼全球社会创新主管泰勒-斯伯丁（Tyler Spalding）说："当你把不同雇主对员工的影响加在一起时，你很快就能得出一个影响整个家庭、经济和社区的庞大数字。

Putting the human in sustainability
以人为本的可持续性

Human sustainability is a long-term play: The strategies put in place today will help determine whether workers, organizations, and society endure and flourish both today and for future generations. It’s a path toward creating a better future for us all, underscoring the interconnection between everything we do and need as humans, including climate sustainability, equity, trust, purpose, well-being, and belonging. And it calls on leaders and organizations to reflect-and act-on the role they play as stewards of human thriving, making a commitment to prioritize, measure, and improve human outcomes within their spheres of influence.
人类的可持续发展是一项长期工作：今天制定的战略将有助于决定今天和子孙后代的工人、组织和社会是否能够持续发展和繁荣昌盛。这是一条为我们所有人创造更美好未来的道路，强调了我们作为人类所做的一切和所需要的一切之间的相互联系，包括气候可持续性、公平、信任、目的、福祉和归属感。它呼吁领导者和组织反思--并采取行动--他们作为人类繁荣的管理者所扮演的角色，承诺在其影响范围内优先考虑、衡量和改善人类成果。

This work won’t happen overnight. The task is complex and will evolve constantly as the world changes. Organizations will need to take the lead and should also
这项工作不会一蹴而就。这项任务十分复杂，并将随着世界的变化而不断发展。各组织需要发挥带头作用，还应
consider working together as part of coalitions to define best practices, standardize metrics, and push for smart policies. It will require challenging fundamental assumptions about business and its relationship with individuals and society-for example, some are suggesting the revision of accounting rules that currently treat people primarily as a cost.

^{59}

But it can be done: Our research indicates that the major challenge to progress on human sustainability efforts is internal constraints and that few respondents say they have sufficient resources.
考虑作为联盟的一部分开展合作，以确定最佳做法、统一衡量标准并推动制定明智的政策。这需要挑战有关企业及其与个人和社会关系的基本假设--例如，有些人建议修改目前主要将人视为成本的会计规则。

^{59}

但这是可以做到的：我们的研究表明，人类可持续发展工作面临的主要挑战是内部限制，很少有受访者表示他们拥有足够的资源。

A human sustainability perspective is grounded in a few simple principles: The people connected to your organization have the power to affect it in important ways. Your organization has the power to affect each of them. And by understanding and creating value for each other, your organization and its people can improve business, work, and life for everyone.
人类可持续发展观基于几条简单的原则：与组织相关的人有能力以重要的方式影响组织。你的组织有能力影响他们中的每一个人。通过相互理解和创造价值，您的组织及其员工可以改善每个人的业务、工作和生活。

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

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Deloitte workforce risk survey of 875 different C-suite leaders, executives, and independent board members was conducted in winter 2021. For more on workforce risk, see: Joseph B. Fuller, Reem Janho, Michael Stephan, Carey Oven, Keri Calagna, George Fackler, Robin Jones, Sue Cantrell, and Zac Shaw, Managing workforce risk in an era of unpredictability and disruption, Deloitte Insights, February 24, 2023.
德勤在 2021 年冬季对 875 位不同的 C-suite 领导人、高管和独立董事会成员进行了劳动力风险调查。有关劳动力风险的更多信息，请参阅Joseph B. Fuller, Reem Janho, Michael Stephan, Carey Oven, Keri Calagna, George Fackler, Robin Jones, Sue Cantrell, and Zac Shaw, Managing workforce risk in an era of unpredictability and disruption, Deloitte Insights, February 24, 2023.
Hatfield, Fisher, and Silverglate, The C-suite’s role in well-being.
Hatfield, Fisher, and Silverglate, The C-suite's role in well-being.
Susan Cantrell, “Beyond the job,” SHRM Executive Network, accessed December 2023.
Susan Cantrell，"Beyond the job"，SHRM Executive Network，2023 年 12 月访问。
See, for example: Sue Cantrell, Karen Weisz, Michael Griffiths, Kraig Eaton, Shannon Poynton, Yves Van Durme, Nic ScobleWilliams, and Lauren Kirby, Navigating the end of jobs, Deloitte Insights, January 9, 2023; Cantrell, “Beyond the job”; Sue Cantrell, Michael Griffiths, Robin Jones, and Julie Hiipakka, The skills-based organization: A new operating model for work and the workforce, Deloitte Insights, September 8, 2022.
例如，见Sue Cantrell, Karen Weisz, Michael Griffiths, Kraig Eaton, Shannon Poynton, Yves Van Durme, Nic ScobleWilliams, and Lauren Kirby, Navigating the End of jobs, Deloitte Insights, January 9, 2023; Cantrell, "Beyond the job"; Sue Cantrell, Michael Griffiths, Robin Jones, and Julie Hiipakka, The skills-based organization：工作和劳动力的新运营模式》，《德勤透视》，2022 年 9 月 8 日。
UKG, “Mental health at work: Managers and money,” accessed December 2023.
英国政府，"工作中的心理健康：管理者与金钱"，2023 年 12 月访问。
Lauren Weber and Theo Francis, “Want to get ahead? Pick the right company,” Wall Street Journal, October 14, 2022.
Lauren Weber 和 Theo Francis，"想出人头地？选对公司》，《华尔街日报》，2022 年 10 月 14 日。
David Green, “Taking a skills-based approach to workforce planning (interview with Ralf Buechsenschuss, Zurich Insurance Company),” myHRfuture, September 28, 2021.
David Green，"以技能为基础的劳动力规划方法（采访苏黎世保险公司的 Ralf Buechsenschuss）"，myHRfuture，2021 年 9 月 28 日。
Amber Burton, “Chobani hired hundreds of refugees at its plants. Average tenure now exceeds industry average,” Fortune, July 7, 2023.
Amber Burton，"Chobani 工厂雇用了数百名难民。平均任期现已超过行业平均水平"，《财富》，2023 年 7 月 7 日。
Leena Nair, Nick Dalton, Patrick Hull, and William Kerr, “Use purpose to transform your workplace,” Harvard Business Review, March-April 2022.
Leena Nair、Nick Dalton、Patrick Hull 和 William Kerr，"利用目的来改变你的工作场所"，《哈佛商业评论》，2022 年 3-4 月。
Hitachi, “Hitachi’s approach to sustainable development goals,” accessed December 2023.
日立公司，"日立公司实现可持续发展目标的方法"，2023 年 12 月访问。
Hitachi, Hitachi sustainability report 2023, accessed December 2023, pp. 71-93.
日立，《2023 年日立可持续发展报告》，2023 年 12 月访问，第 71-93 页。
Ivy K. Lau-Schindewolf, “Research report: PayPal employee financial diaries,” PayPal, July 18, 2023.
Ivy K. Lau-Schindewolf，"研究报告：PayPal 员工财务日记》，PayPal，2023 年 7 月 18 日。
PayPal, PayPal employee financial diaries, accessed December 2023.
PayPal，PayPal 员工财务日记，2023 年 12 月访问。
Zeynep Ton and Sarah Kalloch, “PayPal and the financial wellness initiative,” MIT Sloan School of Management, November 8, 2022.
Zeynep Ton 和 Sarah Kalloch，"PayPal 与财务健康计划"，麻省理工学院斯隆管理学院，2022 年 11 月 8 日。
PayPal, PayPal employee financial diaries.
贝宝，贝宝员工财务日记。
Ton and Kalloch, “PayPal and the financial wellness initiative.”
Ton 和 Kalloch，"PayPal 与财务健康倡议"。
Lau-Schindewolf, “Research report.”
Lau-Schindewolf, "研究报告"。
Tyler Spaulding (director of corporate affairs, PayPal) and Ivy Lau-Schindewolf (public affairs and strategic research lead manager, PayPal), online interviews with author, 2023.
Tyler Spaulding（PayPal 公司事务总监）和 Ivy Lau-Schindewolf（PayPal 公共事务和战略研究主管经理），作者在线访谈，2023 年。
Peter Cappelli, “How a common accounting rule leads to more layoffs and less job training,” Wall Street Journal, July 28, 2023.
Peter Cappelli，"一条普通的会计规则如何导致更多的裁员和更少的就业培训"，《华尔街日报》，2023 年 7 月 28 日。

Acknowledgments 致谢

The authors would like to thank Gabriel Sander (Cuervo), Tyler Spalding (PayPal), Ivy Lau, and Larry Quinlan for their contributions to this chapter.
作者感谢 Gabriel Sander（Cuervo）、Tyler Spalding（PayPal）、Ivy Lau 和 Larry Quinlan 为本章所做的贡献。

Deloitte’s DEI Institute contributed significantly to this chapter as well. Thank you to Sameen Affaf, Dr. Dhanushki Samaranayake, and Dr. Julian Sanders for their contributions.
德勤国际发展研究院也为本章做出了重要贡献。感谢 Sameen Affaf、Dhanushki Samaranayake 博士和 Julian Sanders 博士的贡献。

In addition, we’d like to recognize the expertise of the following team members who contributed their insights and perspectives: Karen Cunningham, James Lewis, and Steve Hatfield.
此外，我们还要感谢以下团队成员的专业知识，他们贡献了自己的见解和观点：Karen Cunningham、James Lewis 和 Steve Hatfield。

Special thanks to Kristine Priemer for her leadership in the development of this content, and Bridget Acosta and Halle Teart for their contributions.
特别感谢 Kristine Priemer 对本内容开发的领导，以及 Bridget Acosta 和 Halle Teart 的贡献。

As humanperformance takes center stage, are traditional productivity metrics enough?
In an era of human-centered work, new sources of data and artificial intelligence can help organizations shift from measuring employee productivity to measuring human performance.
随着人力绩效成为中心议题，传统的生产力指标是否足够？在以人为本的工作时代，新的数据源和人工智能可以帮助企业从衡量员工的生产力转变为衡量人的绩效。

Sue Cantrell, Julie Duda, Corrie Commisso, Kraig Eaton, and John Guziak
Sue Cantrell、Julie Duda、Corrie Commisso、Kraig Eaton 和 John Guziak

When Japanese tech company Hitachi set out to improve organizational productivity and efficiency several years ago, it decided to experiment with an unconventional approach. This approach didn’t involve seeking ways to squeeze more work out of working hours or reinventing processes to shave minutes or seconds from production processes. It didn’t push workers to produce more with less, and it didn’t require leaders to double down on monitoring every movement of their workforce in search of workers who weren’t carrying their weight.
几年前，当日本科技公司日立（Hitachi）着手提高组织生产力和效率时，它决定尝试一种非常规的方法。这种方法并不涉及如何从工作时间中挤出更多的工作时间，也不涉及如何重新设计流程以从生产流程中节省几分钟或几秒钟的时间。它不要求员工以更少的资源生产更多的产品，也不要求领导者加倍监控员工的一举一动，以寻找那些不负责任的员工。

Instead, Hitachi focused on tracking a single, unexpected metric: worker happiness.
取而代之的是，日立专注于跟踪一个意想不到的单一指标：员工幸福感。

Using wearables and an accompanying mobile app, Hitachi offered participating workers artificial intelligence-based suggestions for increasing feelings of happiness throughout the day by boosting psychological capital (self-confidence and motivation), psychological safety, and alignment with management objectives.

^{1}

日立利用可穿戴设备和配套的移动应用程序，为参与活动的员工提供基于人工智能的建议，通过提高心理资本（自信心和积极性）、心理安全以及与管理目标的一致性，增加员工全天的幸福感。

^{1}

The early results were stunning. Workers’ psychological capital rose by

33 %

-a particularly meaningful improvement, given that increased psychological capital results in increased worker engagement, greater job satisfaction,
早期成果令人惊叹。工人的心理资本增加了

33 %

--这是一项特别有意义的改进，因为心理资本的增加会提高工人的参与度和工作满意度、
and lower turnover intention and burnout.

^{2}

Profits increased

10 %

. Sales per hour at call centers increased

34 %

, and retail sales increased

15 % .^{3}

What’s more, the majority of participants said they were “happy”

^{4}

-just one indication that the key to unlocking organizational performance in a rapidly evolving era of work may no longer be tied to traditional productivity metrics.
并降低离职意向和职业倦怠。

^{2}

利润增加

10 %

。呼叫中心每小时的销售额增加了

34 %

，零售销售额增加了

15 % .^{3}

，更重要的是，大多数参与者表示他们 "很快乐"

^{4}

--这恰恰表明，在工作迅速发展的时代，开启组织绩效的关键可能不再与传统的生产率指标挂钩。

Hitachi’s focus on measuring and building worker happiness represents a shift away from traditional efforts of gauging and improving worker performance, which tend to focus on activity-centric productivity metrics such as hours worked, time on task, product produced, and revenue per employee. These traditional ways of measuring worker performance as a series of 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.
日立注重衡量和培养员工的幸福感，这表明日立已从传统的衡量和提高员工绩效的方式中摆脱出来。传统的衡量和提高员工绩效的方式往往侧重于以活动为中心的生产率指标，如工作时间、完成任务的时间、生产的产品和每位员工的收入。这些将员工绩效作为一系列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。

Making the leap from knowing to doing (figure 1) is important for organizations that want to thrive in a work environment that is becoming increasingly human. The once clear line that linked individual worker activity (for example, hours worked or calls completed) to tangible outcomes (customer satisfaction or commercial potential of research and development projects) is now blurred, replaced by a complex network of collaborations and a
从 "知 "到 "行"（图 1）的飞跃，对于希望在日益人性化的工作环境中茁壮成长的组织来说非常重要。曾经将员工个人活动（如工作时间或完成的电话）与有形成果（客户满意度或研发项目的商业潜力）联系在一起的清晰界限如今已变得模糊不清，取而代之的是复杂的合作网络和一个

Figure 1 图 1

The knowing vs. doing gap: Respondents know that moving beyond traditional productivity metrics is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道超越传统的生产率指标很重要，但很少有人能做到取得有意义的进展

Percentage of respondents answering the questions, “How important is seeking better ways to measure worker performance and value beyond traditional productivity to your organization’s success?” and “Where is your organization in its journey to address this issue?”
回答 "在传统生产率之外寻求更好的方法来衡量员工绩效和价值对贵组织的成功有多重要？"和 "贵组织在解决这一问题的过程中处于什么阶段？"问题的受访者百分比

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。
demand for sophisticated skills that aren’t easily observed by traditional productivity metrics. Even in front-line, logistics, and manufacturing environments where traditional metrics like minutes per call or widgets produced may seem most applicable, technology and AI are being increasingly used to automate such tasks. The workforce can then be free to undertake complex problem-solving that requires skills that are less technical and more abstract, such as creativity, critical thinking, and collaboration. In agriculture, for example, autonomous drones can be used to plant seeds, apply fertilizers and pesticides, and check for pests or environmental damage.

^{5}

Workers would then be able to spend time learning new skills that can enable them to manage the technology, optimize processes, deal with exceptions, or develop sustainable strategies for crop health and maintenance.
对复杂技能的需求并不容易通过传统的生产率指标来观察。即使在前线、物流和制造环境中，每次通话的分钟数或生产的小部件等传统指标似乎最适用，但技术和人工智能正被越来越多地用于实现此类任务的自动化。这样，劳动力就可以自由地从事复杂的问题解决工作，而这些工作所需要的技能不是技术性的，而是更抽象的，比如创造力、批判性思维和协作。例如，在农业领域，自动无人机可用于播种、施肥和杀虫，以及检查害虫或环境破坏情况。

^{5}

这样，工人们就可以花时间学习新技能，使他们能够管理技术、优化流程、处理异常情况或制定作物健康和维护的可持续战略。

At the same time, some organizations are looking beyond traditional metrics such as revenues and profits to consider how they can create shared value-outcomes that benefit individual workers, teams and groups, the organization, and society as a whole. The organizations that successfully navigate this new environment will likely be the ones who make the shift from old methods of understanding productivity to embracing a new paradigm of human performance.
与此同时，一些组织开始超越收入和利润等传统指标，考虑如何创造共享价值--使员工个人、团队和团体、组织乃至整个社会受益的成果。能够成功驾驭这一新环境的组织，很可能就是从理解生产率的旧方法转变为拥抱人类绩效新范式的组织。

Rethinking traditional productivity metrics
反思传统的生产力指标

Leaders across industries are beginning to recognize the limitations of legacy productivity metrics in the current work environment: Seventy-four percent of respondents in Deloitte’s 2024 Global Human Capital Trends survey said it’s very or critically important to seek better ways to measure worker performance and value beyond
各行各业的领导者都开始认识到传统生产力指标在当前工作环境中的局限性：在德勤 2024 年全球人力资本趋势调查中，74% 的受访者表示，寻求更好的方法来衡量员工的绩效和价值非常重要或至关重要。
traditional productivity. But change has been slow. Only

17 %

of respondents said their organization is very or extremely effective at evaluating the value created by individual workers in their organization, beyond tracking of activities or outputs.
传统的生产力。但是，变化一直很缓慢。只有

17 %

的受访者表示，除了跟踪活动或产出外，他们的组织在评估员工个人在组织中创造的价值方面非常有效或非常有效。

With new digital technologies providing access to more work and workforce data than ever before, it may seem that shifting to a new system of measurement would be easy to do. Organizations’ ability to track the outcomes of human performance and understand what drives it is supported by exponential growth in their ability to collect, measure, and analyze this data-and, with the help of machine learning or human judgment, convert the data into actionable suggestions. The resources at their disposal for this kind of data collection and analysis include the following:
随着新数字技术提供了比以往任何时候都更多的工作和劳动力数据，转向新的衡量系统似乎很容易做到。企业之所以能够跟踪员工绩效的结果并了解其驱动因素，是因为其收集、测量和分析这些数据的能力呈指数级增长，并且在机器学习或人工判断的帮助下，将数据转化为可操作的建议。在这种数据收集和分析方面，他们可以利用的资源包括以下方面：

Workplace tools and technologies, such as email, collaboration platforms, social tools, and shared calendars, generate passive data that can offer realtime insights into how people and organizational systems are working. A large global oil and energy company analyzed anonymized collaboration data (email, calendar, and conferencing and chat data) to understand how teams in its 500-person corporate law department were collaborating. Aiming to better develop and retain talent, the organization used the findings to redesign the workplace, which resulted in more collaboration. $^{6}$
电子邮件、协作平台、社交工具和共享日历等工作场所工具和技术会产生被动数据，这些数据可以实时洞察人员和组织系统的工作方式。一家大型全球性石油和能源公司分析了匿名协作数据（电子邮件、日历、会议和聊天数据），以了解其 500 人公司法律部门的团队是如何协作的。为了更好地培养和留住人才，该公司利用分析结果重新设计了工作场所，从而加强了协作。 $^{6}$
Organizational network analysis can be used to measure connections and collaboration between people across an organization. As part of its efforts to promote more women, a global financial services organization used organizational network analysis
组织网络分析可用于衡量整个组织内人员之间的联系与协作。作为提升更多女性的努力的一部分，一家全球金融服务机构使用了组织网络分析方法

The once clear line that linked individual worker activity to tangible outcomes is now blurred, replaced by a complex network of collaborations and a demand for sophisticated skills that aren’t easily observed by traditional productivity metrics.
曾经将员工个人活动与实际成果联系起来的清晰界限如今已变得模糊不清，取而代之的是复杂的合作网络和对复杂技能的需求，而这些并不容易通过传统的生产率指标来观察。

SIGNALS YOUR ORGANIZATION SHOULD CONSIDER PRIORITIZING HUMAN PERFORMANCE METRICS
贵组织应考虑优先考虑人力绩效指标的信号

Your organization primarily measures work output metrics rather than the broader organizational outcomes you’re driving toward.
您的组织主要衡量工作产出指标，而不是更广泛的组织成果。
Your leaders are overwhelmed by the amount of data available to them and want to focus on measuring what really matters.
您的领导者被大量数据所淹没，希望集中精力衡量真正重要的事情。
Traditional productivity is relatively flat despite your investments in technology.
尽管您对技术进行了投资，但传统的生产率却相对平平。
Your workers are engaged in “productivity theater,” in which they do tasks to make themselves appear busy and show that they are being productive.
您的员工正在上演 "生产力剧场"，他们通过完成任务来让自己看起来很忙，以显示他们的工作效率很高。
Your workers are burned out because of the perception-or the reality-of constant activity monitoring.
您的员工由于对持续活动监控的看法或现实而感到疲惫不堪。
to understand the relationship between the size and quality of women employees’ internal and external networks and their chances of being promoted. $^{7}$
了解女员工内部和外部网络的规模和质量与其晋升机会之间的关系。 $^{7}$
Sensors and connected devices, such as wearables, badging scans, neurotechnology, biometric sensing tools, extended reality headsets, and precision location-tracking technologies, can generate data on worker behaviors and interactions. For example, when a Finnish railway company shifted to hybrid work and wanted to optimize its physical space more effectively, it used occupancy sensors to detect workers’ movements and use of its spaces. This data helped the organization reduce real estate cost by downsizing building space from five floors to two, while making sure workers were able to move about easily and access critical workplace assets. $^{8}$
传感器和联网设备，如可穿戴设备、徽章扫描、神经技术、生物识别传感工具、扩展现实头盔和精确定位跟踪技术，可以生成有关工人行为和互动的数据。例如，当一家芬兰铁路公司转向混合式工作并希望更有效地优化其物理空间时，它使用占用传感器来检测工人的移动和空间使用情况。这些数据帮助该公司将建筑空间从五层缩减到两层，从而降低了房地产成本，同时确保工人能够轻松移动并访问关键的工作场所资产。 $^{8}$
AI-enabled voice or audio analytics generated from worker interactions with machines and AI systems, such as algorithms that assess code quality or the emotional tone of call center interactions, can offer valuable insights for evaluating various aspects of business operations. At MetLife, where customer service agents field an average of 700 calls a week, AI coaching has helped agents have more “human” conversations, which has increased customer satisfaction by $13 % .9$
从工人与机器和人工智能系统的交互中生成的人工智能语音或音频分析，例如评估代码质量或呼叫中心交互的情感基调的算法，可以为评估业务运营的各个方面提供有价值的见解。在大都会人寿保险公司，客服人员平均每周要处理 700 个电话，人工智能辅导帮助客服人员进行更 "人性化 "的对话，从而将客户满意度提高了 $13 % .9$ 。

While some organizations are moving ahead, what potential challenges may be keeping others from expanding their view of performance beyond traditional productivity?
虽然一些组织正在向前迈进，但有哪些潜在挑战可能会阻碍其他组织将其绩效观点扩展到传统生产率之外？

Pressure from external stakeholders. Despite their desire to find better ways to measure human performance, senior leaders are currently under pressure from external stakeholders to demonstrate improved productivity and efficiency amid high inflation, shrinking profit margins, and the looming threat of economic recessions.

^{10}

As a result, they may become focused on achieving short-term, bottom-line results instead of desired human outcomes (for example, improved worker well-being) that are less tangible.
来自外部利益相关者的压力。尽管高层领导希望找到更好的方法来衡量人的绩效，但他们目前正面临着来自外部利益相关者的压力，要求他们在高通胀、利润空间缩小以及经济衰退威胁迫在眉睫的情况下，展示出生产力和效率的提高。

^{10}

因此，他们可能会专注于实现短期的、底线的结果，而不是所期望的、不那么有形的人类成果（例如，改善员工福利）。

Uncertainty about what to measure. More data doesn’t automatically equate to better results. Many organizations may find themselves lost in an ocean of data as their ability to collect data outpaces their ability to analyze and act on it. As a result, they may end up
不确定要测量什么。更多的数据并不自动等同于更好的结果。许多组织可能会发现自己迷失在数据的海洋中，因为他们收集数据的能力超过了分析和采取行动的能力。结果，他们可能会
with too much data and too little insight, leaving leaders unsure about what metrics are most important and which actions are truly driving performance.
数据太多而洞察力太少，让领导者无法确定哪些指标最重要，哪些行动能真正推动绩效。

Productivity paranoia. During the COVID-19 pandemic, many organizations were quick to adopt new work-er-monitoring tools that tracked keystrokes, mouse activity, and more to gain visibility into who was working on what and for how long-the same productivity standards they’d always tracked. But new ways of working require new metrics. Now, some organizations are finding themselves at odds with workers over this increased monitoring. Productivity paranoia-a concern that remote workers aren’t being productive

^{11}

—may lead to a surveillance state and a breakdown of trust, instead of important conversations about what effective performance looks like in today’s work environment.
生产力妄想症。在 COVID-19 大流行期间，许多组织都迅速采用了新的工作监控工具，通过跟踪击键、鼠标活动等来了解谁在做什么、做了多久--这与他们一直跟踪的工作效率标准是一样的。但新的工作方式需要新的衡量标准。现在，一些企业发现自己与员工在加强监控方面存在分歧。生产力妄想症--担心远程员工的工作效率不高

^{11}

--可能会导致监控状态和信任危机，而不是就当今工作环境中的有效绩效进行重要对话。

Lack of visibility into outcomes. Many organizations are still focused on measuring worker inputs and outputs rather than outcomes. As organizations begin to measure human performance, they can begin tracking two areas: business outcomes that create value for the organization and human sustainability, or human outcomes (both of which may vary by workforce).
成果缺乏可见性。许多组织仍然侧重于衡量员工的投入和产出，而不是成果。当组织开始衡量人的绩效时，他们可以开始跟踪两个方面：为组织创造价值的业务成果和人的可持续性，或人的成果（两者可能因劳动力而异）。

One way forward requires a fundamental rethinking of what measures matter in a workplace being transformed by rapid advances in technology and shifting priorities. If leaders want to realize the human potential in their organizations and enable innovation, the focus should shift from only productivity to a broader view of performance.
要想取得进展，就必须从根本上重新思考，在一个因技术突飞猛进和工作重点不断变化而发生变革的工作场所，哪些衡量标准才是最重要的。如果领导者希望发挥组织中人的潜能并推动创新，就应将重点从仅关注生产率转向更广泛的绩效视角。

A new equation for human performance
人类表现的新等式

The flood of possibilities unleashed by the unprecedented volume of work and workforce data now available to organizations raises an important question: If traditional productivity metrics are becoming less relevant in the workplace, what should organizations be measuring to meaningfully assess human performance and how should these new metrics be operationalized?
组织现在可以获得前所未有的大量工作和劳动力数据，这些数据所带来的无限可能提出了一个重要问题：如果传统的生产力指标在工作场所的相关性越来越小，那么组织应该衡量什么才能有意义地评估人的绩效，这些新指标应该如何操作？

The new math involves a balance of business and human sustainability—creating shared, mutually reinforcing outcomes for both the organization and the worker. Business outcomes define the quality, value, or result
新数学涉及企业和人类可持续发展之间的平衡--为企业和员工创造共享的、相辅相成的成果。业务成果定义了质量、价值或结果
of work, and how it creates value for the organization. Human sustainability defines the degree to which an organization creates value for people as human beings, leaving them with greater health and well-being; stronger skills and employability; good jobs with sustainable wages; opportunities for advancement; and greater belonging, equity, and purpose.
工作的可持续性，以及如何为组织创造价值。人的可持续发展是指一个组织在多大程度上为作为人的人创造了价值，使他们拥有更高的健康和福祉；更强的技能和就业能力；工资可持续的好工作；晋升机会；以及更大的归属感、公平和目的。

After all, organizations essentially compete in two industries: the industry it works in and the industry of talent management. Leaders should leverage the connection between human and business outcomes to increase the likelihood of success in both these industries (figure 2).
毕竟，组织本质上是在两个行业中竞争：工作行业和人才管理行业。领导者应充分利用人才与业务成果之间的联系，以提高在这两个行业取得成功的可能性（图 2）。

When an organization uses the data it collects about its workforce to benefit everyone-individual workers,
当一个组织利用其收集到的有关员工的数据来造福于每个人--员工个人时、
teams and groups, the organization, and society as a whole-it creates shared value. The value created at each level can flow between them, reinforcing and amplifying the value created at other levels.
团队和小组、组织乃至整个社会都能创造共享价值。每个层面创造的价值都可以在它们之间流动，强化和放大其他层面创造的价值。

In the example of Hitachi’s experiment with improving worker happiness, it’s easy to see how creating value at the individual worker level led to value at the enterprise level-increasing both revenues and profits. This is not a zero-sum game: Organizational initiatives that were originally designed to achieve benefits like higher cost savings or improved quality can also help amplify worker satisfaction and performance. For example, a major energy organization recently used workplace badge data to analyze where and how different groups were interacting while planning an office relocation. It found that,
以日立公司提高员工幸福感的实验为例，我们不难发现，在员工个人层面创造价值如何带来企业层面的价值--增加收入和利润。这并不是一场零和游戏：原本旨在实现更高的成本节约或质量改进等效益的组织举措，也有助于提高员工的满意度和绩效。例如，一家大型能源机构最近在计划办公室搬迁时，利用工作场所徽章数据分析了不同群体的互动地点和方式。它发现

Figure 2 图 2

In the era of human performance, business and human outcomes are mutually reinforcing
在人类绩效时代，业务和人类成果相辅相成

Representative metrics might include:
具有代表性的衡量标准可能包括

Source: Deloitte analysis.
资料来源：德勤分析：资料来源：德勤分析。
as cross-functional teams became more dispersed, they had fewer informal interactions and instead relied too heavily on occasional, formal meetings. The organization used this finding to plan the location of team members during relocation to create more informal connection opportunities, boosting team belonging and workflow efficiency by

5.3 % .^{12}

随着跨职能团队变得越来越分散，他们的非正式互动越来越少，反而过于依赖偶尔召开的正式会议。该组织利用这一发现来规划团队成员在搬迁过程中的位置，以创造更多的非正式联系机会，通过

5.3 % .^{12}

提高团队归属感和工作流程效率。

Also consider how this shared value dynamic played out at a large automotive supplier, which deployed AI-powered video analytics to increase its visibility into factory operations. Analysis showed that the configuration of physical stations on the line was slowing down operations and creating fatigue for workers. The organization used these findings to reconfigure the stations, decreasing both idle time and overall production time. The analytics helped the organization make informed decisions that directly impacted worker well-being, while also improving areas such as capacity planning, quality improvement, workforce management, and process engineering-and the plant’s operation product manager also noted improved happiness, health, and productivity in line workers.

^{13}

此外，还可以考虑一下这种共享价值动态是如何在一家大型汽车供应商身上体现出来的，该供应商部署了人工智能驱动的视频分析技术，以提高其对工厂运营的可视性。分析表明，生产线上物理工位的配置拖慢了运营速度，并造成工人疲劳。该组织利用这些发现重新配置了工位，减少了闲置时间和总体生产时间。分析结果帮助企业做出了直接影响工人福利的明智决策，同时还改善了产能规划、质量改进、劳动力管理和流程工程等领域，工厂的运营产品经理也注意到生产线工人的幸福感、健康状况和生产率都得到了提高。

^{13}

Organizations have a window of opportunity to capture human performance metrics
各组织有机会获取人类绩效指标

Despite many examples of work and workplace data being used to drive improved human performance in organizations, the prevailing narrative tends to pit workers and organizations against each other. When it comes to the collection and use of work and workforce data, the typical assumption is often that workers are uniformly opposed to any type of monitoring and executives want to track every metric available, no matter how intrusive. However, Deloitte’s research into the quantified organization suggests that this isn’t necessarily the case: Workers and executives have surprisingly similar views about how work and workplace data can improve outcomes in ways that benefit the organization as well as the workforce.

^{14}

尽管有许多工作和工作场所数据被用于提高组织中人的绩效的例子，但普遍的说法倾向于将工人和组织对立起来。在谈到工作和劳动力数据的收集和使用时，典型的假设往往是，员工一致反对任何类型的监控，而高管们则希望跟踪每一个可用的指标，无论其多么具有侵扰性。然而，德勤对量化组织的研究表明，情况未必如此：对于工作和工作场所数据如何能够改善成果，从而使组织和员工受益，员工和高管有着惊人相似的观点。

^{14}

For example, workers and leaders largely agree that new sources of data have positively impacted both business and worker outcomes (figure 3).

^{15}

例如，工人和领导者基本都认为，新的数据来源对企业和工人的成果都产生了积极影响（图 3）。

^{15}

In addition, they’re largely in agreement about what sources of data an organization should collect-and which to avoid. For instance, more than three-quarters in each group are comfortable with collecting data from employee emails and calendars. But other data sources, including location-tracking technologies or the review of external sites such as social media and personal emails, give both groups pause.

^{16}

此外，他们对企业应收集哪些数据源--以及应避免哪些数据源的看法基本一致。例如，每组中都有超过四分之三的人同意从员工电子邮件和日历中收集数据。但其他数据源，包括位置跟踪技术或外部网站（如社交媒体和个人电子邮件）的审查，则让两组人都有所顾虑。

^{16}

THE QUANTIFIED ORGANIZATION
量化组织

Deloitte’s Quantified Organization research delves into what it means for organizations to take a strategic approach to measuring what they should, not just what they can. Through in-depth interviews conducted with senior global business executives, global surveys of 2,000 workers and leaders, and an analysis of more than 50 case studies and 30 distinct use cases, the quantified organization series of research reports highlight how new data sources and Al tools, responsibly used, can create shared value for workers, organizations, and greater society.
德勤的 "量化组织 "研究深入探讨了组织采取战略方法衡量其应该衡量的而不仅仅是能够衡量的内容的意义。通过对全球企业高管的深入访谈、对2000名员工和领导者的全球调查，以及对50多个案例研究和30个不同使用案例的分析，量化组织系列研究报告强调了新数据源和Al工具如何通过负责任地使用，为员工、组织和整个社会创造共享价值。

This fundamental alignment may point to a critical window of opportunity for leaders to unlock the potential of work and workforce data in measuring human performance. While our recent Quantified Organization research shows a relatively high level of worker trust in their organization’s data collection efforts, it also shows that trust is tenuous: Workers are less confident than leaders that their organizations are using data in a responsible way (

70 %

vs.

93 %

^{17}

这种基本一致可能为领导者开启了一扇关键的机会之窗，以释放工作和劳动力数据在衡量人类绩效方面的潜力。虽然我们最近的量化组织研究表明，员工对其组织的数据收集工作的信任度相对较高，但同时也表明这种信任是脆弱的：员工对其组织以负责任的方式使用数据的信心低于领导者（

70 %

vs.

93 %

）。

^{17}

Transparently communicating how and why data is being collected and used, along with giving workers the option to opt in or out, is important here: It may be hard to imagine a scenario in which workers would object to the use of location-tracking technologies, specifically for safety purposes, such as disabling equipment when someone is standing in a dangerous spot. However, unless leaders continue to invest in building worker trust and creating shared value through their data collection efforts, the window of opportunity may close before organizations can realize the value.
在此，重要的是以透明的方式告知收集和使用数据的方式和原因，并让工人选择加入或退出：很难想象工人会反对使用位置跟踪技术，特别是出于安全目的，比如当有人站在危险位置时关闭设备。然而，除非领导者继续投资于建立工人信任，并通过数据收集工作创造共享价值，否则在企业实现价值之前，机会之窗可能就已经关闭了。

Figure 3 图 3

Percentage of respondents who say outcomes improved “somewhat” or “significantly” as a result of their organization’s current attempts to make the most of newly available data.
认为其组织目前尝试充分利用新数据的结果 "有所 "或 "显著 "改善的受访者百分比。

Source: 2023 Deloitte Quantified Organization research.
资料来源：2023 年德勤量化组织研究。

While workers and organizations appear to be more aligned on the use of work and workforce data than one might expect, the use of this data is still complex. When implementing new metrics and using newly available workforce data to capture human performance, organizations should carefully consider what to make transparent, to whom, and how-considering critical factors such as worker consent, providing benefits to the worker, and other responsible data collection practices. These efforts are essential, given the potential payoff: A predictive outcomes analysis of our quantified organization survey data suggests that trust in an organization’s approach to data management raises the probability of improved business growth by roughly

50 % .^{18}

虽然工人和组织在使用工作和劳动力数据方面似乎比人们想象的更加一致，但这些数据的使用仍然很复杂。在实施新的衡量标准和使用新的劳动力数据来捕捉人类绩效时，组织应仔细考虑哪些内容是透明的、对谁透明、如何透明--考虑到工人的同意、为工人提供福利以及其他负责任的数据收集做法等关键因素。考虑到潜在的回报，这些努力是必不可少的：对我们的量化组织调查数据进行的预测性结果分析表明，对组织数据管理方法的信任可将业务增长改善的概率提高约

50 % .^{18}

。

Laying the groundwork for a human performance focus
为关注人类绩效奠定基础

The shift toward using work and workforce data to measure human performance is still in its infancy, as organizations are still determining which metrics are best suited to their industry and their organization’s specific needs. A majority (

53 %

) of respondents agreed that their organization is in the early phase of the journey toward identifying better ways to measure worker performance and value beyond traditional productivity. Just

8 %

said their organization is leading in this area. But there are steps organizations can take now to lay the foundation for a shift toward human performance metrics.
使用工作和劳动力数据来衡量员工绩效的转变仍处于起步阶段，因为企业仍在确定哪些指标最适合本行业和本企业的具体需求。大多数受访者（

53 %

）都认为，他们的组织正处于确定更好的方法来衡量员工绩效和传统生产率之外的价值的早期阶段。只有

8 %

的受访者表示他们的组织在这一领域处于领先地位。但是，企业现在可以采取一些措施，为转向人力绩效衡量标准奠定基础。

Cocreate metrics and solutions with workers. Organizations can build trust in their use of worker data by providing workers with opportunities to provide input into which human performance metrics should be prioritized, as well as opportunities to respond to insights the data may reveal. Consider an example of what this kind of partnership could look like: An oil and gas company used wall-mounted cameras to observe workers and assets at a maintenance and manufacturing facility, and AI turned the aggregated, anonymized video data into insights on patterns of productivity. Workers were involved from the start, choosing to opt-in for data collection, viewing the results of the AI analysis, and collaboratively engaging in problem-solving on how to use the data to improve their experience and results. One set of data insights led employees to modify rest areas and take more frequent breaks to minimize fatigue-decisions that also improved their productivity. $^{19}$
与员工共同制定指标和解决方案。组织可以通过为工人提供机会，让他们对哪些人力绩效指标应优先考虑提出意见，以及对数据可能揭示的见解做出回应，来建立对工人数据使用的信任。举例说明这种合作关系可能是什么样的：一家石油和天然气公司使用壁挂式摄像头观察维护和制造设施中的工人和资产，人工智能将汇总的匿名视频数据转化为对生产力模式的洞察。工人们从一开始就参与其中，选择加入数据收集，查看人工智能的分析结果，并共同参与解决问题，探讨如何利用数据改善他们的工作体验和结果。其中一组数据见解促使员工修改了休息区，并增加了休息时间，以最大限度地减少疲劳--这些决定也提高了他们的工作效率。 $^{19}$
Measure what you should, not just what you can. The human performance metrics that matter most to an organization will vary based on industry, geography, workforce, and how the organization currently operates, and will likely require some experimentation to find the right balance of business and human sustainability outcomes. For example, in a call center, productivity is typically measured by things like the amount of time per call or the number of sales made. But when human performance becomes the primary focus, metrics like customer satisfaction, retention, and upselling may give a call center manager a better picture of how their workers are performing. Organizations should continue to focus on the “why” of their data collection efforts, asking themselves: Just because it can be measured, does it really need to be-and if so, why? For instance, metrics in logistics that focus on safety or worker fatigue may not necessarily be the wrong measures but can become more human-centric when they are measured with the intent to improve conditions for workers. Deloitte’s Quantified Organization research revealed that a lack of predetermined strategic goals for using workforce data was related to workers’ lack of trust in the organization’s intentions to collect and use that data for their benefit. $^{20}$ Creating clear goals for data collection and use that are directly aligned to organizational strategy and
衡量你应该衡量的，而不仅仅是你能够衡量的。对组织而言，最重要的人力绩效指标会因行业、地域、员工人数以及组织当前的运营方式而有所不同，因此可能需要进行一些尝试，才能找到业务与人力可持续发展成果之间的平衡点。例如，在呼叫中心，生产率通常是通过每次呼叫的时间或销售数量来衡量的。但当人的表现成为主要关注点时，客户满意度、客户保留率和追加销售等指标可能会让呼叫中心经理更好地了解员工的表现。企业应继续关注其数据收集工作的 "原因"，扪心自问：仅仅因为可以测量，就真的需要测量吗？例如，关注安全或工人疲劳的物流指标不一定是错误的衡量标准，但如果衡量的目的是为了改善工人的工作条件，则可以更加以人为本。德勤对量化组织的研究表明，缺乏使用劳动力数据的预定战略目标与工人对组织收集和使用数据为其谋福利的意图缺乏信任有关。 $^{20}$ 为数据收集和使用创建明确的目标，这些目标应直接与组织战略和组织目标相一致。
objectives can go a long way toward earning and reinforcing worker trust.
目标可以在很大程度上赢得和加强工人的信任。
Implement these practices in your performance management approach. Traditional performance management can be a challenging process if there are unclear or unrealistic expectations for workers and opportunities for errors in human judgment. For example, performance reviews that happen only once a year may lead to recency bias, where only a worker’s most recent activities are included in an evaluation. As organizations make the shift toward human performance, an organization’s approach to performance should evolve from management to development. AI tools are poised to help leaders redefine—not just augment—performance. Not only can these tools collect unbiased data to foster fact-based performance reviews, but generative AI tools may be able to play a key role in summarizing and synthesizing multiple sources of data. When leaders are clear with workers about how AI is used
在绩效管理方法中实施这些做法。如果对员工的期望不明确或不切实际，以及人为判断可能出现失误，那么传统的绩效管理可能是一个具有挑战性的过程。例如，每年只进行一次的绩效考核可能会导致回顾性偏差，即只有员工最近的活动才会被纳入评估。随着组织向人力绩效转变，组织的绩效方法也应从管理演变为发展。人工智能工具可以帮助领导者重新定义绩效，而不仅仅是提高绩效。这些工具不仅可以收集公正的数据，促进基于事实的绩效评估，而且生成性人工智能工具还可以在总结和综合多种数据源方面发挥关键作用。当领导者明确告诉员工如何使用人工智能时

in performance reviews, this kind of data-driven system can help maintain transparency and build trust. In addition, AI can act as an additional coach for workers, offering personalized feedback based on their established performance outcomes.
在绩效考核中，这种数据驱动的系统有助于保持透明度和建立信任。此外，人工智能还可以充当员工的额外教练，根据他们既定的绩效结果提供个性化反馈。
Integrate new metrics into the processes of other areas of the talent life cycle. As organizations transition to the use of human performance metrics, they should carefully consider how best to leverage this data to better the work, and the experience, of individual workers. Organizations should consider which human drivers to focus on, then calibrate how team leaders discuss those metrics with workers and teams. This process begins with experimentation as organizations and teams uncover which metrics, communicated in which context, create the human and business outcomes they seek.
将新指标纳入人才生命周期其他领域的流程。当组织过渡到使用人力绩效指标时，他们应仔细考虑如何最好地利用这些数据来改善员工个人的工作和体验。组织应考虑关注哪些人力驱动因素，然后调整团队领导与员工和团队讨论这些指标的方式。这一过程始于实验，因为组织和团队会发现，在什么样的背景下交流哪些指标，才能创造出他们所追求的人力和业务成果。
Establish responsible data and AI practices. Responsible data practices give workers input on how their individual, personal data is shared
建立负责任的数据和人工智能实践。负责任的数据实践可让工人就如何共享他们的个人数据提出建议
across an organization and help organizations comply with the evolving global regulatory requirements around data use. Such practices may include facilitating increased visibility into which type of data is collected and why, respecting privacy and data integrity concerns, and seeking worker consent whenever possible or required. Aggregating and anonymizing data, for example, can help maintain worker privacy. While AI can be a valuable tool for assessing and improving human performance metrics, it can also damage an organization’s reputation and performance if it is not used appropriately. For this reason, organizations should rely on a multidimensional ethical framework to manage AI’s potential risks and rewards. $^{21}$
在整个组织范围内，帮助组织遵守围绕数据使用不断变化的全球监管要求。这些做法可能包括促进提高对收集的数据类型和原因的可见性，尊重隐私和数据完整性问题，以及在可能或需要的情况下征求工人的同意。例如，汇总和匿名化数据有助于维护工人的隐私。虽然人工智能可以成为评估和改进人类绩效指标的重要工具，但如果使用不当，也会损害组织的声誉和绩效。因此，组织应该依靠多维度的道德框架来管理人工智能的潜在风险和回报。 $^{21}$
Plan now to address tensions around the use of emerging technologies. While our Quantified Organization research showed that workers are relatively comfortable with data collection from known technologies like email, calendars, and other
现在就制定计划，解决与使用新兴技术有关的紧张关系。尽管我们的量化组织研究表明，员工对从已知技术（如电子邮件、日历和其他）中收集数据相对比较适应，但他们对新兴技术的使用仍然存在一些问题。

Figure 4 图 4

Workers are less comfortable with data collected by emerging technologies, but leaders expect to use them more in the next three years
员工对新兴技术收集的数据不太适应，但领导者预计未来三年会更多地使用这些技术

The organization currently uses this technology The organization expects to use this technology in the next 3 years
- Percentage of employees comfortable with the technology
该组织目前使用该技术该组织预计在未来 3 年内使用该技术 - 对技术感到满意的员工百分比

Source: 2023 Deloitte Quantified Organization research.
资料来源：2023 年德勤量化组织研究。
traditional technologies, they are far less comfortable when it comes to data captured from emerging technologies like wearables and XR headsets. 22 Still, a majority of leaders said they expect to implement the use of these technologies for data collection in the coming years (figure 4). This could put leaders and workers at odds and threaten organizational trust. Leaders should plan now for how they will work to bridge this gap, being mindful of worker concerns around privacy and reinforcing the line between professional and personal data collection.
在使用传统技术收集数据时，他们对可穿戴设备和 XR 头戴式设备等新兴技术所收集的数据则不太适应。22 尽管如此，大多数领导者表示，他们希望在未来几年内使用这些技术收集数据（图 4）。这可能会使领导者和员工产生矛盾，并威胁到组织的信任。领导者现在就应计划如何努力弥合这一鸿沟，同时注意员工对隐私的担忧，并加强专业数据收集与个人数据收集之间的界限。

Human performance: An evolving approach to strengthening workers and organizations
人类绩效：不断发展的加强工人和组织的方法

It is still early days for channeling the flood of available work and workforce data into meaningful measures of
要将大量可用的工作和劳动力数据转化为有意义的衡量标准，还为时尚早。
human performance. But the time to act is now. Forwardthinking organizations can cocreate their human performance metrics and the data policies and practices that can measure or identify ways to drive these metrics with workers in real time, fostering trust throughout the process. Failing to do so, whether by imposing policies and practices from the top or continuing to rely on outmoded measures of worker performance, can create potential challenges in talent attraction and retention, unintended consequences to well-being and mental health that productivity paranoia may create, and a potentially disastrous misunderstanding of what factors actually drive the organization’s value creation.
人类的表现。但现在是采取行动的时候了。具有前瞻性思维的组织可以共同创建他们的人力绩效指标以及数据政策和实践，这些数据政策和实践可以衡量或确定与员工一起实时推动这些指标的方法，并在整个过程中促进信任。如果做不到这一点，无论是从高层强加政策和实践，还是继续依赖过时的员工绩效衡量标准，都会在吸引和留住人才方面带来潜在的挑战，生产力妄想症可能会对员工的福祉和心理健康造成意想不到的后果，并可能对哪些因素真正推动组织的价值创造产生灾难性的误解。

The alternative is far more appealing. As organizations begin threading human performance throughout their practices, they can strengthen business outcomes and make a positive impact on everyone the organization touches.
另一种选择则更具吸引力。当组织开始将人的绩效贯穿于整个实践中时，他们就能加强业务成果，并对组织接触到的每个人产生积极影响。

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

Satomi Tsuji, Nobuo Sato, Keita Shimada, Koji Ara, and Kazuo Yano, “Happiness planet: Support system for promoting management objectives in partnership with employees,” Hitachi Review 70, no. 1 (2021), pp. 78-79.
Satomi Tsuji、Nobuo Sato、Keita Shimada、Koji Ara 和 Kazuo Yano，"幸福星球：与员工合作促进管理目标的支持系统"，《日立评论》70，第 1 期（2021 年），第 78-79 页。
American Psychological Association, “Psychological capital: What it is and why employers need it now,” August 21, 2023.
《美国心理学协会，"心理资本：它是什么，为什么雇主现在需要它》，2023 年 8 月 21 日。
Suchit Leesa-Nguansuk, “Hitachi’s AI for employee joy,” Bangkok Post, February 7, 2020.
Suchit Leesa-Nguansuk，"日立的人工智能为员工带来快乐"，《曼谷邮报》，2020 年 2 月 7 日。
Tsuji, Sato, Shimada, Ara, and Yano, “Happiness planet.”
辻、佐藤、岛田、荒和矢野，"幸福行星"。
Bernard Marr, “The best examples of human and robot collaboration,” Forbes, August 10, 2022.
伯纳德-马尔："人类与机器人合作的最佳范例"，《福布斯》，2022 年 8 月 10 日。
Paulina Borrego, “Multinational energy company improves culture & retention through office redesign,” Humanyze, January 19, 2023.
Paulina Borrego，"跨国能源公司通过办公室重新设计改善企业文化并留住人才"，Humanyze，2023 年 1 月 19 日。
Greg Newman, “How organizational network analytics is transforming diversity and inclusion through data,” HRZone, July 10, 2019.
Greg Newman，"组织网络分析如何通过数据改变多样性和包容性"，HRZone，2019 年 7 月 10 日。
Joy Trinquet, “It’s a tall order: Digital twins deliver modernity to out-of-date buildings,” Verdantix, August 18, 2022.
Joy Trinquet，"这是一项艰巨的任务：数字孪生为过时建筑带来现代感"，Verdantix，2022 年 8 月 18 日。
Alejandro de la Garza, “This AI software is ‘coaching’ customer service workers. Soon it could be bossing you around, too,” Time, July 8, 2019.
Alejandro de la Garza，"这款人工智能软件正在'指导'客服人员。很快，它也能对你颐指气使，"《时代》，2019 年 7 月 8 日。
Deloitte, “Fall 2023 Fortune/Deloitte CEO survey insights,” accessed December 2023.
德勤，"2023 年秋季财富/德勤首席执行官调查见解"，2023 年 12 月访问。
Jean Brittain Leslie and Kelly Simmons, “The paradox of “productivity paranoia”: 6 ways to trust employees without sacrificing results,” Quartz, April 17, 2023.
Jean Brittain Leslie 和 Kelly Simmons，《"生产力偏执狂 "的悖论：在不牺牲结果的前提下信任员工的 6 种方法，"Quartz，2023 年 4 月 17 日。
Alexa Lightner and Paulina Borrego, “Energy company improves culture & productivity after strategic M&A,” Humanyze, March 21, 2023.
Alexa Lightner 和 Paulina Borrego，"能源公司在战略并购后改善了文化和生产力"，Humanyze，2023 年 3 月 21 日。
John Sprovieri, “Video analytics help auto parts assembler improve cycle time,” Assembly Magazine, December 18, 2022.
John Sprovieri，"视频分析帮助汽车零部件装配商缩短周期时间"，《装配》杂志，2022 年 12 月 18 日。
Deloitte, “Unlocking the potential of the quantified organization,” 2023.
德勤，《释放量化组织的潜力》，2023 年。
Ibid. 同上。
Ibid. 同上。
Ibid. 同上。
Ibid. 同上。
SLB, “Digital equipment monitoring with OneStim,” May 2, 2018.
SLB，"OneStim 数字设备监控"，2018 年 5 月 2 日。
Deloitte, “Unlocking the potential of the quantified organization.”
德勤，"释放量化组织的潜力"。
Deloitte, “Trustworthy ${AI}^{TM}$ : Bridging the ethics gap surrounding AI,” accessed December 2023.
德勤，《值得信赖的 ${AI}^{TM}$ ：弥合人工智能的道德鸿沟》，2023 年 12 月访问。
Deloitte, “Unlocking the potential of the quantified organization.”
德勤，"释放量化组织的潜力"。

Acknowledgments 致谢

The authors would like to thank Joan Goodwin, Gary Parilis, Brad Kreit, and Steve Hatfield for sharing their expertise and insights to support this chapter.
作者感谢 Joan Goodwin、Gary Parilis、Brad Kreit 和 Steve Hatfield 分享了他们的专业知识和见解，为本章的写作提供了支持。

Special thanks to Brittany Bjornberg and Sarah Hechtman for their leadership in the development of this chapter, and Cara Traub for her outstanding contributions.
特别感谢 Brittany Bjornberg 和 Sarah Hechtman 对本章发展的领导，以及 Cara Traub 的杰出贡献。

The transparency paradox: Could less be more when it comes to trust?
透明度悖论：信任能否少而精？

Greater transparency can help organizations build trust-or erode it. What considerations should leaders keep in mind to ensure transparency is helping and not hindering?
提高透明度可以帮助组织建立信任，也可以削弱信任。领导者应牢记哪些注意事项，以确保透明度是帮助而不是阻碍？

Jason Flynn, Sue Cantrell, David Mallon, Lauren Kirby, and Nicole Scoble-Williams
Jason Flynn、Sue Cantrell、David Mallon、Lauren Kirby 和 Nicole Scoble-Williams

◻

rust matters: It is the unseen, ineffable glue that holds relationships together and allows organizations, workers, and communities to flourish. Trust between workers and organizations has potentially never been more important, but for many organizations, how to build and sustain it has remained elusive.

◻

信任很重要：信任是一种看不见、摸不着的粘合剂，它将人际关系维系在一起，使组织、员工和社区蓬勃发展。工人与组织之间的信任可能比以往任何时候都更加重要，但对于许多组织来说，如何建立和维持这种信任却始终难以捉摸。

Transparency is commonly thought to be a key driver of trust; the idea that more transparency equals more trust has become a truism. Eighty-six percent of leaders surveyed in our 2024 Global Human Capital Trends research say that the more transparent the organization is, the greater the workforce trust. It’s not an altogether incorrect assumption: Research shows that some forms of transparency do, in fact, drive trust. Deloitte research, for example, found that transparency-defined as an employer using straightforward and plain language to share information, motives, and decisions that matter to workers-is a key dimension of trust.

^{1}

Sharing information about decisions, results, strategies, and practices freely with workers, customers, investors, and other stakeholders is generally thought of as a good thing.

^{2}

人们普遍认为，透明度是信任的关键驱动因素；透明度越高，信任度越高，这已成为不争的事实。在我们的 2024 年全球人力资本趋势研究中，86% 的受访领导者表示，组织越透明，员工的信任度就越高。这并不是一个完全错误的假设：研究表明，某些形式的透明度确实能促进信任。例如，德勤（Deloitte）的研究发现，透明度--即雇主使用直截了当的语言分享与员工息息相关的信息、动机和决策--是信任的一个关键维度。

^{1}

人们普遍认为，与员工、客户、投资者和其他利益相关者自由分享有关决策、结果、战略和实践的信息是一件好事。

^{2}

But it’s not that simple. The relationship between trust and transparency is much more complicated and nuanced. “Trust is really important to us,” Sara Armbruster, chief executive officer of furniture company Steelcase told us in a recent conversation. “In many ways, transparency goes hand in hand with that. But if you are going to advocate and implement a high degree of transparency, you need to have systems in place to address any issues that arise.”
但事情并非如此简单。信任与透明度之间的关系要复杂得多、微妙得多。"家具公司 Steelcase 的首席执行官萨拉-阿姆布鲁斯特（Sara Armbruster）在最近的一次谈话中告诉我们："信任对我们来说非常重要。"在很多方面，透明度与信任是相辅相成的。但是，如果你要倡导和实施高度透明，你就需要有相应的制度来解决出现的任何问题。

Some organizations are discovering that mishandling transparency can severely undermine trust. In an organizational context, transparency is usually thought of as information flowing from a leadership team to everyone else. But new digital advances mean that transparency also exists inside teams, and worker information can be made transparent too. Today, technology can make almost everything and everyone in an organization transparent to almost anyone else. As they increasingly interact with smart machines, workers leave an ever-expanding trail of data that can be analyzed using artificial intelligence and shared at negligible cost.
一些组织发现，对透明度处理不当会严重破坏信任。在组织环境中，透明度通常被认为是从领导团队流向其他人的信息。但新的数字技术进步意味着团队内部也存在透明度，员工信息也可以变得透明。如今，技术几乎可以让组织中的每件事、每个人对其他人透明。随着与智能机器的互动越来越多，工人们留下的数据痕迹也在不断扩大，这些数据可以通过人工智能进行分析，并以微不足道的成本进行共享。

Figure 1 图 1

The knowing vs. doing gap: Respondents know that navigating the transparency paradox to build trust is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道利用透明度悖论建立信任很重要，但很少有人能做到取得有意义的进展

Percentage of respondents answering the questions, “How important is an increasing focus on trust and transparency in the relationship between workers and the organization to your organization’s success?” and “Where is your organization in its journey to address this issue?”
回答 "日益重视工人与组织之间关系的信任和透明度对贵组织的成功有多重要？"和 "贵组织在解决这一问题的过程中处于什么阶段？"问题的受访者百分比

88% recognize the importance,
88% 的人认识到其重要性、

The data may encompass virtually anything that happens in an organization:
数据几乎可以涵盖组织内发生的任何事情：

Workers’ time at their keyboards, actions taken, and effectiveness
工人使用键盘的时间、采取的行动和效率
Worker motivations and sentiment
工人的动机和情绪
A worker’s emotional tone while interacting with a customer or colleague
员工与客户或同事交流时的情绪语调
Movements and interactions on a factory floor
工厂车间的移动和互动
The distance and route covered by a driver
驾驶员行驶的距离和路线
Worker behaviors related to organizational culture, belonging, and inclusion
与组织文化、归属感和包容性有关的工人行为
The physical safety of workers in the field
现场工作人员的人身安全
What topics are being discussed, by whom, on what channels and when
正在讨论哪些话题、由谁讨论、通过哪些渠道讨论、何时讨论

If transparency used to mean that leaders could shine lights on particular aspects of an organization, now it means the organization can be illuminated in every corner-for any audience.
如果说过去的透明度意味着领导者可以照亮组织的某些方面，那么现在的透明度则意味着可以照亮组织的每个角落--任何受众。

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, creating shared value for both individual workers and organizations. On the other hand, there is significant potential for misuse-for example, privacy breaches, AI-driven surveillance, and efforts to control workers’ every move.
领导者可能会觉得这种透明度很诱人。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创造新的机会来衡量和释放人的绩效，为员工个人和组织创造共享价值。另一方面，滥用的可能性也很大，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。

New transparency-enabling technologies can give leaders a set of enormously powerful tools (figure 2). And according to Deloitte’s Quantified Organization research, many workers and organizations are surprisingly aligned
新的透明化技术为领导者提供了一套非常强大的工具（图 2）。根据德勤公司的量化组织研究，许多员工和组织出奇地一致
on some of the positive possibilities these tools can bring; both agree that a variety of newly transparent data can help to improve everything from worker performance and job satisfaction, to worker safety and career development, to improved innovation and organizational agility.

^{3}

他们都认为，各种新的透明数据可帮助提高工人绩效和工作满意度、工人安全和职业发展，以及提高创新能力和组织灵活性。

^{3}

But using this new data effectively requires a sophisticated understanding of the relationship between transparency and trust. Understanding this relationship is becoming more important;

86 %

of workers surveyed and

74 %

of leaders surveyed in our research say an increasing focus on trust and transparency in the relationship between workers and the organization is very or critically important. In fact, this trend is ranked highest in terms of importance of the seven trends studied in our survey and was identified as the trend that would have the greatest impact on an organization’s success, both this year and in the next three years.
但是，要有效利用这些新数据，就必须深入了解透明度与信任之间的关系。在我们的调查中，

86 %

的受访员工和

74 %

的受访领导表示，在员工与组织的关系中，越来越重视信任和透明度非常重要或极其重要。事实上，在我们调查研究的七大趋势中，这一趋势的重要性排名最高，并被认为是今年和未来三年内对组织成功影响最大的趋势。

Leaders-in collaboration with workers-should consider important questions around what information to make transparent, why, whose information should be revealed, and to whom and how.
领导者应与工人合作，围绕哪些信息应该透明、为什么透明、谁的信息应该公开、向谁公开以及如何公开等重要问题进行思考。

The essential role of trust
信任的重要作用

Like transparency, trust is a two-way street

^{4}

-there is worker trust in leadership, and there is leadership trust in workers.
与透明度一样，信任也是双向的

^{4}

--工人信任领导，领导信任工人。

In psychology and sociology, trust is often defined as a belief that the other party won’t cause harm, and that one can rely on another to act in a way that is beneficial, honest, fair, and reliable. At its heart, trust involves a willingness to be vulnerable and to depend on others for mutual cooperation and benefit-a belief that people will act in each other’s best interest.

^{5}

But to be mutually vulnerable, people typically need to feel empathy and psychological safety. While there are many components that drive trust, Deloitte defines trust as the outcome of high competence and positive intent, underpinned by capability, reliability, humanity, and transparency.

^{6}

在心理学和社会学中，"信任 "通常被定义为一种信念，相信对方不会对自己造成伤害，相信自己可以依靠对方以有益、诚实、公平和可靠的方式行事。从根本上说，信任包含了一种脆弱的意愿，以及为了相互合作和利益而依赖他人的意愿--一种人们会以对方的最大利益为出发点行事的信念。

^{5}

但是，要做到互不伤害，人们通常需要有同理心和心理安全感。虽然驱动信任的因素有很多，但德勤将信任定义为高能力和积极意图的结果，并以能力、可靠性、人性化和透明度为基础。

^{6}

If transparency used to mean that leaders could shine lights on particular aspects of an organization, now it means the organization can be illuminated in every cornerfor any audience.
如果说透明度过去意味着领导者可以照亮组织的某些方面，那么现在则意味着组织的每个角落都可以被照亮，让任何受众都能看到。

Figure 2 图 2

Advancing technologies are making work and workforce data more transparent
先进技术使工作和劳动力数据更加透明

Which of the following technologies and sources has your organization used to collect workforce data in the past three years? Today? In the next three years?
在过去三年中，贵组织使用了以下哪些技术和资源来收集劳动力数据？今天？未来三年？

Source: 2023 Deloitte Quantified Organization research.
资料来源：2023 年德勤量化组织研究。

A confluence of trends today is putting trust at risk. Information and misinformation are omnipresent, perceptions often supersede facts, and digital security and data privacy are commonly at risk. These trends expose people to the possibility that private or inaccurate information may be exposed in ways that harm them, making many cautious about extending trust to organizations. Meanwhile, turbulence related to outsourcing, mergers, downsizing, shifting business models, digital transformation, return to office, and other changes, can create a breeding ground for distrust among workers. Other factors that tend to impact trust include:
当今，各种趋势交织在一起，使信任面临风险。信息和错误信息无处不在，人们的看法往往取代了事实，数字安全和数据隐私普遍面临风险。这些趋势使人们面临私人信息或不准确信息被曝光并对其造成伤害的可能性，从而使许多人在给予组织信任时持谨慎态度。与此同时，与外包、兼并、裁员、业务模式转变、数字化转型、重返办公室以及其他变化相关的动荡，也会滋生员工之间的不信任。其他影响信任的因素包括

Increasing uncertainty for organizations and workers: The less people know what to expect, the more they rely on trust to feel safe.
组织和员工的不确定性增加：人们越不知道会发生什么，就越依赖信任来获得安全感。
Disappearance of traditional boundaries: As many traditional boundaries of work and the workplace continue to erode, trust, perhaps even more than culture, is emerging as a tie that binds-a means to keep the organization cohesive and mission-aligned. Especially as organizations grapple with questions around what defines a job and how a workforce should operate in a boundaryless world, trust can create a common foundation for decision-making.
传统界限的消失：随着工作和工作场所的许多传统界限不断消失，信任（也许比文化更重要）正在成为一种纽带，一种保持组织凝聚力和使命一致性的手段。尤其是在组织努力解决工作的定义以及员工如何在无边界世界中工作的问题时，信任可以为决策奠定共同的基础。

THE FOUR FACTORS OF TRUST
信任的四大要素

Based on over 400,000 survey responses with customers and workers across nearly 500 brands, in-depth focus groups, conversations with leaders committed to building trust, and case studies exploring situations when trust was won or lost, Deloitte distills trust down to four factors:

^{7}

根据对近 500 个品牌的客户和员工进行的 40 多万份调查反馈、深入的焦点小组、与致力于建立信任的领导者的对话，以及对信任得失情况的案例研究，德勤将信任提炼为四个因素：

^{7}

Humanity: Demonstrating empathy and kindness and treating everyone fairly
人性：表现出同情和善意，公平对待每一个人
Capability: Creating quality experiences, products, and/or services
能力：创造优质体验、产品和/或服务

Reliability: Consistently delivering on promises and experiences
可靠性：始终如一地兑现承诺和体验

Transparency: Openly sharing information, motives, and actions in straightforward and plain language
透明度：以简单明了的语言公开分享信息、动机和行动

Trust has always been important to organizational success, and it seems to grow more so by the year.
信任对于组织的成功一直很重要，而且似乎一年比一年更重要。

Deloitte research shows that companies deemed “trustworthy” tend to outperform their competitors by up to four times, measured by market value. $^{8}$
德勤的研究表明，按市值计算，被视为 "值得信赖 "的公司往往比竞争对手的业绩高出四倍。 $^{8}$
Shares of companies graded trustworthy by Trust Across America and the Initiative on Quality Shareholders have outperformed the S&P 500 by $30 %$ to $50 %$ over recent five-year periods. $^{9}$
在最近的五年中，被 "全美信任"（Trust Across America）和 "优质股东倡议"（Initiative on Quality Shareholders）评为 "值得信赖 "的公司股票的表现比标准普尔 500 指数要好 $30 %$ 至 $50 %$ 。 $^{9}$
Workers in high-trust companies are 50% less likely to leave, $180 %$ more likely to be motivated, are 140% more likely to take on extra responsibilities, and are generally more productive, more satisfied with theirjobs, and healthier. $^{10}$
在高信任度公司工作的员工离职的可能性降低了 50%， $180 %$ 更有可能受到激励，承担额外责任的可能性增加了 140%，而且他们的工作效率普遍更高，对工作更满意，身体也更健康。 $^{10}$
Generative AI and other forms of automation: As technology automates rote tasks, human capabilities such as empathy and curiosity can increasingly differentiate leading organizations from the rest-and to express these capabilities, workers will need to trust the organization to use their work for mutually beneficial purposes. It’s worth noting that AI itself faces a trust deficit: Deloitte research reveals that workers can perceive employers as much as 2.3 times less empathetic and human when AI tools are offered. $^{11}$
生成式人工智能和其他形式的自动化：随着技术将生搬硬套的任务自动化，人类的能力（如同理心和好奇心）将越来越多地将领先组织与其他组织区分开来--要表现出这些能力，员工需要相信组织会将他们的工作用于互惠互利的目的。值得注意的是，人工智能本身也面临着信任缺失的问题：德勤的研究显示，当提供人工智能工具时，员工对雇主的同理心和人情味会降低 2.3 倍。 $^{11}$

Amid these challenges, workforce trust may be even more important than employee engagement when it comes to navigating relationships. Many organizations use employee engagement as a proxy to measure the worker-organization relationship. Trust, however, may be a better measure for this relationship. Engagement simply measures workers’ willingness to extend themselves on their organization’s behalf, not the degree to which they trust an organization to support their interests. Trust, on the other hand, may be a better metric to evaluate whether workers are getting what they need from their relationship with the organization.
在应对这些挑战时，员工的信任可能比员工敬业度更重要。许多组织使用员工敬业度来衡量员工与组织的关系。然而，信任可能是衡量这种关系的更好方法。敬业度只是衡量员工是否愿意为组织奉献自己，而不是员工对组织支持其利益的信任程度。另一方面，信任可能是评估工人是否从与组织的关系中得到他们所需的更好的衡量标准。

What we mean when we talk about transparency
我们谈论透明度的含义

Transparency is in vogue. Demands for visibility into pay, for example, have led to pay-range transparency
透明度是一种时尚。例如，对薪酬透明度的要求导致薪酬范围透明化
laws in eight states in the United States,

^{12}

where pay transparency in job postings has more than doubled since 2020,

^{13}

and globally, where pay transparency also continues to increase over time.

^{14}

Meanwhile, employers are increasingly sharing other information they once kept private. For example, Patagonia revealed its external supply chain to show consumers its commitment to climate change,

^{15}

and Asana publishes the minutes from its board meetings for workers so they’ll have clarity on the organization’s strategic priorities.

^{16}

Some organizations even allow anyone at the organization to access things like financial records to the minutes or recordings of meetings among executives so they can weigh in on organizational direction and decision-making.

^{12}

自 2020 年以来，美国八个州的招聘信息中的薪酬透明度增加了一倍多，

^{13}

而在全球范围内，薪酬透明度也随着时间的推移不断增加。

^{14}

同时，雇主们也越来越多地分享他们曾经保密的其他信息。例如，Patagonia 披露了其外部供应链，向消费者展示了其对气候变化的承诺；

^{15}

Asana 向员工公布了董事会会议记录，以便员工了解组织的战略重点。

^{16}

有些组织甚至允许组织内的任何人访问财务记录、会议记录或高管会议的录音等内容，以便他们能够对组织的方向和决策进行权衡。

Indeed, the “why” behind transparency can vary. Patagonia and Asana are examples of what we call proactive transparency, where leaders or workers intentionally choose to share information to improve trust, accountability, decision-making, or to achieve mutually beneficial outcomes. Reactive transparency, on the other hand, is the result of legislative or regulatory changes forcing leaders to disclose information that was previously closely held. Finally, forced transparency typically involves collecting and analyzing information about workers or executives as a blanket organizational policy or without their knowledge or voluntary consent. Workers can also force transparency on the organization, when they publicly share information about an organization or its leaders through social media or other channels, for example.
事实上，透明度背后的 "原因 "可能各不相同。Patagonia 和 Asana 就是我们所说的主动透明的例子，即领导者或员工有意选择分享信息，以提高信任度、责任感、决策力，或实现互惠互利的结果。另一方面，被动透明则是由于立法或监管方面的变化迫使领导者披露以前不公开的信息。最后，强制透明通常涉及收集和分析有关工人或高管的信息，将其作为一项总的组织政策，或在他们不知情或未自愿同意的情况下进行。工人也可以通过社交媒体或其他渠道公开分享有关组织或其领导人的信息，从而迫使组织透明。

An increasing focus on trust and transparency was identified as the trend that would have the greatest impact on an organization’s success, both this year and in the next three years.
越来越注重信任和透明度被认为是今年和未来三年对组织成功影响最大的趋势。

SIGNALS YOUR ORGANIZATION SHOULD THINK MORE CAREFULLY ABOUT TRANSPARENCY
贵组织应更谨慎地考虑透明度的信号

Your organization is rapidly adopting transparency technologies (for example, sensors and connected devices; analytics based on worker email, calendar, and collaboration-site data; or Al and machine learning).
您的组织正在快速采用透明技术（例如，传感器和联网设备；基于员工电子邮件、日历和协作站点数据的分析；或 Al 和机器学习）。

You worry that workers are hiding, posturing, or otherwise reacting to the feeling that they are being surveilled.
您担心工人们会躲藏起来、装腔作势，或以其他方式对他们被监视的感觉做出反应。

Workers are resistant to performance management decisions being made based on newly available data.
工人对根据新获得的数据做出绩效管理决策有抵触情绪。
Your workers are withholding data because they are not confident their data is being used in responsible ways or for their benefit.
您的员工之所以拒绝提供数据，是因为他们不相信自己的数据会被以负责任的方式使用，或者是为了他们的利益。
Your workers are experiencing information overload, contributing to burnout and slowed decision-making.
您的员工正在经历信息超载，从而导致倦怠和决策迟缓。

Workforce 劳动力
turnover is almost twice as high at companies that use monitoring software as surveillance than at organizations that do not.
使用监控软件进行监控的公司的营业额几乎是不使用监控软件的公司的两倍。

Although there has been a growing trend toward proactive transparency, much of the recent movement toward transparency has been either reactive or forced transparency.

^{17}

And until recently, the direction of trans-parency-who shares the information with whom-has primarily been one-way: organizations and leaders sharing information with workers. But today, transparency can work the other way, too. With the advent of new technologies, workers are increasingly sharing their information transparently—proactively or by force. Figure 3 presents a simplified view of bidirectional transparency.
尽管主动透明化的趋势日益明显，但近期的透明化运动大多是被动或被迫的透明化。

^{17}

直到最近，透明度的方向--谁与谁共享信息--主要是单向的：组织和领导者与员工共享信息。但如今，透明度也可以反其道而行之。随着新技术的出现，工人们越来越多地主动或被迫透明地分享他们的信息。图 3 展示了双向透明的简化视图。

As technologies have enabled leaders to gain greater transparency into work and workers, many organizations have rushed to capitalize. One study reveals that organizations surveyed are collecting data from an average of 400 different sources including computers, smartphones, websites, social media networks, and more,

^{18}

and Deloitte’s Quantified Organization research reveals that the vast majority of organizations are collecting email and calendar data already and are likely to begin collecting data from other sources in the near future, such as wearables, biometrics, and location-tracking tools (given transparent data practices and respect for potential worker privacy concerns).

^{19}

随着技术的发展，领导者能够获得更高的工作和员工透明度，许多组织也急于利用这些技术。一项研究显示，接受调查的组织平均从 400 个不同来源收集数据，包括计算机、智能手机、网站、社交媒体网络等，

^{18}

而德勤的量化组织研究显示，绝大多数组织已经在收集电子邮件和日历数据，并有可能在不久的将来开始从其他来源收集数据，例如可穿戴设备、生物识别技术和位置跟踪工具（考虑到透明的数据实践和对潜在员工隐私的尊重）。

^{19}

Whether the use of this newfound transparency is helpful or harmful will depend on how it is used; forced transparency that is used as surveillance, with punitive consequences, can damage trust. Already,

78 %

of employers surveyed say they are currently using remote tools to monitor their workers;

^{20}

studies show that workforce
使用这种新发现的透明度是有益还是有害，将取决于如何使用；作为监控手段使用的强制透明度会带来惩罚性后果，从而损害信任。已经有

78 %

受访雇主表示，他们目前正在使用远程工具监控员工；

^{20}

研究表明，劳动力
turnover is almost twice as high at companies that use monitoring software as surveillance than at organizations that do not.

^{21}

使用监控软件进行监控的公司的营业额几乎是不使用监控软件的公司的两倍。

^{21}

Many use cases, however, can be beneficial, such as using workforce data and AI as a coach to help workers grow or using wearables and smart sensors to track and improve worker safety practices. For example, a British multinational retail distribution center integrated AI with their CCTV systems, enabling them to identify unsafe events that resulted in an

80 %

reduction in safety incidents in the first three months.

^{22}

然而，许多用例都是有益的，例如将劳动力数据和人工智能作为教练来帮助工人成长，或使用可穿戴设备和智能传感器来跟踪和改进工人的安全操作。例如，英国一家跨国零售配送中心将人工智能与他们的闭路电视系统集成在一起，使他们能够识别不安全事件，从而在头三个月内减少了安全事故。

^{22}

It’s worth noting that transparency shouldn’t be implemented just for the sake of being transparent, assuming that transparency will automatically create trust. The flip side of transparency is privacy; greater openness is risky as developments in technology and society, particularly the rise of social media, have made it easier to share potentially harmful information far, fast, and permanently. Privacy can sometimes be a better path to trust than transparency. And when greater openness is the chosen path, it requires more earned belief in collective safety and common interest. Getting it right is critical, as trust earned with difficulty can be lost with ease. The measures that can help boost transparency from workers, for example, typically require sacrifices of privacy, whether that means sharing data about people’s well-being or monitoring workers’ time at their keyboards-so those measures have the potential to erode trust rather than build it.
值得注意的是，不能为了透明而透明，认为透明会自动产生信任。透明度的另一面是隐私；由于技术和社会的发展，尤其是社交媒体的兴起，更容易远距离、快速、永久地分享潜在的有害信息，因此更大程度的开放是有风险的。与透明度相比，隐私有时是获得信任的更好途径。而当更大程度的开放成为一种选择时，就需要在集体安全和共同利益方面赢得更多的信任。正确对待这一点至关重要，因为好不容易赢得的信任很容易就会失去。举例来说，有助于提高工人透明度的措施通常需要牺牲隐私，无论是共享有关人们福祉的数据，还是监控工人使用键盘的时间，因此这些措施都有可能削弱信任，而不是建立信任。

Figure 3 图 3
Transparency is no longer a one-way street
透明度不再是单行道

Source: Deloitte analysis.
资料来源：德勤分析：资料来源：德勤分析。

Only 37% 只有 37
of workers 工人人数
surveyed say 受访者说
they are very confident their organization is using work and workforce data in a highly responsible way.
他们非常确信自己的组织正在以高度负责的方式使用工作和劳动力数据。

There are also other potential downsides to transparency, such as:
透明度还有其他潜在的不利之处，例如：

Gaming the system. Social scientists have identified various behaviors people undertake in response to demands for transparency, typically to protect themselves or manipulate a situation in their favor. These include dishonesty, hiding, cheating, posturing, productivity theater, window-dressing, and impression management-for example, using a mouse-moving machine to trick productivity-tracking software. $^{23}$ But it’s not just workers that can avoid transparency. Organizations can play at this, too. For example, some companies will comply with pay-transparency laws in job postings by including a wide salary range for a job-for example, “between US$50,000 and US$250,000”-rendering the information essentially useless to job seekers. $^{24}$
玩弄制度。社会科学家发现，人们会采取各种行为来回应对透明度的要求，通常是为了保护自己或操纵局势使其对自己有利。这些行为包括不诚实、隐藏、欺骗、装腔作势、提高工作效率、装点门面和印象管理--例如，使用鼠标移动机器来欺骗工作效率跟踪软件。 $^{23}$ 但是，并非只有员工可以避免透明度。企业也可以在这方面做文章。例如，一些公司为了遵守薪酬透明法，会在招聘启事中为某一职位设定一个宽泛的薪资范围，例如 "在 50,000 美元到 250,000 美元之间"，从而使这些信息对求职者毫无用处。 $^{24}$
Negative impacts on decision-making. Providing more data and visibility into decision-making processes may lead to information overload, endless debate, second-guessing, and accountability gapssituations in which people have important information but are not accountable for using it wisely. Beyond slowing decision-making, without sharing the rationale behind the decisions, workers may also misinterpret the information being shared. $^{25}$
对决策的负面影响。为决策过程提供更多数据和能见度可能会导致信息过载、无休止的辩论、二次猜测和问责漏洞，在这种情况下，人们掌握了重要信息，却没有责任明智地使用这些信息。除了减缓决策速度外，如果不分享决策背后的理由，员工还可能误解所分享的信息。 $^{25}$
Hindering creativity. People who think their ideas and experiments could be made public may experience a phenomenon called “the spotlight effect.” They may avoid risk-taking and experimentation, and innovation can suffer. Ethan Bernstein, a professor of leadership and organizational behavior at Harvard Business School, has reported these impacts among creative workers. In addition to the spotlight effect, Bernstein found that many workers will also conceal their most creative thinking from management because they don’t want to be punished for straying outside of organizational norms. $^{26}$
阻碍创造力。认为自己的想法和实验可能会被公开的人可能会经历一种叫做 "聚光灯效应 "的现象。他们可能会避免冒险和实验，从而影响创新。哈佛商学院领导力与组织行为学教授伊桑-伯恩斯坦（Ethan Bernstein）曾报告过创意工作者受到的这些影响。除了聚光灯效应外，伯恩斯坦还发现，许多员工还会向管理层隐瞒自己最具创造性的想法，因为他们不想因为偏离组织规范而受到惩罚。 $^{26}$

Using transparency in ways that build trust
以建立信任的方式利用透明度

Most organizations are in the early stages of coming to grips with the new transparency landscape and its implications for privacy and trust. When we asked whether organizations were addressing trust and transparency
大多数组织正处于应对新的透明度形势及其对隐私和信任的影响的早期阶段。当我们问及各组织是否正在处理信任和透明度问题时
between themselves and workers, only

13 %

of respondents said they are leading in this space. The biggest challenges they identified were internal constraints, such as culture, and lack of leadership alignment or commitment.

13 %

的受访者表示，他们在这一领域处于领先地位。他们认为最大的挑战是文化等内部制约因素，以及缺乏领导层的协调或承诺。

How then do organizations navigate the tricky territory of using transparency in a way that builds trust, rather than undermining it?
那么，组织如何利用透明度建立信任而不是破坏信任？

First, organizations will need to put transparency in conversation with privacy. Typically, they are not in conversation, with transparency largely under the purview of executives and information technology, and privacy often handled by legal and human resources. Cross-functional governance conversations will be important to striking the right balance for each organization, based on an organization’s own culture, values, and decision-making practices that can vary based on geography, industry, or life cycle stage of the organization. Think in terms of best fit rather than best practice.
首先，组织需要将透明度与隐私权相提并论。通常情况下，这两者并不在对话之列，透明度主要由高管和信息技术部门负责，而隐私通常由法律和人力资源部门处理。跨职能治理对话对于每个组织取得正确的平衡非常重要，这种平衡基于组织自身的文化、价值观和决策实践，而这些可能因地域、行业或组织的生命周期阶段而有所不同。从最合适而非最佳实践的角度考虑问题。

Second, organizations should bring workers together in conversation with leaders about what and why information should be made transparent, to whom, and how. As discussed in “Negotiating worker data” in our 2023 Global Human Capital Trends report,

^{27}

cocreating transparency practices-and enabling transparency to be proactive rather than forced-can help create a mutual relationship of trust and provide a window into what workers’ needs and desires are when it comes to transparency.
其次，组织应让员工与领导者一起讨论哪些信息应该透明、为什么透明、对谁透明以及如何透明。正如我们的《2023 年全球人力资本趋势报告》中的 "协商工人数据 "一文所讨论的，

^{27}

共同创造透明度实践，并使透明度成为一种主动而非被迫的行为，有助于建立一种相互信任的关系，并为了解工人在透明度方面的需求和愿望提供了一个窗口。

In particular, workers and leaders can cocreate responsible transparency practices, ones that create mutual benefits for workers and organizations alike, allow workers to opt in to data collection for specified time periods and purposes, and enable workers to challenge potentially incorrect data or raise concerns about how it is being used.
特别是，工人和领导者可以共同创建负责任的透明做法，这些做法可以为工人和组织创造互惠互利，允许工人选择在特定时间段和目的下收集数据，并使工人能够质疑可能不正确的数据或对数据的使用方式提出关切。

When workers see personal benefits to transparently sharing their data, they are more likely to embrace it; a study by Gartner found that

96 %

of digital workers would accept more data-monitoring in exchange for benefits like training and increased career development opportunities.

^{28}

Likewise, our Quantified Organization research showed that workers who are given the choice to opt in to transparent data collection have more trust in their organizations, are more likely to report that data collection efforts improve business outcomes, and are
当员工看到以透明方式共享其数据可带来的个人利益时，他们更有可能接受这种做法；Gartner 的一项研究发现，

96 %

数字员工愿意接受更多的数据监控，以换取培训和更多的职业发展机会等利益。

^{28}

同样，我们对量化组织的研究表明，员工如果可以选择透明的数据收集，他们对组织的信任度就会更高，更有可能报告数据收集工作改善了业务成果，而且他们也更愿意选择透明的数据收集。
less likely to report negative outcomes such as presenteeism or privacy concerns.

^{29}

Other research shows that giving workers input and agency reduces the risk of them engaging in these negative behaviors.

^{30}

For example, one global health care provider conducted an organizational network analysis based on worker communications and collaboration data to optimize cross-functional teaming. Workers could opt out of data collection, and the final data was aggregated and anonymized to protect worker privacy.

^{31}

较少报告负面结果，如旷工或隐私问题。

^{29}

其他研究表明，给予员工意见和自主权可降低他们出现这些负面行为的风险。

^{30}

例如，一家全球医疗服务提供商根据员工的沟通和协作数据进行了组织网络分析，以优化跨职能团队合作。员工可以选择退出数据收集，最终数据经过汇总和匿名处理，以保护员工隐私。

^{31}

Organizations that build workers’ trust in transparent data practices stand to benefit: When workers are confident in their organization’s approach to responsible use of newly transparent data, they are

35 %

more likely to trust their organization. But there is still a long way to go: Only

37 %

of workers surveyed say they are very confident their organization is using work and workforce data in a highly responsible way.

^{32}

建立员工对透明数据实践信任的组织将从中受益：当员工对组织负责任地使用新透明数据的方法充满信心时，他们

35 %

更有可能信任组织。但是，还有很长的路要走：只有

37 %

名受访员工表示，他们非常确信他们的组织正在以高度负责的方式使用工作和劳动力数据。

^{32}

To strike the right balance between transparency and privacy in a way that elevates trust, it may be helpful to consider the following questions. Each question includes examples of transparency that are likely beneficial (Go) and others that may pose trust issues (Caution).
要在透明度和隐私之间取得适当的平衡，从而提高信任度，不妨考虑以下问题。每个问题都包括可能有益的透明度示例（"开始"）和可能造成信任问题的其他示例（"注意"）。

WHAT information or whose actions will be made transparent?
哪些信息或谁的行动将被透明化？

When making decisions about what to make transparent, consider the potential impact of that information. For example, publicly sharing organizational information may increase trust among stakeholders, but sharing highly personal worker information about an individual’s emotions in the organization may introduce complications and have unintended consequences.
在决定让哪些信息透明时，要考虑这些信息的潜在影响。例如，公开分享组织信息可能会增加利益相关者之间的信任，但分享有关个人在组织中情绪的高度个人化的员工信息可能会带来复杂的情况，并产生意想不到的后果。

Go (proceed thoughtfully) with information such as:
去（深思熟虑地进行）提供信息，如

Leadership priorities and goals. Finnish software consultant Reaktor, for example, maintains an online forum where workers can openly discuss organizational policy and business decisions. $^{33}$
领导层的优先事项和目标。例如，芬兰软件咨询公司 Reaktor 开设了一个在线论坛，员工可以在论坛上公开讨论组织政策和业务决策。 $^{33}$
Business information like financials or operational data
财务或运营数据等业务信息
Leadership’s decision-making process
领导层的决策过程
How compensation and other workforce decisions are made
如何做出薪酬和其他员工决策
Skills needed today and in the future, given the disruption of work by generative AI and other emerging technologies
鉴于生成式人工智能和其他新兴技术对工作的颠覆，当今和未来所需的技能

Caution (think twice) with information such as:
请注意（三思）以下信息：

Recorded leadership meetings and other sensitive discussions
领导层会议和其他敏感讨论的录音
Details about the creative process
创作过程详情
Personal information about individual workers, including pay, health and well-being data, and information about emotions. For example, if an organization’s bonus policy is perceived as inequitable, bonus transparency may lead to envy among workers and encourage them to think about their relationship with the organization in transactional terms.
职工个人的个人信息，包括薪酬、健康和福利数据以及情感信息。例如，如果一个组织的奖金政策被认为是不公平的，奖金透明度可能会导致员工的嫉妒，并鼓励他们从交易的角度来考虑他们与组织的关系。

WHYisitimportantto makethis information transparent?
为什么必须使这些信息透明？

For workers to trust an organization with their data, they need to understand why they are being asked to share it and be offered benefits in return; we call this “give to get.” Using transparency in ways that foster human performance rather than punitive or compliance-oriented ends can help promote trust.
要想让员工信任一个拥有其数据的组织，他们需要了解为什么要求他们共享这些数据，并得到相应的回报；我们称之为 "付出到收获"。以促进人类绩效而非惩罚或合规为目的的方式使用透明度，有助于促进信任。

Go (proceed thoughtfully) with transparency for the purpose of:
以透明的方式进行（深思熟虑地进行），目的是：

Creating better outcomes for workers: For example, using AI video analytics in a factory environment to drive improvements in ergonomics, safety, and other matters that benefit workers. $^{34}$
为工人创造更好的成果：例如，在工厂环境中使用人工智能视频分析技术，推动改善人体工程学、安全性和其他有利于工人的事项。 $^{34}$
Holding leadership accountable for social metrics, such as by publishing equity, diversity, or well-being metrics
让领导层对社会指标负责，例如公布公平、多样性或福祉指标
Helping workers make better decisions by aligning their actions with business goals
让员工的行动与业务目标保持一致，帮助他们做出更好的决策
Elevating trust and confidence in leadership and in the vision and strategy they are seeking to advance
提升对领导层以及他们所寻求推进的愿景和战略的信任和信心

Caution (think twice) before implementing transparency for the purpose of:
在为以下目的实施透明度之前，请谨慎（三思）：

Involving more people in decision-making. Unless there are clear expectations, criteria, and deci-sion-makers identified, including too many people in decision-making can create information overload, reduce accountability, and bog down decisions. $^{35}$
让更多的人参与决策。除非有明确的期望、标准和决策者，否则让太多的人参与决策可能会造成信息超载，降低责任感，使决策陷入僵局。 $^{35}$
Performance management decisions. For example, making people’s individual performance reviews transparent to others may cause strife, as will making performance decisions based on an individual’s unique data (for example, docking pay or limiting eligibility for promotions by using location tracking to determine adherence to return-to-office policies).
绩效管理决策。例如，将员工的个人绩效考核对他人透明化可能会引发纷争，根据个人的独特数据做出绩效决策也是如此（例如，通过位置跟踪来确定员工是否遵守返回办公室政策，从而扣减工资或限制晋升资格）。
Surveilling or punishing workers. In contrast, Metlife employs AI to coach call center workersnot to punish them, but to help them learn and improve at their jobs. $^{36}$
调查或惩罚工人。相比之下，大都会人寿采用人工智能来指导呼叫中心的员工，而不是惩罚他们，而是帮助他们学习和改进工作。 $^{36}$

WHO will provide the information, and who will receive it?
谁来提供信息，谁来接收信息？

Decisions around who has control over transparency of information can be affected by the reach of that transpar-ency-whether the information will be shared internally or externally, with just the individual, their manager or team, or organizational leadership. Giving workers agency over their information can help provide transparency while also fostering trust. In addition, making determinations about who has access to information should be based on the recipient’s commitment to listening deeply to worker voices and ability to act on the information (for example, making policy adjustments based on aggregated feedback from workers).
关于谁能控制信息透明度的决定，可能会受到透明度范围的影响--信息是在内部还是外部共享，是只与个人、其经理或团队共享，还是与组织领导层共享。让员工掌握自己的信息，有助于提高透明度，同时也能增进信任。此外，在决定谁有权获取信息时，还应考虑接收者是否致力于深入倾听工人的声音，以及是否有能力根据信息采取行动（例如，根据工人的综合反馈意见进行政策调整）。

Go (proceed thoughtfully) with transparency that provides:
去（深思熟虑地进行）提供的透明度：

Information about a worker to that worker. This practice, called auto-analytics, can be a valuable learning tool. For example, some organizations use AI tools to analyze conversational and emotional tone in customer meetings, using the information to help workers work more effectively.
将有关工人的信息传递给该工人。这种做法被称为自动分析，可以成为一种有价值的学习工具。例如，一些组织使用人工智能工具分析客户会议中的对话和情感语气，利用这些信息帮助员工更有效地工作。
Operational or process information within workers’ own teams, in forums such as scrum teams or daily standups.
在员工自己的团队中，在诸如 Scrum 团队或每日例会等论坛上，提供操作或流程信息。
Worker information and data to coaches who can help workers grow or support human sustainability. For example, AI tools can analyze sales representative videos and provide personal coaching on emotions, topic coverage, and personality. The videos can be made available to managers to personalize further coaching and mentoring work. $^{37}$ Or organizations can help managers coach workers on well-being by revealing, for example, how often workers have taken time off or are working on weekends.
向教练提供工人信息和数据，帮助工人成长或支持人类的可持续发展。例如，人工智能工具可以分析销售代表的视频，并提供有关情绪、话题覆盖面和个性的个人辅导。这些视频可以提供给管理人员，以便进一步开展个性化的辅导和指导工作。 $^{37}$ 或者，组织可以通过揭示员工请假或周末工作的频率等信息，帮助管理人员对员工进行健康指导。

Caution (think twice) before implementing transparency that provides:
在实施提供的透明度之前，请谨慎（三思）：

Individual data about workers beyond themselves or their immediate teams, unless it is aggregated or anonymized. For example, if an organization requires all intra-organization communication to happen on an open platform that exposes all communications in the name of visibility, workers may feel surveilled or intimidated.
员工自身或其直属团队以外的个人数据，除非这些数据经过汇总或匿名处理。例如，如果一个组织要求所有组织内部交流都在开放平台上进行，并以可视性为名公开所有交流内容，那么员工可能会感到被监视或受到恐吓。

HOW will the information be made transparent?
如何使信息透明化？

Enact guidelines that give workers reason to believe data about them will be assessed and used fairly. Pursue leading practices for consent and preference managementfor example, making transparency initiatives temporary and storing data for limited periods of time, so workers don’t have to worry about how their information might be used in the future.
制定指导方针，让员工有理由相信有关他们的数据会得到公平的评估和使用。在同意和偏好管理方面采用领先的做法，例如，将透明度措施临时化，并在有限的时间内存储数据，这样员工就不必担心他们的信息将来会被如何使用。

Go (proceed thoughtfully) with transparency plans that:
去（深思熟虑地进行）透明的计划：

Clearly explain how information will be disclosed and used.
明确解释如何披露和使用信息。
Are opt-in and seek permission from workers to make their data transparent.
选择加入，并征得工人的同意，使他们的数据透明化。
Have fair guidelines about how the information will be assessed and used.
就如何评估和使用信息制定公平的指导原则。
Are temporary and store data for limited periods of time.
是临时性的，存储数据的时间有限。
Explain clearly to workers how decisions based on worker data are made, such as performance, hiring, and assessments. If AI is used to inform these decisions, ensure that workers understand how it uses their data to make recommendations.
向员工清楚解释如何根据员工数据做出决策，如绩效、招聘和评估。如果使用人工智能为这些决策提供信息，则应确保工人了解人工智能如何使用他们的数据来提出建议。

Caution (think twice) with transparency plans that:
对透明计划要谨慎（三思而后行）：

Are vague about how information will be disclosed, evaluated, and used. When one well-known news outlet installed body heat detectors at desks, it intended to use the information gathered to lower costs for space and energy. But the intent wasn’t communicated to workers, who interpreted the detectors as surveillance, inundated managers with complaints and leaked negative stories to other media outlets. $^{38}$
对如何披露、评估和使用信息含糊其辞。一家知名新闻媒体在办公桌上安装了体温探测器，本意是利用收集到的信息降低空间和能源成本。但是，该媒体并没有将这一意图告知员工，员工将探测器理解为监视，向管理人员投诉，并将负面报道泄露给其他媒体。 $^{38}$
Could be used to identify specific individuals. Instead, individual data should be anonymized and aggregated.
可用于识别特定个人。相反，应将个人数据匿名化并进行汇总。
Are enacted without context, since data in isolation may be misinterpreted or misunderstood.
在没有上下文的情况下颁布，因为孤立的数据可能会被曲解或误解。
Leadership doesn’t intend to act on. Workers need to know that their data is being collected with the intention to create mutual benefit.
领导层不打算采取行动。员工需要知道，收集他们的数据是为了创造互惠互利。

The trust and transparency conversation
信任和透明度对话

To build trust, organizations and workers should have an ongoing dialogue that gives each party reason to
为了建立信任，组织和工人应不断进行对话，让双方都有理由
believe the other is looking out for its best interests. This dialogue should focus on what kinds of transparency organizations and workers will provide; why it is valuable for them to provide it; who will provide the information and who will receive it; and how that information will be delivered, evaluated, and used.
在这种情况下，组织和工作人员之间的对话就显得尤为重要。这种对话的重点应该是：组织和工作人员将提供什么样的透明度；为什么提供透明度对他们有价值；谁将提供信息，谁将接收信息；以及如何提供、评估和使用这些信息。

Regulations can help guide organizations, but they typically lag the pace of technological innovation and are constantly evolving. Organizations thus should develop their own frameworks of responsibility when it comes to transparency.
法规可以帮助指导各组织，但它们通常落后于技术创新的步伐，并在不断演变。因此，在透明度方面，各组织应制定自己的责任框架。

Organizations should expect the dialogue around trust and transparency to continue, as evolutions in society and technology present new possibilities and challenges. For example, advanced sensing and tracking technologies can already make behavior highly visible in real time, and the depth and breadth of those kinds of insights will likely only increase.
随着社会和技术的发展带来新的可能性和挑战，各组织应期待围绕信任和透明度的对话继续下去。例如，先进的传感和跟踪技术已经可以使行为高度实时可见，而这类洞察力的深度和广度可能只会增加。

And although it may sound like science fiction, the day when technology can interpret and convey the contents of individuals’ brains could arrive sooner than most people think possible.

^{39}

How will organizations and workers collaborate to navigate these kinds of developments? They have enormous ethical implications for organizations’ practices and relationships with workers, and they will further complicate the critical job of earnings workers’ trust. Asking the right questions now can help organizations develop frameworks around transpar-ency-positioning them to navigate this future in ways that build workers’ trust and help empower all parties to build a better future together.
尽管这听起来像是科幻小说，但技术能够解读和传达个人大脑内容的那一天可能会比大多数人想象的更快到来。

^{39}

组织和员工将如何合作来驾驭这些发展？它们会对组织的实践和与员工的关系产生巨大的道德影响，也会使赢得员工信任这一关键工作变得更加复杂。现在就提出正确的问题，可以帮助组织制定有关透明度的框架，使他们能够以建立工人信任的方式驾驭未来，并帮助各方共同建设更美好的未来。

RESEARCH METHODOLOGY 研究方法

1,000 global executives and board leaders in orderto 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 1,000 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。除调查数据外，还对当今一些领先组织的高管进行了十几次访谈。这些见解有助于形成本报告的趋势。

Endnotes 尾注

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Deloitte’s TrustID research and data platform, 2023; Slack, “Trust, tools, and teamwork: What workers want,” October 3, 2018.
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德勤将组织信任定义为企业与其客户、员工、合作伙伴和政府之间的双边关系；德勤洞察，2020 年全球营销趋势，合集，2023 年 12 月 19 日访问；Roy J. Lewicki、Daniel J. McAllister 和 Robert J. Bies，"信任与不信任：新关系与新现实》，《管理学院评论》第 23 卷第 3 期（1998 年）：第 3 页。3 (1998): pp.
Roger C. Mayer, James H. Davis, and F. David Schoorman, “An integrative model of organizational trust,” The Academy of Management Review 20, no. 3 (1995): pp. 709-734; Julian B. Rotter, “A new scale for the measurement of interpersonal trust,” Journal of Personality 35, no. 4 (1967): pp. 651665; Lewicki, McAllister, and Bies, “Trust and distrust: New relationships and realities,” pp. 438-458; Oliver Schilke, Martin Reimann, and Karen S. Cook, “Trust in social relations,” Annual Review of Sociology 47, no. 1 (2021): pp. 239-259.
Roger C. Mayer, James H. Davis, and F. David Schoorman, "An integrative model of organizational trust," The Academy of Management Review 20, no.3 (1995): pp. 709-734; Julian B. Rotter, "A new scale for the measurement of interpersonal trust," Journal of Personality 35, no.4（1967 年）：第 651665 页；Lewicki、McAllister 和 Bies，"信任与不信任：438-458; Oliver Schilke, Martin Reimann, and Karen S. Cook, "Trust in social relations," Annual Review of Sociology 47, no.
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Ibid. 同上。
Barbara Kimmel, “Trustworthy companies offer superior investment returns with less risk,” Medium, July 22, 2022; Lawrence A. Cunningham, Initiative on quality shareholders highlights, Center for Law, Economics and Finance occasional paper series (2020)-George Washington University, October 29, 2020; Lawrence A. Cunningham, “Opinion: Why highquality, trustworthy companies have beaten the S&P 500 by 30%-50%,” Market Watch, July 3, 2021.
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Deloitte Insights2Action, “Decision intelligence.”
德勤 Insights2Action，"决策智能"。
Alejandro de la Garza, “This AI software is ‘coaching’ customer service workers. Soon it could be bossing you around, too,” Time, July 8, 2019.
Alejandro de la Garza，"这款人工智能软件正在'指导'客服人员。很快，它也能对你颐指气使，"《时代》，2019 年 7 月 8 日。
Business Insider, “Brainshark’s new AI-powered engine elevates sales coaching and readiness,” press release, June 5, 2018.
Business Insider，"Brainshark 的新人工智能引擎提升了销售辅导和准备水平"，新闻稿，2018 年 6 月 5 日。
Ben Quinn and Jasper Jackson, “Daily Telegraph to withdraw devices monitoring time at desk after criticism,” Guardian, January 11, 2016.
本-奎恩（Ben Quinn）和贾斯珀-杰克逊（Jasper Jackson）："《每日电讯报》在遭到批评后将撤回监控办公桌时间的设备"，《卫报》，2016 年 1 月 11 日。
Nita A. Farahany, The Battle for Your Brain: Defending the Right to Think Freely in the Age of Neurotechnology (St. Martin’s Press, 2023).
妮塔-A-法拉哈尼，《为你的大脑而战》：捍卫神经技术时代自由思考的权利》（圣马丁出版社，2023 年）。

Acknowledgments 致谢

The authors would like to thank Sara Armbruster (Steelcase) for her contributions to this chapter.
作者感谢 Sara Armbruster（Steelcase）为本章所做的贡献。
They would also like to thank the following Deloitte subject matter experts for lending their expertise to the development of this content: Ashley Reichheld, Amelia Dunlop, Margaret Fletcher, Natasha Buckley, Jonathan Holdowsky, Kate Graeff, Michael Bondar, Phillip Webster, Brad Kreit, and Tanneasha Gordon.
他们还要感谢以下德勤主题专家为本内容的开发提供的专业知识：Ashley Reichheld、Amelia Dunlop、Margaret Fletcher、Natasha Buckley、Jonathan Holdowsky、Kate Graeff、Michael Bondar、Phillip Webster、Brad Kreit 和 Tanneasha Gordon。

Special thanks to Steve Hatfield for lending expertise, to Kristine Priemer for her leadership in the development of the content, and to Bridget Acosta for her contributions.
特别感谢史蒂夫-哈特菲尔德（Steve Hatfield）提供的专业知识，感谢克里斯汀-普里默尔（Kristine Priemer）在内容开发方面的领导，并感谢布里奇特-阿科斯塔（Bridget Acosta）的贡献。

What do organizations need most in a disrupted, boundaryless age? More imagination.
在一个混乱、无边界的时代，组织最需要什么？更多想象力

Generative Al and other technologies may be exposing an imagination deficit. Scaling human capabilities like curiosity and empathy can help organizations replenish it.
生成式人工智能和其他技术可能会暴露出想象力的不足。扩展好奇心和同理心等人类能力可以帮助组织补充想象力。

David Mallon, Nicole Scoble-Williams, Michael Griffiths, Sue Cantrell, and Matteo Zanza
大卫-马隆、妮可-斯考伯-威廉姆斯、迈克尔-格里菲斯、苏-坎特雷尔和马特奥-赞扎

We are living in an age of disruption and yet also one of possibility. As well-known boundaries fall away and new technologies-especially artificial intelligence (AI)advance at ever faster speeds, anxiety can be a natural reaction. But so is wonder. Both leaders and workers see risks, and they also find reasons for optimism. A door is opening to extraordinary opportunities to drive human performance: outcomes that benefit organizations, workers, and society. Crossing this threshold is putting a renewed premium on human capabilities-in particular, empathy and curiosity-both as an antidote to anxiety and an input to imagination. For organizations and workers to fully realize the opportunities available to them, they should have a scaled, operationalized way to grow and sustain human capabilities. Those that can create an abundance of these capabilities will likely have differentiated advantages; those that find themselves at a deficit will be at risk of being left behind.
我们生活在一个充满颠覆的时代，同时也是一个充满可能性的时代。随着众所周知的界限逐渐消失，新技术，尤其是人工智能（AI）以更快的速度发展，焦虑可能是一种自然反应。但惊奇也是一种自然反应。领导者和员工既看到了风险，也找到了乐观的理由。一扇大门正在向推动人类绩效的非凡机遇敞开：使组织、员工和社会受益的成果。跨过这道门槛，人类的能力--尤其是同理心和好奇心--将再次受到重视，它们既是焦虑的解药，也是想象力的输入。组织和员工要想充分把握现有的机遇，就必须有一种规模化、可操作的方式来发展和维持人的能力。那些能够创造出丰富的这些能力的组织和员工很可能会拥有与众不同的优势；而那些发现自己能力不足的组织和员工则有可能被甩在后面。

Traditionally, organizations have focused on developing specific, easily replicable functional or technical skills. Not only were these skills easier to teach but organizations were also operating in a more stable, predictable
传统上，各组织都侧重于培养特定的、易于复制的职能或技术技能。这些技能不仅更容易传授，而且组织的运作也更稳定、更可预测。
environment at the time. In that environment, executing repeatable processes to produce standardized products and services was the most effective way to operate at scale. As the world becomes more interconnected, scaling the efficient execution of processes is becoming less important than the ability to adapt to changing market conditions and drive new value.

^{1}

This ability, which is closely tied to entrepreneurship and innovation, depends less on training workers in specific technical skills than on cultivating curiosity and other human capabilities that allow people to respond to changing conditions and imagine different futures.

^{2}

当时的环境。在当时的环境下，执行可重复的流程来生产标准化的产品和服务，是实现规模经营的最有效方式。随着世界变得更加互联互通，规模化高效执行流程的重要性正逐渐低于适应不断变化的市场环境和推动新价值的能力。

^{1}

这种能力与创业和创新密切相关，它不依赖于对工人进行特定技术技能的培训，而是依赖于培养好奇心和其他人类能力，使人们能够应对不断变化的条件并想象不同的未来。

^{2}

Moreover, new technologies are becoming better at replicating the functional and technical aspects of work. And yet much of the differentiation going forward will likely come from what humans do or evolve to do, not technology. Today’s AI is capable of creation, using the methods and tools of music or visual art, and this ability may expand as technology advances.

^{3}

However, AI cannot replicate the curiosity and empathy that fuel imagination and lead to creative invention. This involves the drive to explore, to craft narratives, and to team-work that requires thinking like a researcher and asking the right questions as much as delivering on preprogrammed objectives.
此外，新技术在复制工作的功能和技术方面正变得越来越好。然而，未来的大部分差异化可能将来自于人类所做的事情或进化到可以做的事情，而不是技术。今天的人工智能能够利用音乐或视觉艺术的方法和工具进行创造，而且这种能力可能会随着技术的进步而扩大。

^{3}

然而，人工智能无法复制激发想象力并导致创造性发明的好奇心和同理心。这涉及到探索的动力、精心设计的叙事以及团队合作，这需要像研究人员一样思考和提出正确的问题，就像实现预先编程的目标一样。

Figure 1 图 1

The knowing vs. doing gap: Respondents know that addressing the imagination deficit is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道解决想象力不足的问题很重要，但很少有人能做到取得有意义的进展

Percentage of respondents answering the questions, “How important is ensuring that the imagination and curiosity of the humans in the organization keep pace with technological innovation to your organization’s success?” and “Where is your organization in its journey to address this issue?”
回答 "确保组织中人的想象力和好奇心与技术创新同步，对贵组织的成功有多重要？"和 "贵组织在解决这一问题的过程中处于什么阶段？"问题的受访者百分比

To harness human capabilities in service of imagination, both organizations and workers have important roles to play. Organizations will need to scale and operationalize the cultivation of human capabilities such as curiosity and empathy through intentional development and establishing of cultural norms, and they should give workers and teams the autonomy to use these capabilities to shape the kinds of work they do. At the same time, workers will need to grow, practice, and deploy these human capabilities to envision how their roles will change as AI and other disruptive technologies take on more prominent roles in their working lives.
要利用人的能力为想象力服务，组织和员工都要发挥重要作用。组织需要通过有意识的发展和文化规范的建立，扩大好奇心和同理心等人类能力的培养规模，并使之具有可操作性；组织应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类型。与此同时，员工需要发展、实践和部署这些人类能力，以设想当人工智能和其他颠覆性技术在他们的工作生活中扮演更重要的角色时，他们的角色将发生怎样的变化。

Organizations can help cultivate these capabilities by providing workers with the tools and safe spaces to experiment, explore, and envision possible futures. By empowering workers to ask questions about their work, leaders can lean into a more open evolution and disruption of work that values human sustainability and organization-wide cocreation.
组织可以通过为员工提供实验、探索和设想可能未来的工具和安全空间来帮助培养这些能力。通过让员工对自己的工作提出问题，领导者可以引导员工以更加开放的方式进化和颠覆工作，从而重视人类的可持续发展和整个组织的共同创造。

Generative Al shines a spotlight on an imagination deficit
《生成的阿尔》让人们看到了想象力的缺失

In 2021, a Deloitte survey of global workers gave some insight into how many workers were already beginning to explore the evolution of their work-in the context of the COVID-19 pandemic at the time-and how they contributed to it.

^{5}

When asked to imagine how techno–logy could improve their roles, workers responded with ideas such as:
2021 年，德勤对全球工人进行了一项调查，调查显示，在当时 COVID-19 大流行的背景下，许多工人已经开始探索他们工作的演变过程，以及他们是如何推动工作演变的。

^{5}

当被要求想象技术如何改善他们的角色时，工人们给出了以下想法：

What if AI attended meetings and could create short, precise summaries of what happened in each one?
如果人工智能能够参加会议，并对每次会议的内容进行简短、精确的总结，会怎样呢？
What if technology could organize my project finances and track my projects’ spend without me having to create onerous large spreadsheets?
如果技术可以帮助我组织项目财务并跟踪项目支出，而无需创建繁琐的大型电子表格，那会怎样？
What if the calendars I manage could automatically manage scheduling between parties and discern less important meetings from higher priority ones?
如果我管理的日历可以自动管理各方之间的日程安排，并从优先级较高的会议中分辨出不那么重要的会议，那会怎样？
What if technology supported the ability to learn new skills and new abilities without taking time away from and affecting your day job?
如果技术能够支持学习新技能和新能力，而又不占用日常工作时间或影响日常工作，那会怎样？

ENDURING HUMAN CAPABILITIES
人类的持久能力

“Skills” encompasses hard or technical skills (coding, data analysis, accounting, etc.), human capabilities (critical thinking, emotional intelligence, etc.), and potential (latent qualities, abilities, adjacent skills that may be developed and lead to future success, etc.).

^{4}

While hard skills are important, the value of human capabilities that transcend specific skill sets and functional domains persists in ways that hard skills cannot, potentially making them more important than ever. Innate human capabilities such as curiosity and empathy can be cultivated to fuel innovation. Others, like connected teaming and informed agility, emerge through experience and practice. The list of enduring human capabilities is long. These are a few key capabilities to consider amplifying in your organization:
"技能 "包括硬技能或技术技能（编码、数据分析、会计等）、人的能力（批判性思维、情商等）和潜能（潜在的素质、能力、邻近的技能，这些都可能被开发出来并导致未来的成功等）。

^{4}

硬技能固然重要，但超越特定技能组合和职能领域的人的能力的价值是硬技能所无法企及的，这可能使它们比以往任何时候都更加重要。好奇心和同理心等人类与生俱来的能力可以通过培养来推动创新。其他能力，如团队协作和知情敏捷性，则是通过经验和实践形成的。人类的持久能力不胜枚举。以下是几种关键能力，您可以考虑在组织中加以推广：

Curiosity: The desire for more information, typically resulting in exploratory behavior toward gaining that information. Curiosity can improve communication, team performance,
好奇心：好奇心：对更多信息的渴望，通常是为获取信息而产生的探索行为。好奇心可以改善沟通，提高团队绩效、
and innovation while reducing conflict and decision-making errors.
和创新，同时减少冲突和决策失误。
Informed agility: The ability to continuously accumulate, filter, and integrate information, and pivot quickly to address new needs or environments. Informed agility can help deliver insights that aid decision making, change management, and reskilling efforts.
知情敏捷：持续积累、过滤和整合信息，并迅速应对新需求或新环境的能力。知情敏捷性有助于提供有助于决策、变革管理和再培训工作的洞察力。
Resilience: The willingness to persevere in the face of rapid change and challenging circumstances. Resilience can be aided by taking stock of support mechanisms and pausing during and after action to identify what is and isn’t working.
韧性：面对快速变化和具有挑战性的环境时坚持不懈的意愿。对支持机制进行评估，并在行动期间和行动之后暂停一下，以确定哪些措施是有效的，哪些措施是无效的，从而提高应变能力。
Connected teaming: The ability to collaborate effectively across geographic, organizational, and other boundaries. Connected teaming may also refer to human
团队协作：跨越地域、组织和其他界限进行有效协作的能力。互联团队也可指人类
and machine collaborations. This way of working builds empathy and allows teams to tap into the strengths and motivations of various teammates.
和机器协作。这种工作方式可以建立同理心，让团队利用不同队友的优势和动机。
Divergent thinking: The ability to think differently; specifically, to look laterally, find commonality in seemingly different things, and generate new ideas through synthesis. An increased openness to ideas can improve innovation, creativity, and inclusivity.
发散思维：不同思维的能力；具体而言，就是横向观察，从看似不同的事物中发现共性，并通过综合产生新的想法。提高对各种想法的开放度可以改进创新、创造力和包容性。
Social and emotional intelligence: The ability to recognize, regulate, and express emotions while interacting with others in an empathetic and morally grounded manner. Social and emotional intelligence can support personal and organizational values and create a culture of growth.
社交和情绪智力：在与他人互动时，以同情和道德为基础识别、调节和表达情绪的能力。社会和情绪智力可以支持个人和组织的价值观，并创造一种成长文化。

Seventy-five 七十五
percent of organizations globally intend to accelerate their use of AI over the next five years, while also anticipating significant disruption to current worker skills.
全球百分之百的组织打算在未来五年内加速使用人工智能，同时也预计会对现有工人的技能产生重大影响。

In just a few short years, advances in AI, especially generative AI, have already turned most of these ideas into reality. ChatGPT, the early and most well-known example of generative AI, reached one million users just five days after its launch in 2022-a number that took TikTok nine months to achieve.

^{6} AI

is already being used to transform all manner of work across almost every sector, including many domains originally thought to be out of the realm of possibility for computing.

^{7}

According to a recent research report, these transformations could lead to a dramatic increase in macroeconomic output akin to the original inventions of the electric motor and the personal computer.

^{8}

短短几年间，人工智能，尤其是生成式人工智能的进步已经将这些想法中的大部分变成了现实。ChatGPT 是生成式人工智能的早期和最著名的范例，在 2022 年推出仅五天后，用户数量就达到了一百万，而 TikTok 用了九个月才达到这一数字。

^{6} AI

人工智能已被用于改变几乎所有领域的各种工作方式，包括许多原本被认为不可能实现计算的领域。

^{7}

根据最近的一份研究报告，这些变革可能会导致宏观经济产出的大幅增长，类似于最初发明的电机和个人电脑。

^{8}

But the potential disruption of generative AI may be outpacing the capacity of many organizations and workers to imagine new ways of working that tap into the strengths of both humans and technology. According to our 2024 Global Human Capital Trends research,

73 %

of respondents say it is important to ensure that the human capabilities in the organization keep pace with technological innovation, but just

9 %

say they are making progress toward achieving that balance. Consequently, many organizations may find themselves with an imagination deficit.
但是，生成式人工智能的潜在破坏力可能超过了许多组织和员工的能力，他们无法想象出新的工作方式来发挥人类和技术的优势。根据我们的《2024 年全球人力资本趋势》研究，

73 %

的受访者表示，确保组织中的人力能力与技术创新保持同步非常重要，但只有

9 %

的受访者表示，他们在实现这一平衡方面取得了进展。因此，许多组织可能会发现自己缺乏想象力。

SIGNALS YOUR ORGANIZATION MAY BE FACING AN IMAGINATION DEFICIT
您的组织可能面临想象力匮乏的信号

Your workers, managers, executives, and board members recognize the need to reinvent work in the age of generative Al but are unsure how to take the first step.
你的员工、经理、高管和董事会成员都认识到在 Al 时代重塑工作的必要性，但却不知道如何迈出第一步。
Your hiring managers are emphasizing the need for soft skills in candidates as they look forhuman capabilities such as divergent thinking, collaboration, and social intelligence.
你们的招聘经理强调应聘者需要具备软技能，因为他们需要的是人的能力，如发散思维、协作能力和社交智慧。
Your organization is increasingly turning to hiring or acquisitions to infuse new ways of thinking and new ideas.
您的组织越来越多地通过招聘或收购来注入新思维和新理念。
You are noticing fewer entry-level jobs in your ecosystem.
您注意到，在您的生态系统中，初级职位越来越少。

In the accelerating march of disruptive technologies, generative AI is leading the charge. While emerging technologies and other disruptions previously led to concerns for organizations and workers related to skills development, employability, and fear of the unknown, generative AI has put a renewed fervor and sense of urgency to these same questions. Already,

28 %

of workers say they use generative AI occasionally for their work, and

8 %

say it’s expected or encouraged as part of their work. In the coming years, four out of five US workers could see at least

10 %

of their tasks automated by generative AI , and about one in five workers could see up to

50 %

of their tasks automated by generative AI.

^{9}

Another recent global report estimates that generative AI could soon do up to a quarter of the work currently done by humans.

^{10}

在颠覆性技术加速发展的过程中，人工智能正在引领潮流。以前，新兴技术和其他颠覆性技术会引发组织和员工对技能发展、就业能力以及对未知事物的恐惧等方面的担忧，而生成式人工智能则让这些问题重新变得热切和紧迫。目前，

28 %

的员工表示，他们偶尔会在工作中使用生成式人工智能，

8 %

的员工表示，他们希望或鼓励将其作为工作的一部分。在未来几年中，五分之四的美国工人至少

10 %

的工作会由生成式人工智能自动完成，大约五分之一的工人会有

50 %

的工作由生成式人工智能自动完成。

^{9}

最近的另一份全球报告估计，生成式人工智能很快就能完成目前由人类完成的工作的四分之一。

^{10}

The coding capabilities of generative AI, for example, offer insight into how this technology might impact jobs, particularly high-demand jobs with a STEM focus. Recent research shows that generative AI tools will be able speed up a developer’s code generation.

^{11}

For financial services company Westpac, the shift is already happening. The company saw a

46 %

gain in productivity, with no reduction in quality, in coders aided by generative AI compared to coders who performed the same tasks on their own.

^{12}

These gains, which were reported by both junior and senior engineers, may reduce the amount of time coders have to spend on more routine tasks, creating space for more complex work that not only requires human capabilities to execute but can also lead to increased meaning and purpose.
例如，生成式人工智能的编码能力可以让我们深入了解这项技术会如何影响工作，尤其是以 STEM 为重点的高需求工作。最近的研究表明，生成式人工智能工具将能够加快开发人员的代码生成速度。

^{11}

对于金融服务公司西太平洋银行（Westpac）来说，这种转变已经发生。该公司发现，与独立完成相同任务的编码员相比，在生成式人工智能的帮助下，编码员的工作效率提高了

46 %

，而质量却没有降低。

^{12}

初级和高级工程师都报告了这些提高，这可能会减少编码员花在常规任务上的时间，从而为更复杂的工作创造空间，这些工作不仅需要人类的能力来执行，而且还能增加工作的意义和目的。

Many of the tasks that will be automated are in fields of knowledge work, such as writing, translating, and coding.

^{13}

But nearly all jobs will have some level of exposure, and the AI transformation will encompass nearly all forms of work. In agriculture, for example, AI-powered technology is already being used to eliminate weeds, monitor plant health, and identify rocks in fields.

^{14}

In retail, AI is augmenting workers’ ability to manage inventories in real time and provide customers with highly personalized experiences.

^{15}

许多将实现自动化的任务都属于知识工作领域，例如写作、翻译和编码。

^{13}

但是，几乎所有工作都会在一定程度上接触到人工智能，而且人工智能变革将涵盖几乎所有形式的工作。例如，在农业领域，人工智能驱动的技术已被用于清除杂草、监控植物健康状况和识别田间的岩石。

^{14}

在零售业，人工智能正在增强工人实时管理库存和为客户提供高度个性化体验的能力。

^{15}

While workers share concerns about the threat of technology taking over their jobs or worry about the new skills that will be needed to keep up with technology changes,

^{16}

they also see an upside:

70 %

of workers would be willing to delegate as much work as possible to AI to free up time for other tasks and enhance their creativity.

^{17}

虽然工人们同样担心技术会取代他们的工作，或者担心需要新的技能才能跟上技术的变化，

^{16}

但他们也看到了有利的一面：

70 %

工人们愿意将尽可能多的工作委托给人工智能，以便腾出时间从事其他工作并提高自己的创造力。

^{17}

The more Al-enabled work becomes, the more important human imagination becomes
工作越是由 Al 支持，人类的想象力就越重要

To harness the extraordinary potential of this moment, organizations and workers alike should counter their fear with curiosity and imagination. Put simply, work is changing. What if it could be better? The role of imagination is particularly important in the current moment, given the nontraditional nature of generative AI as a technology. In contrast to commonly used technologies such as internet browsers or word processing applications, which either work or fail, the effectiveness of generative AI can’t be measured in black and white terms. Generative AI can produce results with varying levels of accuracy and precision. It may make mistakes, and humans will have to devise methods to assess its reliability.

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为了利用这一时刻的非凡潜力，组织和员工都应该用好奇心和想象力来消除恐惧。简而言之，工作正在发生变化。如果工作能变得更好呢？鉴于生成式人工智能作为一种技术的非传统性质，想象力的作用在当下尤为重要。与互联网浏览器或文字处理应用程序等非成功即失败的常用技术相比，生成式人工智能的有效性无法用非黑即白的术语来衡量。生成式人工智能可以产生不同准确度和精确度的结果。它可能会犯错误，人类必须设计出评估其可靠性的方法。

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Moreover, unlike many past technologies, generative AI tools aren’t necessarily anchored to any one task or domain. Rather, they can excel at generating knowledge and drawing connections from massive sets of data and ideas. Consequently, they have the potential to help workers in numerous ways-many of which have yet to be imagined. At the same time, it’s important to note that generative AI also has the potential to produce inaccurate information and reinforce existing biases from the data it’s trained on or the people who design it.

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Addressing these errors and biases will require the curiosity and empathy of the workers who use it.
此外，与过去的许多技术不同，生成式人工智能工具并不一定局限于某个任务或领域。相反，它们擅长从海量数据和想法中生成知识并建立联系。因此，它们有可能以多种方式帮助工人--其中许多方式还有待想象。与此同时，需要注意的是，生成式人工智能也有可能产生不准确的信息，并强化其训练数据或设计人员的现有偏见。

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解决这些错误和偏见将需要使用人工智能的工作人员的好奇心和同理心。

As technology advances and humans discover more ways to use generative AI, it has the potential to become a true creative partner for workers, aiding in tasks such
随着技术的进步，人类发现了更多使用生成式人工智能的方法，它有可能成为工人真正的创意伙伴，帮助完成以下任务

To harness the extraordinary potential of this moment, organizations and workers alike should counter their fear with curiosity and imagination.
为了利用这一时刻的非凡潜力，组织和员工都应该用好奇心和想象力来消除恐惧。
as production design, naming, testing, and marketing. Workers could collaborate with generative AI to compose complex texts, develop software, and interact with customers in more effective ways. Organizations are already starting to imagine new uses that expand on previously imagined ideas of what was possible. For example, a recent collaboration between Zapata Computing, BMW, and MIT’s Center for Quantum Engineering is using generative AI inspired by quantum technologies to improve the efficiency of automotive production lines.

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如生产设计、命名、测试和营销。工人们可以与生成式人工智能合作，撰写复杂的文本、开发软件，并以更有效的方式与客户互动。各组织已经开始想象新的用途，这些用途拓展了以前想象的可能性。例如，Zapata 计算公司、宝马公司和麻省理工学院量子工程中心最近开展了一项合作，利用受量子技术启发的生成式人工智能来提高汽车生产线的效率。

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The success of these collaborations will likely depend on the degree to which organizations and workers can focus on developing curiosity, resilience, divergent thinking, emotional intelligence, and other human capabilities.
这些合作能否取得成功，很可能取决于组织和员工在多大程度上能够注重培养好奇心、应变能力、发散思维、情商和其他人类能力。

There is increasing recognition at a global level of the importance of these human capabilities. According to research by the World Economic Forum, the top core skills for workers in 2023 include things such as curiosity, creative thinking, empathy, and resilience.

^{21}

In fact, “technological literacy” is the only technology skill listed in the top ten. There is, however, a broad gap for all the skills related to human capabilities, with respondents estimating that less than

10 %

of their current workforce possesses them.
全球日益认识到这些人类能力的重要性。根据世界经济论坛的研究，2023 年工人的顶级核心技能包括好奇心、创造性思维、同理心和应变能力等。

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事实上，"技术素养 "是唯一被列入前十名的技术技能。然而，所有与人的能力相关的技能都存在着巨大差距，受访者估计，在他们目前的劳动力中，只有不到

10 %

的人具备这些技能。

Figure 2 图 2

Source: World Economic Forum.
资料来源：世界经济论坛：资料来源：世界经济论坛。

How the process of developing these human capabilities plays out will often differ from culture to culture and across geographies and industries. For example, in Japan, curiosity is sometimes considered a hindrance to flawless execution based on proven methods. There, innovation often results from finding solutions to acknowledged problems, rather than curiosity about new ideas.

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To encourage more curiosity, one Japanese pharmaceutical company, Shionogi & Co., experimented with an optional four day workweek to allow workers to use the fifth day as an opportunity to gain experiences not available to them within the confines of their job, with the hope that they would infuse their digital upskilling and creativity into the business.

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在不同文化、不同地域和不同行业中，培养人的这些能力的过程往往会有所不同。例如，在日本，好奇心有时被认为是阻碍基于成熟方法的完美执行的因素。在那里，创新往往源于找到公认问题的解决方案，而不是对新想法的好奇心。

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为了鼓励更多的好奇心，一家日本制药公司 Shionogi & Co.

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Scaling human capabilities creates value for organizations and workers
提升人的能力为组织和员工创造价值

Organizations that focus solely on traditional strategies for differentiation, such as minimizing costs or
只专注于传统差异化战略的组织，如最大限度地降低成本或
developing new products and services, may see shortterm gains fizzle out as the pace of technological change continues to accelerate. What may be needed now is a new model, one in which people and technology come together to cocreate new knowledge, address previously hidden problems, and discover new opportunities to create value. This way of operating requires the deliberate scaling and cultivation of human capabilities. Organizations should also work with technology to bring these qualities to the fore-a point most executives agree with. In our survey,

71 %

of executives said their organization’s plans for generative AI include using it to advance the human capabilities of their workers.
随着技术变革的步伐不断加快，开发新产品和服务的企业可能会看到短期收益逐渐消失。现在需要的可能是一种新的模式，在这种模式中，人与技术共同创造新知识，解决以前隐藏的问题，发现创造价值的新机遇。这种运营方式需要有意识地扩展和培养人的能力。组织还应与技术合作，将这些素质发挥到极致--大多数高管都同意这一点。在我们的调查中，

71 %

的高管表示，他们组织的生成式人工智能计划包括利用人工智能来提升员工的人力能力。

Consider Swedish retailer, IKEA. The global furniture company is using AI technologies to transform its global call center operations, intending to both increase efficiencies and turn each agent into a designer-shifting the focus of their roles from procedure and process to creativity and human connection. IKEA implemented an AI bot named Billie to handle most routine customer asks.
请看瑞典零售商宜家家居。这家全球家具公司正在利用人工智能技术改造其全球呼叫中心的运营，目的是既提高效率，又将每个座席人员变成设计师--将他们的工作重点从程序和流程转移到创造力和人际关系上。宜家采用了一个名为 "Billie "的人工智能机器人来处理大多数常规客户问询。

They then invested in a comprehensive upskilling initiative for their 8,500 call center workers to strengthen design skills and human capabilities.

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随后，他们为其 8,500 名呼叫中心员工投资开展了一项全面的技能提升计划，以加强设计技能和人员能力。

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As people bring their unique skills and capabilities to the table to collaborate within and across organizations, learning accelerates, value is scaled, and the imagination deficit narrows or even disappears. By embracing this model, organizations have an opportunity for true differentiation.
当人们发挥自己的独特技能和能力，在组织内部和组织之间开展合作时，学习就会加速，价值就会扩大，想象力不足的问题就会缩小甚至消失。采用这种模式，组织就有机会实现真正的差异化。

Investing in the development of human capabilities doesn’t just build organizational resilience: It improves worker resilience, well-being, and mental health—all important components of human sustainability. As we wrote about in our 2021 Global Human Capital Trends report, conventional reskilling initiatives are insufficient on their own.

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The pace of change is too fast, and work is becoming too dynamic: Facts that recent research shows are contributing to a broad mental health crisis in today’s workplace.

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Instead, we should equip workforces with the tools and strategies to practice adapting to a range of possible futures. Doing so can enhance worker well-being and leverage the dynamic potential of people to reinvent themselves as the best way to prepare
投资于人的能力发展不仅能增强组织的复原力，还能提高工人的复原力、幸福感和心理健康--这些都是人类可持续发展的重要组成部分：它还能提高员工的应变能力、幸福感和心理健康--这些都是人类可持续发展的重要组成部分。正如我们在《2021 年全球人力资本趋势报告》中所写的那样，传统的技能再培训计划本身是不够的。

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变化的步伐太快，工作变得太有活力：最近的研究表明，这些事实导致了当今工作场所广泛的心理健康危机。

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相反，我们应该为员工提供工具和策略，让他们在实践中适应各种可能的未来。这样做可以提高员工的幸福感，发挥人们重塑自我的动态潜能，是为未来做好准备的最佳方式。
for uncertainty. This is also likely to set apart the organizations who can learn from unexpected challenges without crumbling under pressure and are therefore better positioned for long-term success.

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不确定性。这也可能使那些能够从意外挑战中吸取经验教训，而不会在压力下崩溃的组织脱颖而出，从而更好地取得长期成功。

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Harnessing imagination to create positive change
发挥想象力，创造积极变化

To help ensure an adequate supply of imagination, organizations should shift from an approach that prioritizes short-term fixes to a long-term approach that prioritizes adaptability, resilience, and imagination. For many organizations, such a shift will require a redefinition of success, one that reflects a reimagined world of work in which humans and technology produce value together. There are four key steps organizations can take to begin investing in human capabilities in their organizations:
为帮助确保想象力的充足供应，组织应从优先考虑短期修复的方法转变为优先考虑适应性、复原力和想象力的长期方法。对于许多组织来说，这种转变需要重新定义成功，这种成功反映了一个重新想象的工作世界，在这个世界里，人类和技术共同创造价值。组织可以采取四个关键步骤，开始投资于组织中的人的能力：

Operationalize human capabilities as part of overall workforce strategy. Start by assessing the current state of your workforce’s collective human capabilities, in particular, empathy and curiosity. Most organizations have more experience measuring functional and technical skills than broader
将人的能力作为员工整体战略的一部分付诸实施。首先要评估员工集体人力能力的现状，尤其是同理心和好奇心。大多数组织在衡量职能和技术技能方面的经验要多于衡量更广泛的能力。

Investing in the development of human capabilities doesn’t just build organizational resilience: It improves worker resilience, well-being, and mental healthall important components of human sustainability.
投资于人的能力发展不仅仅是建立组织的复原力：它还能提高员工的应变能力、幸福感和心理健康，这些都是人类可持续发展的重要组成部分。

capabilities. According to Deloitte’s Skills Based Organization global survey, 68% of business and HR leaders say they are confident they have verified and valid information on their workers’ hard skills, but only

48 %

are confident they have verified and valid information on their workers’ human capabilities.

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While measuring human capabilities isn’t as straightforward as measuring hard skills, there are nevertheless a variety of ways to do so. Organizations can collect peer or manager feedback, assessments, or endorsements of capabilities. They can use digital assessment tools including psychometric assessments, simulations, and challenges. Or, if workers consent, they can use AI tools that infer human capabilities by analyzing workers’ daily behaviors and performance in the flow of work, including AI analysis of audio or video calls.

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能力。根据德勤 "基于技能的组织 "全球调查，68% 的企业和人力资源领导者表示，他们有信心掌握关于员工硬技能的经过验证的有效信息，但只有

48 %

有信心掌握关于员工人的能力的经过验证的有效信息。

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虽然衡量人的能力不像衡量硬技能那样简单明了，但有多种方法可以做到这一点。组织可以收集同行或经理对能力的反馈、评估或认可。他们可以使用数字评估工具，包括心理测评、模拟和挑战。或者，如果员工同意，他们可以使用人工智能工具，通过分析员工在工作流程中的日常行为和表现（包括对音频或视频通话的人工智能分析）来推断员工的能力。

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Once an organization understands the relative strength of human capabilities in its workforce and identifies any capability gaps, it can start to close those gaps by operationalizing the development of human capabilities. One way to do this is to begin hiring for them. Many organizations are already doing so. For example, design and consulting company IDEO prioritizes hiring “T-shaped” employees: people with human capabilities such as creativity (the vertical stroke of the T ) and a willingness to collaborate across disciplines (the horizontal stroke of the T). The organization understands that T-shaped candidates are more likely to ask questions about the organization that aren’t directly related to the roles they’re applying for, and they’re more likely to talk about how past successes have involved collaboration, rather than focusing exclusively on themselves.

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一旦一个组织了解了其员工队伍中人的能力的相对优势，并确定了任何能力差距，它就可以开始通过实施人的能力发展来弥补这些差距。其中一个办法就是开始为这些能力招聘人员。许多组织已经在这样做了。例如，设计和咨询公司 IDEO 优先招聘 "T 型 "员工：具备创造力（"T "的纵向笔画）和跨学科合作意愿（"T "的横向笔画）等人的能力。该组织深知，"T 型 "应聘者更有可能提出与应聘职位没有直接关系的组织问题，他们也更有可能谈论过去的成功是如何通过合作实现的，而不是只关注自己。

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In conjunction with deploying talent acquisition initiatives, future-thinking organizations will develop, support, and reward the effective use of human capabilities across their workforce. For example, many organizations with a large frontline worker population engage in empathy-related training and development.

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Such development activities often involve deliberately being placed in unfamiliar experiences or having the chance to observe and then practice empathetic responses. Best Western hotels, for example, used VR to help workers better empathize with tired and frustrated travelers.

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在部署人才招聘计划的同时，具有未来思维的组织还将发展、支持和奖励在其员工队伍中有效利用人的能力。例如，许多拥有大量一线员工的组织都会开展与移情相关的培训和发展活动。

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此类发展活动通常涉及故意让员工置身于陌生的经历中，或者让员工有机会观察并练习移情反应。例如，Best Western 酒店使用 VR 来帮助员工更好地与疲惫和沮丧的旅客产生共鸣。

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Practice imagination in service of human sustainability. Today’s workers have increased agency and many are seeking greater meaning in their work. $^{33}$ While extrinsic rewards can be important, research has found that one of the best rewards for exercising creativity is simply the chance to use it in service of outcomes that are meaningful to the individual. $^{34}$ Encouraging workers to use their human capabilities in service of outcomes that matter to them and to the organization has the potential to be a virtuous, reinforcing cycle. These capabilities may be innate, but when they aren’t exercised on a regular basis, they can atrophy. That’s why it’s so important for leaders to model and encourage their use. When given a safe space and the time to pursue projects of interest-even if that work lies outside their defined responsibilities-workers have a chance to hone and strengthen their human capabilities while generating greater value for the organization and themselves. Organizations can harness the intrinsic passion that, for most people, is the strongest motivating force. $^{35}$
发挥想象力，为人类的可持续发展服务。如今，工人的能动性越来越强，许多人都在寻求工作的更大意义。 $^{33}$ 虽然外在奖励可能很重要，但研究发现，发挥创造力的最佳奖励之一就是有机会利用创造力为对个人有意义的成果服务。 $^{34}$ 鼓励员工利用自己的能力为对自己和组织都有意义的成果服务，有可能成为一个良性的、不断强化的循环。这些能力可能是与生俱来的，但如果不经常锻炼，它们就会萎缩。这就是为什么领导者必须以身作则，鼓励员工使用这些能力。如果给员工一个安全的空间和时间，让他们从事感兴趣的项目--即使这些工作不在他们的职责范围之内--员工就有机会磨练和加强自己的能力，同时为组织和自己创造更大的价值。组织可以利用内在的激情，对大多数人来说，激情是最强大的动力。 $^{35}$
Highlight for workers, teams, and managers the need to prioritize human capabilities. Workers should not be expected to transform their mindsets overnight from “What needs to get done?” to “What possibilities can I help unlock?” Leaders have a responsibility to communicate the importance of curiosity and empathy and model behavior that demonstrates their effective use. One of the most effective ways for leaders and managers to model curiosity is to engage in a consistent practice of asking questions and sincerely listening to what workers have to say. Leaders often believe they’re expected to provide all the answers themselves, particularly in times of crisis. In reality, asking workers how they can be most helpful often leads to better ways of moving forward while also strengthening connections across the organization. Managers and team leaders can also create space for their workers to use their human capabilities to rethink their roles (figure 3).
向员工、团队和管理者强调优先考虑人的能力的必要性。不应期望员工一夜之间就能从 "需要做什么？"转变为 "我能帮助开启什么可能性？"。领导者有责任传达好奇心和同理心的重要性，并以身作则，展示如何有效利用这两种能力。领导者和管理者树立好奇心榜样的最有效方法之一，就是坚持不懈地提出问题，真诚地倾听员工的想法。领导者通常认为，他们应该自己提供所有答案，尤其是在危机时刻。实际上，询问员工如何才能提供最大帮助往往能找到更好的前进方式，同时还能加强整个组织的联系。管理者和团队领导还可以为员工创造空间，让他们利用自身能力重新思考自己的角色（图 3）。

For some leaders, embracing a model that encourages worker autonomy and feedback may be difficult. Managers and executives are often encouraged to deliver on specific objectives or solve for specific problems and may fail to see the upside of thinking outside the box. One survey of 520 chief learning officers and chief
对于一些领导者来说，采用鼓励员工自主和反馈的模式可能很难。管理者和行政人员往往被鼓励实现具体目标或解决具体问题，可能看不到跳出框框思考的好处。一项针对 520 名首席学习官和首席

Figure 3 图 3

Workers want the opportunity to reimagine the future of their work, but many aren't given the opportunity to do so
工人们希望有机会重新构想工作的未来，但许多人却没有这样的机会

Percentage of workers answering the questions, “Is your organization helping you imagine how your job may change in the future, with technology or other advancements?” and “How important would this be to you?”
回答 "你所在的组织是否帮助你想象你的工作在未来会如何随着技术或其他进步而改变？"和 "这对你来说有多重要？"问题的员工百分比

Source: 2024 Global Human Capital Trends research.
资料来源：2024 年全球人力资本趋势研究。
talent development officers found that they often fail to encourage curiosity because they believe the organization would be harder to manage if people were allowed to explore their own interests.

^{36}

Instilling habits and norms that foster creativity requires senior leaders to develop and promote governance frameworks that consider creativity as a key factor when deciding what to invest in.
人才发展官员发现，他们往往不鼓励好奇心，因为他们认为，如果允许员工探索自己的兴趣，组织就会更难管理。

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要灌输培养创造力的习惯和规范，高层领导就必须制定和推广管理框架，在决定投资项目时将创造力作为一个关键因素。

Organizations may need to overcome biases against curiosity and creativity and related blind spots as to their rising importance for workers. As illustrated in figure 4 , executives see human capabilities as very important for themselves ( 8 out of 10) but only moderately important for their workers ( 6 out of 10 ).
各组织可能需要克服对好奇心和创造力的偏见，以及相关的盲点，即好奇心和创造力对员工的重要性日益增加。如图 4 所示，高管们认为人的能力对自己非常重要（满分 10 分中的 8 分），但对员工的重要性仅为中等（满分 10 分中的 6 分）。

One of the reasons for this difference might be the mixed, historical perceptions of creativity in organizations. It has often been seen as competing with efficiency, even though in the long term, it has the
造成这种差异的原因之一，可能是历来对组织中的创造性认识不一。创造力往往被视为与效率相竞争，尽管从长远来看，创造力具有以下优势
potential to generate tremendous value.

^{37}

Recent research has found that many people celebrate creativity outwardly while subconsciously viewing it as a disruptive force that introduces unwanted uncertainty.

^{38}

Curiosity, too, has historically been seen as both a positive quality and a potentially disruptive one.

^{39}

This may partly explain why, in a recent survey spanning 16 industries,

65 %

of workers said curiosity was of great importance to exploring new ideas and solving work problems, while almost as many-

60 %

-said they encountered difficulties in fulfilling their curiosity on the job because of daily routines and rigid organizational structures.

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产生巨大价值的潜力。

^{37}

最近的研究发现，许多人表面上赞美创造力，但潜意识里却将其视为一种带来不必要的不确定性的破坏性力量。

^{38}

好奇心历来也被视为一种积极的品质和潜在的破坏性品质。

^{39}

这也许部分解释了为什么在最近一项横跨 16 个行业的调查中，

65 %

有工人表示好奇心对于探索新想法和解决工作问题非常重要，而几乎同样多的人--

60 %

表示，由于日常工作和僵化的组织结构，他们在工作中难以满足自己的好奇心。

^{40}

When people at all levels of an organization are not only communicating the importance of qualities like curiosity and imagination but modeling them in their day-to-day actions, a culture of trust can be created in which workers begin to feel more comfortable with uncertainty and can lean into an
当组织各级人员不仅宣传好奇心和想象力等品质的重要性，还在日常工作中以身作则时，信任文化就会形成，员工开始对不确定性感到更加从容，并能投入到工作中去。

Figure 4 图 4

Executives rate human capabilities more important for themselves than for workers
高管对自身能力的评价高于对员工的评价

Calculated average of executives answering the question, “How important are the following skills at each level of your organization for its business performance? Rate on a scale from 0-10.”
在回答 "下列技能在贵组织各层级对其经营业绩的重要性如何？请在 0-10 分之间打分"。

Source: 2024 Global Human Capital Trends research.
资料来源：2024 年全球人力资本趋势研究。
imaginative transformation of their roles. What’s more, investing in worker reinvention can build resilience among current workers and make the organization more attractive to new workers, positioning it well for talent attraction and retention.
对其角色进行富有想象力的改造。更重要的是，投资于员工重塑可以增强在职员工的适应力，使组织对新员工更具吸引力，从而为吸引和留住人才做好准备。

Interestingly, collaboration with machines is ranked highest for workers and lowest for executives, suggesting that leaders may be underestimating the impact of AI on their roles (figure 4).
有趣的是，工人与机器合作的比例最高，而高管与机器合作的比例最低，这表明领导者可能低估了人工智能对其角色的影响（图 4）。

Provide opportunities and venues for workers to explore, experiment, disrupt, and cocreate. It’s not enough to simply encourage innovation: Organizations should also provide digital playgrounds for workers to explore, experiment, disrupt, and cocreate, working with both their human colleagues and with the latest technological tools. When given the safe space and encouragement to play and search for new possibilities, workers can more easily tap into their natural curiosity and let go of the fear that could be holding them back from taking risks.
为员工提供探索、实验、颠覆和共同创造的机会和场所。仅仅鼓励创新是不够的：组织还应为员工提供数字游乐场，让他们与人类同事和最新技术工具一起探索、实验、颠覆和共同创造。如果能为员工提供安全的空间，鼓励他们去探索和寻找新的可能性，他们就能更轻松地发掘自己与生俱来的好奇心，放下可能阻碍他们冒险的恐惧。

Create moments, both ad hoc and built into daily work, to exercise the imagination. Hackathons offer one model for how to create such experimental moments. In hackathons, creative autonomy is valued above all else. Instead of managing the innovation process as it happens, managers set the stage by providing access to tools and asking a set of questions to inspire creativity.
创造时机，既可以是临时性的，也可以是融入日常工作的，以锻炼想象力。黑客马拉松为如何创造这种实验性时刻提供了一种模式。在黑客马拉松中，创造性自主权高于一切。管理者不对创新过程进行管理，而是通过提供工具和提出一系列问题来激发创造力。

Looking toward an imagination-rich future
展望充满想象力的未来

The disruption posed by technological innovation and an increasingly interconnected world is changing the way organizations and workers analyze, collaborate, and create. New, yet-to-be-imagined technologies are likely to continue to do so in the future. But while some of the tools of creativity can be automated, the desire to seek answers to new questions and explore the unknown are not capable of automation. These capabilities are uniquely human.
技术创新和日益互联的世界所带来的破坏正在改变组织和员工的分析、协作和创造方式。未来，新的、有待想象的技术可能会继续改变这种方式。但是，虽然创造力的某些工具可以实现自动化，但寻求新问题答案和探索未知世界的愿望却无法实现自动化。这些能力是人类独有的。

It’s up to organizations to prioritize human capabilities in a technology-dependent world. This means hiring for faculties such as curiosity, creativity, and critical thinking; developing them throughout the workforce; providing safe spaces where workers can come together to experiment and practice; and rewarding workers who harness their autonomy to reimagine what’s possible for themselves, the organization, and its stakeholders.
在一个依赖技术的世界里，组织应该优先考虑人的能力。这意味着招聘时要考虑员工的好奇心、创造力和批判性思维等能力；在整个员工队伍中培养这些能力；提供安全的空间，让员工可以聚集在一起进行实验和实践；奖励那些利用自主权为自己、组织及其利益相关者重新构想可能性的员工。

This reimagination is no longer the exclusive remit of organizational leaders. Instead, it’s a team sport that involves everyone in the organization and beyond, welcoming new technologies into teams to produce transformative outcomes. When imagination becomes an expectation from top to bottom, workers can imagine new opportunities and organizations can be better positioned for perpetual reinvention and innovation.
这种重新构想不再是组织领导者的专属职责。相反，它是一项团队运动，需要组织内外的每个人参与其中，欢迎新技术融入团队，以产生变革性成果。当想象力成为从上到下的一种期望时，员工就能想象出新的机遇，组织也能更好地进行永久重塑和创新。

RESEARCH METHODOLOGY 研究方法

1,000 global executives and board leaders in orderto 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 1,000 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企业的高管进行了十几次访谈。这些见解有助于形成本报告的趋势。

Endnotes 尾注

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Jan Hatzius, Joseph Briggs, and Devesh Kodnani, Global Economics Analyst: The potentially large effects of artificial intelligence on economic growth.
全球经济分析师 Jan Hatzius、Joseph Briggs 和 Devesh Kodnani：人工智能对经济增长的潜在巨大影响。
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Claire Cain Miller and Courtney Cox, “In reversal because of AI, office jobs are now more at risk.”
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Nate Bek，"农场上的人工智能：农业科技初创公司帮助除草、给农作物施肥--但仍面临数据方面的挑战，"Geek Wire，2023 年 8 月 11 日。
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Deloitte, 2024 Global Human Capital Trends research
德勤，2024 年全球人力资本趋势研究
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Zachary Small，"黑人艺术家称人工智能显示出偏见，算法抹去了他们的历史"，《纽约时报》，2023 年 7 月 4 日。
Jacob Bourne, “BMW, Zapata, and MIT test quantum-inspired generative AI in production,” Eingineering.com, June 29, 2023.
Jacob Bourne，"宝马、Zapata 和麻省理工学院在生产中测试量子启发生成式人工智能"，Eingineering.com，2023 年 6 月 29 日。
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Ayano Shimizu, “Focus: Japan Inc. turns to 4-day workweek to offer flexibility to employees,” Kyodo News, May 3, 2022.
Ayano Shimizu，"Focus：日本公司转向 4 天工作周，为员工提供灵活性，"共同社，2022 年 5 月 3 日。
Stealthesethoughts.com, “How Ikea upskilled 8,500 employees to boost sales by $$ 1.4$ billion,” September 1, 2023.
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Jeff Schwartz, Brad Denny, David Mallon, Yves Van Durme, Maren Hauptmann, Ramona Yan, and Shannon Poynton, Beyond reskilling: Investing in resilience for uncertain futures, Deloitte Insights, May 15, 2020.
Jeff Schwartz, Brad Denny, David Mallon, Yves Van Durme, Maren Hauptmann, Ramona Yan, and Shannon Poynton, Beyond reskilling：Investing in resilience for uncertain futures》，Deloitte Insights，2020 年 5 月 15 日。
Gabriella Rosen Kellerman and Martin E.P. Seligman, “There’s a mental health crisis at work because life is changing too fast,” TIME, January 24, 2023.
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Michael Griffiths and Robin Jones, “The skills-based organization.”
Michael Griffiths 和 Robin Jones，"基于技能的组织"。
These tools need to be responsibly used. See: Deloitte, “Beyond productivity: The journey to the quantified organization,” May 2023.
需要负责任地使用这些工具。见德勤，"超越生产力：通往量化组织之路"，2023 年 5 月。
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Acknowledgments 致谢

The authors would like to thank the following Deloitte subject matter experts for lending their expertise to the development of this content: Mike Bechtel, Eamonn Kelly, Kate Schmidt, Chris Norman, Lee Merovitz, Julie Hiipakka, Kim Lamoureux, Laura Shact, Greg Vert, Kevin Moss, Peter Evans-Greenwoood, and Gary Parilis.
作者衷心感谢以下德勤主题专家为本内容的编写提供的专业知识：Mike Bechtel、Eamonn Kelly、Kate Schmidt、Chris Norman、Lee Merovitz、Julie Hiipakka、Kim Lamoureux、Laura Shact、Greg Vert、Kevin Moss、Peter Evans-Greenwoood和Gary Parilis。

Special thanks to Molly Rogers for her leadership in the development of the chapter, and to Caitlin Nasseraddin and Kailyn Hornbeck for their contributions.
特别感谢莫莉-罗杰斯（Molly Rogers）对本章发展的领导，以及凯特琳-纳瑟拉丁（Caitlin Nasseraddin）和凯琳-霍恩贝克（Kailyn Hornbeck）的贡献。

How play and experimentation in digital playgrounds can drive human performance
数字游乐场中的游戏和实验如何推动人类的表现

As technology continues to spark change in the relationship between workers and organizations, they need safe spaces to cocreate their common future.
随着技术不断引发工人与组织之间关系的变革，他们需要安全的空间来共同创造未来。

Nicole Scoble-Williams, David Mallon, Sue Cantrell, Matteo Zanza, Michael Griffiths, and Shannon Poynton
妮可-斯考伯-威廉姆斯、戴维-马隆、苏-坎特雷尔、马特奥-赞扎、迈克尔-格里菲斯和香农-波因顿

n Dublin, Ireland, one of the country’s leading private hospitals was facing a crisis: Amid growing patient demand, increasingly complex clinical issues, aging infrastructure, and space constraints, patient care was starting to suffer. Wait times were too long. Delays and interruptions in care were negatively impacting the patient experience.
在爱尔兰都柏林，该国一家领先的私立医院正面临危机：在患者需求不断增长、临床问题日益复杂、基础设施老化和空间有限的情况下，患者护理工作开始受到影响。候诊时间太长。医疗服务的延误和中断对患者的就医体验造成了负面影响。

To address these challenges, the hospital began by launching an experiment with a single department-radiology-creating a digital twin of the department. In this virtual 3D environment, teams were able to explore different physical layouts and test new operational scenarios, workshopping them with staff and stakeholders.
为了应对这些挑战，医院首先在放射科这一单一科室开展实验，创建了该科室的数字孪生系统。在这个虚拟的三维环境中，团队可以探索不同的物理布局，测试新的操作方案，并与员工和利益相关者进行讨论。

In short order, the department reduced patient waiting times by up to 25 minutes and turnaround times (the time between a patient’s arrival and departure) by 28 minutes or more. They were able to improve physical accessibility, make better use of equipment, and reduce staffing costs. And all of these improvements-which
在很短的时间内，该部门就将病人等候时间缩短了 25 分钟，周转时间（病人到达和离开之间的时间）缩短了 28 分钟或更多。他们还改善了实际可达性，更好地利用了设备，降低了人员成本。所有这些改进
would normally have taken months, and even years, of trial and error to achieve-were realized in just a matter of weeks.

^{1}

通常需要数月甚至数年的试验和错误才能实现的目标，在短短几周内就实现了。

^{1}

This is just one example of how organizations are using a rapidly advancing suite of digital tools and applications to achieve transformational business and customer-facing results. But there’s something important missing in this equation: workforce impact. In their rush to improve the end-customer experience and organizational bottom line, organizations may be overlooking the potential benefits that use of these technologies can bring to the human beings doing the work, and thus missing a critical opportunity to expand their impact.
这只是企业如何利用快速发展的数字工具和应用实现业务和客户转型成果的一个例子。但是，在这个等式中还缺少一些重要的东西：劳动力的影响。在急于改善最终客户体验和组织底线的过程中，企业可能忽略了使用这些技术能为从事工作的人员带来的潜在好处，从而错失了扩大影响的重要机会。

Technological advancement, most notably the profusion of technologies powered by generative artificial intelligence, is creating the potential for new ways of working that can help elevate human performance (outcomes for both organizations and workers). To deliver on these outcomes, organizations will need digital play-grounds-safe spaces that encourage intentional play and curiosity-to experiment and explore new ways of working.
技术进步，尤其是由人工智能驱动的大量技术，正在为新的工作方式创造潜力，从而有助于提升人类绩效（组织和员工的成果）。为了实现这些成果，组织将需要数字游戏场--鼓励有意识的游戏和好奇心的安全空间--来尝试和探索新的工作方式。

Figure 1 图 1

The knowing vs. doing gap: Respondents know that creating digital playgrounds is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道创建数字游戏场地很重要，但很少有受访者能做到取得有意义的进展

Percentage of respondents answering the questions, “How important is reimagining the work, workplace, and workforce through digital footprints, simulations, and related tools to your organization’s success?” and “Where is your organization in its journey to address this issue?”
回答 "通过数字足迹、模拟和相关工具重新构想工作、工作场所和劳动力对贵组织的成功有多重要？"和 "贵组织在解决这一问题的过程中处于什么阶段？"问题的受访者百分比

A digital playground is not a singular place or virtual platform. Rather, it’s a mindset and an approach in which technologies are curated with intention and opportunities to use them are democratized. It’s a safe space for workers to build confidence, learn new skills, and hone their human capabilities.

^{2}

Safety in this context refers to psychological safety-where individuals do not risk punishment or humiliation for speaking up with ideas, questions, concerns, or mistakes, and where they are safe to take interpersonal risks.

^{3}

It also refers to spaces where workers can experiment with new processes and technologies without putting business outcomes at risk.
数字游乐场不是一个单一的场所或虚拟平台。相反，它是一种心态和方法，在这种心态和方法中，技术被精心策划，使用它们的机会被民主化。它是一个安全的空间，让员工建立信心、学习新技能并磨练自身能力。

^{2}

这里的安全指的是心理安全--在这里，个人不会因为说出想法、问题、担忧或错误而遭受惩罚或羞辱，他们可以安全地承担人际交往风险。

^{3}

它还指员工可以在不危及业务成果的情况下尝试新流程和新技术的空间。

As they play with the possibilities of a new, technologically enabled future on this playground, both workers and organizations can gain experience and achieve enhanced business outcomes (i.e., innovation) faster than real-world conditions might allow.
当他们在这个游乐场上玩耍时，工人和组织都能获得经验，并以比现实世界更快的速度取得更好的业务成果（即创新）。

One example of the broad application of multiple digital playground technologies is the Vancouver Airport Authority launching a virtual, real-time interactive representation of the airport in Vancouver, Canada (YVR), in 2022.4 This platform was expressly created with experimentation in mind-its designers anticipated that YVR’s workers and surrounding community would come up with many more uses for it than they might originally conceive. The platform involves a mix of a virtual space with data collected in real-time from sensors and other Internet of Things (IoT) tools throughout the facility. Data is used to inform daily decision-making and collaboration and explore future opportunities for improvement or innovation. Local teams are using the platform to improve outcomes as diverse as managing ground traffic control, improving worker safety and security, reducing carbon emissions from aircraft and other equipment, growing workforce skills, and modeling the expansion of the airport’s indigenous art collection. YVR sees the platform as central to its digital learning hub, an initiative to spur innovation and growth in the surrounding community.
多种数字游乐场技术广泛应用的一个例子是，温哥华机场管理局于 2022 年推出了加拿大温哥华机场（YVR）的虚拟实时互动平台。4 该平台在设计之初就明确考虑到了实验性--其设计者预计，YVR 的工作人员和周边社区将为该平台提出比他们最初设想更多的用途。该平台将虚拟空间与从整个设施的传感器和其他物联网（IoT）工具实时收集的数据相结合。数据被用来为日常决策和协作提供信息，并探索未来改进或创新的机会。当地团队正在利用该平台改善各种成果，如管理地面交通控制、改善工人安全和安保、减少飞机和其他设备的碳排放、提高员工技能以及为机场本土艺术收藏的扩展建模。YVR 将该平台视为其数字学习中心的核心，该中心旨在促进周边社区的创新和发展。

Digital playgrounds can be expansive and include the opportunity to experiment with existing as well as emerging technologies. For example, physically demanding job sites in industries like shipping, construction, and natural resources are already combining technologies such as analytics, sensors, drones, digital models, IoT, edge computing, and extended reality (XR) technology to help workers operate more efficiently. Augmented reality (AR) and virtual reality (VR) technologies are providing workers with personalized, data-rich environments to engage with new skills and situations safely, or to collaborate better given complex task barriers such as geographic distance or lack of common language. Generative AI sandboxes are providing workers at every level of organizations with a safe space to imagine new combinations of AI and human work.
数字游乐场可以是广阔的，包括尝试现有技术和新兴技术的机会。例如，航运、建筑和自然资源等行业中对体力要求较高的工作场所已经在结合分析、传感器、无人机、数字模型、物联网、边缘计算和扩展现实（XR）技术等技术，帮助工人更高效地工作。增强现实（AR）和虚拟现实（VR）技术正在为工人提供个性化、数据丰富的环境，使他们能够安全地接触新技能和新环境，或在地理距离或缺乏共同语言等复杂任务障碍的情况下更好地开展协作。生成式人工智能沙盒为各级组织的工作人员提供了一个安全的空间，让他们想象人工智能与人类工作的新组合。

Digital playgrounds are safe spaces to realize possibilities while easing anxieties
数字游乐场是实现各种可能性的安全空间，同时缓解焦虑情绪

Amidst the optimism surrounding the possibilities of these rapidly advancing technologies, there is also an undercurrent of anxiety and caution about their use. In November 2023, 28 countries-including 18 of the 20 largest economies in the world-issued a declaration committing themselves to responsible, human-centric use of

{AI}^{5}^{5}

While the declaration highlighted AI’s potential “to transform and enhance human wellbeing, peace, and prosperity,” it also noted the harm that could result from misuse. Leaders are walking this line: According to the World Economic Forum,

75 %

of organizations globally intend to accelerate their use of AI over the next five years, while also anticipating significant disruption to current worker skills.

^{6}

Workers also see both sides: A global survey found that while

39 %

of workers are worried about the impact of AI on their job,

52 %

say that increased use of AI is likely to enhance their career possibilities.

^{7}

在人们对这些快速发展的技术所带来的可能性感到乐观的同时，也存在着对其使用的焦虑和谨慎。2023 年 11 月，28 个国家--包括全球 20 个最大经济体中的 18 个--发表了一份宣言，承诺以负责任的、以人为本的方式使用人工智能，宣言强调了人工智能 "改变和增进人类福祉、和平与繁荣 "的潜力，同时也指出了滥用人工智能可能造成的危害。各国领导人都在努力实现这一目标：根据世界经济论坛的数据，

75 %

全球组织打算在未来五年内加快人工智能的使用，同时也预计会对当前工人的技能产生重大影响。

^{6}

工人们也看到了两面性：一项全球调查发现，虽然

39 %

工人担心人工智能会影响他们的工作，但

52 %

工人表示，人工智能的使用增加很可能会提高他们的职业发展机会。

^{7}

A digital A 数字
playground is not a singular place or virtual platform. Rather, it’s a mindset and an approach in which technologies are curated with intention and opportunities to use them are democratized.
游乐场不是一个单一的场所或虚拟平台。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。

Seventy-five 七十五
percent of organizations globally intend to accelerate their use of Al over the next five years, while also anticipating significant disruption to current worker skills.
全球百分之百的组织打算在未来五年内加快使用 Al，同时也预计当前工人的技能将受到严重破坏。

But the opportunities to positively affect human performance are also real. Among the new wave of digital and AI-powered technologies is a growing suite of tools that can enable workers and organizations to set the risks and uncertainties of the real world aside, providing a playground in which to explore, experiment, and cocreate solutions that make work better for humans and humans better at work.

^{TM}

These tools include AI-powered people analytics; augmented, virtual, and extended reality; digital twins; digital doppelgangers; and more-technologies that not long ago were largely confined to science fiction. Many of these tools are already in use across industries to drive efficiencies, improve processes, train workforces, and explore new ways of working. Moving ahead, organizations will have an increasing array of technologies that could become a part of their digital playground to create improved outcomes for both workers and organizations. Consider the following examples:
但是，积极影响人类绩效的机会也是实实在在的。在新一轮数字和人工智能驱动的技术浪潮中，有越来越多的工具能够帮助员工和组织将现实世界中的风险和不确定性抛在一边，为他们提供一个探索、实验和共同创造解决方案的场所，从而让人类更好地工作，让人类更好地工作。

^{TM}

这些工具包括人工智能驱动的人员分析；增强现实、虚拟现实和扩展现实；数字双胞胎；数字二重身；以及更多不久前还主要局限于科幻小说中的技术。其中许多工具已在各行各业得到应用，以提高效率、改进流程、培训员工并探索新的工作方式。展望未来，企业将拥有越来越多的技术，这些技术可以成为其数字游乐场的一部分，为员工和企业创造更好的成果。请看以下例子：

Generative AI: Generative AI is a subset of artificial intelligence in which machines leverage deep learning to generate new content in the form of text, code, voice, images, videos, and processes. The content is often indistinguishable from human-generated material.
生成式人工智能：生成式人工智能是人工智能的一个子集，机器利用深度学习生成文本、代码、语音、图像、视频和流程等形式的新内容。这些内容通常与人类生成的材料无异。

One Fortune 500 software firm tested a new generative AI system with its customer service agents, who are required to have both detailed product knowledge and top-notch problem-solving skills to successfully resolve customer issues. The system combined a recent version of a GPT platform with proprietary machine learning algorithms based on data from previous customer service interactions among their 5,000 agents. It provided realtime suggestions for how agents should respond to customers, as well as links to relevant internal documentation to help solve technical issues. The firm realized a

14 %

increase in the number of chats an agent successfully resolved over the span of an hour-and an even greater increase (

35 %

) for less experienced agents, helping them move more quickly through their learning curve.

^{8}

一家财富 500 强软件公司在其客服人员中测试了一种新的生成式人工智能系统，客服人员必须同时具备详细的产品知识和一流的解决问题技能，才能成功解决客户问题。该系统将最新版本的 GPT 平台与基于其 5000 名客服人员以往客服互动数据的专有机器学习算法相结合。该系统为座席人员如何回应客户提供了实时建议，并提供了相关内部文档的链接，以帮助解决技术问题。该公司发现，在一个小时的时间内，座席人员成功解决的聊天数量增加了

14 %

，而经验不足的座席人员的增加幅度更大（

35 %

），帮助他们更快地完成学习曲线。

^{8}

In Singapore, a coalition of digital government agencies launched a joint initiative in partnership with a leading technology company to drive generative AI capabilities in both the public and private sectors. Their approach to increasing generative AI capabilities includes “innovation sandboxes”
在新加坡，一个数字政府机构联盟与一家领先的技术公司合作发起了一项联合倡议，以推动公共和私营部门的人工智能生成能力。他们提高人工智能生成能力的方法包括 "创新沙盒"
and workshops to rapidly train people in AI and bring generative AI prototypes to production. The Singapore initiative goes beyond consumer-facing chatbots, seeking to create an AI-first culture that fosters innovation.

^{9}

在新加坡，人工智能培训中心和研讨会可快速培训人工智能人才，并将生成式人工智能原型投入生产。新加坡的倡议不仅限于面向消费者的聊天机器人，还寻求创建一种促进创新的人工智能文化。

^{9}

Digital twins: A digital twin is a near-real-time digital replica of a physical object (a car or human body), business process (supply chain), workforce (call center), or place (a factory, airport, or an entire city).
数字孪生数字孪生是实物（汽车或人体）、业务流程（供应链）、劳动力（呼叫中心）或场所（工厂、机场或整个城市）的近实时数字复制品。

Before construction even began, BMW created a digital twin model of an electric vehicle production plant set to open in Debrecen, Hungary, in 2025.

^{10}

Digital twin simulations are allowing workers to train together in a virtual 3D environment, giving them the opportunity to gain familiarity with the new space and practice location-specific skills, with the freedom to experiment, play, and make mistakes. BMW teams can collaborate across multiple locations on any device. The digital twin model also allows engineers to work out bugs and make processes more efficient before the plant opens, saving time and cutting costs. The entire production process will be validated virtually before hardware is installed and robots are programmed to produce specific models.
在施工开始之前，宝马就为将于 2025 年在匈牙利德布勒森开业的电动汽车生产厂创建了一个数字孪生模型。

^{10}

通过数字孪生模拟，工人们可以在虚拟三维环境中一起进行培训，从而有机会熟悉新的空间，练习特定地点的技能，并可以自由地进行实验、游戏和犯错。宝马团队可以在任何设备上进行跨地点协作。数字孪生模型还能让工程师们在工厂开业前排除故障，提高流程效率，从而节省时间、降低成本。在安装硬件和对机器人进行编程以生产特定车型之前，整个生产流程将得到虚拟验证。

A British telecommunications company built a digital twin of their call center operations to monitor and visualize its live status and performance. The application allowed the user to experiment in realtime, varying staffing or making operational changes to see the impact on expected performance. A user could test the impact of different decisions related to work shifts, different ways of routing calls, and sudden surges in demand.

^{11}

一家英国电信公司为其呼叫中心的运营建立了一个数字孪生系统，以监控和可视化其实时状态和性能。该应用程序允许用户进行实时实验，改变人员配置或进行操作变更，以了解对预期性能的影响。用户可以测试与工作轮班、不同的呼叫路由选择方式以及突然激增的需求相关的不同决策的影响。

^{11}

Digital doppelgangers and digital humans: Digital doppelgangers replicate specific skills, knowledge, and other attributes of an individual or small team. A digital human is an avatar used in a virtual environment that can produce a whole range of human body language.
数字化二重身和数字化人类：数字二重身可以复制个人或小型团队的特定技能、知识和其他属性。数字人是在虚拟环境中使用的化身，可以产生各种人类肢体语言。

A global technology corporation patented a chatbot that can act and behave like a real person. The doppelganger is created using information that can be gathered from a person’s social media profile, including voice data, posts, messages,
一家全球技术公司为一款聊天机器人申请了专利，该机器人可以像真人一样行动和表现。二重身是利用从一个人的社交媒体个人资料（包括语音数据、帖子和信息）中收集到的信息创建的、
behavioral information, and images.

^{12}

A team at MIT Media Lab is working on technology to enable machine intelligence to replicate a person’s digital identity so that others can “borrow their identity” to provide consultation or to help with decision-making in the absence of the source human. For example, the technology could be used to create a doppelganger of a corporate lawyer that provides legal expertise to clients at a reduced fee, in essence, “borrowing” the identity of the lawyer.

^{13}

行为信息和图像。

^{12}

麻省理工学院媒体实验室的一个团队正在研究一种技术，使机器智能能够复制一个人的数字身份，以便其他人能够 "借用其身份"，在源人不在的情况下提供咨询或帮助决策。例如，该技术可用于创建公司律师的二重身，以较低的费用向客户提供法律专业知识，实质上是 "借用 "律师的身份。

^{13}

HP already used AI in their call centers to route customer calls to the agents best equipped to handle them but has evolved the AI to act as a digital doppelganger, replicating the skills and expertise of highperforming call agents to incorporate into its algorithm.

^{14}

惠普已经在呼叫中心使用人工智能将客户来电转接给最有能力处理的座席人员，但现在又将人工智能进化为数字二重身，复制表现出色的呼叫座席人员的技能和专业知识，并将其纳入自己的算法中。

^{14}

Celebrities and in-demand individuals are also experimenting with scaling access to their scarce time and attention. The Swedish band, ABBA, for example, launched a concert series in which the music was performed by their 3D digital avatars created from motion capture.

^{15}

名人和炙手可热的人物也在尝试通过缩放来获取他们稀缺的时间和注意力。例如，瑞典 ABBA 乐队推出了系列音乐会，由他们通过动作捕捉技术制作的 3D 数字头像来演奏音乐。

^{15}

Augmented and virtual reality: AR overlays digitally created content into the user’s real-world environment, usually through heads-up displays, mobile apps, and smart glasses, offering a seamless blend of the physical and virtual worlds. VR creates a highly immersive, fully rendered digital environment that entirely replaces the user’s real-world surroundings.
增强现实和虚拟现实：增强现实通常通过平视显示器、移动应用程序和智能眼镜，将数字创建的内容叠加到用户的现实环境中，实现物理世界与虚拟世界的无缝融合。虚拟现实创造了一个高度沉浸、完全渲染的数字环境，完全取代了用户的现实世界环境。

The US Air Force is using AR/VR for training and reskilling for both pilots and maintenance crew, improving safety and accelerating curriculum completion by

46 %

. The AR/VR training program visualizes tools, systems, and aircraft for maintenance training, and the AI capability can provide personalized nudges to the airmen based on their learning style.

^{16}

美国空军正在使用 AR/VR 对飞行员和维修人员进行培训和再培训，以提高安全性并加快课程完成

46 %

。AR/VR培训程序将工具、系统和飞机可视化，用于维护培训，人工智能功能可根据飞行员的学习风格向其提供个性化提示。

^{16}

Analytics: Technologies such as analytics and AI have the potential to help organizations make better use of massive volumes of data. Real-time analytics applies logic and mathematics to data to provide insights that can enable users to make better decisions in real time. Auto-analytics is the practice of voluntarily collecting and analyzing data about oneself in order to improve.
分析：分析和人工智能等技术有可能帮助企业更好地利用海量数据。实时分析将逻辑和数学应用到数据中，提供见解，使用户能够实时做出更好的决策。自动分析是一种自愿收集和分析自身数据以改进工作的做法。

A telecommunications company used AI to analyze the profiles of thousands of workers who identified themselves as machine learning experts to interpret the aggregation of skills, experience, and pathways relating to these workers’ machine learning skill development. The company then created algorithms to search for and hire based on those new metricsincreasing the talent pool by at least three times what the company had estimated.

^{17}

After hiring the workers who had these adjacent skills, the company then quickly built on the foundation of these skills to train the hired workers with the specific required machine learning skills. It now has technology that enables workers to compare their skills profile to different types of work and assess their fit, along with a list of skills they need to develop.
一家电信公司利用人工智能分析了数千名自称为机器学习专家的员工的资料，以解读与这些员工的机器学习技能发展相关的技能、经验和途径的集合。然后，该公司创建了基于这些新指标的搜索和招聘算法，将人才库扩大了至少三倍。

^{17}

在雇佣了拥有这些邻近技能的员工后，公司又迅速在这些技能的基础上对所雇佣的员工进行了特定机器学习技能的培训。现在，该公司的技术可以让工人将自己的技能概况与不同类型的工作进行比较，并评估他们是否适合，同时列出他们需要发展的技能。

5G, drones, edge computing, Internet of Things, and sensors: These technologies expand the digital feedback loop to include the real world, where work happens. These technologies can be deployed to gather data to increase the fidelity of virtual copies, increase the volume of data to run simulations and scenarios, and to feed data back into the world to guide individuals and teams.
5G、无人机、边缘计算、物联网和传感器：这些技术将数字反馈环路扩展到现实世界，即工作发生的地方。这些技术可用于收集数据以提高虚拟副本的逼真度，增加数据量以运行模拟和场景，以及将数据反馈到世界中以指导个人和团队。

The EU is launching a digital simulation of the entire planet called Destination Earth, built from data collected by climate, atmospheric, and meteorological sensors.

^{18}

Scientists, policymakers, and business leaders from around the world will have a digital playground where they can access the data to model the socioeconomic impact of climate change. These analytics can help steer policy and business strategies, explore climate trends, test scenarios, and inform possible interventions and investments.
欧盟正在启动一个名为 "目的地地球"（Destination Earth）的整个地球的数字模拟，该模拟由气候、大气和气象传感器收集的数据构建而成。

^{18}

来自世界各地的科学家、决策者和商界领袖将拥有一个数字游乐场，他们可以在这里访问数据，模拟气候变化对社会经济的影响。这些分析有助于指导政策和商业战略，探索气候趋势，测试各种方案，并为可能的干预和投资提供信息。

The full potential of these tools for enhancing work and exploring many possible futures is still emerging and can only be fully realized when they are curated and made widely available for the express purposes of experimentation and play.
这些工具在改进工作和探索多种可能的未来方面的全部潜力仍在酝酿之中，只有在这些工具被精心策划并广泛用于实验和游戏时，它们的潜力才能得到充分发挥。

In a time of disruption and possibility, experimentation and play can help humans learn to explore the unknown and the unexpected, to adapt, and to generate the imagination required to solve the challenges of a boundaryless world.

^{19}

To engage with disruption productively, the opportunity to
在一个充满破坏和可能性的时代，实验和游戏可以帮助人类学会探索未知和意外，学会适应，并产生解决无边界世界的挑战所需的想象力。

^{19}

要卓有成效地应对颠覆，就必须有机会

SIGNALS YOUR ORGANIZATION SHOULD EMBRACE AND ENCOURAGE DIGITAL PLAYGROUNDS
您的组织应接受和鼓励数字游乐场的信号

Your workers and leaders are excited about the possibilities of Al-enabled work and are looking for opportunities to experiment and explore, but don’t know where or how to do so.
您的员工和领导者对 Al-enabled 工作的可能性感到兴奋，正在寻找机会进行尝试和探索，但却不知道在哪里或如何去做。
Your workers are already experimenting with tools such as generative Al in their work, with or without the organization’s approval.
你的员工已经在工作中尝试使用生成式 Al 等工具，无论组织是否批准。
Your workers and stakeholders are worried about the long-term viability of workers’ skills due to tech disruption.
您的员工和利益相关者担心技术颠覆会影响员工技能的长期生存能力。
Your organization is using digital tools like VR and digital twins to transform work but isn’t using them to enhance the workforce experience.
您的组织正在使用虚拟现实和数字双胞胎等数字工具来改变工作，但却没有利用它们来提升员工的工作体验。
Your organization is using analytics to inform short-term workforce-related objectives, but hasn’t tapped its potential to explore and plan for possible futures.
您的组织正在使用分析技术为短期劳动力相关目标提供信息，但尚未挖掘其潜力来探索和规划可能的未来。
Your competitors are getting to market with Al-enabled solutions faster. Boards and investors are demanding more and faster innovation-especially related to Al-while also calling for less risk.
您的竞争对手正以更快的速度将支持 Al 的解决方案推向市场。董事会和投资者要求更多和更快的创新，尤其是与 Al 有关的创新，同时还要求降低风险。
play with the new and the unknown is important. However, enabling it-especially in a business contextrequires explicit encouragement, opportunity, and psychological safety. As the pace of disruption accelerates, there will likely be a growing need for more opportunities and spaces to play-spaces that provide access to new technologies and are safe from risk for both the worker and the organization. $^{20}$
与新事物和未知事物玩耍是非常重要的。然而，要做到这一点，尤其是在企业环境中，需要明确的鼓励、机会和心理安全。随着颠覆步伐的加快，人们可能会越来越需要更多的游戏机会和空间--这些空间既能让员工接触到新技术，又能让员工和组织避免风险。 $^{20}$

Disruption and evolving worker needs are driving the need for digital playgrounds
颠覆和不断变化的员工需求推动了对数字游乐场的需求

The pace of disruption is creating a world of increasing unpredictability and complexity. New ways of work-ing-emerging seemingly in real time-introduce a host of complex questions. As a result, numerous factors appear to be driving an urgent need for organizations to bring play into focus:
颠覆的步伐正在创造一个越来越不可预测、越来越复杂的世界。看似实时出现的新工作方式带来了一系列复杂的问题。因此，众多因素似乎都在促使组织急需关注 "游戏"：

Entry-level roles are declining or may require new skills. $^{21}$ In many organizations, the application of automation and AI technologies could reduce the need for some entry-level roles. Common, procedural office work is now often handled by software or requires far fewer people. $^{22}$ For example, in customer service, chatbots are handling a significant portion of customer inquiries $^{23}$ and in health care, AI-based systems can take the first pass at coding a case, meaning companies may be able to leverage their experienced coders to audit the system’s decisions. $^{24}$
入门级职位正在减少或可能需要新技能。 $^{21}$ 在许多组织中，自动化和人工智能技术的应用可能会减少对某些初级职位的需求。常见的、程序性的办公室工作现在通常由软件来处理，或者需要的人手大大减少。 $^{22}$ 例如，在客户服务领域，聊天机器人正在处理大量的客户咨询 $^{23}$ ；在医疗保健领域，基于人工智能的系统可以对病例进行首次编码，这意味着公司可以利用经验丰富的编码员来审核系统的决定。 $^{24}$

Additionally, some organizations now expect new entrants to come ready to put well-honed skills and human capabilities to use, as the remaining roles now require greater emotional intelligence and divergent thinking.

^{25}

This change could have implications for the labor market, particularly among younger generations. Traditionally, entrylevel roles allowed new workers the time and space to grow skills. As these roles become scarcer, digital playgrounds could provide spaces to build required experience and practice and develop new skills. For example, digital twins of human bodies and hospital environments can prepare medical professionals before they interact with real-life patients.

^{26}

Digital doppelgangers of experienced sales executives can be personal, on-demand coaches for new salespeople. And VR is being used in power utilities to prepare workers to work in dangerous environments like electrical substations.

^{27}

此外，一些组织现在希望新入职者做好准备，将经过磨练的技能和人的能力付诸实践，因为剩余的职位现在需要更高的情商和发散性思维。

^{25}

这种变化可能会对劳动力市场产生影响，尤其是对年轻一代。传统上，初级职位为新员工提供了增长技能的时间和空间。随着这些职位越来越少，数字游乐场可以提供积累所需经验、实践和发展新技能的空间。例如，人体和医院环境的数字双胞胎可以让医疗专业人员在与现实中的病人互动之前做好准备。

^{26}

经验丰富的销售主管的数字二重身可以成为新销售人员的私人教练。电力公司正在使用 VR 为工人在变电站等危险环境中工作做好准备。

^{27}

The importance of human capabilities is increasing in the work. As work becomes more dynamic, less predictable, and more composed of making judgments in the face of constantly changing data, the relative importance of capabilities such as curiosity, empathy, and resilience as inputs to the work is rising. By giving workers a space to explore, experiment, and play, digital playgrounds can both cultivate and capitalize on workers’ human capabilities. Digital playgrounds can help workers refresh their skills, step into new roles, and adapt to a rapidly
人的能力在工作中的重要性与日俱增。随着工作变得越来越动态，可预测性越来越低，更多的是面对不断变化的数据做出判断，好奇心、同理心和应变能力等能力作为工作投入的相对重要性也在上升。通过为员工提供探索、实验和游戏的空间，数字游乐场可以培养和利用员工的人类能力。数字游乐场可以帮助员工更新技能，进入新角色，适应快速发展的社会。
shifting job market. And they can help organizations develop the vision and resilience to thrive under challenging conditions. $^{28}$
不断变化的就业市场。它们还可以帮助组织培养远见卓识和应变能力，以便在充满挑战的条件下茁壮成长。 $^{28}$
Workers need time and space to learn how to collaborate with smart technologies. In almost all the examples discussed so far, technology is not just replacing human effort or augmenting it. These smart technologies are handling tasks within processes and work groups, requiring new modes of interaction. The experience of the work for the human worker is changing, $^{29}$ likely explaining why executives in our research rated human-machine collaboration $^{30}$ skills as very important. It’s not surprising, then, that human and machine collaboration is an evolving field of inquiry-one of growing importance to human performance and worthy of the kinds of dedicated experimentation and play that could take place in the digital playground.
工人需要时间和空间来学习如何与智能技术合作。在迄今为止讨论的几乎所有例子中，技术并不只是取代人力，也不只是增强人力。这些智能技术正在处理流程和工作组中的任务，需要新的互动模式。人类员工的工作体验正在发生变化， $^{29}$ 这很可能解释了为什么在我们的研究中，高管们认为人机协作 $^{30}$ 技能非常重要。因此，人机协作是一个不断发展的研究领域也就不足为奇了--它对人类绩效的重要性与日俱增，值得在数字游乐场进行专门的实验和游戏。
Distributed teams are changing how work gets done. As we move further into a hybrid reality, workers are increasingly working at different times, in different places, and at varying speeds. Because of this, there is a pressing need for spaces for ideation, experimentation, and exploration that span time and distance. In one example, a digital playground enables a group of globally distributed scientists to manage the work of robots conducting chemistry experiments in a physical lab. $^{31}$
分布式团队正在改变工作方式。随着我们进一步进入混合现实，工人们越来越多地在不同的时间、不同的地点以不同的速度工作。因此，我们迫切需要跨越时间和距离的构思、实验和探索空间。在一个例子中，数字游乐场使一群分布在全球各地的科学家能够管理在物理实验室中进行化学实验的机器人的工作。 $^{31}$

In addition, younger workers tend to value hybrid work, distributed teams, and online interactions. Deloitte Global’s millennial and Gen Z study found that about half of all Gen Zs and millennials consider online experiences to be meaningful replacements for in-person experiences.

^{32}

For these workers, digital playgrounds will likely seem like a natural extension of the rest of their lives, and they will be ready to embrace their roles as active creators in digital spaces.
此外，年轻员工往往重视混合工作、分布式团队和在线互动。德勤全球的千禧一代和 Z 世代研究发现，在所有 Z 世代和千禧一代中，约有一半的人认为在线体验可以有意义地替代亲身体验。

^{32}

对于这些员工来说，数字游乐场似乎是他们生活的自然延伸，他们将准备好接受自己作为数字空间积极创造者的角色。

What's at stake? 利害攸关的是什么？

According to our research,

76 %

of workers say it’s very or moderately important that their organization help them imagine how their job may change in the future, but less than half (

43 %

) of workers say their organization is
根据我们的研究，

76 %

的员工表示，他们的组织帮助他们想象未来工作可能发生的变化非常重要或比较重要，但只有不到一半的员工（

43 %

）表示，他们的组织在帮助他们想象未来工作可能发生的变化。
helping them do so. Another recent study of global workers published in September of 2023 found that only 13% of workers had been offered AI-related skills training in the past year, despite a majority of workers believing that those skills would be essential to their future prospects.

^{33}

Many organizations are not providing the time, space, opportunity, or tools to either experiment or play.
帮助他们做到这一点。2023 年 9 月发布的另一项针对全球工人的最新研究发现，在过去一年中，只有 13% 的工人接受过与人工智能相关的技能培训，尽管大多数工人认为这些技能对他们的未来前景至关重要。

^{33}

许多组织没有提供时间、空间、机会或工具来进行实验或游戏。

To help organizations succeed, workers should feel like active participants in the evolution of their roles. Giving them a place to explore and play can be a way to earn their buy-in. Plus, since humans tend to learn best by practicing, digital playgrounds support continuous learning and the development of new skills-particularly when it comes to collaborating with others and honing workers’ ability to work well with technology, a skill that will become more and more necessary in the coming years.

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为了帮助组织取得成功，员工应该感觉自己是其角色演变的积极参与者。为他们提供一个探索和游戏的场所，可以赢得他们的支持。此外，由于人类的最佳学习方式是实践，因此数字游乐场可支持持续学习和新技能的开发，尤其是在与他人协作和磨练员工与技术良好协作的能力方面，而这一技能在未来几年将变得越来越必要。

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At a moment when worker roles are shifting, it’s important to create safe spaces in which organizations and workers can direct that change toward business outcomes and human sustainability broadly. Importantly, these outcomes will differ from organization to organization and from worker to worker. There is no one-size-fits-all solution. Digital playgrounds give workers and organizations the opportunity to model different ways of working and determine the best fits given their specific goals and situations. Organizations that fail to explore with digital playgrounds run the risk of falling into conventional ways of working, which may put them at a disadvantage as technologies continue to advance and change what is possible. Since speed is a major differentiator in today’s world, the faster they start enabling these explorations, the better.
在工人角色发生转变的时刻，重要的是要创造安全的空间，让组织和工人能够将这种变化导向业务成果和广泛的人类可持续发展。重要的是，这些成果将因组织和工人而异。没有放之四海而皆准的解决方案。数字游乐场为员工和组织提供了机会，使其能够模拟不同的工作方式，并根据具体目标和情况确定最适合的方案。未能探索数字游乐场的组织有可能陷入传统的工作方式，这可能会使他们处于不利地位，因为技术在不断进步，可能会改变什么。由于速度是当今世界的主要区别因素，因此越快开始这些探索越好。

Building digital playgrounds that drive human performance
打造能提高人类绩效的数字游乐场

Building and maintaining successful digital playgrounds will likely require organizations to embrace new strategies, mindsets, and approaches to meet evolving workforce needs. But launching a digital playground doesn’t need to be a complicated, resource-intensive endeavor. It just requires you to start where you are with what you have: Many organizations are already using some of the tools one would expect to find in a digital playground. Creating access, psychological safety, and opportunities
建设和维护成功的数字游乐场可能需要组织采用新的战略、思维和方法，以满足不断变化的劳动力需求。但是，启动数字游乐场并不一定是一项复杂、资源密集型的工作。它只需要你从现有的条件出发：许多组织已经在使用人们期望在数字游乐场找到的一些工具。创造访问、心理安全和机会

Organizations that fail to explore with digital playgrounds run the risk of falling into conventional ways of working, which may put them at a disadvantage as technologies continue to advance and change what is possible.
未能探索数字游乐场的组织有可能陷入传统的工作方式，而随着技术的不断进步和可能的改变，这可能会使他们处于不利地位。
to play and experiment are the next steps. As organizations begin to build out digital playgrounds, they can consider the following actions:
游戏和实验是接下来的步骤。当组织开始建设数字游乐场时，可以考虑采取以下行动：

Democratize access to the digital playground. In many cases, only a few specialists are using digital playground tools in isolated ways-and with the intent to optimize specific processes, not to reimagine the art of the possible. Consider democratizing access to these tools, then expand where and how they are used to experiment in the short term and play in the future. As access to the playground is expanded, give special attention to mid-level leaders and front-line supervisors. These workers are often caught up in the operational challenges of the moment, working to meet short-term performance goals potentially at the expense of engaging their imagination to take a broader view. Digital playgrounds can help restore their curiosity and allow them to participate more fully in creative collaboration. Senior leaders, however, should consider giving workers space to play in their own playgrounds without leader involvement so they can experiment or fail without feeling exposed.
实现数字游乐场使用权的民主化。在许多情况下，只有少数专家在以孤立的方式使用数字游乐场工具，其目的是优化特定流程，而不是重新想象可能的艺术。考虑让这些工具的使用更加民主化，然后扩大其使用范围和方式，以便在短期内进行实验，并在未来进行游戏。在扩大游乐场的使用范围时，要特别关注中层领导和一线主管。这些员工往往会被眼前的业务挑战所困，为实现短期绩效目标而努力，可能会牺牲他们的想象力，无法将视野放得更开阔。数字游乐场可以帮助他们恢复好奇心，让他们更充分地参与创造性合作。不过，高层领导应考虑为员工提供空间，让他们在没有领导参与的情况下在自己的游乐场里玩耍，这样他们就可以进行试验或失败，而不会感到暴露。
Encourage play. Above all, digital playgrounds should be spaces where workers at all levels of an organization are given the time, encouragement, and opportunity to experiment and play. Encouraging play includes establishing norms and ground rules for the playground, making it clear that it’s perfectly acceptable to test ideas that fail or make mistakes with the technology. Workers should be rewarded for their efforts to engage with a digital playground and for innovations that result from their experimentation. In addition, organizations can encourage play by ensuring that workers understand what tools are available and have access to information that teaches them how to use different technologies. When workers are encouraged to play and experiment in a digital playground, they-and their organizations-are likely to be more practiced at adapting to disruption, putting them in a better position to navigate uncertainty and ensure that the organization is never lacking for imagination.
鼓励游戏。最重要的是，数字游乐场应该是组织各级员工有时间、有鼓励、有机会进行实验和游戏的空间。鼓励游戏包括为游戏场制定规范和基本规则，明确规定完全可以接受测试失败的想法或在技术上犯错误。员工参与数字游乐场的努力，以及他们在实验中取得的创新成果，都应该得到奖励。此外，企业还可以通过确保员工了解有哪些工具可用，并能获得教他们如何使用不同技术的信息，来鼓励他们玩游戏。当员工被鼓励在数字游乐场中玩耍和实验时，他们--还有他们的组织--可能会在适应颠覆方面更有经验，使他们能够更好地驾驭不确定性，并确保组织永远不会缺乏想象力。
Connect play to work. Play might be best when it’s open-ended, but that doesn’t mean it should be frivolous or disconnected from the purpose of the organization. Encourage exploration of domains and problem sets of import and interest to the organization. From a work design perspective, consider where engagement with the playground can be designed into the work on a day-to-day basis. Encourage teams to experiment and play together. Where possible, give those teams the space to be creative, including defining, and possibly refining, the scope of the real-world challenges in front of them based on what they learn on the playground. Consider how governance mechanisms for investment and innovation can seed imagination, establish playground rules where necessary, and harvest the best of ideas generated.
将游戏与工作联系起来。游戏最好是开放式的，但这并不意味着它应该是无意义的，或与组织的目的脱节。鼓励探索对组织重要和感兴趣的领域和问题集。从工作设计的角度出发，考虑在日常工作中如何设计与游乐场的互动。鼓励团队一起实验和游戏。在可能的情况下，为这些团队提供发挥创造力的空间，包括根据他们在操场上所学到的知识，定义并在可能的情况下完善他们所面临的现实世界挑战的范围。考虑投资和创新的管理机制如何能够激发想象力，在必要时制定游戏规则，并收获所产生的最佳创意。
Use digital playgrounds to cocreate. Cocreation is proving to be difficult for many organizations. Only $30 %$ of executives say that they are regularly engaging workers in cocreation of strategies and solutions. Digital playgrounds can be less risky forums for inviting workers to cocreate changes in their own roles and their organizations’ future. Empowering workers in this way can enhance their sense of purpose, belonging, and resilience in the face of change.
利用数字游乐场进行共同创造。事实证明，对于许多组织而言，共同创造是一件困难的事情。只有 $30 %$ 的高管表示，他们经常让员工参与战略和解决方案的共同创造。数字游乐场可以成为风险较小的论坛，邀请员工共同创造自己的角色和组织的未来。通过这种方式赋予员工权力，可以增强他们的目标感、归属感和面对变革的应变能力。
Focus on human sustainability. Digital playgrounds are more than just collections of the latest advanced technologies. As spaces to harness and develop the curiosity and imagination of human beings, the humans playing in them will need a solid foundation of well-being, psychological safety, and trust. In turn, these playgrounds are natural places in which to explore improving outcomes related to human sustainability; for example, using AR or VR to increase skills viability or using sensors and analytics to improve safety.
关注人类的可持续发展。数字游乐场不仅仅是最新先进技术的集合。作为利用和发展人类好奇心和想象力的空间，在其中玩耍的人类需要坚实的福祉、心理安全和信任基础。反过来，这些游乐场也是探索改善人类可持续发展相关成果的天然场所；例如，使用 AR 或 VR 来提高技能的可行性，或使用传感器和分析技术来提高安全性。
Negotiate worker data. Many of the tools used in digital playgrounds, from AI-powered analytics to digital twins, can be applied to work, workforce, and workplace issues, but to increase
协商工人数据。数字游乐场中使用的许多工具，从人工智能驱动的分析到数字双胞胎，都可以应用于工作、劳动力和工作场所问题，但要增加
their likelihood of success, they will require large quantities of worker data. Workers are increasingly demanding greater control of this data, and organizations should aim to use it to create mutual value, working from workforce data policies that are transparent and accessible. $^{35}$
要想提高成功的可能性，就需要大量的员工数据。工人们越来越多地要求加强对这些数据的控制，组织应致力于利用这些数据创造共同价值，并根据透明、可访问的劳动力数据政策开展工作。 $^{35}$

Digital doppelgangers provide an especially pointed example of the importance of trust when it comes to the role of worker data in digital playgrounds. Since digital doppelgangers are often modeled on actual people, these people will need to provide their ongoing consent to share their knowledge and capabilities in digital form, and potentially own or share intellectual property. Some celebrities are already choosing to sell their likenesses for digital use,

^{36}

while others are seeing doppelgangers created without their permission.

^{37}

Workers with in-demand expertise, experience, and talents could find similar, lucrative opportunities to have their own doppelgangers created to scale their value in a way that benefits the wider organization. Exercise caution, as this is an emerging field with many questions not yet answered and many more not yet asked.

^{38}

数字二重身提供了一个特别尖锐的例子，说明在数字游乐场中工人数据的作用时，信任的重要性。由于数字二重身通常以真人为原型，因此这些人需要不断同意以数字形式分享他们的知识和能力，并可能拥有或分享知识产权。

^{36}

一些名人已经选择出售自己的肖像用于数字用途，而另一些人则看到了未经其许可而制作的二重身。

^{37}

拥有紧缺专业知识、经验和才能的员工可能会发现类似的有利可图的机会，他们可以创建自己的二重身，以扩大自己的价值，从而使更广泛的组织受益。请谨慎行事，因为这是一个新兴领域，有许多问题尚未回答，还有许多问题尚未提出。

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The future of digital playgrounds
数字游乐场的未来

Organizations will likely need many digital playgrounds, each involving different sets of tools, leaders, and workers. Each of these playgrounds may have a
组织可能需要许多数字游乐场，每个游乐场都涉及不同的工具、领导者和工作人员。每个游乐场都可能有一个
unique purpose. Some will be specific to certain projects or issues, and these may have a lifespan that ends when the project is over. Others will be more open-ended, with many potential uses.
独特的目的。有些是专门针对某些项目或问题的，这些项目的期限可能在项目结束时终止。另一些则更具开放性，有许多潜在用途。

In the example of the Vancouver International Airport discussed earlier, the platform was explicitly designed as a people-first technology, with operations teams being given free rein to imagine how to apply it. Already, these teams have found multiple uses. It supports worker training and testing of new methods. Data about passenger demand helps staff forecast wait times and identify potential processing issues, allowing workers to provide better service to passengers. Cameras detect if a vehicle has been parked outside the terminal curbside for an extended period, allowing operations and security teams to swiftly address the issue and improve the flow of traffic. Real-time information about maintenance needs enables maintenance staff to respond more efficiently to work orders.

^{39}

在前面讨论的温哥华国际机场的例子中，该平台被明确设计为以人为本的技术，运营团队可以自由想象如何应用该平台。这些团队已经找到了多种用途。它支持员工培训和新方法测试。有关乘客需求的数据可以帮助工作人员预测等待时间，发现潜在的处理问题，从而为乘客提供更好的服务。摄像头可检测车辆是否长时间停在航站楼路边，从而使运营和安全团队能够迅速解决问题，改善交通流量。有关维护需求的实时信息使维护人员能够更高效地响应工单。

^{39}

These are just some examples of the ways in which leaders and workers are using the airport’s digital playground. Its potential uses for experimentation and play in service of better outcomes are practically infinite. It’s a demonstration of how, at their best, digital playgrounds are spaces of limitless possibility. Organizations and workers can both benefit from their capacity to engender new models and find solutions to urgent problems-none more urgent than the role of the worker in an increasingly tech-enabled workplace.
这些只是领导者和工作人员使用机场数字游乐场的一些例子。为取得更好的成果而进行实验和游戏的潜在用途实际上是无限的。这充分展示了数字游乐场在最佳状态下是如何成为无限可能的空间。组织和员工都能从数字游乐场的能力中获益，从而产生新的模式，并找到解决紧迫问题的方案，而最紧迫的问题莫过于员工在日益科技化的工作场所中所扮演的角色。

RESEARCH METHODOLOGY 研究方法

1,000 global executives and board leaders in orderto 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 1,000 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企业的高管进行了十几次访谈。这些见解有助于形成本报告的趋势。

Endnotes 尾注

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Acknowledgments 致谢

The authors would like to thank the following Deloitte subject matter experts for lending their expertise to the development of this content: Kate Schmidt, Jennifer Hentz, Dany Rifkin, Steve Kyle, Greg Vert, Maya Bodan, and Andrew Pau.
作者衷心感谢以下德勤主题专家为本内容的编写所提供的专业知识：Kate Schmidt、Jennifer Hentz、Dany Rifkin、Steve Kyle、Greg Vert、Maya Bodan 和 Andrew Pau。

Special thanks to Molly Rogers for her leadership in the development of this content, and to Caitlin Nasseraddin and Kailyn Hornbeck for their contributions.
特别感谢莫莉-罗杰斯（Molly Rogers）在本内容开发过程中的领导，以及凯特琳-纳瑟拉丁（Caitlin Nasseraddin）和凯琳-霍恩贝克（Kailyn Hornbeck）的贡献。

One size does not fit all: How microcultures help workers and organizations thrive
不能一刀切：微文化如何帮助工人和组织茁壮成长

Rather than striving for one common culture, organizations should enable a "culture of cultures" tailored to the needs of local teams while aligning to organization-wide values.
组织不应追求一种共同的文化，而应促成一种 "文化的文化"，既满足当地团队的需要，又与整个组织的价值观保持一致。

John Forsythe, Julie Duda, Sue Cantrell, Nicole Scoble-Williams, and Mari Marcotte
约翰-福赛、朱莉-杜达、苏-坎特雷尔、妮可-斯考伯-威廉姆斯和玛丽-马科特

W
hen it comes to how culture plays out in an organization, consider the recruiting process: Job applicants are often coached to ask about “corporate culture” in an interview, and hiring managers are instructed to assess “cultural fit.” This advice tends to presume that most large organizations have a single culture that workers need to fit into-fixed and uniform, articulated and enforced from the C-suite down. However, rarely does culture play out this way.
说到企业文化如何在组织中发挥作用，不妨看看招聘流程：求职者在面试时经常被要求询问 "企业文化"，而招聘经理则被要求评估 "文化契合度"。这种建议倾向于假定大多数大型组织都有一种员工需要适应的单一文化--固定而统一，从C-suite一直向下阐述和执行。然而，文化很少是这样形成的。

Often, a worker will join an organization only to find themselves in a unique team culture in a specific part of the organization. When the culture differs from their expectations, the impact can be significant-almost a third of new workers leave their jobs within the first 90 days of being hired,

^{1}

with unmet expectations from recruitment and culture being top factors.

^{2}

通常情况下，员工加入一家企业后，才会发现自己身处企业某个特定部门的独特团队文化中。当企业文化与他们的期望相差甚远时，影响可能会非常大--几乎有三分之一的新员工会在入职后的前 90 天内离职，

^{1}

其中最主要的因素就是招聘和企业文化未能满足他们的期望。

^{2}

Alternatively, the culture a worker is seeking may not be adequately or accurately described in the interview process because it diverges from the overall corporate culture touted by the recruiter-leaving the worker unimpressed and wanting to go elsewhere. Technology workers interviewing for jobs in non-technology
另外，在面试过程中，员工所寻求的企业文化可能没有得到充分或准确的描述，因为它与招聘人员所吹捧的整体企业文化存在差异，从而导致员工对企业文化印象不佳，并希望去其他地方发展。面试非技术工作的技术人员
organizations, for example, often seek entrepreneurial, collaborative cultures that are high-risk, high-reward, and without rigid rules. While such a culture may indeed exist in the technology function of an organization, the recruiter may instead emphasize the overall corporate culture that is quite different from the one the worker seeks-creating a disconnect when it comes to attracting and accessing the talent an organization needs to compete.
例如，企业通常寻求高风险、高回报、不拘一格的创业合作文化。虽然这样的文化可能确实存在于企业的技术职能部门，但招聘人员可能会强调与员工所寻求的文化大相径庭的整体企业文化，这就造成了企业在吸引和获取竞争所需的人才时出现脱节。

This monolithic view of culture is no longer fit for purpose in a world where an increasingly diverse workforce seeks greater autonomy and customized work expe-riences-and one in which organizations compete more on agility and customer responsiveness than standardization and top-down control. Proclamations of culture by senior leaders may start to sound the same. In fact, research shows that the stated organizational values of multinational corporations are largely similar to one another, with “integrity” appearing in three-quarters of them, and other admirable but common values like innovation, teamwork, excellence, and safety appearing frequently as well.

^{3}

Despite the similar language used to describe these values, organizational cultures can “feel” very different from one another, suggesting that the microcultures that bring these values to life are
在这个世界上，越来越多样化的员工寻求更大的自主权和定制化的工作体验，而组织的竞争更多的是在灵活性和客户响应能力上，而不是在标准化和自上而下的控制上。高层领导对文化的宣扬可能听起来如出一辙。事实上，研究表明，跨国公司所宣称的组织价值观在很大程度上彼此相似，其中四分之三的价值观都包含 "诚信"，而创新、团队合作、卓越和安全等其他令人钦佩的共同价值观也经常出现。

^{3}

尽管在描述这些价值观时使用了相似的语言，但组织文化之间的 "感觉 "却大相径庭，这表明将这些价值观付诸实践的微观文化是

Fifty percent of executives report that an organization’s culture is most successful when there is a moderate degree of variation. Yet executives ranked this as the most difficult trend to address.
50%的高管表示，当组织文化存在适度差异时，组织文化是最成功的。然而，高管们却将此列为最难解决的趋势。
where differentiation occurs in practice. If stated values all sound the same, microcultures can help enable organizations to set themselves apart—leading to major impacts for talent attraction and retention.
在实践中实现差异化。如果所宣称的价值观听起来都一样，那么微文化就能帮助组织脱颖而出，从而对吸引和留住人才产生重大影响。

What’s needed now is to embrace and nourish the multiplicity of microcultures within an organization that adapt to the unique needs of a specific team, function, location, or even worker type. Microcultures reflect the subtle variations in how work gets done in different teams, functions, and geographies and are an important way that organizations can get closer to and respond more quickly to the people they serve.
现在需要做的是拥抱和滋养组织内多种多样的微文化，以适应特定团队、职能、地点甚至员工类型的独特需求。微文化反映了不同团队、职能部门和地域在工作方式上的细微差别，是组织更贴近和更快速响应其服务对象的重要方式。

WHAT IS CULTURE? 什么是文化？

Culture is “the way things get done” in your organizationsustained patterns of behavior over time that are supported by the shared experiences, values, and beliefs of the organization.

^{4}

文化是组织中 "做事的方式"，是在组织的共同经验、价值观和信念支持下长期持续的行为模式。

^{4}

Culture includes both stated values, which are typically consistent across an organization, and the lived behaviors or artifacts-norms, symbols, language, and actions-where culture is manifested in practice. These lived behaviors are what can and should be flexible across an organization that embraces microcultures.
文化既包括通常在整个组织中保持一致的既定价值观，也包括在实践中体现文化的活生生的行为或人工制品--规范、符号、语言和行动。这些活生生的行为是整个组织能够并应该灵活运用微文化的地方。

Leaders are recognizing this shift: Nearly three-quarters (

71 %

) of respondents in our 2024 Global Human Capital Trends research say that focusing on individual teams and workgroups as the best places to cultivate culture, fluidity, agility, and diversity is very or critically important to their success. Additionally,

50 %

of executives report that an organization’s culture is most successful when there is a moderate degree of variation. Yet executives ranked this as the most difficult trend to address. This difficulty points to the importance of culture for workers-

73 %

of people have left a job due to poor cultural

{fit}^{6}

-and the “fuzziness” of defining and driving culture for organizational leaders.
领导者正在认识到这一转变：在我们的 2024 年全球人力资本趋势研究中，近四分之三（

71 %

）的受访者表示，将个人团队和工作组作为培养文化、流动性、敏捷性和多样性的最佳场所，对他们的成功非常重要或至关重要。此外，

50 %

的高管表示，当组织文化存在适度差异时，组织文化是最成功的。然而，高管们却将此列为最难解决的趋势。这一困难表明了文化对员工的重要性--

73 %

的人曾因糟糕的文化

{fit}^{6}

而离职，也表明了组织领导者在定义和推动文化方面的 "模糊性"。

Taking a “micro” approach to culture can enable organizations and leaders to paint a more detailed picture of “the way we work around here” to drive different experiences and outcomes that mutually benefit both workers and the organization. Indeed, according to our research, organizations that have embraced
对文化采取 "微观 "方法可以使组织和领导者更详细地描绘 "我们在这里的工作方式"，从而推动不同的体验和结果，使员工和组织共同受益。事实上，根据我们的研究，采用以下方法的组织
microcultures are 1.8 times more likely to achieve positive human outcomes and 1.6 times more likely to achieve desired business outcomes.
微文化取得积极人类成果的可能性要高出 1.8 倍，取得理想商业成果的可能性要高出 1.6 倍。

A key to harnessing the power of microcultures is aligning around a set of global values while encouraging some autonomy of functions, teams, and geographies, not only permitting them to flourish, but also providing them with the resources they need to establish their own localized blends of culture.

^{7}

The organization can then embrace the diversity of thought, innovation, agility, and tailored ways of working that each microculture is emboldened to foster. Robin Leopold, chief human resources officer of JPMorgan Chase, recognizes that, “For an organization of our size and scale, it’s normal for teams to have microcultures. But how those cultures come together and rally around our firmwide values of service, heart, curiosity, courage, and excellence is the secret sauce.”

^{8}

利用微文化力量的关键在于围绕一套全球价值观进行调整，同时鼓励各职能部门、团队和地区拥有一定的自主权，不仅允许它们蓬勃发展，还为它们提供建立自己的本地化文化所需的资源。

^{7}

这样，组织就能拥抱思想的多样性、创新、敏捷性和量身定制的工作方式，而每一种微观文化都是有勇气去培养的。摩根大通首席人力资源官罗宾-利奥波德认识到："对于我们这样规模的组织而言，团队拥有微文化是正常的。但是，这些文化如何汇聚在一起，并围绕我们全公司的价值观，即服务、爱心、好奇心、勇气和卓越，这就是秘诀所在"。

^{8}

Figure 1 图 1

The knowing vs. doing gap: Respondents know that fostering workplace microcultures is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道培养职场微文化很重要，但很少有人能做到取得有意义的进展

Percentage of respondents answering the questions, “How important is focusing on individual teams and workgroups as the best places to cultivate culture, fluidity, agility, and diversity to your organization’s success?” and “Where is your organization in its journey to address this issue?”
回答 "将个别团队和工作组作为培养文化、流动性、敏捷性和多样性的最佳场所对贵组织的成功有多重要？

Some leaders may balk at the idea of intentionally cultivating different behaviors and practices to support workers. Indeed, some practices may need to be standardized to conform to regulations. However, attempts to root out all unique practices and behaviors may limit organizations’ agility and impact worker experience and retention. In a conversation with Sanjiv Gajiwala, former chief growth officer of a leading US consumer products company, he noted a direct link between microcultures and organizational agility, saying “If you accept volatility as the norm, a ‘monoculture’ is extremely vulnerable to shocks.”

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一些领导者可能会对有意培养不同的行为和做法以支持工人的想法表示反对。事实上，有些做法可能需要标准化，以符合法规。然而，试图根除所有独特的做法和行为可能会限制组织的灵活性，影响员工的体验和留任。在与美国一家领先消费品公司的前首席增长官 Sanjiv Gajiwala 的一次谈话中，他指出了微文化与组织敏捷性之间的直接联系，他说："如果你将波动性视为常态，那么'单一文化'就极易受到冲击"。

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When asked how organizational culture has changed since the pandemic, most leaders say it is better now (

60 %

). One reason for this could be an increase in microcultures as a result of more hybrid or remote work.

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当被问及自大流行病以来组织文化发生了哪些变化时，大多数领导者都说现在组织文化更好了（

60 %

）。原因之一可能是混合或远程工作的增加导致微文化的增加。

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This contrasts with the narrative often reported in the media, citing some organizations’ need for a strong, common culture as the primary driver for return-to-office mandates. Research shows this may have the potential to negatively impact worker experience.

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Our research shows that while senior leaders rate microcultures as less valuable, directors and workers who are closer to the work itself recognize the importance of microcultures to their success (figure 2).
这与媒体经常报道的说法形成了鲜明对比，媒体将一些组织对强大、共同文化的需求作为重返办公室任务的主要驱动力。研究表明，这可能会对员工体验产生负面影响。

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我们的研究表明，虽然高层领导认为微文化的价值较低，但更接近工作本身的主管和员工却认识到微文化对其成功的重要性（图 2）。

Empowering teams to define and implement their own ways of working, rituals, and norms becomes increasingly important in the new era of human sustainability. Enabling workers’ autonomy, in alignment with organizational goals can act as a catalyst of business and human outcomes.

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在人类可持续发展的新时代，授权团队确定并实施自己的工作方式、仪式和规范变得越来越重要。在与组织目标保持一致的情况下，赋予员工自主权可以成为企业和人类成果的催化剂。

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Figure 2 图 2

The worker-leader disconnect
工人与领导者脱节

There is a disconnect between senior leaders, directors, and workers when it comes to the importance of workplace microcultures.
在谈到工作场所微文化的重要性时，高层领导、主管和员工之间存在脱节。

Note: Respondents answering “Of critical importance” or “Very important” to the question, “How important is focusing on individual teams and workgroups as the best places to cultivate culture, fluidity, agility, and diversity to your organization’s success?”
注：对问题 "将个别团队和工作组作为培养文化、流动性、敏捷性和多样性的最佳场所对贵组织的成功有多重要？"回答 "至关重要 "或 "非常重要 "的受访者
Source: 2024 Global Human Capital Trends research.
资料来源：2024 年全球人力资本趋势研究。

SIGNALS YOUR ORGANIZATION SHOULD EMPOWER MICROCULTURES
您的组织应赋予微文化权力的信号

Your executive leaders feel the organization is straying from its corporate culture and are calling for a reset.
您的行政领导认为组织正在偏离其企业文化，并要求重新定位。
Your workers are creating their own norms and work practices as they adapt ways of working for their team, office, or function.
您的员工在为自己的团队、办公室或职能部门调整工作方式的同时，也在创造自己的规范和工作惯例。
You are noticing innovation and agility are lagging and suspect it is because workers feel bogged down by enterprisewide processes and policies.
您注意到创新和敏捷性正在滞后，并怀疑这是因为员工感到企业流程和政策束缚了他们的手脚。
Your current one-size-fits-all organizational culture is making it difficult to attract or retain top talent.
您当前一刀切的组织文化很难吸引或留住顶尖人才。
Your workers and managers are saying that long-held norms related to ways of workingsuch as those related to the start and stop of the workday-are no longer meeting their needs.
你的员工和管理者表示，长期以来与工作方式有关的规范，如与工作日的开始和结束有关的规范，已不再能满足他们的需求。

An increasingly diverse workforce. Attempting to apply a single culture to an increasingly diverse workforce is not likely to meet the needs of today’s workers, who now vary more than ever across geographies, employment types (contingent, gig, full-time, part-time), working arrangements (on site, hybrid, remote), demographics (life stage, education level, identity), and even motivations or thinking and networking styles.
日益多样化的员工队伍。试图将单一的企业文化应用于日益多样化的员工队伍，不太可能满足当今员工的需求，他们在地域、就业类型（临时工、演出、全职、兼职）、工作安排（现场、混合、远程）、人口统计（生活阶段、教育水平、身份），甚至动机、思维和网络风格等方面的差异比以往任何时候都大。

Eighty percent of respondents to an MIT-Sloan Management Review workforce ecosystems survey, for example, say it’s important for external workers to participate in the culture of their organization, yet only

18 %

take an integrated approach to managing internal employees and external contributors.

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But trying to integrate external workers into an organization’s single, monolithic culture can often be challenging, for a variety of reasons both practical and legal, suggesting microcultures might be a better route. Kori Covrigaru, chief executive officer of PlanOmatic, explains, “It’s really hard to get contractors to embrace the culture. Typically, contractors have multiple gigs going on. They are their own brand; they are their own culture. Trying to instill core values and get buy-in from people who may be here one day a week, two days a week, and trying to figure out where that balance is-there is not a one-size-fits-all solution to bring them in.”

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例如，在《麻省理工学院-斯隆管理评论》（MIT-Sloan Management Review）的劳动力生态系统调查中，80%的受访者表示，外部员工参与组织文化非常重要，但只有

18 %

的受访者采取了综合方法来管理内部员工和外部贡献者。

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但是，由于各种实际和法律原因，试图将外部员工融入组织单一的企业文化往往具有挑战性，这表明微文化可能是更好的途径。PlanOmatic 公司首席执行官科里-科夫里格鲁解释说："让承包商接受企业文化真的很难。通常情况下，承包商会有多个工作机会。他们是自己的品牌，是自己的文化。尝试灌输核心价值观，让那些每周可能只在这里工作一天或两天的人接受，并尝试找出平衡点--并没有一个放之四海而皆准的解决方案来吸引他们。

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With globally distributed teams whose workers represent diverse identities, microcultures can allow for deep and meaningful connections across teams or functions. Rather than requiring sameness for all by applying a single set of norms to everyone, microcultures don’t confuse fairness with sameness. By helping to ensure equity rather than equality (or sameness), microcultures can celebrate and capitalize on individual and team differences.
在全球分布的团队中，员工代表着不同的身份，微文化可以让团队或职能部门之间建立深厚而有意义的联系。微文化不会将公平与同一性混为一谈，而是通过对每个人适用一套单一的规范来要求所有人一视同仁。通过帮助确保公平而非平等（或同一性），微文化可以赞美并利用个人和团队的差异。
“Ifyou accept volatility as the norm, a ‘monoculture’ is extremely vulnerable to shocks.”
"如果你接受波动是常态，那么'单一文化'就极易受到冲击"。
-Sanjiv Gajiwala -桑吉夫-加吉瓦拉

Advances in technology. New technologies are giving some leaders more visibility into ways of working across an organization, enabling them to feel some degree of control and thus more comfortable embracing local cultures. For instance, natural language processing can analyze subtle elements of culture, such as the use of different terms and phrases across the organization in collaboration platforms, to highlight potential issues and opportunities for improvement. Generative AI-enabled tools can consolidate and interpret that information at the organization level, leveraging existing data and producing real time insights. For example, a global pharmaceutical company has created a view of real-time employee sentiment based on collaboration platform data that provides a constant pulse on pockets of culture to identify hot spots that may need attention.

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技术进步。新技术让一些领导者对整个组织的工作方式有了更多的了解，使他们能够感受到一定程度的控制，从而更自如地接受当地文化。例如，自然语言处理可以分析文化的微妙元素，如整个组织在协作平台中使用的不同术语和短语，从而突出潜在的问题和改进机会。人工智能生成工具可以在组织层面整合和解释这些信息，利用现有数据并产生实时见解。例如，一家全球制药公司基于协作平台数据创建了一个实时员工情绪视图，该视图可为小范围文化提供持续脉搏，以确定可能需要关注的热点。

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The importance of empowering frontline workers with decision-making. New technology can enable workers who are closest to the customer to rapidly sense and react to changing customer needs. As leaders are increasingly aware of this, they can provide access to data for frontline workers and empowering the edges of the organization with the autonomy to make decisions. For example, factory floor workers at Michelin have digital workflow boards that visualize stock levels of different tire types, enabling the workers to prioritize which type of tire the factory produces based on real-time information. Empowering frontline workers to make decisions based on data has led to increases in yearly production, greater agility, and increased engagement among workers by enabling them to quickly solve problems in the production line based on their expertise.

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赋予一线员工决策权的重要性。新技术可以让最接近客户的员工迅速感知并应对不断变化的客户需求。随着领导者越来越意识到这一点，他们可以为一线工人提供数据访问权限，并赋予组织边缘人员决策自主权。例如，米其林的工厂车间工人拥有数字工作流程板，可直观显示不同类型轮胎的库存水平，使工人能够根据实时信息确定工厂生产哪种类型轮胎的优先次序。赋予一线工人根据数据做出决策的权力，使他们能够根据自己的专业知识快速解决生产线上的问题，从而提高了年产量、灵活性和工人的参与度。

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Rising worker agency. Today’s workers often have more choice and influence over where, when, and how they work than ever before.

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And workers have expressed a clear desire for localized cultures that reflect their team’s ways of working: One in three workers responding to our survey say the unique culture of their immediate workgroup or team is most important to them when it comes to their experience at work.
工人代理权上升。与以往相比，今天的员工往往对工作地点、时间和方式拥有更多的选择权和影响力。

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工人们明确表示，他们希望拥有反映其团队工作方式的本地化文化：在我们的调查中，每三名员工中就有一人表示，他们所在的工作组或团队的独特文化对他们的工作体验最为重要。

The growing importance of human sustainability. Human sustainability is increasingly recognized as a vital component of workforce experience and organizations’ contributions to people and society. In a survey of UK professionals,

80 %

of respondents said that fostering a supportive workplace culture should be part
人的可持续性日益重要。人们越来越认识到，人类的可持续发展是劳动力体验以及组织对人类和社会贡献的重要组成部分。在一项针对英国专业人士的调查中，

80 %

的受访者表示，培养一种支持性的工作场所文化应成为以下方面的一部分
of an organization’s purpose.

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While organizational leaders can establish the broad guiding principles of a supportive culture, it’s mainly managers who bring that support to life in the microcultures they foster-sensing worker needs and priorities and supporting their career development.
组织的宗旨。

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虽然组织领导者可以为支持型文化制定广泛的指导原则，但主要是管理者在其培养的微观文化中将支持型文化付诸实践--感知员工的需求和优先事项，并支持他们的职业发展。

Merger and acquisition activity. Many leaders recognize that a newly acquired company or merger may have its own unique culture. While there are some things that may need to be standardized, many leaders are mindful that squashing the unique culture of the newly acquired organization could be detrimental to business outcomes. This presents an opportunity for organizations that are highly acquisitive to embrace microcultures. For example, Cristina A. Wilbur, chief people officer at biotech and medical solutions company Roche, explains, “When we acquire companies, we are very mindful of the things that are most critical to connect into the Roche organization without crushing a culture. If you acquire a company and then you sweep it completely through, you lose the whole sense of why the company was acquired in the first place. Culture is a big part of that.”

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并购活动。许多领导者认识到，新收购或兼并的公司可能有自己独特的文化。虽然有些事情可能需要标准化，但许多领导者都意识到，压制新收购企业的独特文化可能会损害业务成果。这就为高度收购型组织提供了一个拥抱微文化的机会。例如，生物技术和医疗解决方案公司罗氏（Roche）的首席人事官克里斯蒂娜-威尔伯（Cristina A. Wilbur）解释说："当我们收购一家公司时，我们会非常注意哪些东西是最关键的，既要与罗氏的组织相衔接，又不能破坏其文化。如果你收购了一家公司，然后又将其一扫而空，那么你就会失去当初为什么要收购这家公司的全部意义。文化是其中重要的一部分。

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Benefits and barriers to fostering workplace microcultures
培养工作场所微文化的益处和障碍

Fostering microcultures does not mean discarding the idea of an organization-wide culture. Instead, the organization-wide elements should shift to become broad values and a shared vision and purpose, articulated by senior leaders who then empower local teams to create the unique ways of working they need to be successful. The result can be an organization with a very clear identity—some might call it a set of “north stars”-that also has developed flexible ways of working that are uniquely suited to the needs and interests of local teams and groups.
培养微文化并不意味着抛弃全组织文化的理念。相反，全组织范围的要素应转变为广泛的价值观以及共同的愿景和宗旨，由高层领导加以阐述，然后授权地方团队创造他们取得成功所需的独特工作方式。这样做的结果可能是，组织具有非常明确的特征--有些人可能称之为一套 "北斗星"--同时也发展出灵活的工作方式，以独特的方式满足地方团队和团体的需求和利益。

Consider Dutch health and nutrition company Royal DSM’s “flotilla-style” culture, in which strategy and overall direction comes from the center but is activated by agile teams with their own microcultures that are empowered to drive desired outcomes. The company provides the “flotilla” with guidance to sail in the right direction, but it does not prescribe the norms and behaviors aboard each independently “piloted boat.”

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荷兰皇家帝斯曼健康与营养公司的 "船队式 "文化中，战略和总体方向来自中心，但由拥有各自微文化的灵活团队激活，这些团队有权推动预期成果。公司为 "船队 "提供指引，使其朝着正确的方向航行，但并不规定每艘独立 "驾驶的船 "上的规范和行为。

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However, fostering microcultures can involve an element of risk. For example, if an individual microculture is misaligned with the organization’s core values, it can become a breeding ground for “us versus them” thinking and affect contribution to overall organizational goals. Other potential risks include perceptions of unfairness as ways of working vary, reduced collaboration if the interfaces between microcultures are not clear or functional, and change fatigue for workers as they move through different parts of an organization and struggle to adapt to different norms and ways of working. To help stave off these dynamics, organizations should prioritize intentional communication and coordination with clear interaction points, enabling collaboration across functions and geographies.
不过，培养微文化也有风险。例如，如果个别微文化与组织的核心价值观不一致，就会成为 "我们与他们 "思维的温床，影响对组织总体目标的贡献。其他潜在风险包括：由于工作方式不同而产生的不公平感；如果微文化之间的接口不清晰或功能性不强，则会减少合作；员工在组织的不同部门流动，努力适应不同的规范和工作方式，会产生变化疲劳。为避免出现这些动态变化，组织应优先考虑有意识的沟通和协调，明确互动点，实现跨职能和跨地域的协作。

MAKING MICROCULTURES WORK
让微文化发挥作用

There are many factors that can influence how organizations, leaders, teams, and individual workers embrace microcultures. The number and type of microcultures will vary by organization based, for example, on some or all of the following characteristics:
影响组织、领导者、团队和员工个人如何接受微文化的因素有很多。微文化的数量和类型因组织而异，例如，基于以下部分或全部特征：

Decision-making speed and style (e.g., consensus-based, distributed)
决策速度和风格（如基于共识的决策、分布式决策）
Diversity of workforce (e.g., variety of workforce types, identities)
劳动力的多样性（如劳动力类型、身份的多样性）
Geographic diversity 地理多样性
Governance approach (e.g., command-and-control, decentralized)
治理方式（如指挥控制式、分散式）
M&A activity 并购活动
Regulatory oversight 监管监督
Risk tolerance 风险承受能力
Size and organizational maturity
规模和组织成熟度
Workplace model (remote, hybrid, on-site)
工作场所模式（远程、混合、现场）

When organizational leaders embrace microcultures, a host of positive results are possible:
当组织领导者接受微文化时，可能会产生一系列积极的结果：

Attract and retain in-demand talent. Creating and communicating about various internal microcultures that may vary from an organization’s perceived or primary corporate culture has the potential to attract different types of workers to fit in-demand skill needs. For example, a health care organization on a digital transformation journey may be looking for advanced technology skills. Microcultures could allow this organization to have tech teams or functions that feel and operate more like startups to meet the expectations and preferences of a software developer.
吸引和留住紧缺人才。创建并宣传各种内部微文化，这些微文化可能不同于组织所认为的或主要的企业文化，有可能吸引不同类型的员工，以满足紧缺技能需求。例如，一家正在进行数字化转型的医疗机构可能需要先进的技术技能。微文化可以使该组织的技术团队或职能部门在感觉和运作上更像初创企业，从而满足软件开发人员的期望和偏好。

Drive better business outcomes. Organizations that are rated as great places to work outperform the market, with culture being a key driver of that experience.

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With microcultures, leaders can adapt ways of working for their team, which can improve workers’ ability to drive business outcomes. Additionally, workers who identify with and care about the culture perform at higher levels than other workers by as much as

37 %

and are

36 %

more likely to stay with the organization.

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推动更好的业务成果。那些被评为最佳工作场所的组织在市场上表现优异，而文化是这种体验的关键驱动因素。

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有了微文化，领导者就可以调整团队的工作方式，从而提高员工推动业务成果的能力。此外，认同并关注企业文化的员工的绩效水平比其他员工高出

37 %

之多，并且

36 %

更有可能留在企业工作。

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Increase ability to anticipate and respond to future demands and changes. Empowering microcultures to thrive can enhance organizations’ ability to respond to customer, market, worker, and stakeholder needs, enabling greater agility. When teams are granted autonomy to define microcultures centered around broad organizational principles, they remain aligned to the what but have freedom and flexibility on the how.

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NASA, for example, allows microcultures to thrive to enable greater flexibility. “NASA has multiple microcultures that are the result of [a] decentralized workforce that is dispersed across many NASA Space and Research Centers,” says Nicholas Skytland, NASA chief technologist. “This allows NASA to remain flexible and distribute its work effectively.”

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提高预测和应对未来需求与变化的能力。让微文化茁壮成长，可以增强组织响应客户、市场、员工和利益相关者需求的能力，从而提高灵活性。当团队被赋予以广泛的组织原则为中心定义微文化的自主权时，他们在 "做什么 "的问题上保持一致，在 "怎么做 "的问题上拥有自由和灵活性。

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例如，美国国家航空航天局（NASA）允许微文化蓬勃发展，以实现更大的灵活性。"美国国家航空航天局首席技术专家 Nicholas Skytland 说："美国国家航空航天局拥有多种微文化，这些微文化是分散在美国国家航空航天局多个空间和研究中心的分散劳动力的结果。美国国家航空航天局首席技术专家 Nicholas Skytland 说："这使得美国国家航空航天局能够保持灵活性，并有效地分配工作"。

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Make strides toward human sustainability. By embracing more fluidity across team cultures, managers can have greater ability to support their team’s well-being goals-

70 %

of managers report that internal barriers like corporate culture make it difficult to support their team members.

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When ways of working are customized to the unique needs of the people on those teams, organizations are more likely to meet workers’ needs to support well-being and purpose.
向人类可持续发展迈进。

70 %

管理人员表示，企业文化等内部障碍使他们难以为团队成员提供支持。

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当工作方式根据团队成员的独特需求进行定制时，组织就更有可能满足员工的需求，支持他们实现幸福和目标。

How to foster successful microcultures
如何培养成功的微文化

Creating the conditions in which microcultures can flourish requires coordination among organizational leadership, team leaders, and HR. To facilitate microcultures, organizations should consider the following steps.
要为微文化的蓬勃发展创造条件，就需要组织领导层、团队领导和人力资源部门之间进行协调。为促进微文化的发展，组织应考虑以下步骤。

Define a microculture by focusing on the work. To define where and how you want to create a microculture, start with the work itself, as the work will often drive the development of a microculture. Working backward from the outcomes the organization seeks to achieve, the work can be broken down into its component parts to understand what needs to get done and then where and how.
关注工作，定义微文化。要确定在哪里以及如何创建微文化，首先要从工作本身入手，因为工作往往会推动微文化的发展。从组织想要实现的结果倒推，可以将工作分解为各个组成部分，以了解需要完成哪些工作，然后在哪里以及如何完成。

For some companies, starting with the work enables them to create workplace microcultures that cut across traditional functional siloes. For example, one microculture may exist for those who work primarily on-site for roles like IT infrastructure specialist, because while the work is done independently, specialized equipment is required. In contrast, roles like customer engagement manager or HR business partner may have a microculture with more remote and flexible time arrangements because their work is collaborative but not locationor time-specific.
对于一些公司来说，从工作入手可以创建跨越传统职能界限的工作场所微文化。例如，对于那些主要在现场工作的 IT 基础设施专家等职位，可能存在一种微文化，因为虽然工作是独立完成的，但需要专业设备。与此相反，客户参与经理或人力资源业务合作伙伴等职位可能会有一种微文化，这种微文化具有更多的远程和灵活的时间安排，因为他们的工作是协作性的，而不是特定地点或特定时间的。

Integrate microcultures into the talent life cycle. Talent processes like hiring, performance management, development, and deployment should be flexible to adapt to the unique culture of a team, function, or location. When it comes to talent acquisition, organizations can tailor recruitment communications to capture the distinctive cultural elements of the hiring team. In the same way that organizations have sophisticated methods for targeting customer segments, they can similarly target workforce segments internally or externally with tailored messaging and practices specific to a given microculture.
将微文化融入人才生命周期。招聘、绩效管理、发展和部署等人才流程应具有灵活性，以适应团队、职能或地点的独特文化。在人才招聘方面，企业可以根据招聘团队的独特文化元素来调整招聘沟通。与企业拥有针对客户群的先进方法一样，企业也可以针对特定的微观文化，通过量身定制的信息和实践，在内部或外部针对员工群体进行宣传。

This can even be done on a team-level basis, where workers are hired or deployed to teams based on which microculture suits them best. For example, manufacturing company ACS has increased its hiring effectiveness by adding a behavioral assessment to its talent acquisition process,
这甚至可以在团队层面上实现，即根据最适合员工的微观文化聘用员工或将其部署到团队中。例如，制造公司 ACS 通过在人才招聘流程中加入行为评估，提高了招聘效率、
which has led to the placement of higher-quality candidates into teams that fit their behavioral profile and team culture, resulting in more productive teams and significant time saved.

^{31}

这使得更高质量的候选人被安排到符合其行为特征和团队文化的团队中，从而提高了团队的工作效率，节省了大量时间。

^{31}

When it comes to reinforcing microculture behaviors, rewards can be a powerful lever. Leaders should ensure that performance management processes and rewards reinforce behaviors that are consistent with-or at least not in conflict with-teams’ unique ways of working. One organization that is embedding microcultures into performance management processes is Google Cloud. Because Google Cloud is a business-tobusiness company, unlike the rest of Google, which works directly with consumers, the Google Cloud People team recognized the need to have a unique microculture that reinforced customer empathy. The tenets of customer empathy are embedded in the Teamwork attribute of Google’s performance review process, so while all Googlers are expected to exemplify teamwork, Cloud Googlers’ Teamwork assessment is tied to the customer empathy culture tenets.

^{32}

在强化微观文化行为方面，奖励是一个强有力的杠杆。领导者应确保绩效管理流程和奖励能够强化符合团队独特工作方式的行为，或者至少不与团队独特工作方式相冲突。谷歌云公司（Google Cloud）就是一家将微文化嵌入绩效管理流程的企业。由于谷歌云是一家企业对企业的公司，不像谷歌其他部门那样直接与消费者打交道，谷歌云的员工团队认识到需要建立一种独特的微文化，以加强客户同理心。因此，尽管所有 Googler 都应体现团队合作精神，但云 Googler 的团队合作评估却与客户同理心文化宗旨息息相关。

^{32}

Tap managers, leaders, and boundary spanners to be “modular” across microcultures. While microcultures move some of the perceived locus of control away from an organization’s leadership, leaders have an important role to play in establishing and articulating guiding principles that apply to the whole organization and enabling managers to make connections across teams. Managers and team leaders can serve as the connection points between teams that can align potentially disparate cultures to accomplish common goals.
挖掘管理者、领导者和边界跨越者在微文化中的 "模块化 "能力。虽然微文化使组织领导层失去了一些控制权，但领导者在建立和阐明适用于整个组织的指导原则以及使管理者能够在团队之间建立联系方面发挥着重要作用。管理者和团队领导可以作为团队之间的连接点，将潜在的不同文化协调起来，以实现共同的目标。

The growth organization at one leading consumer products company, for instance, includes innovation, research and development, and marketing functions, which are united broadly by curiosity, but each has a distinct microculture due to unique differences in the nature of the work. The research and development function is highly technical, so its microculture is focused more on education and discovery processes, with a medium- to long-term view of work products. By contrast, the social media marketing team prioritizes speed
例如，一家领先消费品公司的成长型组织包括创新、研发和营销职能部门，这些职能部门大体上因好奇心而团结在一起，但由于工作性质的独特差异，每个部门都有独特的微观文化。研发职能部门的技术性很强，因此其微文化更注重教育和探索过程，对工作产品持中长期观点。相比之下，社交媒体营销团队则优先考虑速度
and creativity to produce viral content aligned with social media trends.

^{33}

Despite the different microcultures across these three groups, leaders of these teams are able to work across them due to the overarching value of curiosity, which fosters more collaboration and engagement.
和创造力来制作符合社交媒体趋势的病毒式内容。

^{33}

尽管这三个团队有着不同的微观文化，但这些团队的领导者们却能够跨团队工作，这是因为好奇心的总体价值能够促进更多的合作和参与。

Organizational network analysis can also help identify the “modular” collaboration points across microcultures. This analysis can identify not only people that overlap between multiple microcultures to be ambassadors for each but also when two microcultures are not collaborating at optimal levels.

^{34}

组织网络分析还有助于确定微文化之间的 "模块化 "合作点。这种分析不仅可以识别出在多个微文化之间重叠的人，使其成为每个微文化的大使，还可以识别出两个微文化之间的合作是否达到最佳水平。

^{34}

General Motors tapped into organizational network analysis to drive innovation and change through agile teams, which were formed based on network roles that could be leveraged in different ways to drive new ways of working.

^{35}

For example, when General Motors acquired a technology company, it intentionally did not fully absorb the team in order to protect its microculture led by the founder. Rather, General Motors tapped into “boundary spanners” to connect the entrepreneurial team with the operations side of the business for access to resources like engineering or testing. Preserving this microculture helped General Motors become the first in self-driving test vehicle assembly in a mass-production facility.

^{36}

通用汽车公司利用组织网络分析，通过敏捷团队来推动创新和变革，这些团队是根据网络角色组建的，可以通过不同的方式来推动新的工作方式。

^{35}

例如，当通用汽车收购一家技术公司时，为了保护由创始人领导的微观文化，通用汽车有意不完全吸收该团队。相反，通用汽车利用 "边界扳手 "将创业团队与业务运营部门联系起来，以获取工程或测试等资源。保护这种微观文化有助于通用汽车公司成为第一个在大规模生产设施中进行自动驾驶测试车辆组装的公司。

^{36}

Provide the tools and data needed to enable ongoing sensing. Consider investing at the organizational level in survey-based tools, AI, and other data collection and analysis mechanisms that allow organizations to understand microcultures in real-time. While sensing of microcultures can be used to course-correct teams or groups that have gone rogue, it can also be used to shine a spotlight on best practices or
提供持续感知所需的工具和数据。考虑在组织层面投资基于调查的工具、人工智能以及其他数据收集和分析机制，使组织能够实时了解微文化。对微文化的感知可用于纠正不守规矩的团队或小组，也可用于突出最佳实践或
learnings across groups. This approach can provide insight into work groups’ functioning and allow leaders to relinquish tight control of microcultures. $^{37}$
跨小组学习。这种方法可以让领导者深入了解工作小组的运作情况，并放弃对微观文化的严格控制。 $^{37}$

For example, Dutch software company KeenCorp scans internal emails and chats (aggregated and anonymized, never at the individual level) to gauge culture, engagement, and flag potential problems.

^{38}

For instance, if there are microaggressions in a particular microculture, the analysis may find normal patterns of engagement for one population but a dip in another.
例如，荷兰软件公司 KeenCorp 通过扫描内部电子邮件和聊天记录（汇总和匿名，从不针对个人）来衡量企业文化和参与度，并标记潜在的问题。

^{38}

例如，如果在特定的微观文化中存在微歧视，那么分析结果可能会发现某一人群的参与模式是正常的，但在另一人群中却出现了下滑。

Looking to the future of microcultures
展望微文化的未来

Organizational leaders may worry that acknowledging and enabling microcultures will cause the organization to lose its identity or focus as microcultures proliferate. However, thoughtful use of new data and technology to understand various microcultures, coupled with empowering managers to “own” their respective cultures with a boundaryless HR approach to people expertise can help strike the right balance between control and empowerment.
组织领导者可能会担心，承认并支持微文化会使组织在微文化激增的过程中失去其特性或重点。然而，深思熟虑地利用新数据和新技术来了解各种微文化，同时授权管理人员 "拥有 "他们各自的文化，采用无边界的人力资源方法来培养人才，有助于在控制和授权之间取得适当的平衡。

Failing to embrace microcultures-whether by passively ignoring the microcultures that already exist or actively discouraging their existence-is likely to create misalignment between workers and leadership that hinders the achievement of business and human outcomes. Instead, organizational leaders, managers, and workers should cocreate a set of flourishing microcultures that are aligned with the organization’s guiding principles. The likely results: better collaboration, stronger business and human outcomes, and increased agility—all key contributors to an organization’s long-term success.
不接受微文化--无论是被动地忽视已经存在的微文化，还是主动地阻止它们的存在--都可能造成员工与领导层之间的不协调，从而阻碍业务和人力成果的实现。相反，组织领导者、管理者和员工应共同创建一套与组织指导原则相一致的蓬勃发展的微文化。其结果可能是：更好的合作、更强的业务和人力成果以及更高的灵活性--所有这些都是组织取得长期成功的关键因素。

RESEARCH METHODOLOGY 研究方法

1,000 global executives and board leaders in orderto 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 1,000 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企业的高管进行了十几次访谈。这些见解有助于形成本报告的趋势。

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Acknowledgments 致谢

The authors would like to thank Tracey Arnish (Google), Monica Morrella (Google), Heather Riemer (Google), Robin Leopold (JPMorgan Chase), and Sanjiv Gajiwala for their contributions to this chapter.
作者感谢 Tracey Arnish（谷歌）、Monica Morrella（谷歌）、Heather Riemer（谷歌）、Robin Leopold（摩根大通）和 Sanjiv Gajiwala 对本章的贡献。

Thank you to Tom Alstein, Burt Rea, Cindy Skirvin, Katherine Peterson, Carissa Kilgour, and Steve Hatfield for sharing their expertise and insights to support this chapter.
感谢 Tom Alstein、Burt Rea、Cindy Skirvin、Katherine Peterson、Carissa Kilgour 和 Steve Hatfield 分享他们的专业知识和见解，为本章提供支持。

Special thanks to Brittany Bjornberg, Catherine Gergen, and Sarah Hechtman for their leadership in the development of this content and to Femi Olaniyi for his contributions.
特别感谢 Brittany Bjornberg、Catherine Gergen 和 Sarah Hechtman 在本内容开发过程中的领导，以及 Femi Olaniyi 的贡献。

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

The future of work requires human resources to evolve, shifting from a siloed function to a boundaryless discipline integrated with the people, businesses, and community it serves.
未来的工作要求人力资源不断发展，从孤立的职能转变为与所服务的人员、企业和社区融为一体的无边界学科。

Kraig Eaton, Sue Cantrell, Kim Eberbach, and Julie Duda
克雷格-伊顿、苏-坎特雷尔、金-埃伯巴赫和朱莉-杜达

T
o meet the new demands of a boundaryless world, human resources itself should become boundaryless, shifting from a specialized function that owns most workforce responsibility to a boundaryless discipline, cocreated and integrated with the people, business, and community it serves. One where people expertise isn’t solely owned by HR, but where the people discipline in an organization becomes a responsibility and capability of all, woven throughout the fabric of the business to create multidisciplinary solutions to increasingly complex problems.
为了满足无边界世界的新要求，人力资源本身也应变得无边界，从一个承担大部分劳动力责任的专门职能转变为一门无边界的学科，与它所服务的人员、企业和社区共同创造和融合。在这样的世界里，人力资源部门不再是唯一拥有人才专业知识的部门，组织中的人才学科成为所有人的责任和能力，贯穿于业务结构之中，为日益复杂的问题提供多学科解决方案。

Harnessing the potential of people has become as important as, or more important than, leveraging physical assets to achieve outcomes.

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And as dramatic changes in business, technology, and the world often demand unprecedented agility, responsibility, and the creation of human outcomes, no single function can tackle these on its own: People expertise (within or beyond HR), alongside expertise in other disciplines, will be critical.
发挥人的潜力与利用有形资产取得成果同样重要，甚至更为重要。

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由于业务、技术和世界的巨大变化往往要求前所未有的灵活性、责任感和创造人力成果，因此没有任何一个职能部门能够单独应对这些变化：人力方面的专业知识（人力资源部内部或外部）以及其他学科的专业知识将至关重要。

Consider how the explosion of human and machine interaction demands close collaboration between HR and information technology. Chris Nardecchia, chief information officer for Rockwell Automation, for example, works closely with the chief human resources officer "because there is an inherent link between leadership,
考虑一下人机交互的爆炸式增长是如何要求人力资源与信息技术密切合作的。例如，罗克韦尔自动化公司的首席信息官 Chris Nardecchia 与首席人力资源官密切合作，"因为领导力之间存在内在联系、

Abstract 摘要

WHAT IS “PEOPLE EXPERTISE?” People expertise is the knowledge and understanding of how to develop, motivate, and deploy workers to achieve business outcomes (for example, productivity) and human outcomes (for example, professional growth) throughout the talent life cycle. At an individual contributor level, people expertise is an understanding of how to amplify your own and your fellow team members’ performance through providing feedback, seeking and supporting development opportunities, reinforcing culture, engaging in positive teaming, and other actions.
什么是 "人才专业技能"？人才专业技能是指在人才的整个生命周期中，对如何培养、激励和部署员工以实现业务成果（如生产率）和人的成果（如职业成长）的知识和理解。在个人贡献者层面，人员专业技能是指了解如何通过提供反馈、寻求和支持发展机会、加强企业文化、参与积极的团队合作以及其他行动来提高自己和团队成员的绩效。

culture, skills, and behaviors in achieving digital transformation outcomes." This collaboration has helped the organization achieve business process improvements, resulting in a

75 %

reduction in total order cycle time.

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Digital transformation-in particular, the impact of generative artificial intelligence-also creates a premium on people capabilities and skills for all; indeed, talent management is one of the top 10 skills that is increasing in importance for all workers, according to the World Economic Forum.

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实现数字化转型成果的文化、技能和行为"。这种合作帮助该组织实现了业务流程的改进，从而

75 %

缩短了总订单周期时间。

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数字化转型，尤其是生成式人工智能的影响，也为所有人的人员能力和技能创造了溢价；事实上，根据世界经济论坛（World Economic Forum）的数据，人才管理是对所有员工来说日益重要的十大技能之一。

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Or consider how as work becomes more dynamic, people expertise is needed at the edges of the organization, close to the point of need-rather than many steps removed in a function. Likewise, the responsible use of workforce
或者考虑一下，随着工作变得越来越多变，组织的边缘、需求点附近，而不是职能部门的许多步骤之外，是如何需要专业人才的。同样，负责任地使用劳动力

Figure 1 图 1

The knowing vs. doing gap: Respondents know that shifting HR to a cross-functional discipline is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道将人力资源转变为一门跨职能学科很重要，但很少有受访者采取足够行动来取得有意义的进展

Percentage of respondents answering the questions, “How important is the shift of HR from an operations function to a crossfunctional discipline of orchestrating work to your organization’s success?” and “Where is your organization in its journey to address this issue?”
回答 "人力资源从业务职能转变为协调工作的跨职能学科对贵组织的成功有多重要？"和 "贵组织在解决这一问题的过程中处于什么阶段？"问题的受访者百分比

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。
data and AI requires HR to partner with information technology, risk, and ethics. The pursuit of responsible business practices, including environmental, social, and governance concerns-in particular, the increasing importance of human sustainability-means HR is collaborating closely with other functions and groups like corporate social responsibility; diversity, equity, and inclusion; finance; operations; marketing; and public affairs.
数据和人工智能要求人力资源部门与信息技术、风险和道德规范合作。追求负责任的业务实践，包括环境、社会和治理问题，特别是人类的可持续发展日益重要，意味着人力资源部门要与其他职能部门和团体密切合作，如企业社会责任、多元化、公平和包容、财务、运营、营销和公共事务等。

A new mindset for HR
人力资源新思维

These are just a few examples of boundaryless HR in action. But what exactly is boundaryless HR? Boundaryless HR is first and foremost a mindset shiftsupported by the adoption of a different set of practices, skill sets, metrics, technologies, and even in some cases, structural changes. Boundaryless HR embeds the people discipline into the fabric of a business by breaking down the following boundaries:
这些只是无边界人力资源的几个实例。但究竟什么是无边界人力资源？无边界人力资源首先是一种思维方式的转变，辅之以采用一套不同的实践、技能组合、衡量标准、技术，甚至在某些情况下是结构性变革。无边界人力资源通过打破以下边界，将人的纪律嵌入到企业的结构中：

Boundaries between HR and other disciplines. As people expertise is integrated across functional areas to jointly solve business problems, all functional areas (including HR) should work toward-and measure themselves against-common business and human outcomes. With the breakdown of these boundaries, not only do functional disciplines start to merge, but the traditional people discipline itself starts to merge with other related disciplines like decision science, behavioral economics, and academic disciplines such as psychology, sociology, and anthropology.
人力资源与其他学科之间的界限。随着各职能领域的人员专业知识被整合起来，共同解决业务问题，所有职能领域（包括人力资源部门）都应努力实现共同的业务和人力成果，并以此来衡量自己。随着这些界限的打破，不仅职能学科开始融合，传统的人事学科本身也开始与其他相关学科融合，如决策科学、行为经济学以及心理学、社会学和人类学等学术学科。
Boundaries between HR, workers, leaders, and managers. All people in an organization-from the board to the C -suite to every individual contrib-utor-need people expertise and to be mutually accountable for human performance. HR democratizes people management, serving as a platform aided by automation and AI that provides leaders, managers, and workers with the tools, information, and real-time data they need to perform more of the HR-related work themselves. Rather than owning the discipline of people, HR cocreates that discipline and cultivates it across all roles in the organization, transforming workers from consumers of HR practices into coproducers.
人力资源、员工、领导者和管理者之间的界限。组织中的所有人--从董事会到首席执行官，再到每一位个人贡献者--都需要人力方面的专业知识，并对人力绩效共同负责。人力资源部门实现了人员管理的民主化，作为一个由自动化和人工智能辅助的平台，为领导者、管理者和员工提供他们所需的工具、信息和实时数据，让他们能够自己完成更多与人力资源相关的工作。人力资源部门并不拥有人事管理，而是共同创造这种管理，并在组织的所有角色中培养这种管理，将员工从人力资源实践的消费者转变为共同生产者。
Boundaries that equate the notion of “jobs” to work and “employees” to workers. HR, together with other disciplines, fluidly orchestrates the skills of all resources who perform work-employees, partners, extended workers, and smart machines. People are increasingly becoming less tethered to work bound in “jobs;” rather, their skills can be flexibly deployed based on evolving work needs.
工作 "等同于 "工作"，"员工 "等同于 "工人"。人力资源部门与其他学科一起，对所有从事工作的资源--员工、合作伙伴、扩展工人和智能机器--的技能进行流畅的协调。人们越来越少被 "工作 "所束缚；相反，他们的技能可以根据不断变化的工作需求灵活调配。
Boundaries between HR and external organizations, customers, and other outside parties. HR thinks beyond the traditional internal “customer” of leaders, managers, and employees, and now also focuses on end customers, investors, and society. HR orchestrates a wide range of relationships beyond the organization, including those with educational institutions, governments, partners, and communities.
人力资源部门与外部组织、客户和其他外部方之间的界限。人力资源部门的思维超越了领导、经理和员工等传统的内部 "客户"，现在还关注最终客户、投资者和社会。人力资源部门负责协调组织之外的各种关系，包括与教育机构、政府、合作伙伴和社区的关系。

HR has already worked to dissolve boundaries within the HR function, adopting more agile, employee-centric operating models.

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Now, HR is poised for the next evolution: shifting its mindset to reconsider the very boundaries of the HR function itself (figure 2). When HR becomes boundaryless, HR professionals can act more like orchestrators, coaches, and cocreators, rather than traditional employment managers.
人力资源部门已经致力于消除人力资源职能部门内部的界限，采用更加灵活、以员工为中心的运营模式。

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现在，人力资源部门已经准备好进行下一次进化：转变思路，重新考虑人力资源职能本身的界限（图 2）。当人力资源变得无边界时，人力资源专业人员就能更像协调者、教练和共同创造者，而不是传统的雇佣管理者。

It’s worth noting that boundaryless HR is not an HR operating model problem or a neat remapping of who owns what. It’s less a matter of where people are in the boxes and lines of an organization’s structure, and more how the organization taps into the most skillful people, no matter where they reside, inside or outside the organization, to address people-related challenges and issues.
值得注意的是，无边界人力资源不是人力资源运营模式的问题，也不是谁拥有什么的问题。这与其说是人员在组织结构的方框和线条中的位置问题，不如说是组织如何利用最有技能的人员（无论他们在组织内部还是外部）来应对与人员相关的挑战和问题。

As leaders recognize the critical importance of people expertise, it becomes less of a question as to where this expertise is housed, or where, when, and how it is delivered through an HR operating model, and more of a question of how to operationalize people expertise throughout the organization at the point of need. “HR is an ability and a discipline that everybody has to have,” explains Gabriel Sander, head of human resources at Cuervo. “As HR, we have to stop thinking that our managers being better is a detriment to our function. Every person who works with other people has to be good at HR.”

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随着领导者认识到人员专业知识的极端重要性，问题就不再是这些专业知识放在哪里，或者在哪里、什么时候以及如何通过人力资源运营模式提供这些专业知识，而更多的是如何在需要的时候在整个组织内操作人员专业知识。"Cuervo 公司人力资源主管 Gabriel Sander 解释说："人力资源是每个人都必须具备的一种能力和一门学科。Cuervo 公司人力资源主管 Gabriel Sander 解释说："作为人力资源部门，我们不能再认为我们的经理做得更好会损害我们的职能。每个与他人打交道的人都必须精通人力资源"。

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“HR is an ability and a discipline that everybody has to have. As HR, we have to stop thinking that our managers being better is a detriment to our function. Every person who works with other people has to be good at HR.” - Gabriel Sander, Cuervo
"人力资源是每个人都必须具备的能力和修养。作为人力资源部门，我们不能再认为我们的管理者做得更好会损害我们的职能。每个与他人打交道的人都必须精通人力资源"。- Gabriel Sander，Cuervo

Figure 2 图 2

HR's role evolves with organizational needs
人力资源部门的角色随组织需求而变化

Personnel and HR management
人事和人力资源管理
HR generalists aim to manage employment, with a focus on process, execution, compliance, and control.
人力资源通才的目标是管理就业，重点是流程、执行、合规和控制。

Strategic business partner HR
人力资源战略业务合作伙伴
Seen as a cost center, HR business partners and centers of excellence seek to align HR with business strategy. Scope includes learning and development, organizational design, culture, performance management, and total rewards.
人力资源业务合作伙伴和卓越中心被视为成本中心，力求使人力资源与业务战略保持一致。其范围包括学习与发展、组织设计、文化、绩效管理和全面奖励。

Agile HR 敏捷人力资源

HR and talent management groups are integrated in end-to-end teams. Assisted by artificial intelligence and other technologies, HR aims to deliver continuously adaptive HR services based on emerging worker and business needs. Scope includes employee value proposition and experience.
人力资源和人才管理团队整合为端到端团队。在人工智能和其他技术的辅助下，人力资源部门旨在根据新出现的员工和业务需求，提供持续适应性人力资源服务。范围包括员工价值主张和体验。

Boundaryless HR - 无边界人力资源
A discipline integrated with the business, workers, and stakeholders it serves, HR orchestrates work and blended resources, including humans and machines, to drive business transformation, strategic outcomes, and human sustainability.
人力资源是一门与其服务的企业、员工和利益相关者相结合的学科，它协调工作和混合资源，包括人和机器，以推动业务转型、战略成果和人类的可持续发展。

Source: Deloitte analysis.
资料来源：德勤分析：资料来源：德勤分析。

This shift builds on our 2020 Global Human Capital trend, Memo to HR,

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which called for HR to expand accountability, extending its scope of influence beyond the function to the enterprise and business ecosystem as a whole, and broadening its focus from employees
这一转变基于我们的 2020 年全球人力资本趋势《给人力资源部门的备忘录》，

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该备忘录呼吁人力资源部门扩大责任范围，将其影响范围从职能部门扩展到整个企业和业务生态系统，并将其关注点从员工扩展至
to the organization-and ultimately, to the work and workforce itself. Boundaryless HR is how we get there.
并最终影响到工作和劳动力本身。无边界人力资源就是我们实现这一目标的途径。

The end result is an ecosystem of HR professionals, business leaders, and workers who are equipped with the people expertise to unlock human performance.
最终，人力资源专业人员、企业领导者和员工将组成一个生态系统，他们将掌握人性化的专业知识，从而释放人的潜能。

What boundaryless HR helps unlock for organizations
无边界人力资源能为企业带来什么

The COVID-19 pandemic put a spotlight on the value realized when HR has broad involvement across the organization. During the pandemic, HR often:
COVID-19 大流行凸显了人力资源部门在整个组织中广泛参与所实现的价值。在大流行病期间，人力资源部门经常

Worked closely with IT to manage the technological implications of remote work, with finance to work through tax and payroll implications of remote work, and with real estate and operations to keep workers safe;
与信息技术部门密切合作，管理远程工作对技术的影响；与财务部门密切合作，解决远程工作对税收和工资的影响；与房地产部门和运营部门密切合作，确保员工的安全；
Adopted capabilities outside its typical scope, such as the health expertise needed for effective contact tracing; and
采用其典型范围之外的能力，如有效追踪联系人所需的卫生专业知识；以及
Established new partnerships entirely outside the organization, collaborating with medical providers, departments of health, and even other organizations to borrow or loan workers. Cross-company talent exchanges that emerged during the pandemic enabled organizations to temporarily move workers in industries without work due to the crisis (for example, airlines and hospitality) to those organizations that had an excess of work (for example, health and logistics).?
完全在组织外部建立新的伙伴关系，与医疗服务提供者、卫生部门甚至其他组织合作，借用或出借工人。大流行病期间出现的跨公司人才交流，使各组织能够将因危机而没有工作的行业（如航空公司和酒店业）的员工临时转移到工作过剩的组织（如卫生和物流业）。

By working outside of its traditional functional boundary, HR successfully kept people safe while sustaining business operations, created new ways of working with digital technologies, and helped advance human sustainability by keeping workers employed. And leaders recognized the impact: The percentage of executives who are very confident in HR’s ability to navigate future changes doubled from 2019 to

2020 .^{8}

人力资源部门的工作超越了其传统的职能边界，成功地在维持业务运营的同时保证了人员安全，创造了利用数字技术开展工作的新方法，并通过保持工人的就业率促进了人类的可持续发展。领导者也认识到了这种影响：对人力资源部门驾驭未来变化的能力非常有信心的高管比例从2019年的

2020 .^{8}

翻了一番。

Now, there is risk of a snapback, perhaps because HR earned a temporary spotlight and entry into work-related decisions, but business leaders didn’t fully recognize the ongoing value of people expertise; or because the prepandemic status quo offers a simpler path.

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Although the pandemic may have been an accelerator, the need for greater HR impact was growing well before the pandemic. Simply going back to previous ways of working overlooks the need to operationalize collaborative work across the organization and the ecosystem in which it operates.
现在，也许是因为人力资源部门赢得了暂时的关注，并进入了与工作相关的决策领域，但企业领导者并没有充分认识到人员专业知识的持续价值；或者是因为大流行前的现状提供了一条更简单的道路，所以存在着回潮的风险。

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尽管大流行病可能是一个加速器，但在大流行病发生之前，对人力资源产生更大影响的需求就已经在不断增长。如果只是简单地回到以前的工作方式，就会忽视在整个组织及其所处的生态系统中开展协作的必要性。

At the same time, the pace of change and expectations continue to rise, suggesting that HR should reinvent its purpose. The world of work is changing, as illustrated by so many of our current and previous trends, requiring five m ajor s hifts ( figure 3 ). But mo ving to a boundaryless HR approach can help organizations protect themselves against a snapback and evolve fast enough to keep pace with change. Moving toward boundaryless HR can be a path toward increased value creation-for HR, for workers, and for the organization as a whole. And value creation is what it needs; although HR has certainly made progress in recent years, only about 1 in 3 executives strongly agree that their organization values the work performed by HR, according to our 2024 Global Human Capital Trends research.
与此同时，变革的步伐和期望值不断提高，这表明人力资源部门应当重塑其宗旨。正如我们当前和以往的许多趋势所表明的那样，工作世界正在发生变化，需要进行五次重大转变（图 3）。但是，转而采用无边界人力资源方法可以帮助组织抵御快速倒退，并快速发展，跟上变化的步伐。转向无边界人力资源可以成为人力资源、员工和整个组织创造更多价值的途径。而价值创造正是组织所需要的；根据我们的《2024 年全球人力资本趋势》研究，尽管人力资源部门近年来确实取得了进步，但只有约三分之一的高管强烈同意他们的组织重视人力资源部门所做的工作。

The five major shifts, and why boundaryless HR is needed to execute them, are as follows:
五大转变以及为什么需要无边界人力资源来实现这些转变，如下所示：

From improving productivity to unlocking human performance. As work and productivity metrics shift away from industrial-era concepts to become more human-centric, HR will need to shift to measuring and unlocking human performance and
从提高生产力到释放人的绩效。随着工作和生产率的衡量标准从工业时代的概念转变为更加以人为本，人力资源部门需要转向衡量和释放人的绩效，以及

SIGNALS YOUR ORGANIZATION NEEDS TO MOVE TOWARD BOUNDARYLESS HR
您的组织需要迈向无边界人力资源的信号

Your business leaders are asking how they can develop their own people-related expertise, realizing they need it as work becomes more dynamic and they need to deliver on human outcomes.
您的企业领导者正在询问如何发展自己与人员相关的专业知识，因为他们意识到，随着工作变得越来越有活力，他们需要实现人的成果，他们需要这些专业知识。
Your employee feedback shows that workers are not getting enough support from their
您的员工反馈显示，员工没有从他们的工作中获得足够的支持。
managers and don’t feel that HR practices are meeting their unique needs.
管理者，并不觉得人力资源实践满足了他们的独特需求。
Your workforce is increasingly composed of internal and external talent, humans and smart machines, and distributed workers in remote and physical locations.
您的员工队伍越来越多地由内部和外部人才、人类和智能机器以及远程和实际地点的分布式工人组成。
Your HR talent prefers to gain experience in diverse types of work.
您的人力资源人才更喜欢在不同类型的工作中积累经验。
You are sensing that the scope and expectations of HR are broadening and evolving.
您感觉到人力资源的范围和期望正在扩大和演变。

Figure 3 图 3

Boundaryless HR involved a shift from compliance and deliverables to cross-disciplinary strategy
无边界人力资源涉及从合规和可交付成果到跨学科战略的转变

Source: Deloitte analysis.
资料来源：德勤分析：资料来源：德勤分析。
potential;

70 %

of leaders agree that this should be HR’s new role, representing a bold move away from a function long devoted to standardization.

^{10}

Currently, however, only 20% of C-suite leaders strongly agree that their HR function improves their workers’ performance. To truly unlock human performance, HR should help build people expertise across the organization. It should integrate new sources of work and workforce data with business data and become more integrated with, and tailored to, the individual needs of the workers and people managers it serves. Today, however, only

10 %

of workers strongly agree that their HR organization’s practices meet their unique needs and preferences.

70 %

的领导者同意这应该成为人力资源部门的新角色，这代表了一种大胆的转变，即摆脱长期致力于标准化的职能。

^{10}

然而，目前只有 20% 的 C-suite 领导者非常认同他们的人力资源职能能够提高员工的绩效。要想真正提升员工的绩效，人力资源部门应帮助整个组织建立起人员方面的专业知识。人力资源部门应将新的工作和劳动力数据源与业务数据整合起来，并与员工和人事经理的个人需求更加融合，更加符合他们的需求。然而，如今只有

10 %

的员工非常认同他们所在人力资源组织的做法能够满足他们的独特需求和偏好。

From improving employee engagement to elevating human sustainability. For decades, employee engagement has been a goal of HR. But engagement can be an imperfect proxy for the bigger goal that boundaryless HR can help orchestrate: pursuing human sustainability, which we define as the degree to which an organization creates value for people as human beings, leaving them with greater health and
从提高员工敬业度到提升人类可持续发展能力。几十年来，员工敬业度一直是人力资源部门的目标。但是，对于无边界人力资源部门可以帮助协调的更大目标而言，敬业度可能只是一个不完美的代名词：追求人类的可持续发展。我们将人类的可持续发展定义为组织为人类创造价值的程度，让他们拥有更健康、更美好的生活。
well-being, stronger skills and employability, good jobs, sustainable wages, opportunities for advancement, and greater belonging, equity, and purpose. Management appears to be already on board with this shared outcome: Seventy-nine percent of executives agree that the organization has a responsibility to create value for workers as human beings and society in general. $^{11}$
我们的共同目标是：实现更高的幸福感、更强的技能和就业能力、好工作、可持续的工资、晋升机会，以及更大的归属感、公平性和目的性。管理层似乎已经认同这一共同成果：79%的高管认为，企业有责任为员工和整个社会创造价值。 $^{11}$
From managing employment to orchestrating work. As speed and near real-time responsiveness increasingly create competitive advantage, work is becoming unbound from jobs. Instead, work is often fluidly organized based on skills $^{12}$ in blended, cross-disciplinary teams of humans and smart machines, $^{13}$ as well as a workforce ecosystem composed of internal and external talent. $^{14}$ In addition to increased agility, this new workforce ecosystem can help solve some of business leaders’ most pressing challenges: chronic skill shortages, cost optimization, and demand for innovation. A majority of business and HR leaders ( $72 %$ ) believe that HR will shift beyond managing traditional employment activities to orchestrating work. $^{15}$ Indeed, $81 %$
从管理就业到协调工作。随着速度和近乎实时的响应能力越来越多地创造竞争优势，工作正逐渐脱离工作岗位。 $^{12}$ 相反，工作通常是根据由人类和智能机器组成的混合、跨学科团队 $^{13}$ 以及由内部和外部人才组成的劳动力生态系统中的技能 $^{12}$ 流畅地组织起来的。 $^{14}$ 除了提高敏捷性之外，这种新的劳动力生态系统还有助于解决企业领导者面临的一些最紧迫的挑战：长期的技能短缺、成本优化和创新需求。大多数企业和人力资源领导者（ $72 %$ ）认为，人力资源将从管理传统的雇佣活动转变为协调工作。 $^{15}$ 事实上， $81 %$
of leaders say a shift from jobs to skills demands greater cross-functional collaboration, $^{16}$ and $84 %$ say orchestrating an entire workforce ecosystem already requires close collaboration between two or more functions. $^{17}$
$^{16}$ 和 $84 %$ 表示，协调整个劳动力生态系统已经需要两个或更多职能部门之间的密切合作。 $^{17}$
From aligning HR practices to the business strategy to driving business transformation and shared outcomes. Today’s business problems are increasingly complex, demanding multiple disciplines to come together to solve them. In this environment, HR is no longer merely a supporter of business strategy as a “business partner.”
从使人力资源实践与业务战略保持一致，到推动业务转型和共享成果。当今的业务问题日益复杂，需要多个学科共同解决。在这种环境下，人力资源部门作为 "业务合作伙伴"，不再仅仅是业务战略的支持者。

Instead, the people discipline is cocreating business strategy and key business outcomes, and

81 %

of business executives say the business agenda and the people agenda have never been more intertwined.

^{18}

Whether it’s innovation, customer satisfaction, digital transformation, or organizational agility, the discipline of people is a key, and often the most critical, driver of the major outcomes.

81 %

企业高管表示，业务议程和人员议程从未像现在这样紧密地交织在一起。

^{18}

无论是创新、客户满意度、数字化转型还是组织敏捷性，人员管理都是主要成果的关键驱动因素，而且往往是最关键的驱动因素。
“It’s hard to implement change effectively if you’re not leading change,” said Donna Morris, chief people officer at Walmart. “If we want to be a strategic function, we need to think about the role we play in architecting that change-envisioning organizational design, ways of working, new opportunities for impact.”
"沃尔玛首席人事官唐娜-莫里斯（Donna Morris）说："如果你不领导变革，就很难有效地实施变革。"如果我们想成为一个战略职能部门，我们就需要思考我们在构建变革中扮演的角色--构想组织设计、工作方式、产生影响的新机会。

From ensuring worker compliance to managing and mitigating workforce risk. HR’s historical focus on employment-related compliance is shifting to a broader view of managing and mitigating workforce risk. However, only $35 %$ of organizations have made this shift. $^{19}$ This lens expands organizations’ focus beyond operational and financial risk to include the human implications of a growing list of disruptive external risks, including environmental, social, technological, political, and economic issues. Although the chief human resources officer (CHRO) is the C-suite executive most often responsible for managing workforce risk, $^{20}$ addressing and mitigating workforce risk demands cross-functional collaboration. Building on its expertise across the organization, boundaryless HR orchestrates a cross-functional view of workforce risk that involves finance; risk and legal; the chief purpose,
从确保员工合规到管理和降低劳动力风险。人力资源部门历来关注的重点是与雇佣相关的合规性，现在正在向管理和降低劳动力风险这一更广阔的视角转变。然而，只有 $35 %$ 的组织实现了这一转变。 $^{19}$ 这一视角将组织的关注点从运营和财务风险扩展到了越来越多的破坏性外部风险对人力的影响，包括环境、社会、技术、政治和经济问题。虽然首席人力资源官 (CHRO) 是最常负责管理劳动力风险的 C-suite 高管，但 $^{20}$ 应对和降低劳动力风险需要跨职能部门的合作。无边界人力资源部门利用其在整个组织中的专业知识，协调跨职能的劳动力风险观点，其中包括财务、风险和法律；主要目的、
sustainability, DEI, or ESG officer; and operations, with mutual accountability and responsibility for shared outcomes from managers to the board.
可持续发展、DEI 或 ESG 官员；以及运营，从管理者到董事会都要对共同成果相互问责和负责。

The move toward boundaryless HR is underway
正在向无边界人力资源迈进

Seventy-two percent of respondents in our research agreed that HR’s shift from an operations function to a discipline operating across functions to orchestrate work is very important or of critical importance. Some progress is being made: Thirty-five percent of respondents said that the HR function at their organization has expanded its scope over the past three years. And 27% of C-suite leaders strongly agreed that their HR function has become increasingly integrated with the practices of other business functions.
在我们的调查中，72% 的受访者认为，人力资源部门从业务职能转变为跨职能协调工作的学科非常重要或至关重要。目前正在取得一些进展：35%的受访者表示，其所在组织的人力资源职能在过去三年中扩大了范围。27%的C-suite领导者非常同意，他们的人力资源职能已经越来越多地与其他业务职能的实践相结合。

That trend is reflected across the organization, where functional boundaries are becoming less meaningful overall. In fact,

81 %

of executives said work is increasingly performed across functional boundaries

^{21}

and

54 %

of executives in our survey said cross-functional collaboration at the worker level is now happening often or all the time. These results represent a substantial shift from the data of our 2018 survey, in which

73 %

of respondents said their C-suite leaders rarely, if ever, work together on projects or strategic initiatives.

^{22}

Johnson & Johnson’s HR leadership saw an opportunity to break down functional boundaries in creating the HR Decision Science team, which is tasked with tapping the organization’s vast data resources to make better end-to-end workforce-related decisions and improve organizational and worker outcomes. The team includes experts and specialists from across the organization working together to help strengthen J&J’s ability to drive science-based and data-driven people decisions across talent practices (see the case study titled “Johnson & Johnson: A case study in cross-functional teaming”).

^{23}

这一趋势反映在整个组织中，职能界限的整体意义正在减弱。事实上，

81 %

的高管表示，工作越来越多地跨越职能边界

^{21}

，

54 %

的高管在我们的调查中表示，员工层面的跨职能协作现在经常或一直在进行。这些结果表明，与我们 2018 年的调查数据相比发生了实质性的转变，在我们 2018 年的调查中，

73 %

的受访者表示，他们的 C-suite 领导人很少（如果有的话）就项目或战略举措开展合作。

^{22}

强生的人力资源领导层看到了打破职能界限的机会，创建了人力资源决策科学团队，该团队的任务是利用组织的庞大数据资源，做出更好的端到端劳动力相关决策，并改善组织和员工的成果。该团队包括来自组织各部门的专家和专业人员，他们通力合作，帮助加强强生公司在人才实践中推动基于科学和数据驱动的人事决策的能力（请参阅题为 "强生公司：跨职能团队案例研究 "的案例研究）：跨职能团队案例研究"）。

^{23}

The shift to boundaryless HR doesn’t necessarily indicate that HR needs to take over the responsibilities of other functions. At the same time, it is also true that, as the people discipline is increasingly integrated into the business, HR leaders may take on responsibilities such as real estate and customer experience that are outside their traditional functional purview. Consider how Alexion Pharmaceuticals introduced a chief patient and employee experience officer, integrating the worker and patient
向无边界人力资源转变并不一定意味着人力资源部门需要接管其他职能部门的职责。与此同时，随着人事学科越来越多地融入业务，人力资源领导者可能会承担起房地产和客户体验等超出其传统职能范围的职责，这也是事实。考虑一下 Alexion 制药公司是如何引入首席患者和员工体验官的，将员工和患者整合在一起的
“It’s hard to implement change effectively if you’re not leading change. If we want to be a strategic function, we need to think about the role we play in architecting that changeenvisioning organizational design, ways of working, new opportunities for impact.” - Donna Morris, chief people officer, Walmart
"如果不领导变革，就很难有效实施变革。如果我们想成为一个战略职能部门，我们就需要思考我们在设计变革中扮演的角色，即构想组织设计、工作方式和产生影响的新机遇"。- 唐娜-莫里斯，沃尔玛首席人事官
experience,

^{24}

or how KION Group AG’s chief people officer expanded her role to become chief people and sustainability officer.

^{25}

^{24}

或者凯傲集团的首席人事官如何将自己的角色扩展为首席人事和可持续发展官。

^{25}

But these dynamics will work the other way, too. To become better integrated, HR may give up some of its ownership over certain tasks as HR-related activities are folded into other groups. For example, marketing may take on the responsibility of employer branding; chief strategy officers may be responsible for creating a human capital strategy; operations management groups may take on some HR responsibilities related to process excellence. Octopus Energy, for example, does not have an HR department, but rather empowers managers to be responsible for tactical tasks like resolving a case of bullying or mediating contract disputes.

^{26}

Managers will also need to take on more people management responsibilities themselves-performing their own analytics, conducting workforce planning, or identifying areas to improve human performance. For instance, Google Cloud managers use people dashboards provided by HR to share insights on organizational health and performance, and they plan to embed AI in the future to model changes to things like team structures or roles.

^{27}

但这些动力也会反过来发挥作用。为了实现更好的整合，人力资源部门可能会放弃对某些任务的主导权，因为与人力资源相关的活动被并入了其他部门。例如，市场营销可能会承担雇主品牌建设的责任；首席战略官可能会负责制定人力资本战略；运营管理团队可能会承担一些与卓越流程相关的人力资源责任。例如，章鱼能源公司（Octopus Energy）没有人力资源部门，而是授权管理人员负责解决欺凌事件或调解合同纠纷等战术任务。

^{26}

管理人员还需要自己承担更多的人员管理责任--执行自己的分析、进行劳动力规划或确定可提高人员绩效的领域。例如，Google 云的管理人员使用人力资源部门提供的人员仪表板来分享有关组织健康和绩效的见解，他们还计划在未来嵌入人工智能来模拟团队结构或角色等方面的变化。

^{27}

However, it’s still early when it comes to fully shifting HR from an operations function to a boundaryless discipline that orchestrates work-and organizations are finding the process challenging. In our survey,

31 %

of C-suite leaders said this shift is one of the top three most difficult changes for their organization’s leadership to address.
然而，要将人力资源从运营职能完全转变为协调工作的无边界学科还为时尚早--企业发现这一过程充满挑战。在我们的调查中，

31 %

的 C-suite 领导人表示，这种转变是他们组织的领导层最难应对的三大变革之一。

Further, our research also indicates that organizations may be particularly challenged by their internal constraints. Potential constraints could include not prioritizing people expertise or not having a culture that supports it, as well as competing priorities. For example, while organizations might offer training courses on people-related issues to first-time supervisors or provide mid-level managers feedback or coaching to help them become better people leaders, these can sometimes be treated as secondary priorities, lack investment, and not be well-integrated into day-to-day ways of working. Resolving those issues, in part by moving boundaryless HR higher on the organizational priority list, is necessary for organizations to benefit from boundaryless HR’s promise.
此外，我们的研究还表明，各组织可能尤其受到其内部制约因素的挑战。潜在的制约因素可能包括没有优先考虑人员方面的专业知识，或没有一种支持这种专业知识的文化，以及相互竞争的优先事项。例如，虽然组织可能会为首次担任主管的人员提供与人员相关问题的培训课程，或为中层管理人员提供反馈或辅导，帮助他们成为更好的人员领导者，但这些培训有时会被视为次要优先事项，缺乏投入，也没有很好地融入日常工作方式。要想从无边界人力资源的承诺中获益，就必须解决这些问题，部分办法是将无边界人力资源置于组织优先事项清单的更高位置。

Boundaryless HR in action
无边界人力资源在行动

HR is not alone in becoming boundaryless: IT, finance, and other functions are increasingly becoming integrated into the business to drive agility, innovation, and human sustainability. Like other functions, HR will need to actively seek better integration across roles, processes, objectives, teams, metrics, technologies, and systems throughout the organization.
人力资源部门并不是唯一实现无边界化的部门：信息技术、财务和其他职能部门正日益融入业务，以推动敏捷性、创新和人类的可持续发展。与其他职能部门一样，人力资源部门也需要积极寻求更好地整合整个组织的角色、流程、目标、团队、衡量标准、技术和系统。

Organizations can take the following actions to transform HR from a function to a boundaryless discipline:
各组织可采取以下行动，将人力资源从一种职能转变为一门无边界的学科：

Redefine the role of the manager to be a people leader. Recognizing the need to embed the people discipline into the role of managers, Standard Chartered Bank redefined the role of the manager as a people leader and created training and an accreditation process for people skills. $^{28}$ Telstra split the role of the manager into two: leaders of people (responsible for similarly skilled workers, ensuring they have the skills and capabilities to meet current and future needs) and leaders of work (responsible for creating and executing work plans), with neither being subordinate to the other. $^{29} Cisco$ reinvented its HR function to make its primary purpose to support managers in becoming better people leaders, building an entire set of tools and apparatus around data and manager capability. $^{30}$ To be effective, organizations should also measure and recognize the people leader aspect of managers’ roles, making the people outcomes just as important as the
重新定义经理的角色，使其成为人员领导者。渣打银行认识到有必要将 "以人为本 "的理念融入管理人员的角色中，因此将管理人员的角色重新定义为 "以人为本的领导者"，并创建了培训和人员技能认证程序。 $^{28}$ Telstra 将经理的角色一分为二：人员领导（负责类似的技术工人，确保他们拥有满足当前和未来需求的技能和能力）和工作领导（负责制定和执行工作计划），二者互不隶属。 $^{29} Cisco$ 重塑了其人力资源职能，将支持管理人员成为更好的人员领导者作为其主要目的，并围绕数据和管理人员的能力建立了一整套工具和设备。 $^{30}$ 要想取得成效，组织还应该衡量和认可管理者在人员领导方面的作用，使人员成果与管理成果同等重要。
financial or business outcomes. Some organizations, for example, have performance management ratings and compensation outcomes based on whether a leader is a producer or developer of an organization’s people, or even an “exporter of talent.”
财务或业务成果。例如，有些组织的绩效管理评级和薪酬结果是基于领导者是否是组织人才的生产者或开发者，甚至是 "人才输出者"。
Create new metrics and analytics shared across functional areas. As the people discipline becomes a responsibility for all, accountability should follow. Data suggests that it’s been lacking thus far: Sixtyfive percent of organizations said their people analytics created no commercial benefit for the organization over the previous year. $^{31}$ And only 24% of executives strongly agreed that the HR function is measured against the same business metrics as other operational functions. Now, boundaryless HR should focus on shared outcomes, such as agility, customer satisfaction, and human performance, and analytics that combine multiple data sources (HR, finance, operations, etc.) to uncover issues and illuminate solutions. Organizations should ensure that managers-especially people leaders-have access to the data and information they need to assess performance. VW Australia, for example, created a democratized platform integrating its customer and employee experience data for access by local managers. This shift prompted investments in dealer facilities that led to sustained sales growth and the highest retention rates and workforce experience scores in the company’s history. $^{32}$
创建跨职能领域共享的新指标和分析方法。随着人员纪律成为所有人的责任，问责制也应随之而来。数据显示，到目前为止，这种责任感还很缺乏：65%的组织表示，他们的人员分析在过去一年中没有为组织创造任何商业利益。 $^{31}$ 只有 24% 的高管强烈认为，人力资源职能与其他运营职能一样，是根据相同的业务指标来衡量的。现在，无边界人力资源部门应将重点放在共享成果上，例如敏捷性、客户满意度和人力绩效，以及结合多种数据源（人力资源、财务、运营等）的分析，以发现问题并阐明解决方案。企业应确保管理人员，特别是人事领导，能够获取评估绩效所需的数据和信息。例如，澳大利亚大众汽车公司创建了一个民主化平台，整合了客户和员工体验数据，供当地管理人员使用。这一转变促进了对经销商设施的投资，从而实现了持续的销售增长以及公司历史上最高的员工保留率和员工体验得分。 $^{32}$
Democratize people practices and data with AI and other digital tools, creating science-based processes that unlock performance. AI-in particular generative AI -is poised to shatter the boundaries of the HR function. What is the role of HR-provided training when workers can now, for example, get information on any topic, along with actionable suggestions, with a simple question on a generative AI platform? Generative AI can create first drafts of job postings or integrate performance feedback, suggest career options for workers or managers’ direct reports, offer real-time performance insights into worker sentiment or the extent of collaboration across silos, or automatically assemble learning content and assessments to help people learn in the flow of work. Data democratization is also important. At IBM, for example, new AI tools are helping managers make better people decisions and spot
利用人工智能和其他数字工具实现人事实践和数据的民主化，创建以科学为基础的流程，从而释放绩效。人工智能，尤其是生成式人工智能，有望打破人力资源职能的界限。例如，现在员工只需在生成式人工智能平台上提出一个简单的问题，就能获得任何主题的信息以及可操作的建议，那么人力资源部门提供的培训还能发挥什么作用呢？生成式人工智能可以创建职位发布的初稿或整合绩效反馈，为员工或经理的直接下属提供职业选择建议，提供有关员工情绪或跨部门协作程度的实时绩效洞察，或自动组合学习内容和评估，帮助员工在工作流程中学习。数据民主化也很重要。例如，在 IBM，新的人工智能工具正在帮助管理者做出更好的人事决策，并发现以下问题
issues like attrition risks; an AI-driven adviser even suggests salary increases. The AI considers not only performance and market pay gaps, but also internal data on worker turnover by skills, and current and future external demand for each worker’s skills. AI has also freed up managers to take on more people development responsibilities-for which training programs accredit them and for which they are held accountable through a metrics-driven performance development system. $^{33}$ Organizations should consult with legal advisors prior to implementing employment-related AI tools like this and ensure responsible data practices are in place.
人工智能驱动的顾问甚至会提出加薪建议。人工智能不仅会考虑绩效和市场薪酬差距，还会考虑按技能分列的员工流失率内部数据，以及当前和未来外部对每个员工技能的需求。人工智能还解放了管理人员，使他们能够承担更多的人员发展责任--培训计划对他们进行认证，并通过以指标为导向的绩效发展系统对他们进行问责。 $^{33}$ 各组织在实施此类与就业相关的人工智能工具之前，应咨询法律顾问，并确保负责任的数据实践到位。
Create cross-functional teams or cross-functional “integrator” roles to tackle business problems and people issues. To start, organizations can cross-pollinate expertise by bringing people from other functions or disciplines into HR roles or projects, and vice versa. Upskilling HR professionals so they understand other functional areas (for example, finance and technology) and upskilling leaders in other domains in people expertise can also help. In addition, organizations can create cross-functional teams; many organizations have already created teams of IT, facilities, and HR to improve workforce effectiveness, others are starting to create teams composed of the chief digital or information officer, chief human resources officer, chief marketing officer, and chief executive to achieve digital transformation. Johnson & Johnson’s HR Decision Science team exemplifies how cross-functional collaboration can improve organizational and worker outcomes (see the case study titled “Johnson & Johnson: A case study in cross-functional teaming”). $^{34}$
创建跨职能团队或跨职能 "整合者 "角色，以解决业务问题和人员问题。首先，组织可以将其他职能或学科的人员引入人力资源角色或项目，从而交叉传播专业知识，反之亦然。提高人力资源专业人员的技能，使他们了解其他职能领域（如财务和技术），以及提高其他领域领导者的人力专业知识，也会有所帮助。此外，企业还可以创建跨职能团队；许多企业已经创建了由信息技术、设施和人力资源组成的团队，以提高员工的工作效率，还有一些企业开始创建由首席数字或信息官、首席人力资源官、首席营销官和首席执行官组成的团队，以实现数字化转型。强生公司的人力资源决策科学团队是跨职能合作如何改善组织和员工成果的典范（参见题为 "强生公司：跨职能团队案例研究 "的案例研究）：跨职能团队案例研究"）。 $^{34}$

Alternatively, organizations can create integrator roles that include the people discipline such as joint worker or customer experience leader, chief collaboration officer, or chief transformation officer. For example, after spinning off from Western Union, fintech organization Convera has created integrated transformation roles to drive its business strategy, naming a leader to each transformation goal. Senior leaders recognized the importance of embedding change capabilities and resilience throughout the organization, not siloed to one workstream or team within HR. To operationalize this change capability, each of the transformation leaders has been
另外，企业还可以创建包括人员学科在内的整合者角色，如联合工作者或客户体验领导者、首席协作官或首席转型官。例如，金融科技组织 Convera 在从西联汇款分拆出来后，设立了综合转型角色来推动其业务战略，并为每个转型目标指定了一名领导者。高层领导认识到，必须在整个组织内培养变革能力和应变能力，而不是局限于人力资源部门内的某个工作流或团队。为了将这种变革能力付诸实施，每位转型领导者都已经
trained in change management, and each initiative is measured against organizational change management metrics as part of its business case.

^{35}

The change management training has also been rolled out for managers and employees to build individual and organizational resilience amid change.

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对管理人员和员工进行了变革管理培训，并根据组织变革管理指标对每项举措进行衡量，作为其业务论证的一部分。

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还为管理人员和员工开展了变革管理培训，以培养个人和组织在变革中的应变能力。

Transform workers into producers of people practices, not just consumers. Boundaryless HR organizations work side by side with workers, involving them in the design, deployment, and iteration of things like microcultures and other people practices that affect them. However, only $30 %$ of C-suite leaders say their organization’s leaders are involving their workers in cocreating the organization’s solutions often or all of the time.
将员工转变为人事实践的生产者，而不仅仅是消费者。无边界人力资源组织与员工并肩工作，让他们参与微文化等影响员工的人事实践的设计、部署和迭代。然而，只有 $30 %$ 的 C-suite 领导者表示，他们组织的领导者经常或一直让员工参与共同创造组织的解决方案。

To be effective, cocreation needs to go far beyond end-to-end journey mapping, persona development, design-thinking, agile methodologies, and insight gathering from workers through sentiment analysis or analytics-all of which have been borrowed from the customer experience field. Workers are not customers; in fact, treating workers in a
要想取得成效，共同创造需要远远超越端到端旅程映射、角色开发、设计思维、敏捷方法以及通过情感分析或分析方法从工人那里收集洞察力--所有这些都是从客户体验领域借鉴过来的。工人不是客户；事实上，以一种
transactional way, like customers, is counterproductive. Real cocreation can break down the boundary between workers and HR by, for example, involving workers directly in virtual focus groups, interactive whiteboards, extended hackathons, or idea jams to come up with ideas or test drive concepts. Allstate Insurance, for instance, involved 170 workers in designing and testing employee experience products like a new performance rating scale,

^{36}

while Convera invited all its workers to participate in a hackathon to redesign its rewards platform.

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而真正的共创则会适得其反。真正的共同创造可以打破员工和人力资源部门之间的界限，例如，让员工直接参与虚拟焦点小组、互动白板、扩展黑客马拉松或创意大赛，以提出想法或测试概念。例如，Allstate Insurance 让 170 名员工参与设计和测试员工体验产品（如新的绩效评级表），

^{36}

而 Convera 则邀请所有员工参与黑客马拉松，重新设计其奖励平台。

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Pursue collaborations and partnerships with external entities. Organizations can start by appointing teams of ambassadors to engage with the broader community, including educational institutions, governments, regulators, investors, suppliers, partners, and global collective movements. Or consider joining consortiums with other organizations to do things like influence regulations, share skills-demand data with educational institutions, or provide input into post-secondary curriculum to better develop the talent pipeline.
寻求与外部实体的合作和伙伴关系。各组织可以从任命大使团队开始，与教育机构、政府、监管机构、投资者、供应商、合作伙伴和全球集体运动等更广泛的社区进行接触。或者考虑与其他组织一起加入联盟，以影响法规、与教育机构共享技能需求数据，或为中学后课程提供建议，从而更好地发展人才梯队。

JOHNSON & JOHNSON: A CASE STUDY IN CROSS-FUNCTIONAL TEAMING
JOHNSON & JOHNSON：跨职能团队案例研究

When Johnson & Johnson identified an opportunity to make better, more objective, and data-driven decisions about their workforce, the Global Talent Management team set out to make it happen by finding a way to integrate the vast amounts of data that were available to them, but siloed across different functions of the organization, and then leverage this connected data within talent practices. To bring this data together, and ultimately provide added strategic value to the organization at large by collecting and connecting talent insights to actionable recommendations that drive outcomes, they launched the HR Decision Science team.
当强生公司发现有机会就其员工队伍做出更好、更客观和以数据为导向的决策时，全球人才管理团队开始寻找一种方法来整合他们所掌握的大量数据，但这些数据分散在组织的不同职能部门，然后在人才实践中利用这些相互关联的数据。为了将这些数据整合在一起，并通过收集人才见解并将其与推动成果的可行建议联系起来，最终为整个组织提供更多的战略价值，他们成立了人力资源决策科学团队。

The team relied heavily on cross-functional teaming and collaboration, bringing together specialists from business units across the organization, as
该团队主要依靠跨职能团队合作，汇集了来自整个组织业务部门的专家，如
well as experts like industrial or organizational psychologists and data scientists. They work in close collaboration with both technology partners to ensure that they are integrating HR data with other data from the business (e.g., finance, operational, and customer data), as well as with the businesses themselves to strategically help frame up the right types of questions to answer their talent challenges. The team then blends high quality data and science to ultimately help business partners make informed, impactful decisions about people and organizations. This integrated team has been critical to delivering the best possible insights and decisions for the organization, informing decisions around, development, performance engagement, and workforce planning.
以及工业或组织心理学家和数据科学家等专家。他们与技术合作伙伴密切合作，确保将人力资源数据与业务中的其他数据（如财务、运营和客户数据）进行整合，并与企业本身密切合作，从战略上帮助他们提出正确的问题，以应对人才方面的挑战。然后，该团队将高质量的数据与科学相结合，最终帮助业务合作伙伴就人才和组织做出明智、有影响力的决策。这个综合团队对于为组织提供最佳洞察力和决策至关重要，为有关发展、绩效参与和劳动力规划的决策提供信息。

Beyond breaking down boundaries between HR and other disciplines, the HR Decision Science team is also working to break down boundaries that equate the notion of “jobs” to work. The team is driving a transformation that is enabling Johnson & Johnson to become a skills-based organization where skills, more than jobs, are at the center of the talent strategy ultimately launching a model that powers skills-based hiring, mentoring, development, and redeployment to other functional areas.
除了打破人力资源与其他学科之间的界限，人力资源决策科学团队还致力于打破将 "工作 "等同于工作的界限。该团队正在推动一场变革，使强生成为一个以技能为基础的组织，在这个组织中，人才战略的核心是技能，而不是工作，最终推出一种模式，为以技能为基础的招聘、指导、发展和重新部署到其他职能领域提供动力。

The future of boundaryless HR
无边界人力资源的未来

The mindset shift to boundaryless HR often requires that HR leave its comfort zone-shifting from owning the discipline of people to coowning and cocreating it with the people and business it serves in order to drive shared outcomes with mutual accountability. It’s a two-way street: Like counterparts in IT and finance, HR can become more integrated with the business, and the business can become integrated with HR.
向无边界人力资源转变思想，往往要求人力资源部门离开自己的舒适区，从拥有人员纪律转变为与所服务的人员和业务共同拥有和共同创造纪律，以便在相互问责的情况下推动共享成果。这是一条双行道：与信息技术和财务部门的同行一样，人力资源部门可以与业务部门进一步整合，而业务部门也可以与人力资源部门整合。

The CHRO has a critical role to play in this evolution, which demands a new way of leading. It may even be time to make the CHRO the chief work officer, responsible for a workforce that is now composed of internal and external workers collaborating with AI, and where the line between technology and people is increasingly blurred. “The future of HR is one where we think about boundaryless differently, and how that changes our team constructs,” said Michael Ehret, PhD, head of global talent management at Johnson & Johnson, in an interview with Deloitte. "For example, our talent acquisition team has transformed into a talent access team, because it’s not just about hiring people full-time or part-time. We need to access the best talent in the world, with the right skills, whether that’s full time, part time, contingent, or smart machines that will allow our people to focus on the most impactful work. Our Global Talent Management team has adopted the mantra of ‘ready for any future.’ We want to make sure the organization, our leaders, and our people are ready for whatever comes.

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在这一演变过程中，首席运营官扮演着至关重要的角色，这需要一种新的领导方式。现在甚至可以让首席人力资源官成为首席工作官，负责管理一支由内部和外部员工组成、与人工智能协作的员工队伍，在这支队伍中，技术与人的界限越来越模糊。"强生公司全球人才管理负责人迈克尔-埃雷特（Michael Ehret）博士在接受德勤采访时说："人力资源的未来是我们以不同的方式思考无边界，以及如何改变我们的团队结构。"例如，我们的人才招聘团队已经转变为人才获取团队，因为这不仅仅是招聘全职或兼职人员的问题。我们需要获得世界上最优秀的人才，他们拥有合适的技能，无论是全职、兼职、临时工，还是智能机器，都能让我们的员工专注于最有影响力的工作。我们的全球人才管理团队秉承'为任何未来做好准备'的口号。我们希望确保我们的组织、我们的领导者和我们的员工为任何未来做好准备。

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CHROs may need to shift their own roles, too, as they integrate the people discipline across the organization and cocreate new approaches to unlocking human potential and measuring human performance along with other functional leaders. Fortunately, many CHROs are already well-positioned to be an orchestrator across disciplines, as it is one of the only roles that serves every part of the business. For example, the CHRO is often well-placed to identify and orchestrate the connections among technology, data, and people, or the connections between the customer and worker experience. This shift will require that many CHROs grow their skills, as they forge connections across and beyond the enterprise, and create a stable home for HR professionals through belonging and purpose as they increasingly work outside of the HR function itself.
首席人力资源管理官可能也需要转变自己的角色，因为他们需要整合整个组织的人力学科，并与其他职能部门的领导者共同创造新的方法来释放人的潜能和衡量人的绩效。幸运的是，许多首席人力资源管理官已经做好了成为跨学科协调者的准备，因为这是唯一一个服务于企业各个部门的角色。例如，首席风险官通常能够很好地识别和协调技术、数据和人员之间的联系，或者客户体验和员工体验之间的联系。这种转变将要求许多首席人力资源官提高技能，因为他们要在企业内外建立联系，并通过归属感和使命感为人力资源专业人士创造一个稳定的家，因为他们越来越多地在人力资源职能之外开展工作。

The shift to boundaryless HR will require a new vision of HR, a new mindset, new skills, a new way of leading, and potentially new roles and organizational structures. But the payoff from the move from knowing to doing can be tremendous. HR can help create more compelling worker value propositions, improve workforce effectiveness, and move talent management closer to serving as a strategic function of the business, rather than one that is primarily operational or reactive. In addition, the work of HR professionals can be more creative and meaningful. As human performance is unlocked and measured, organizations can thrive, along with the workers, partners, and communities they reach.
向无边界人力资源转变需要对人力资源有新的认识、新的思维方式、新的技能、新的领导方式，还可能需要新的角色和组织结构。但是，从 "知 "到 "行 "的转变可以带来巨大的回报。人力资源部门可以帮助创造更有吸引力的员工价值主张，提高员工的工作效率，并使人才管理更接近于作为企业的一项战略职能，而不是一项以运营或反应为主的职能。此外，人力资源专业人员的工作可以更具创造性和更有意义。随着人力绩效得到释放和衡量，企业可以与员工、合作伙伴和社区一起蓬勃发展。

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

Frederico Belo, Vito D. Gala, Juliana Salomao, and Maria Ana Vitorino, “Decomposing firm value,” Journal of Financial Economics 143, no. 2, February 2022, pp. 619-639.
Frederico Belo, Vito D. Gala, Juliana Salomao, and Maria Ana Vitorino, "Decomposing firm value," Journal of Financial Economics 143, no. 2, February 2022, pp.
Bob Violino, " 8 ways CIOs and CHROs can collaborate for business impact," CIO, August 24, 2022.
Bob Violino，"首席信息官和首席风险官合作实现业务影响的 8 种方式"，《首席信息官》，2022 年 8 月 24 日。
World Economic Forum, The future of jobs report 2023, April 30, 2023.
世界经济论坛，《2023 年未来就业报告》，2023 年 4 月 30 日。
Deloitte, Imagining HR for today’s worker, accessed December 2023; Harvard Business Review, “Why your organization’s future demands a new kind of HR,” February 21, 2019.
德勤，《想象当今工人的人力资源》，2023 年 12 月访问；《哈佛商业评论》，"为什么组织的未来需要新型人力资源"，2019 年 2 月 21 日。
Gabriel Sander (chief human resources officer, José Cuervo), online interview, 2023.
Gabriel Sander（José Cuervo 公司首席人力资源官），在线访谈，2023 年。
Jeff Schwartz, Brad Denny, David Mallon, Yves Van Durme, Maren Hauptmann, Ramona Yan, and Shannon Poynton, A memo to $H R$ , Deloitte Insights, May 15, 2020.
Jeff Schwartz、Brad Denny、David Mallon、Yves Van Durme、Maren Hauptmann、Ramona Yan 和 Shannon Poynton，给 $H R$ 的备忘录，《德勤透视》，2020 年 5 月 15 日。
Ravin Jesuthasan, Tracey Malcolm, and Susan Cantrell, “How the coronavirus crisis is redefining jobs,” Harvard Business Review, April 22, 2020.
Ravin Jesuthasan、Tracey Malcolm 和 Susan Cantrell，"冠状病毒危机如何重新定义工作"，《哈佛商业评论》，2020 年 4 月 22 日。
Deloitte, Deloitte 2021 Global Human Capital Trends report, press release, October 22, 2020.
德勤，《德勤 2021 年全球人力资本趋势报告》，新闻稿，2020 年 10 月 22 日。
Millicent Machell, “Are we returning to pre-pandemic ways of working?,” HR Magazine, April 6, 2023; John Dujay, “Is HR’s transformation here for the long run?,” HR Reporter, May 10, 2021.
Millicent Machell, "Are we returning to pre-pandemic ways of working?" HR Magazine, April 6, 2023; John Dujay, "Is HR's transformation here for the long run?" HR Reporter, May 10, 2021.
Michael Griffiths and Robin Jones, “The skills-based organization: A new operating model for work and the workforce,” Deloitte, November 2, 2022.
Michael Griffiths 和 Robin Jones，"基于技能的组织：德勤，2022 年 11 月 2 日。
Ibid. 同上。
Sue Cantrell, Karen Weisz, Michael Griffiths, Kraig Eaton, Shannon Poynton, Yves Van Durme, Nic Scoble-Williams, Lauren Kirby, and John Forsythe, Navigating the end of jobs, Deloitte Insights, January 9, 2023.
Sue Cantrell、Karen Weisz、Michael Griffiths、Kraig Eaton、Shannon Poynton、Yves Van Durme、Nic Scoble-Williams、Lauren Kirby 和 John Forsythe，Navigating the End of jobs，Deloitte Insights，2023 年 1 月 9 日。
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。
Sue Cantrell, Karen Weisz, Michael Griffiths, Kraig Eaton, Shannon Poynton, Yves Van Durme, Nic Scoble-Williams, John Forsythe, and Lauren Kirby, Unlocking the workforce ecosystem, Deloitte Insights, January 9, 2023.
Sue Cantrell、Karen Weisz、Michael Griffiths、Kraig Eaton、Shannon Poynton、Yves Van Durme、Nic Scoble-Williams、John Forsythe 和 Lauren Kirby，《开启劳动力生态系统》，Deloitte Insights，2023 年 1 月 9 日。
Griffiths and Jones, “The skills-based organization.”
格里菲斯和琼斯，"基于技能的组织"。
Ibid. 同上。
Cantrell, Weisz, Griffiths, Eaton, Poynton, Durme, ScobleWilliams, Forsythe, and Kirby, Unlocking the workforce ecosystem, Deloitte Insights, January 9, 2023.
Mercer, “2024 Global Talent Trends,” accessed December 2023.
美世，《2024 年全球人才趋势》，2023 年 12 月访问。
Sue Cantrell, Zac Shaw, Michael Griffiths, Reem Janho, Kraig Eaton, David Mallon, Nic Scoble-Williams, Yves Van Durme, and Shannon Poynton, Elevating the focus on human risk, Deloitte Insights, January 9, 2023.
Sue Cantrell、Zac Shaw、Michael Griffiths、Reem Janho、Kraig Eaton、David Mallon、Nic Scoble-Williams、Yves Van Durme 和 Shannon Poynton，《提升对人类风险的关注》，Deloitte Insights，2023 年 1 月 9 日。
Joseph B. Fuller, Michael Griffiths, Reem Janho, Michael Stephan, Carey Oven, Keri Calagna, Robin Jones, Sue Cantrell, Zac Shaw, and George Fackler, Managing workforce risk in an era of unpredictability and disruption, Deloitte Insights, February 24, 2023.
Joseph B. Fuller、Michael Griffiths、Reem Janho、Michael Stephan、Carey Oven、Keri Calagna、Robin Jones、Sue Cantrell、Zac Shaw 和 George Fackler，《在不可预测性和混乱时代管理劳动力风险》，德勤洞察，2023 年 2 月 24 日。
Griffiths and Jones, “The skills-based organization.”
格里菲斯和琼斯，"基于技能的组织"。
Gaurav Lahiri and Jeff Schwartz, The symphonic C-suite: Teams leading teams: 2018 Global Human Capital Trends, Deloitte Insights, 28 March 2018.
Gaurav Lahiri 和 Jeff Schwartz，The symphonic C-suite：团队领导团队：2018 年全球人力资本趋势》，德勤洞察，2018 年 3 月 28 日。
Michel Ehret (head of global talent management, Johnson & Johnson) and Sarah Brock (head of HR decision science, Johnson & Johnson), online interview, 2023.
Michel Ehret（强生公司全球人才管理负责人）和 Sarah Brock（强生公司人力资源决策科学负责人），在线访谈，2023 年。
Wall Street Journal, “How marketers can inspire, empower talent,” March 9, 2020.
《华尔街日报》，"营销人员如何激励、授权人才"，2020 年 3 月 9 日。
Modern Materials Handling, “KION Group appoints new CFO and new Chief People and Sustainability officer,” October 20, 2022.
《现代物料搬运》，"凯傲集团任命新首席财务官和新首席人力与可持续发展官"，2022 年 10 月 20 日。
Dougal Shaw, “CEO secrets: ‘My billion pound company has no HR department’,” BBC News, February 24, 2021.
Dougal Shaw，"首席执行官的秘密：'我的十亿英镑公司没有人力资源部门'"，BBC 新闻，2021 年 2 月 24 日。
Heather Riemer (chief of staff to the CEO, Google Cloud), Monica Morrella (head of strategy and business operations, Google Cloud), and Tracey Arnish (vice president and head of HR, Google Cloud), 2023.
Heather Riemer（谷歌云首席执行官办公室主任）、Monica Morrella（谷歌云战略和业务运营主管）和 Tracey Arnish（谷歌云副总裁兼人力资源主管），2023 年。
Abbie Lundberg and George Westerman, “The transformer CLO,” Harvard Business Review, January-February 2020.
Abbie Lundberg 和 George Westerman，"The transformer CLO"，《哈佛商业评论》，2020 年 1-2 月。
Diane Gherson and Lynda Gratton, “Managers can’t do it all,” Harvard Business Review, March-April 2022.
Diane Gherson 和 Lynda Gratton，"管理者不可能面面俱到"，《哈佛商业评论》，2022 年 3-4 月。
Mastufa Ahmed, “At Cisco, people come first: Ashley Goodall, SVP, Methods & Intelligence,” interview, People Matters, August 10, 2020.
Mastufa Ahmed，"在思科，人是第一位的：方法与智能高级副总裁 Ashley Goodall"，采访，People Matters，2020 年 8 月 10 日。
Insight222, People Analytics Trends 2023 report key findings, accessed December 2023.
Insight222，《2023 年人员分析趋势报告主要结论》，2023 年 12 月访问。
Wall Street Journal, “How marketers can inspire, empower talent”; Qualtrics, “Volkswagen,” website, accessed December 2023.
《华尔街日报》，"营销人员如何激励和授权人才"；Qualtrics，"大众汽车"，网站，2023 年 12 月访问。
Gherson and Gratton, “Managers can’t do it all”; Nicole Lewis, “IBM transforms its approach to human resources with AI,” Society of Human Resource Management, May 21, 2019.
Gherson 和 Gratton，"管理者不能包办一切"；Nicole Lewis，"IBM 利用人工智能转变人力资源方式"，人力资源管理学会，2019 年 5 月 21 日。
Ehret and Brock interview.
埃雷特和布洛克访谈。
Jodi Krause (chief people officer, Convera), online interview, 2023.
Jodi Krause（Convera 首席人事官），在线访谈，2023 年。
Christina Chateauvert, “Keeping people at the center of the people experience,” i4cp, March 7, 2023.
Christina Chateauvert，"以人为本的人性化体验"，i4cp，2023 年 3 月 7 日。
Krause interview. 克劳斯访谈
Ehret and Brock interview.
埃雷特和布洛克访谈。

Acknowledgments 致谢

The authors would like to thank Jodi Krause (Convera), Vitalija Jakovoniene (Convera), Gabriel Sander (Cuervo), Tracey Arnish (Google), Monica Morrella (Google), Heather Riemer (Google), Michael Ehret (Johnson & Johnson), Sarah Brock (Johnson & Johnson), and Donna Morris (Walmart) for their contributions to this chapter.
作者感谢 Jodi Krause（Convera）、Vitalija Jakovoniene（Convera）、Gabriel Sander（Cuervo）、Tracey Arnish（Google）、Monica Morrella（Google）、Heather Riemer（Google）、Michael Ehret（强生）、Sarah Brock（强生）和 Donna Morris（沃尔玛）为本章所做的贡献。

Thank you to Victor Reyes, Amy Sanford, Steve Hatfield, Robin Jones, and Karen Weisz for sharing their expertise and insights to support this chapter.
感谢维克多-雷耶斯、艾米-桑福德、史蒂夫-哈特菲尔德、罗宾-琼斯和凯伦-韦斯分享他们的专业知识和见解，为本章提供支持。

Special thanks to Sarah Hechtman and Brittany Bjornberg for their leadership in the development of this content, and to Meghan Bayne for her contributions.
特别感谢 Sarah Hechtman 和 Brittany Bjornberg 对本内容开发的领导，以及 Meghan Bayne 的贡献。

Evolving leadership to drive human performance
不断发展的领导力推动人类绩效

Organizational leaders and board members can play a critical role in the journey toward driving business and human outcomes.
在推动业务和人类成果的过程中，组织领导者和董事会成员可以发挥关键作用。

Yves Van Durme, Corrie Commisso, Jason Flynn, Michael Griffiths, and John Guziak
伊夫-范杜尔梅、科里-科米索、杰森-弗林、迈克尔-格里菲斯和约翰-古齐亚克

ork has never been more digital, requiring more uniquely human capabilities. Organizations have access to more work and workforce data than ever before and a growing suite of technology, tools, and intelligence that promise to elevate human performance-or the combination of business and human outcomes.
工作从未像现在这样数字化，也从未像现在这样需要更多独一无二的人类能力。各组织可以获得比以往更多的工作和劳动力数据，以及越来越多的技术、工具和智能，这些都有望提升人类的绩效，或者说是业务和人类成果的结合。

But in the midst of this radical transformation, an unexpected shift is taking place. In a workplace that is increasingly shaped by advances in technology, many leaders and workers are now focusing on a new challenge: not only making work better for humans but also creating value for workers and every other human being the organization impacts.
但是，在这种剧烈的变革中，一个意想不到的转变正在发生。在一个越来越受技术进步影响的工作场所，许多领导者和员工现在都在关注一个新的挑战：不仅要让人类更好地工作，还要为员工和组织影响到的其他人创造价值。

It’s clear in the trends we’ve explored in this year’s report that while technology plays a role, human outcomes and capabilities are the key drivers behind innovation and organizational growth. Expectations are high for organizations to make progress on human sustainability and for leaders to build trust through taking a thoughtful approach to transparency. Many workers want microcultures that are relevant to the way they work, and they are looking for safe digital spaces to experiment and innovate. Uniquely human capabilities
我们在今年的报告中探讨的趋势清楚地表明，虽然技术发挥着作用，但人的成果和能力才是创新和组织发展背后的关键驱动力。人们对组织在人的可持续发展方面取得进展，以及领导者通过深思熟虑的透明方法建立信任的期望很高。许多员工希望微文化与他们的工作方式息息相关，他们正在寻找安全的数字空间来进行实验和创新。人类独有的能力
like creativity and curiosity are becoming more important than ever, and the way we need to measure human performance is rapidly changing in response. Taking a boundaryless approach to HR, where people expertise is woven into the fabric of the business, makes human performance a shared responsibility.
创造力和好奇心正变得比以往任何时候都更加重要，而我们衡量人的绩效的方式也在迅速发生变化。在人力资源方面采取一种无边界的方法，将人员的专业知识融入到业务结构中，使人力绩效成为一项共同的责任。

It’s also clear that this new focus on human performance isn’t a trade-off. Workers and leaders aren’t looking to make work more human at the expense of business outcomes and priorities, but as a path toward improving business outcomes and priorities. But while 76% of respondents to our 2024 Global Human Capital Trends research say that leaving every human the organization comes in contact with better off is very or critically important to their organization’s success, there’s a gap in how well leaders and executives are prioritizing this. Leaders and executives in our survey ranked this last in importance, behind priorities like reimagining work with digital tools and seeking better ways to measure worker performance.
同样明显的是，这种对人力绩效的新关注并不是一种权衡。员工和领导者并不希望以牺牲业务成果和优先事项为代价来提高工作的人性化程度，而是将其作为改善业务成果和优先事项的途径。但是，在我们的 2024 年全球人力资本趋势研究中，76% 的受访者表示，让组织接触到的每一个人过得更好，对组织的成功非常重要或至关重要，但领导者和高管在如何优先考虑这一点上还存在差距。在我们的调查中，领导者和高管将其重要性排在最后一位，仅次于使用数字工具重新构想工作以及寻求更好的方法来衡量员工绩效等优先事项。

What does this mean for those who are responsible for leading organizations through this new way of working that is both high-tech and human-driven?
这对那些负责领导组织采用这种既由高科技驱动又由人力驱动的新工作方式的人来说意味着什么？

In last year’s Global Human Capital Trends report, we focused on the new fundamentals organizations need to
在去年的《全球人力资本趋势报告》中，我们重点关注了组织需要具备的新基本要素，以便

Workers and 工人和
leaders aren’t looking to make work more human at the expense of business outcomes and priorities, but as a path toward improving business outcomes and priorities.
领导者并不是要以牺牲业务成果和优先事项为代价来提高工作的人性化程度，而是将其作为改善业务成果和优先事项的途径。
navigate a world where boundaries are breaking down. In this chapter, we’re zooming in on senior leaders and the board and the influential roles they play as their organizations begin to embrace these new realities. Even as traditional top-down leadership evolves into a more distributed model in many organizations, board and C-suite leaders play a pivotal role in navigating through this dynamic environment.
在这个世界上，界限正在被打破。在本章中，我们将聚焦于高层领导和董事会，以及他们在组织开始接受这些新现实时所扮演的有影响力的角色。在许多组织中，即使传统的自上而下的领导模式演变为更加分布式的领导模式，董事会和首席执行官领导者在这个充满活力的环境中也扮演着举足轻重的角色。

These leaders are in a unique position to help their organizations successfully embrace human sustainability. While our research indicates that most leaders are confident in their ability to scale human capabilities and people skills, measure engagement, and meet ESG goals, they may be overestimating their progress, and relying on outdated proxies. Making the shifts necessary to truly prioritize human performance will not be without its challenges. According to our research, for example, one-third of executives are still managing their functions independently, collaborating occasionally on ad-hoc initiatives and partnerships. To achieve desired human and business outcomes, leaders should consider leaning into more integrated, cross-functional leadership, examining and evolving their own mindsets in ways that may not be comfortable or familiar. It will likely require new and different measures of leadership accountability across the organization.
这些领导者在帮助其组织成功实现人类可持续发展方面具有独特的优势。虽然我们的研究表明，大多数领导者对自己在扩展人力能力和人员技能、衡量参与度以及实现环境、社会和治理目标方面的能力充满信心，但他们可能高估了自己的进展，并依赖于过时的替代方法。要实现真正优先考虑人力绩效的必要转变，并非没有挑战。例如，根据我们的研究，三分之一的高管仍在独立管理其职能，偶尔就临时计划和伙伴关系进行合作。为了实现预期的人力和业务成果，领导者应考虑采用更加综合、跨职能的领导方式，以可能不太习惯或熟悉的方式审视和发展自己的思维模式。这可能需要对整个组织的领导责任采取新的不同措施。

And it will likely require leaders at every level to not only embrace new ways of working but to model them for the rest of the organization. This is where a boundaryless approach to human resources becomes imperative, infusing people expertise at all levels of leadership across functional areas.
这可能需要各级领导不仅要接受新的工作方式，还要为组织的其他成员树立榜样。因此，在人力资源方面采用无边界的方法势在必行，为各职能领域的各级领导层注入人员方面的专业知识。

Orchestrating human performance from the top
从高层协调人类绩效

Our research shows that leaders are already keenly aware that these shifts need to happen. But few are making real progress in this transition-just

10 %

of all respondents say their organizations are succeeding at making the shift toward human sustainability: the degree to which an organization creates value for people as human beings, and a key to unlocking human performance. Although executives have a slightly more positive view of their
我们的研究表明，领导者们已经敏锐地意识到需要进行这些转变。但是，在这一转变过程中取得真正进展的却寥寥无几--只有

10 %

的受访者表示，他们的组织在向人类可持续发展转变方面取得了成功：人类可持续发展是指组织为人类创造价值的程度，也是开启人类绩效的关键。尽管高管们对他们的组织有更积极的看法
progress than workers (

22 %

of executives say they are doing well versus

10 %

of workers), it’s clear that there is much work to be done.
与工人相比（

22 %

的高管表示他们做得很好，而

10 %

的工人表示他们做得很好），显然还有很多工作要做。

It’s likely that the push needed to close the gap between knowing human performance should be a priority and doing the work to make it a reality will come from those holding the decision-making reins. Senior leaders have access to the organizational levers that can either help or hinder efforts to change: finances, governance, process, organizational values, and priorities. They are also in a position to model and drive a purpose-driven vision that supports human sustainability.
要弥合认识到人的绩效应该是优先事项与努力将其变为现实之间的差距，所需的推动力很可能来自那些掌握决策权的人。高层领导可以使用组织杠杆，这些杠杆既可以帮助变革，也可以阻碍变革：财务、管理、流程、组织价值观和优先事项。他们也有能力树立和推动支持人类可持续发展的目标驱动型愿景。

While worker expectations can inspire action-and are, for many organizations-transforming an organizational mindset requires leadership engagement and support beyond grass-roots efforts. According to Kerrie Peraino, chief people officer at Verily Life Sciences, “It is not the workforce that is resisting the change. It is often leaders who are resisting the change because we’re applying old paradigms to our new reality.”

^{1}

虽然员工的期望可以激发行动，而且对许多组织来说确实如此，但组织心态的转变需要领导层的参与和支持，而不仅仅是基层的努力。威瑞生命科学公司（Verily Life Sciences）首席人事官 Kerrie Peraino 认为："抵制变革的并不是员工。抵制变革的往往是领导者，因为我们在新的现实中套用了旧的模式"。

^{1}

As we look across the 2024 Global Human Capital Trends, we see three key areas emerging where leaders have an opportunity-and a responsibility—to help their organizations create new paradigms geared toward human performance: Resetting organizational priorities, evolving governance structures, and fostering psychological safety for their teams. Leaders who fail to act on these issues may put their organization’s progress toward achieving human performance at risk.
纵观《2024 年全球人力资本趋势》，我们发现有三个关键领域正在出现，在这些领域中，领导者有机会也有责任帮助他们的组织创建以人的绩效为导向的新模式：重新设定组织的优先事项、发展治理结构以及为团队营造心理安全。如果领导者未能在这些问题上采取行动，他们的组织在实现人类绩效方面所取得的进展就可能面临风险。

Resetting organizational priorities aligned with what's most important
根据最重要的事情重新确定组织的优先事项

Leaders bear the responsibility of making the most pivotal decisions and relying on outdated proxies can jeopardize decision-making. We identified some of these proxies in the report introduction, such as using productivity as the primary measure of worker activity without considering quality or intended outcomes. Clearly defining and measuring organizational priorities can empower an organization to shift from talking about human performance to taking concrete actions and allocating resources accordingly. The following actions can help senior leaders and board members embrace the shift
领导者肩负着做出最关键决策的责任，而依赖过时的代用指标可能会危及决策。我们在报告导言中指出了其中一些代用指标，例如将生产率作为衡量工人活动的主要标准，而不考虑质量或预期成果。明确界定和衡量组织的优先事项，可以使组织从谈论人的绩效转变为采取具体行动并相应地分配资源。以下行动可帮助高层领导和董事会成员接受这一转变

away from old proxies and move toward a new model of human performance:
摒弃旧的代用指标，转向新的人类绩效模式：

Operationalizing human capabilities as part of overall business and workforce strategy. Begin by ensuring your leadership team understands the level of human capabilities-creativity, empathy, curiosity, etc.-already present in its workforce and identifies any capability gaps. Commit organizational resources to hiring initiatives that seek out these capabilities; rewarding workers who display them; and creating, monitoring, and nurturing safe spaces where these uniquely human skills can be developed and practiced.
将人的能力作为整体业务和员工战略的一部分付诸实施。首先，确保领导团队了解员工的创造力、同理心、好奇心等人的能力水平，并找出能力差距。将组织资源投入到寻找这些能力的招聘计划中；奖励表现出这些能力的员工；创建、监督和培养安全的空间，让这些独特的人类技能得以发展和实践。
Tying leader and manager incentives to human sustainability metrics. Making progress on human sustainability requires that leaders are held accountable. Organizations should set goals to advance on key human sustainability outcome metrics and drivers and attach incentives to achieving them. Many companies are already doing this: Almost three-quarters of S&P 500 companies now connect executive compensation to achieving key sustainability metrics, $^{2}$ and some organizations are passing these incentives on to the entire workforce. Mastercard, for example, recently announced it
将领导者和管理者的激励措施与人类可持续发展指标挂钩。要在人类可持续发展方面取得进展，领导者必须负起责任。各组织应制定目标，推进关键的人类可持续发展成果指标和驱动因素，并为实现这些目标制定激励措施。许多公司已经在这样做了：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实现关键可持续发展指标挂钩， $^{2}$ 一些企业正在将这些激励措施传递给全体员工。例如，万事达卡最近宣布
would tie a portion of bonuses for all employees to achieving organizational sustainability metrics. $^{3}$
将所有员工的部分奖金与实现组织可持续发展指标挂钩。 $^{3}$
Replacing outdated metrics with new metrics that matter. New kinds of work often require new kinds of metrics. The human performance metrics that matter most to an organization will vary based on industry and workforce, requiring some experimentation to find the right balance of business and human sustainability outcomes. But leaders can take steps to collaborate with workers on cocreating what should be measured-not just what can be measured. In a call center, productivity is typically measured by things like amount of time per call or number of sales made. But when human performance becomes the primary focus, traditional business metrics like customer satisfaction, retention, and upselling need to be combined with human sustainability metrics like worker well-being and skill development to give call center managers a better picture of how their workers are actually performing.
用重要的新指标取代过时的指标。新型工作往往需要新型衡量标准。对组织而言，最重要的人力绩效指标会因行业和员工队伍的不同而有所差异，这就需要进行一些尝试，以找到业务和人力可持续发展成果之间的平衡点。但是，领导者可以采取措施，与员工合作，共同创造应该衡量的指标，而不仅仅是可以衡量的指标。在呼叫中心，生产率通常是通过每次呼叫的时间或销售数量来衡量的。但是，当人力绩效成为主要关注点时，传统的业务指标（如客户满意度、客户保留率和追加销售）就需要与人力可持续发展指标（如员工福利和技能发展）相结合，从而让呼叫中心经理更好地了解员工的实际绩效。

When it comes to defining what’s important, consider the following actions for each trend in our report that are unique to senior leadership.
在确定什么是最重要的问题时，请考虑针对我们报告中的每种趋势采取以下高级领导层特有的行动。

Define what's most important
确定什么最重要

Trend 趋势

Act 法案

Avoid 避免

Human sustainability 人类的可持续性

了解并宣传优先考虑人类可持续发展的业务优势

Understand and communicate the business

advantages of prioritizing human sustainability

将人类可持续发展视为工作场所健康的下一个流行趋势，而不是从根本上解决问题

Thinking of human sustainability as the next

fad in workplace wellness and not addressing

root causes

Beyond productivity 超越生产力

在衡量绩效时，寻求企业和人类可持续发展成果之间的适当平衡

Seek the right balance of business and human

sustainability outcomes in measuring

performance

测量太多，以至于数据太多而洞察力太少

Measuring so much that you have too much

data and too little insight

Transparency paradox 透明度悖论

考虑信息透明化对公众、组织和员工的影响

Consider the public, organizational, and worker

impact of making information transparent

假定提高透明度总能建立信任

Assuming that greater transparency always

builds trust

Imagination deficit 想象力不足

宣传好奇心和同理心的重要性，并通过聘用和培养好奇心和同理心来增强劳动力的能力

Communicate the importance of curiosity and

empathy and build workforce capacity by hiring

and developing for them

过度关注半衰期较短的技术技能

Over-indexing on technical skills that have a

short half-life

Digital playground 数字游乐场

鼓励在对组织重要和感兴趣的领域和问题集中进行探索和实验

Encourage exploration and experimentation in

domains and problem sets of import and

interest to the organization

低估工人学习在安全空间与机器协作的重要性

Underestimating the importance of workers

learning to collaborate with machines in safe

spaces

Workplace microcultures 工作场所的微文化

确立并宣传本组织的指导原则

Establish and communicate the organization's

guiding principles

在整个组织的团队、职能或地点强制推行特定的工作方式

Mandating a specific way of working across the

organization's teams, functions, or locations

Boundaryless HR 无边界人力资源

创建新的人员衡量标准，重点关注组织及其员工的共同成果

Create new people metrics that focus on shared

outcomes for the organization and its workers

在协调工作和推动业务转型方面，人力资源部门沦为次要或辅助角色

Relegating HR to a secondary or support role

when it comes to orchestrating work and

driving business transformation

Be prepared to evolve and adapt organizational governance structures
做好发展和调整组织治理结构的准备

Successfully shifting away from old paradigms to a focus on human performance means being willing to forgo old approaches to organizational governance as well. Many of this year’s trends highlight a need to increasingly include all levels of the organization in decision-making and adopt cross-functional governance approaches: less micromanagement, more autonomy. Fewer top-down dictates and more cocreation. Consider the following actions in leading your organization toward shared ownership as a human performance organization:
要成功地从旧的模式转变为关注人的绩效，就意味着也要愿意放弃旧的组织管理方法。今年的许多趋势都突出表明，需要越来越多地让各级组织参与决策，并采用跨职能的管理方法：减少微观管理，增加自主权。减少自上而下的指令，增加共同创造。考虑采取以下行动，引导您的组织共同拥有作为人类绩效组织的所有权：

Integrating human sustainability governance into the board and C-suite. HR has historically been the primary catch-all for people-related issues, but human sustainability crosses all functional
将人类可持续发展治理纳入董事会和首席执行官团队。人力资源部门历来是人员相关问题的主要包揽者，但人类可持续发展跨越了所有职能部门
boundaries. HR alone shouldn’t be tasked with this responsibility, thereby suggesting a boundaryless HR approach in which the board defines human sustainability goals and provides oversight to ensure the C-suite is meeting them. With the board holding them accountable, C-suite leaders can then take ownership of achieving human sustainability goals for the organization by, for example, connecting the dots between functions.
界限。人力资源部门不应单独承担这一责任，因此建议采用一种无边界人力资源方法，由董事会确定人类可持续发展目标，并进行监督，以确保 C-suite 能够实现这些目标。有了董事会的问责，C-suite 领导人就可以通过连接各职能部门等方式，自主实现组织的人类可持续发展目标。
Empowering managers to improve human performance. Many workers say that managers have a significant impact when it comes to human sustainability issues: in fact, in one global study, respondents said managers have as great an impact on their mental health as their spouses. $^{4}$ Managers are in a unique position to influence human performance, but simply adding new responsibilities to
增强管理者改善人类绩效的能力。许多员工表示，在人类可持续发展问题上，管理者具有重大影响：事实上，在一项全球研究中，受访者表示，管理者对他们心理健康的影响不亚于他们的配偶。 $^{4}$ 管理者在影响人类绩效方面具有独特的地位，但仅仅为他们增加新的职责并不足够。
roles that are already struggling with overwork will likely fail. Instead, leaders can empower managers to prioritize tasks related to improving human performance and help clear organizational obstacles, such as company policies, heavy workloads, and unsupportive cultures. Taking a boundaryless HR approach by giving managers the training and resources they need to build the people expertise necessary to elevate human performance can also help.
已经在超负荷工作中挣扎的角色很可能会失败。相反，领导者可以授权管理人员优先处理与提高人力绩效相关的任务，并帮助清除组织障碍，如公司政策、繁重的工作量和不支持的文化。采取一种无边界的人力资源方法，为管理人员提供他们所需的培训和资源，使其掌握提升人力绩效所需的专业技能，也会有所帮助。
Let microcultures flourish. For some leaders, embracing a new mindset that encourages worker autonomy in the way they work can be difficult. Leaders and executives are often held accountable for delivering on objectives created for an existing paradigm and may balk at the idea of decentralizing control over how work gets done. But there is
让微文化蓬勃发展。对于一些领导者来说，接受鼓励员工自主工作的新思维可能会很困难。领导者和高管往往要对实现为现有模式制定的目标负责，因此可能会对下放对工作完成方式的控制权的想法望而却步。但是
a growing recognition that empowering individual workers and teams is a great way to generate the results leaders want for their organizations. Just over half of the executives in our survey ( $56 %$ ) say they are leading or expanding their efforts to focus on individual teams and workgroups as the best places to cultivate culture, fluidity, agility, and diversity. Organizations that understand the value that worker autonomy and choice have on building organizational trust will reap the benefits. Our research shows that workers who trust their employers are highly motivated, more satisfied with their jobs, healthier, and less likely to be on the lookout for new employment opportunities. $^{5}$
越来越多的人认识到，增强员工个人和团队的能力是为组织创造领导者所希望的结果的好方法。在我们的调查（ $56 %$ ）中，有一半以上的高管表示，他们正在领导或扩大他们的工作，将个人团队和工作组作为培养文化、流动性、灵活性和多样性的最佳场所。了解员工自主权和选择权对建立组织信任所具有的价值的组织将从中获益。我们的研究表明，信任雇主的员工工作积极性高、对工作更满意、更健康，而且不太可能寻找新的就业机会。 $^{5}$

Governance is a domain that is unique to senior leadership, and the following guidelines may help leaders navigate governance issues across the trends.
治理是高级领导层独有的领域，以下指导原则可帮助领导者在各种趋势中把握治理问题。

Governance 管理

Trend 趋势

Act 法案

Avoid 避免

Human sustainability 人类的可持续性

除业务成果外，将领导者激励与实现人类可持续发展成果挂钩

Align leader incentives to achievement of

human sustainability outcomes in addition to

business outcomes

将人类可持续发展的责任完全交给人力资源部门

Handing off sole responsibility for human

sustainability to HR

Beyond productivity 超越生产力

为 C-suite 和董事会提供人力绩效指标，帮助实现增长和创新

Give C-suite and the board human performance

metrics to help unlock growth and innovation

仅依靠传统的劳动力生产率指标来衡量劳动力绩效

Relying solely on traditional workforce

productivity metrics to measure workforce

performance

Transparency paradox 透明度悖论

对负责任地使用透明度技术和数据进行监督

Provide oversight of responsible use of

transparency technologies and data

由一个职能部门全权负责透明数据和技术

Making one function solely responsible for

transparent data and technologies

Imagination deficit 想象力不足

促进人的能力在整个组织中发挥关键作用

Promote the critical role of human capabilities

across the organization

仅靠效率和规模竞争，忽视了想象力和好奇心在推动业务绩效方面的重要作用

Competing solely on efficiency and scale,

neglecting the critical component of

imagination and curiosity in driving business

performance

Digital playground 数字游乐场

确保组织中的每个人都能访问数字游乐场

Ensure that everyone in your organization has

access to digital playgrounds

为使用生成式人工智能等新兴技术制定僵化的规则或限制；不就其局限性和如何解决这些问题提供指导

Creating rigid rules or restrictions around use

of emerging technologies like generative Al; not

providing guidance on its limitations and how

to address them

Workplace microcultures 工作场所的微文化

提供护栏和模块化接口，让微文化自主繁荣发展

Provide guardrails and modular interfaces for

microcultures to flourish autonomously

让微观文化偏离整个组织的价值观

Letting microcultures stray from

organization-wide values

Boundaryless HR 无边界人力资源

推广人员专业知识，将其作为关键的领导和管理能力

Promote people expertise as a key leadership

and managerial capability

假定人力资源部门全权负责所有的人力专业知识和责任

Assuming HR solely owns all people expertise

and responsibility

Be unequivocal about creating trust and psychological safety
明确建立信任和心理安全

It only takes a quick skim of the latest headlines to understand that organizational trust is under threat from any number of internal and external factors. An increasing focus on trust and transparency in the relationship between workers and organizations was the top response from board members, directors, and C-suite respondents of issues important to the organization’s success. Yet only

16 %

of workers responded that they have a very high level of trust in their employer. Leaders carry a heavy responsibility to not only build trust with their workforce, but also to create the psychological safety within their organization necessary to elevate human performance.
只要快速浏览一下最新的头条新闻，就会明白组织的信任正受到各种内部和外部因素的威胁。在董事会成员、董事和首席执行官受访者看来，对组织成功至关重要的问题中，最受关注的是员工与组织之间关系的信任度和透明度。然而，只有

16 %

的员工表示他们对雇主的信任度非常高。领导者肩负着重大的责任，不仅要与员工建立信任，还要在组织内部创造必要的心理安全感，以提升员工的绩效。

The following actions can help leaders build trust and psychological safety with their workforce:
以下行动可以帮助领导者与员工建立信任和心理安全感：

Inviting workers to cocreate alongside leadership. Our research indicates that while workers are often invited to provide feedback, organizational strategy is still a very top-down activity. Only $30 %$ of C-suite leaders say their organization’s leaders are involving their workers in cocreating the organization’s strategies and solutions often or all the time. And less than half ( $43 %$ ) of individual contributors believe that their organization is helping them imagine how their job may change in the future. One of the most powerful means of building trust with your workforce is to invite them to participate in creating the organization’s future in a more meaningful way. To create value for individuals, organizations need input from individuals. As we introduced in our 2023 Global Human Capital Trends report, cocreation is essential for operating in a boundaryless world. Leaders can establish safe digital spaces where workers are invited to cocreate and reimagine their future and the future of the organization. For example, they can cocreate solutions for human performance efforts, establishing new metrics, responsible data practices, and evolving organizational structures, policies, and relationships. $^{6}$
邀请员工与领导层共同创造。我们的研究表明，虽然员工经常被邀请提供反馈意见，但组织战略仍然是一项非常自上而下的活动。只有 $30 %$ 的 C-suite 领导者表示，他们组织的领导者经常或一直让员工参与共同创造组织的战略和解决方案。只有不到一半的个人贡献者（ $43 %$ ）认为，他们的组织正在帮助他们想象自己的工作在未来可能会发生怎样的变化。与员工建立信任的最有力手段之一，就是邀请他们以更有意义的方式参与创造组织的未来。要为个人创造价值，组织需要个人的投入。正如我们在《2023 年全球人力资本趋势报告》中所介绍的，共同创造对于在一个无边界的世界中运营至关重要。领导者可以建立安全的数字空间，邀请员工共同创造并重新构想他们的未来和组织的未来。例如，他们可以共同创造人类绩效工作的解决方案，建立新的衡量标准、负责任的数据实践以及不断发展的组织结构、政策和关系。 $^{6}$
Establishing strategies for responsible use of data from new transparency technologies. Organizations have access to more work and workforce data than ever before, leading to unprecedented transparency in every corner of the organization. And as leaders begin to focus on new metrics for human performance, it may be tempting to tap into this resource before having a strategy in place for responsible practices around its collection and use. But according to Deloitte’s Quantified Organization research, a lack of strategy for the use of workforce data was directly related to workers’ lack of trust. $^{7}$ Consider strategies like voluntary data sharing agreements, which allow workers to opt in or out of sharing optional data with their organization, as these are linked to increased worker openness to data-sharing. $^{8}$ Leaders and the board have a responsibility to create responsible practices for workforce data and AI-not just customer data and AI-and will need to create governance structures to do it.
制定负责任地使用新透明度技术数据的战略。与以往任何时候相比，各组织都能获取更多的工作和劳动力数据，从而使组织的每个角落都达到前所未有的透明度。随着领导者开始关注新的人力绩效衡量标准，在制定负责任地收集和使用数据的战略之前，可能很想利用这一资源。但是，根据德勤的量化组织研究，缺乏劳动力数据使用战略与员工缺乏信任直接相关。 $^{7}$ 考虑自愿数据共享协议等战略，允许员工选择加入或退出与组织共享可选数据，因为这些战略与提高员工对数据共享的开放度有关。 $^{8}$ 领导者和董事会有责任为员工数据和人工智能（而不仅仅是客户数据和人工智能）创建负责任的实践，并需要为此创建治理结构。
Planning now to address tensions around use of emerging technologies for data collection and monitoring. Deloitte’s Quantified Organization research shows that most workers are relatively comfortable with data collection from known technologies like email, calendars, and other traditional technologies. But workers see data collection from emerging technologies like wearables and XR headsets as crossing a line, which could create a friction point for trust as a majority of leaders surveyed said they expect to be implementing these technologies for data collection in the coming years. Don’t wait until emerging technologies are posing ethical and trust issues in your organization: Strategize ways to build trust with employees, address worker privacy concerns, and hold the line between professional and personal data monitoring.
现在就制定计划，解决与使用新兴技术进行数据收集和监控有关的紧张关系。德勤的 "量化组织 "研究表明，大多数员工对从已知技术（如电子邮件、日历和其他传统技术）中收集数据的做法相对满意。但在员工看来，从可穿戴设备和 XR 头戴式设备等新兴技术中收集数据是越界行为，这可能会成为信任的摩擦点，因为大多数受访领导者表示，他们预计在未来几年内将采用这些技术收集数据。不要等到新兴技术在你的组织中引发道德和信任问题时才行动：想方设法与员工建立信任，解决员工对隐私的担忧，并在专业数据监控和个人数据监控之间划清界限。

Trust and psychological safety need to be created and embraced at the highest levels of the organization to be successful. Consider these actions across the trends in establishing psychological safety in an organization.
要想取得成功，就必须在组织的最高层建立并接受信任和心理安全。在组织中建立心理安全的过程中，可以考虑采取这些跨趋势的行动。

Trust and psychological safety
信任和心理安全

Trend 趋势

Act 法案

Avoid 避免

Human sustainability 人类的可持续性

让工人参与共同创造人类可持续发展倡议

Involve workers in cocreating human

sustainability initiatives

忽视或低估管理人员在推进人类可持续发展议程中的作用

Ignoring or undervaluing managers' role in

advancing the human sustainability agenda

Beyond productivity 超越生产力

根据工人的意见，共同创建和实施新的人类绩效衡量标准

Cocreate and implement new human

performance metrics with worker input

Measuring what you can, not what you should
衡量你能做的，而不是你应该做的

Transparency paradox 透明度悖论

制定指导方针，让工人有理由相信有关他们的数据将得到公平的评估和使用

Enact guidelines that give workers reason to

believe data about them will be assessed and

used fairly

Using transparency to surveil or punish workers
利用透明度来监视或惩罚工人

Imagination deficit 想象力不足

奖励和表彰表现出好奇心、想象力和创造力的员工

Reward and recognize workers for displaying

curiosity, imagination, and creativity

Micromanaging the innovation process
创新过程的微观管理

Leading an organization toward optimizing human performance can seem like an overwhelming challenge for leaders. Shifting organizational mindsets can be just as difficult as making the operational adjustments needed to support a new way of thinking and working. The key to making the shift from knowing to doing in a boundaryless world is to start where you are, with what you have, and continue to build strategies that take your
对于领导者来说，带领组织优化人力绩效似乎是一项难以承受的挑战。转变组织的思维方式可能与为支持新的思维和工作方式而进行必要的运营调整一样困难。在一个无边界的世界里，实现从 "知 "到 "行 "的转变，关键在于从现在做起，从现在拥有的一切做起，并不断制定战略，以实现以下目标
organization closer to its human performance goals. While focusing on short-term progress can help move the needle, making the shift from a traditional mindset of work to a human performance mindset of work can be a much longer-term play, helping drive the organization’s continued success for generations to come.
组织更接近其人的绩效目标。虽然关注短期进展有助于推动工作，但从传统的工作思维模式转变为人性化绩效工作思维模式则是一项更为长期的工作，有助于推动组织在未来几代人的时间里不断取得成功。

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人进行了调查，他们来自多个行业和领域。除了为全球人力资本趋势报告提供基础数据的广泛的全球调查之外，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 orderto 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 1,000 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企业的高管进行了十几次访谈。这些见解有助于形成本报告的趋势。

Endnotes 尾注

Online interview with Kerrie Peraino, Chief people officer, Verily, 2023.
2023 年，与 Verily 首席人事官 Kerrie Peraino 的在线访谈。
Ted Jarvis, Jamie McGough, and Donald Kalfen, “Incentives linked to ESG metrics among S&P 500 companies,” Harvard Law School Forum on Corporate Governance, July 20, 2023.
Ted Jarvis、Jamie McGough 和 Donald Kalfen，"Incentives linked to ESG metrics among S&P 500 companies"，Harvard Law School Forum on Corporate Governance，2023 年 7 月 20 日。
Michael Miebach, “Sharing accountability and success: Why we’re linking employee compensation to ESG goals,” Mastercard, April 19, 2022.
Michael Miebach，"分享责任与成功：我们为何将员工薪酬与 ESG 目标挂钩》，万事达卡，2022 年 4 月 19 日。
UKG, “Mental health at work: Managers and money,” accessed December 18, 2023.
《英国政府，"工作中的心理健康：管理者与金钱》，2023 年 12 月 18 日访问。
Deloitte’s Trust ID research and platform, 2023.
德勤信托 ID 研究与平台，2023 年。
Gartner, “Gartner survey reveals leader and manager effectiveness tops HR leaders’ list of priorities for 2023,” press release, October 12, 2022.
Gartner，"Gartner 调查显示，领导者和管理者的效率在 2023 年人力资源领导者的优先事项清单中名列前茅"，新闻稿，2022 年 10 月 12 日。
Deloitte, “Beyond productivity: The journey to the quantified organization,” May 31, 2023.
德勤，《超越生产力：通往量化组织之旅》，2023 年 5 月 31 日。
Ibid. 同上。

Acknowledgments 致谢

The authors would like to Kerrie Peraino (Verily) for her contributions to this chapter.
作者感谢 Kerrie Peraino（Verily）为本章所做的贡献。
The team would also like to thank Erin Clark for sharing her expertise and insights to support this chapter, and to Catherine Gergen for her leadership in the development of this content.
团队还要感谢艾琳-克拉克（Erin Clark）分享了她的专业知识和见解，为本章提供了支持，并感谢凯瑟琳-格根（Catherine Gergen）在本内容开发过程中发挥的领导作用。

About the authors 关于作者

Sue Cantrell 苏-坎特雷尔scantrell@deloitte.com

Susan Cantrell is a vice president at Deloitte Consulting LLP and serves as the US Human Capital Eminence leader. She is a leading expert and frequent speaker on the future of work and human capital. She coauthored the Harvard Business Press book Workforce of One and has published widely in publications like Harvard Business Review, Wall Street Journal, and MIT Sloan Management Review. Cantrell has more than 20 years of experience serving as an executive advisor, author, researcher, and developer of new solutions that help organizations harness digital technologies and evolve their workforces to innovate, unlock agility, and drive transformation. She holds a master of science degree in management information systems from Boston University and a bachelor of arts degree from Vassar College.
苏珊-坎特雷尔是德勤咨询公司（Deloitte Consulting LLP）的副总裁，也是美国人力资本杰出领袖。她是关于未来工作和人力资本的权威专家，经常发表演讲。她与他人合著了哈佛商学院出版社出版的《Workforce of One》一书，并在《哈佛商业评论》、《华尔街日报》和《麻省理工学院斯隆管理评论》等刊物上广泛发表文章。Cantrell 拥有 20 多年担任执行顾问、作家、研究员和开发新解决方案的经验，可帮助企业利用数字技术和发展其员工队伍，以实现创新、释放敏捷性和推动转型。她拥有波士顿大学管理信息系统理学硕士学位和瓦萨学院文学学士学位。

Corrie Commisso 科里-科米索

ccommisso@deloitte.com
Corrie Commisso is a senior editor at Deloitte Insights, leading content strategy on the future of work and human capital. She is a seasoned writer, editor, and creative director with more than 20 years of experience in delivering creative solutions for some of the top consumer and business brands. Commisso holds an undergraduate degree in journalism and a master’s degree in library and information science-a combination she credits for her ability to tell deep and engaging stories.
Corrie Commisso 是 Deloitte Insights 的高级编辑，负责有关未来工作和人力资本的内容战略。她是一位经验丰富的作家、编辑和创意总监，拥有 20 多年为顶级消费者和商业品牌提供创意解决方案的经验。Commisso 拥有新闻学本科学位和图书馆与信息科学硕士学位，她认为这两项学位使她能够讲述有深度、有吸引力的故事。

Julie Duda 朱莉-杜达

jduda@deloitte.com
Julie Duda is all about making connections. She brings together the research we conduct and the knowledge and experience she’s gained from working with clients over the years to develop on-the-pulse insights to produce material outcomes. She knows there’s nothing better than helping people reach success, and since no organization is the same, she combines perspectives from working with clients across various industries to drive narratives that lead to better decision-making. Her areas of expertise include workplace; diversity, equity, inclusion, and belonging; and energy, resources, and industrials.
朱莉-杜达的专长是建立联系。她将我们所做的研究与她多年来与客户合作所获得的知识和经验结合起来，开发出能够产生重大成果的洞察力。她深知没有什么比帮助人们取得成功更有意义的事情了，而且由于每个组织都不尽相同，因此她将与各行各业客户合作中获得的观点结合起来，推动叙述，从而做出更好的决策。她的专业领域包括工作场所；多元化、公平、包容和归属感；以及能源、资源和工业。

Kraig Eaton 克雷格-伊顿

keaton@deloitte.com
Kraig Eaton is a principal within Deloitte Consulting LLP’s US Human Capital practice. Eaton has more than 28 years of experience working with senior business and HR executives to transform their human capital strategies and capabilities to better support organizational business goals. He supports some of the world’s leading organizations on the full spectrum of HR and workforce transformations, from upfront strategy development through large-scale operating model, organization, and technology implementations.
Kraig Eaton 是 Deloitte Consulting LLP 美国人力资本部门的负责人。Eaton 拥有 28 年以上与高级业务和人力资源主管合作的经验，帮助他们转变人力资本战略和能力，以更好地支持组织的业务目标。他为一些世界领先企业提供全方位的人力资源和劳动力转型支持，从前期战略制定到大规模运营模式、组织和技术实施。

Kim Eberbach 金-埃伯巴赫

keberbach@deloitte.com
Kim Eberbach is an experienced director for the executive accelerator CHRO program at Deloitte. This program provides powerful experiences to help senior HR executives and teams push to new possibilities. She was previously the senior vice president of HR at Chubb Insurance, where she delivered HR solutions on a global scale. Eberbach also served as a director in the human capital practice at Willis Towers Watson, working with clients to evolve and transform talent practices and elevate the employee experience. With more than 25 years of experience, she has been a CHRO and has partnered with senior leaders and management teams across a range of industries to achieve breakthrough business, culture, and people performance outcomes.
Kim Eberbach 是德勤 CHRO 高管加速器项目的资深总监。该项目提供强大的经验，帮助人力资源高级管理人员和团队推动新的可能性。她曾在 Chubb Insurance 担任人力资源高级副总裁，负责在全球范围内提供人力资源解决方案。埃伯巴赫还曾担任韦莱韬悦咨询公司人力资本业务总监，与客户合作发展和改革人才实践，提升员工体验。她拥有超过 25 年的 CHRO 工作经验，曾与多个行业的高层领导和管理团队合作，取得了突破性的业务、文化和人员绩效成果。

Amy Fields 艾米-菲尔兹

amfields@deloitte.com
Amy Fields is a communications strategist at Deloitte, focusing on well-being and employee engagement. Previously, she led marketing and communications for Deloitte’s Global Public Sector Industry program.
Amy Fields 是德勤的传播策略师，主要负责员工福利和员工参与。此前，她曾领导德勤全球公共部门行业项目的营销和传播工作。

Jen Fisher 詹-费舍尔

workwell@deloitte.com

Jen Fisher is Deloitte’s human sustainability leader. Previously, Fisher served as Deloitte’s first-ever chief well-being officer. She’s also a TEDx speaker, coauthor of the book, Work Better Together: How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines, editor-at-large for Thrive Global, and host of the “WorkWell” podcast series.
Jen Fisher 是德勤的人类可持续发展领导者。此前，Fisher 曾担任德勤有史以来首位首席福祉官。她还是 TEDx 演讲者、《Work Better Together》一书的合著者：How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines》一书的合著者，Thrive Global 的责任编辑，以及 "WorkWell "系列播客的主持人。

Jason Flynn 杰森-弗林

jasflynn@deloitte.com
Jason Flynn is a principal in Deloitte’s US Workforce Transformation practice and a leader in Deloitte Consulting’s global Total Rewards practice. He has 30 years of experience helping companies across a variety of industries design, deliver, communicate, and manage the financial and human capital aspects of their total rewards and broader talent programs, both in the United States and abroad. He also has experience helping companies develop global or country-specific workforce and rewards strategies that are aligned with their overall corporate talent strategy, and has assisted companies with a variety of strategic talent-related issues during mergers and acquisitions, restructuring, cost reduction, and other corporate events or initiatives.
Jason Flynn 是德勤美国劳动力转型部门的负责人，也是德勤咨询公司全球整体薪酬部门的领导者。他拥有 30 年的经验，帮助各行各业的公司设计、交付、沟通和管理其美国和海外的整体薪酬和更广泛的人才计划的财务和人力资本方面。他还拥有帮助公司制定与公司整体人才战略相一致的全球或国家劳动力和奖励战略的经验，并曾在并购、重组、降低成本以及其他公司活动或计划中协助公司解决各种与人才相关的战略问题。

John Forsythe 约翰-福赛

joforsythe@deloitte.com
John Forsythe is a managing director with Deloitte Consulting LLP’s US government and public services (GPS) human capital practice and the senior sponsor of Deloitte’s GPS culture transformation offering. He specializes in helping executive clients lead behavioral change across organizational boundaries. Forsythe has over 31 years of business experience, including 23 years in public services consulting. Throughout his career, he has led many consulting assignments, developing expertise in culture, leadership development, strategic change, organizational assessment, communications, leadership alignment, and executive coaching.
约翰-福赛思（John Forsythe）是德勤咨询公司（Deloitte Consulting LLP）美国政府与公共服务部门（GPS）人力资本实践部的董事总经理，也是德勤GPS文化转型产品的高级发起人。他擅长帮助高管客户领导跨组织边界的行为变革。Forsythe 拥有超过 31 年的商业经验，其中包括 23 年的公共服务咨询经验。在他的职业生涯中，他领导过许多咨询项目，在文化、领导力发展、战略变革、组织评估、沟通、领导力调整和高管辅导方面积累了丰富的专业知识。

Michael Griffiths 迈克尔-格里菲思

mgriffiths@deloitte.com
Michael Griffiths is a principal at Deloitte Consulting LLP with more than 20 years of experience working with organizations on key transformational programs. Within the human capital practice, he leads the workforce transformation offering, helping clients with learning transformations, workforce planning, workforce experience, becoming skill-based, and other workforce-related issues. He is well-published in the field of learning and talent and is the leading market voice on becoming a skills-based organization. He co-led Deloitte’s Human Capital Trends research and report-the largest global report of its kind in the market-in 2023.
Michael Griffiths 是德勤咨询公司（Deloitte Consulting LLP）的负责人，拥有 20 多年与企业合作开展关键转型项目的经验。在人力资本业务领域，他领导劳动力转型项目，帮助客户解决学习转型、劳动力规划、劳动力经验、技能导向以及其他劳动力相关问题。他在学习和人才领域发表了大量文章，是市场上以技能为基础的组织的领军人物。他共同领导了德勤的人力资本趋势研究和报告--2023 年市场上同类最大的全球报告。

John Guziak 约翰-古齐亚克

jguziak@deloittece.com

John Guziak is the lead partner for human capital in Central Europe. He has a passion for business strategy, people development, team acceleration, and HR technology. For more than 25 years, he has worked with the C-suite of global companies across three continents, advising leaders on moving from strategy to results through people. Prior to joining Deloitte, Guziak was an entrepreneur who created successful companies in Poland, Romania, and Spain, and an accomplished speaker and a professor at IE University.
John Guziak 是中欧地区人力资本的首席合伙人。他热衷于业务战略、人员发展、团队加速和人力资源技术。在超过 25 年的时间里，他与遍布三大洲的全球公司 C-suite 合作，为领导者提供通过人员从战略到结果的建议。在加入德勤之前，Guziak 曾是一名企业家，在波兰、罗马尼亚和西班牙创建了多家成功的公司，他还是一名出色的演讲家和 IE 大学的教授。

Lauren Kirby 劳伦-柯比

lkirby@deloitte.com
Lauren Kirby is a manager within Deloitte Consulting LLP’s workforce transformation practice, specializing in employee experience, talent, leadership, and change programs. She focuses on advising organizations as they align business and talent strategy and define the strategic initiatives that make their people a critical enabler of business and market success. Kirby has a master of business administration degree from Duke’s Fuqua School of Business.
劳伦-柯比（Lauren Kirby）是德勤咨询（Deloitte Consulting LLP）劳动力转型实践部门的经理，专门从事员工体验、人才、领导力和变革项目。她专注于为企业提供建议，帮助企业调整业务和人才战略，并确定战略举措，使员工成为企业和市场成功的关键因素。Kirby 拥有杜克大学富卡商学院工商管理硕士学位。

David Mallon 戴维-马伦

dmallon@deloitte.com
David Mallon is a managing director at Deloitte Consulting LLP and chief analyst and market leader for Deloitte’s Insights2Action team. He, with the team, helps clients to sense, analyze, and act at the ever-shifting intersection of work, workforce, workplace, and industry. With more than 20 years of experience in human capital, he is a cohost of the Capital H podcast and a sought-after researcher, thought leader, and speaker on organization design, organizational culture, HR, talent, learning, and performance.
David Mallon 是德勤咨询公司 (Deloitte Consulting LLP) 的董事总经理，也是德勤 Insights2Action 团队的首席分析师和市场领导者。他与团队一起帮助客户感知、分析工作、劳动力、工作场所和行业之间不断变化的交叉点，并采取相应行动。他在人力资本领域拥有 20 多年的经验，是 Capital H 播客的联合主持人，也是组织设计、组织文化、人力资源、人才、学习和绩效方面广受欢迎的研究员、思想领袖和演讲者。

Mari Marcotte 玛丽-马科特

mamarcotte@deloitte.com

Mari Marcotte is a manager within Deloitte Consulting LLP’s human capital practice with over eight years of consulting experience. She partners with clients to create organizational and talent strategies to drive business performance and impact. Marcotte served as the program manager for the 2024 Global Human Capital Trends, managing the design and deployment of this year’s survey and report.
Mari Marcotte 是 Deloitte Consulting LLP 人力资本部门的经理，拥有八年以上的咨询经验。她与客户合作制定组织和人才战略，以推动业务绩效和影响力。Marcotte 担任 2024 年全球人力资本趋势的项目经理，负责管理本年度调查和报告的设计与部署。

Shannon Poynton 香农-波因顿

shpoynton@deloitte.com
Shannon Poynton is a senior manager within Deloitte Consulting LLP’s Human Capital practice with over 12 years of experience designing and executing organization, talent, leadership, and change programs that enhance business performance. Poynton advises organizational leaders on strategies to help them retain critical talent, engage their workforce, and reimagine work through innovative combinations of humans and technology. She is a frequent speaker on talent and workforce trends.
香农-波因顿（Shannon Poynton）是德勤咨询公司人力资本业务部的高级经理，在设计和执行组织、人才、领导力和变革计划以提高业务绩效方面拥有超过 12 年的经验。Poynton 为组织领导者提供战略建议，帮助他们留住关键人才、吸引员工参与，并通过人与技术的创新组合重新构想工作。她经常就人才和劳动力趋势发表演讲。

Nicole Scoble-Williams 妮可-斯考伯-威廉姆斯

nscoble-williams@tohmatsu.co.jp
Nic Scoble-Williams is a partner at Deloitte Tohmatsu Consulting LLC and Deloitte’s Asia-Pacific leader for the future of work. With more than 20 years of cross-industry experience in information technology services, talent strategy and advisory, and mergers and acquisitions, she works with businesses and governments to embed future of work vision into enterprise transformation strategies. She is a frequent speaker on work, workforce, and workplace strategies for thriving in today’s world of perpetual disruption.
妮可-斯考伯-威廉姆斯（Nic Scoble-Williams）是德勤咨询公司（Deloitte Tohmatsu Consulting LLC）的合伙人，也是德勤亚太区未来工作领导者。她在信息技术服务、人才战略与咨询以及兼并与收购方面拥有 20 多年的跨行业经验，与企业和政府合作将未来工作愿景融入企业转型战略。她经常就工作、劳动力和工作场所战略发表演讲，以帮助人们在当今这个不断发生颠覆性变化的世界中茁壮成长。

Joanne Stephane

jstephane@deloitte.com
Joanne Stephane is the executive director of Deloitte’s DEI Institute

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, focusing on data-driven research, challenging orthodoxies, and recommending impactful actions to help business and community leaders lead inclusive change. She works with C-suite executives to define, design, and operationalize their workforce experience vision and helps clients transform their talent organizations to achieve sustainable results. Stephane also serves as the CDEIO at Deloitte Consulting’s human capital practice and works in the consumer, health care, and life sciences sectors. She is a sought-after voice on the evolving role of HR and business leaders in shaping the way organizations compete for and access talent, curate workforce experiences, and impact the communities where they operate.
乔安妮-斯蒂芬是德勤DEI研究所

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的执行董事，专注于数据驱动型研究，挑战正统观念，并提出具有影响力的行动建议，帮助企业和社区领导者引领包容性变革。她与 C-suite 高管合作，定义、设计和实施他们的劳动力体验愿景，并帮助客户改造其人才组织，以实现可持续的成果。Stephane 还是德勤咨询公司（Deloitte Consulting）人力资本实践部门的 CDEIO，在消费者、医疗保健和生命科学领域开展工作。她在人力资源和企业领导者在塑造组织竞争和获取人才的方式、策划劳动力体验以及影响所在社区方面不断演变的角色方面，是一位广受欢迎的发言人。

Yves Van Durme
yvandurme@deloitte.com
伊夫-范杜尔梅 yvandurme@deloitte.com

Yves Van Durme is a partner at Deloitte Consulting in Belgium. Specializing in cultural transformation, leadership and organizational development, and data-driven people strategy, Van Durme has over 20 years of experience as a consultant, project manager, and program developer for human capital projects for multiple European, Japanese, American, and Belgian multinationals. Based on his experience coaching high-performance sports, he has an affinity for leadership and organizational development. Previously, he was a business unit director (talent management) for Hudson BNL, engaging with HR strategy, competency and performance management, career counseling, assessments, management development, and change management.
Yves Van Durme 是比利时德勤咨询公司的合伙人。Van Durme 专注于文化转型、领导力和组织发展以及数据驱动的人才战略，拥有超过 20 年的顾问、项目经理和人力资本项目开发经验，曾为多家欧洲、日本、美国和比利时的跨国公司服务。基于他指导高水平体育运动的经验，他对领导力和组织发展情有独钟。此前，他曾担任翰德 BNL 公司的业务部门总监（人才管理），负责人力资源战略、能力和绩效管理、职业咨询、评估、管理发展和变革管理。

MatteoZanza 马特奥-赞扎

mzanza@deloitte.it
Matteo Zanza is a partner at Deloitte Italy’s Human Capital practice and serves as organization transformation lead. With over 20 years of consulting experience, he has supported transformation projects for clients across the world in various industries, including public and government, aerospace and defense, manufacturing, automotive, and financial services. Zanza has an extensive experience in managing complex transformation programs and reorganization/ reengineering initiatives both in Italy and abroad.
Matteo Zanza 是德勤意大利人力资本部的合伙人，担任组织转型负责人。他拥有 20 多年的咨询经验，曾为全球各行业客户的转型项目提供支持，包括公共和政府、航空航天和国防、制造、汽车和金融服务等行业。Zanza 在管理意大利国内外复杂的转型项目和重组/再造计划方面拥有丰富的经验。

Acknowledgments 致谢

The author team would like to thank the following members of the Global Human Capital executive committee for bringing their global perspectives to this year’s report: Jodi Baker Calamai, Amanda Flouch, Maren Hauptmann, Andrew Hill, Bob Kaunert, Art Mazor, Kate Morican, Yasushi Muranaka, Nicole Scoble-Williams, Dheeraj Sharma, Simona Spelman, Kate Sweeney, and Nathalie Vandaele.
作者团队感谢全球人力资本执行委员会的以下成员为今年的报告提供了全球视角：Jodi Baker Calamai、Amanda Flouch、Maren Hauptmann、Andrew Hill、Bob Kaunert、Art Mazor、Kate Morican、Yasushi Muranaka、Nicole Scoble-Williams、Dheeraj Sharma、Simona Spelman、Kate Sweeney 和 Nathalie Vandaele。

They extend special thanks to Richard Coombes for his early leadership of the program, and to Steve Hatfield and Robin Jones for their perspectives on emerging trends.
他们特别感谢理查德-库姆斯（Richard Coombes）对项目的早期领导，以及史蒂夫-哈特菲尔德（Steve Hatfield）和罗宾-琼斯（Robin Jones）对新兴趋势的看法。

The authors would also like to thank Mari Marcotte and Catherine Gergen for keeping the project on track with their expert program leadership; Brittany Bjornberg, Sarah Hechtman, Kristine Priemer, and Molly Rogers for their leadership in managing the individual chapters in this report; and Madeline McEachin, Dhara Puvar, and Regina Miller for their support and activation efforts.
作者还要感谢 Mari Marcotte 和 Catherine Gergen，感谢他们以专业的计划领导能力使项目得以顺利进行；感谢 Brittany Bjornberg、Sarah Hechtman、Kristine Priemer 和 Molly Rogers，感谢他们在管理本报告各章节方面的领导能力；感谢 Madeline McEachin、Dhara Puvar 和 Regina Miller，感谢他们的支持和激活工作。

This report could not have been written and published without the partnership of the Deloitte Insights team, led by Corrie Commisso. The author team extends special thanks to Rithu Thomas for editorial contributions and to the following members of the visual and design team for their artwork and data visualizations: Matthew Lennert, Sylvia Chang, Sonya Vasilieff, Molly Piersol, Sofia Sergi, and Govindh Raj. They also thank the Deloitte Insights production editors, Blythe Hurley and Preetha Devan, for their flexibility and guidance.
本报告的撰写和出版离不开科里-科米索（Corrie Commisso）领导的德勤洞察团队的通力合作。作者团队特别感谢 Rithu Thomas 的编辑贡献，以及视觉和设计团队以下成员的作品和数据可视化：Matthew Lennert、Sylvia Chang、Sonya Vasilieff、Molly Piersol、Sofia Sergi 和 Govindh Raj。他们还感谢《德勤洞察》制作编辑 Blythe Hurley 和 Preetha Devan 的灵活处理和指导。

Furthermore, the authors express gratitude towards the survey team that was instrumental in the data collection and analysis for this project. They thank Shruti Kalaiselvan and Ananshi Chugh, who mentored and advised the entire survey and data analysis team; Priyanka Sahu and Vikas Arora, who led the global survey and data analysis efforts; Rishab Kumar Agarwal, Aniket Abhijeet Kale, Disha Nagpal, Shruti Garg, Simran Bakshi, David Goott, Erin Spencer, and Zhi Ming Wang who provided insightful analysis of the survey results; and Lokesh Kumar and Justin Johnson David, who supported survey translations and survey response analysis.
此外，作者还对调查团队表示感谢，他们在本项目的数据收集和分析过程中发挥了重要作用。他们感谢 Shruti Kalaiselvan 和 Ananshi Chugh，他们为整个调查和数据分析团队提供了指导和建议；感谢 Priyanka Sahu 和 Vikas Arora，他们领导了全球调查和数据分析工作；Rishab Kumar Agarwal、Aniket Abhijeet Kale、Disha Nagpal、Shruti Garg、Simran Bakshi、David Goott、Erin Spencer 和 Zhi Ming Wang，他们对调查结果进行了深入分析；Lokesh Kumar 和 Justin Johnson David，他们为调查翻译和调查回复分析提供了支持。

Deloitte’s Insights2Action

^{TM}

team provided much of the sensing, research, and advanced data analysis that informed the selection and development of the trends in this year’s report. The authors thank Matthew Deruntz, Yuejia (Mandy) Teng, Brandon Barker, Anchal Singh, and Derek Taylor for their input.
德勤的Insights2Action

^{TM}

团队提供了大量的感知、研究和高级数据分析，为今年报告中趋势的选择和发展提供了依据。作者感谢 Matthew Deruntz、Yuejia (Mandy) Teng、Brandon Barker、Anchal Singh 和 Derek Taylor 提供的意见。

And last (but not least!), the author team thanks the outstanding marketing and public relations team, led by Marissa Copeland and Jennifer Donegan, for their support and leadership in releasing the 2024 Global Human Capital Trends into the wild: Tyra Cannady, Charlean Parks, Christian Slike, and Malia Maack.
最后（但并非最不重要的！），作者团队感谢由玛丽莎-科普兰和詹妮弗-多尼根领导的出色的市场营销和公共关系团队，感谢他们在《2024 年全球人力资本趋势》发布过程中给予的支持和领导：Tyra Cannady、Charlean Parks、Christian Slike 和 Malia Maack。

Continue the conversation
继续对话

Global Human Capital leadership
全球人力资本领导力

Arthur Mazor 亚瑟-马佐尔

Global Human Capital leader | Deloitte Consulting LLP
德勤咨询公司全球人力资本领导者
amazor@deloitte.com

Kate Morican 凯特-莫里坎

Global Organization Transformation leader | Deloitte
全球组织转型领导者 | 德勤
kmorican@deloitte.ca

Bob Kaunert 鲍勃-考纳特

Global Human Capital as a Service leader | Deloitte Consulting LLP
全球人力资本即服务领导者德勤咨询有限公司
bkaunert@deloitte.com

Andrew Hill 安德鲁-希尔

Global HR Transformation leader | Deloitte Touche Tohmatsu
全球人力资源转型领导者 | 德勤华永会计师事务所
andrewhill@deloitte.com.au

Human Capital Country leaders
人力资本国家领导人

To connect with one of our human capital country leaders, please see our online list for contact details.
要与我们的人力资本国家领导人联系，请参阅我们的在线名单，了解详细联系信息。

Deloitte. Insights 德勤洞察力

Deloitte Insights contributors
《德勤观察》撰稿人

Editorial: Corrie Commisso, Arpan Kumar Saha, Emma Downey, Pubali Dey, Debashree Mandal, Aditi Gupta, Blythe Hurley, and Preetha Devan
编辑Corrie Commisso、Arpan Kumar Saha、Emma Downey、Pubali Dey、Debashree Mandal、Aditi Gupta、Blythe Hurley 和 Preetha DevanCreative: Sonya Vasilieff, Sofia Sergi, Molly Piersol, Jaime Austin, Govindh Raj, Meena Sonar, and Pooja Lnu
创意Sonya Vasilieff、Sofia Sergi、Molly Piersol、Jaime Austin、Govindh Raj、Meena Sonar 和 Pooja LnuDeployment: Pooja Boopathy
部署：Pooja BoopathyCover artwork: Sofia Sergi
封面设计索菲亚-塞尔吉

About Deloitte Insights 关于德勤透视

Deloitte Insights publishes original articles, reports and periodicals that provide insights for businesses, the public sector and NGOs. Our goal is to draw upon research and experience from throughout our professional services organization, and that of coauthors in academia and business, to advance the conversation on a broad spectrum of topics of interest to executives and government leaders.
《德勤洞察》出版原创文章、报告和期刊，为企业、公共部门和非政府组织提供真知灼见。我们的目标是借鉴我们整个专业服务机构的研究成果和经验，以及学术界和商界的合作作者的研究成果和经验，就行政人员和政府领导人感兴趣的广泛话题展开讨论。
Deloitte Insights is an imprint of Deloitte Development LLC.
Deloitte Insights 是 Deloitte Development LLC 旗下刊物。

About this publication 关于本出版物

This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or its and their affiliates are, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. None of Deloitte Touche Tohmatsu Limited, its member firms, or its and their respective affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
本刊物仅包含一般信息，德勤有限公司、其成员所或其及其关联公司均不通过本刊物提供会计、商业、金融、投资、法律、税务或其他专业建议或服务。本出版物不能替代此类专业建议或服务，也不应作为可能影响您的财务或业务的任何决策或行动的依据。在做出任何可能影响您的财务或业务的决定或采取任何可能影响您的财务或业务的行动之前，您应咨询合格的专业顾问。德勤‧關黃陳方會計師行有限公司、其成員所、其及有關聯營公司概不對任何依賴本刊物的人士所蒙受的任何損失負責。

About Deloitte 关于德勤

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www. deloitte.com/about to learn more about our global network of member firms.
德勤是指英国私营担保有限公司德勤有限公司（"DTTL"）、其成员所网络及其相关实体中的一家或多家。DTTL 及其每个成员公司都是法律上独立的实体。DTTL（又称 "德勤全球"）不向客户提供服务。在美国，德勤是指 DTTL 的一家或多家美国成员所、在美国使用 "德勤 "名称运营的相关实体及其各自的关联公司。根据公共会计的规则和规定，某些服务可能不向验证客户提供。请参阅 www. deloitte.com/about，了解有关我们全球成员所网络的更多信息。

Source: 2024 Global Human Capital Trends research.
资料来源：2024 年全球人力资本趋势研究。

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

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

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

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

Bridging the knowing-doing gap缩小知行差距

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

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

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

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

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

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

EXPECTED OUTCOMES 预期成果

"Companies "公司

Current trends threaten human sustainability当前趋势威胁人类的可持续性

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

When people thrive, business thrives人兴则企业兴

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。

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

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

WELL-BEING 福祉

PURPOSE 目 的

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

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

SOCIETAL IMPACT 社会影响

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

Putting the human in sustainability以人为本的可持续性

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

Acknowledgments 致谢

The knowing vs. doing gap: Respondents know that moving beyond traditional productivity metrics is important, but few are doing enough to make meaningful progress知与行的差距：受访者知道超越传统的生产率指标很重要，但很少有人能做到取得有意义的进展

Rethinking traditional productivity metrics反思传统的生产力指标

SIGNALS YOUR ORGANIZATION SHOULD CONSIDER PRIORITIZING HUMAN PERFORMANCE METRICS贵组织应考虑优先考虑人力绩效指标的信号

A new equation for human performance人类表现的新等式

In the era of human performance, business and human outcomes are mutually reinforcing在人类绩效时代，业务和人类成果相辅相成

Organizations have a window of opportunity to capture human performance metrics各组织有机会获取人类绩效指标

THE QUANTIFIED ORGANIZATION量化组织

Workers and leaders share similar perspectives on the positive impact of data on business and worker outcomes工人和领导者对数据对企业和工人成果的积极影响有着相似的看法

Laying the groundwork for a human performance focus为关注人类绩效奠定基础

Workers are less comfortable with data collected by emerging technologies, but leaders expect to use them more in the next three years员工对新兴技术收集的数据不太适应，但领导者预计未来三年会更多地使用这些技术

The organization currently uses this technology The organization expects to use this technology in the next 3 years - Percentage of employees comfortable with the technology该组织目前使用该技术 该组织预计在未来 3 年内使用该技术 - 对技术感到满意的员工百分比

Human performance: An evolving approach to strengthening workers and organizations人类绩效：不断发展的加强工人和组织的方法

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

Acknowledgments 致谢

The transparency paradox: Could less be more when it comes to trust?透明度悖论：信任能否少而精？

The knowing vs. doing gap: Respondents know that navigating the transparency paradox to build trust is important, but few are doing enough to make meaningful progress知与行的差距：受访者知道利用透明度悖论建立信任很重要，但很少有人能做到取得有意义的进展

The essential role of trust信任的重要作用

Advancing technologies are making work and workforce data more transparent先进技术使工作和劳动力数据更加透明

THE FOUR FACTORS OF TRUST信任的四大要素

What we mean when we talk about transparency我们谈论透明度的含义

SIGNALS YOUR ORGANIZATION SHOULD THINK MORE CAREFULLY ABOUT TRANSPARENCY贵组织应更谨慎地考虑透明度的信号

Using transparency in ways that build trust以建立信任的方式利用透明度

WHAT information or whose actions will be made transparent?哪些信息或谁的行动将被透明化？

WHYisitimportantto makethis information transparent?为什么必须使这些信息透明？

WHO will provide the information, and who will receive it?谁来提供信息，谁来接收信息？

HOW will the information be made transparent?如何使信息透明化？

The trust and transparency conversation信任和透明度对话

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

Acknowledgments 致谢

What do organizations need most in a disrupted, boundaryless age? More imagination.在一个混乱、无边界的时代，组织最需要什么？更多想象力

The knowing vs. doing gap: Respondents know that addressing the imagination deficit is important, but few are doing enough to make meaningful progress知与行的差距：受访者知道解决想象力不足的问题很重要，但很少有人能做到取得有意义的进展

Generative Al shines a spotlight on an imagination deficit《生成的阿尔》让人们看到了想象力的缺失

ENDURING HUMAN CAPABILITIES人类的持久能力

SIGNALS YOUR ORGANIZATION MAY BE FACING AN IMAGINATION DEFICIT您的组织可能面临想象力匮乏的信号

The more Al-enabled work becomes, the more important human imagination becomes工作越是由 Al 支持，人类的想象力就越重要

Scaling human capabilities creates value for organizations and workers提升人的能力为组织和员工创造价值

Harnessing imagination to create positive change发挥想象力，创造积极变化

Workers want the opportunity to reimagine the future of their work, but many aren't given the opportunity to do so工人们希望有机会重新构想工作的未来，但许多人却没有这样的机会

Executives rate human capabilities more important for themselves than for workers高管对自身能力的评价高于对员工的评价

Looking toward an imagination-rich future展望充满想象力的未来

RESEARCH METHODOLOGY 研究方法

Endnotes 尾注

Acknowledgments 致谢

How play and experimentation in digital playgrounds can drive human performance数字游乐场中的游戏和实验如何推动人类的表现

As technology continues to spark change in the relationship between workers and organizations, they need safe spaces to cocreate their common future.随着技术不断引发工人与组织之间关系的变革，他们需要安全的空间来共同创造未来。

The knowing vs. doing gap: Respondents know that creating digital playgrounds is important, but few are doing enough to make meaningful progress知与行的差距：受访者知道创建数字游戏场地很重要，但很少有受访者能做到取得有意义的进展

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

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

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

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

Bridging the knowing-doing gap
缩小知行差距

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

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

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

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

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

Current trends threaten human sustainability
当前趋势威胁人类的可持续性

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

When people thrive, business thrives
人兴则企业兴

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。

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

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

PURPOSE 目的

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

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

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

Putting the human in sustainability
以人为本的可持续性

The knowing vs. doing gap: Respondents know that moving beyond traditional productivity metrics is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道超越传统的生产率指标很重要，但很少有人能做到取得有意义的进展

Rethinking traditional productivity metrics
反思传统的生产力指标

SIGNALS YOUR ORGANIZATION SHOULD CONSIDER PRIORITIZING HUMAN PERFORMANCE METRICS
贵组织应考虑优先考虑人力绩效指标的信号

A new equation for human performance
人类表现的新等式

In the era of human performance, business and human outcomes are mutually reinforcing
在人类绩效时代，业务和人类成果相辅相成

Organizations have a window of opportunity to capture human performance metrics
各组织有机会获取人类绩效指标

THE QUANTIFIED ORGANIZATION
量化组织

Workers and leaders share similar perspectives on the positive impact of data on business and worker outcomes
工人和领导者对数据对企业和工人成果的积极影响有着相似的看法

Laying the groundwork for a human performance focus
为关注人类绩效奠定基础

Workers are less comfortable with data collected by emerging technologies, but leaders expect to use them more in the next three years
员工对新兴技术收集的数据不太适应，但领导者预计未来三年会更多地使用这些技术

The organization currently uses this technology The organization expects to use this technology in the next 3 years
- Percentage of employees comfortable with the technology
该组织目前使用该技术该组织预计在未来 3 年内使用该技术 - 对技术感到满意的员工百分比

Human performance: An evolving approach to strengthening workers and organizations
人类绩效：不断发展的加强工人和组织的方法

The transparency paradox: Could less be more when it comes to trust?
透明度悖论：信任能否少而精？

The knowing vs. doing gap: Respondents know that navigating the transparency paradox to build trust is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道利用透明度悖论建立信任很重要，但很少有人能做到取得有意义的进展

The essential role of trust
信任的重要作用

Advancing technologies are making work and workforce data more transparent
先进技术使工作和劳动力数据更加透明

THE FOUR FACTORS OF TRUST
信任的四大要素

What we mean when we talk about transparency
我们谈论透明度的含义

SIGNALS YOUR ORGANIZATION SHOULD THINK MORE CAREFULLY ABOUT TRANSPARENCY
贵组织应更谨慎地考虑透明度的信号

Using transparency in ways that build trust
以建立信任的方式利用透明度

WHAT information or whose actions will be made transparent?
哪些信息或谁的行动将被透明化？

WHYisitimportantto makethis information transparent?
为什么必须使这些信息透明？

WHO will provide the information, and who will receive it?
谁来提供信息，谁来接收信息？

HOW will the information be made transparent?
如何使信息透明化？

The trust and transparency conversation
信任和透明度对话

What do organizations need most in a disrupted, boundaryless age? More imagination.
在一个混乱、无边界的时代，组织最需要什么？更多想象力

The knowing vs. doing gap: Respondents know that addressing the imagination deficit is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道解决想象力不足的问题很重要，但很少有人能做到取得有意义的进展

Generative Al shines a spotlight on an imagination deficit
《生成的阿尔》让人们看到了想象力的缺失

ENDURING HUMAN CAPABILITIES
人类的持久能力

SIGNALS YOUR ORGANIZATION MAY BE FACING AN IMAGINATION DEFICIT
您的组织可能面临想象力匮乏的信号

The more Al-enabled work becomes, the more important human imagination becomes
工作越是由 Al 支持，人类的想象力就越重要

Scaling human capabilities creates value for organizations and workers
提升人的能力为组织和员工创造价值

Harnessing imagination to create positive change
发挥想象力，创造积极变化

Workers want the opportunity to reimagine the future of their work, but many aren't given the opportunity to do so
工人们希望有机会重新构想工作的未来，但许多人却没有这样的机会

Executives rate human capabilities more important for themselves than for workers
高管对自身能力的评价高于对员工的评价

Looking toward an imagination-rich future
展望充满想象力的未来

How play and experimentation in digital playgrounds can drive human performance
数字游乐场中的游戏和实验如何推动人类的表现

As technology continues to spark change in the relationship between workers and organizations, they need safe spaces to cocreate their common future.
随着技术不断引发工人与组织之间关系的变革，他们需要安全的空间来共同创造未来。

The knowing vs. doing gap: Respondents know that creating digital playgrounds is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道创建数字游戏场地很重要，但很少有受访者能做到取得有意义的进展

Digital playgrounds are safe spaces to realize possibilities while easing anxieties
数字游乐场是实现各种可能性的安全空间，同时缓解焦虑情绪

SIGNALS YOUR ORGANIZATION SHOULD EMBRACE AND ENCOURAGE DIGITAL PLAYGROUNDS
您的组织应接受和鼓励数字游乐场的信号

Disruption and evolving worker needs are driving the need for digital playgrounds
颠覆和不断变化的员工需求推动了对数字游乐场的需求

Building digital playgrounds that drive human performance
打造能提高人类绩效的数字游乐场

The future of digital playgrounds
数字游乐场的未来

One size does not fit all: How microcultures help workers and organizations thrive
不能一刀切：微文化如何帮助工人和组织茁壮成长

The knowing vs. doing gap: Respondents know that fostering workplace microcultures is important, but few are doing enough to make meaningful progress
知与行的差距：受访者知道培养职场微文化很重要，但很少有人能做到取得有意义的进展

The worker-leader disconnect
工人与领导者脱节

SIGNALS YOUR ORGANIZATION SHOULD EMPOWER MICROCULTURES
您的组织应赋予微文化权力的信号

Benefits and barriers to fostering workplace microcultures
培养工作场所微文化的益处和障碍

MAKING MICROCULTURES WORK
让微文化发挥作用

How to foster successful microcultures
如何培养成功的微文化

Looking to the future of microcultures
展望微文化的未来

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

A new mindset for HR
人力资源新思维

HR's role evolves with organizational needs
人力资源部门的角色随组织需求而变化

What boundaryless HR helps unlock for organizations
无边界人力资源能为企业带来什么

SIGNALS YOUR ORGANIZATION NEEDS TO MOVE TOWARD BOUNDARYLESS HR
您的组织需要迈向无边界人力资源的信号

Boundaryless HR involved a shift from compliance and deliverables to cross-disciplinary strategy
无边界人力资源涉及从合规和可交付成果到跨学科战略的转变

The move toward boundaryless HR is underway
正在向无边界人力资源迈进