（2018年12月19日，/HRoot.com/）根据光辉国际（纽约证券交易所代码：KFY）的研究数据，影响人力资源专业人士和人才招聘领导者工作方式的因素有许多，其中包括异常紧缩的劳动力市场和大量涌入的数据。该公司在其近日发布的“2019人才趋势报告”中指出了人力资源和人才领域的10个关键新兴趋势。该报告基于全球范围内人才获取、发展和薪酬专家的意见。

以下是未来的10个新兴趋势（不分先后）：

1、别介意工作间隔：对在两份工作之间停职休息的负面评价正在逐渐褪去，触达不在当前劳动力队伍中的专业人士的策略包括：主动采购、人才社区、研讨会、定制的登录页面和微网站、为已经离开公司但可能考虑重返的员工建立联系网络，以及有效的入职“伙伴”系统。

2、让人工智能更加“智能化”：如果不加以控制，人工智能可能会破坏促进多样性的努力。在招聘过程初期，应在起草职务说明时采取谨慎措施，以确保其在性别、种族和年龄上保持中立。即使简历是匿名的，人工智能仍然可能经常嵌入性别偏见。人工智能需要接受培训，以便更多地了解特定角色所需的技能，例如编写特定计算机代码的能力，而不是关注可能存在性别偏见的主观修饰词。

3、个性化薪酬：为了理解激励不同群体的不同之处（比如千禧一代和婴儿潮一代），企业开始倾听员工的意见。他们能够定制奖励套餐，提供不同的薪酬组合、弹性工作时间、带薪休假、国际化任务、学生贷款还款等。这将薪酬和奖励讨论从企业与全体员工的沟通，转变为企业与员工一对一的讨论。

4、重新思考年度绩效评估：即使员工的任期不长，持续的反馈也会帮助他们成长，保持专注，并创建雇主价值主张，以帮助吸引未来的员工。

5、更深入地挖掘多样性和包容性：组织逐渐意识到，必须加强对各层面的关注，以创建一个持续输送包括女性、有色人种、残疾人和LGBTQ员工在内的各种人才管道。为了衡量进展，许多组织已经开始使用申请人跟踪系统来找出少数族裔申请人被雇佣的比例。此外，各组织还更加关注保留多元化员工群体。许多公司使用“D&I诊断”（Diversity & Inclusion,多元化和包容性）来帮助解决员工离职的根本问题，以及如何扭转这种趋势。

6、企业做得怎么样？技术使得候选人能够就招聘周期中的经历提供实时反馈。通过这些数据，企业可以修正招聘实践，包括具体的工作要求和与候选人的互动，以成功雇用最优秀的人才。

7、这真的是一个头衔？许多行业都出现了新的角色和头衔，以满足不断变化的组织战略。从高管的角度来看，包括医疗保健、金融和零售在内的许多行业正在创建首席体验官角色。另一个新兴的高管职位是首席转型官，通常在兼并和收购期间负责变革管理计划。其他越来越流行的头衔包括“首席幸福官”（chief happiness officer）、“首席人才官”（chiefpeople officer）、“数据牧人”（data wrangler）、“法律忍者”（legal ninja）和“客户关系倡导者”（customer relations advocate）。

8、人才分析变得与业务分析同样重要：越来越多的分析在关注特定市场的人才格局，包括一个城市或地区的合格人才可用性、人才竞争，以及薪酬规范，这些分析正在与业务分析一同创建最有效，可持续的战略。

9、从雇佣到退休，从整体上看待人才：有一种趋势是采用更基础的、以数据为中心的方法，从组织、团队和个人的角度创建可操作的洞见。人才获取、评估、发展、组织结构和薪酬职能等方面的数据提供了数据依据。这使得人才战略的调整能够与业务结果紧密相关。

10、组织平衡：通过长期业务目标管理短期招聘需求。许多组织将招聘工作外包给供应商，供应商通常有两个团队——日常运营团队和客户管理团队，分析当前的业务和技术趋势，以规划未来战略。

KORN FERRY’S TALENT TRENDS FOR 2019

(Dec.19,2018,/staffingindustry.com/)Several factors — including an incredibly tight labor market and the massiveinflux of data — are affecting the way HR professionals and talent acquisitionleaders do their jobs, according to executive search firm Korn Ferry (NYSE:KFY). The company identified 10 key emerging trends in the HR and talent spacein its Emerging Global Talent Trends for 2019 report. The list is based oninput from talent acquisition, development and compensation experts worldwide.

The trends, in no particular order,include:

(Don’t) Mind the Gap! : The stigma oftaking time off between jobs is fading. Tactics to reach professionals who havebeen out of the workforce include targeted proactive sourcing, talentcommunities, workshops, customized landing pages and microsites, alumninetworks for those who have left the company and may consider returning, and“buddy” systems for effective onboarding.

Making artificial intelligence more“intelligent”: Left unchecked, artificial intelligence could undermine recentefforts to boost diversity. In the beginning of the recruiting process, careshould be taken when drafting job descriptions to ensure that they are gender-,race- and age-neutral. And even when résumés are anonymized, AI can still oftenembed gender biases. AI needs to be trained to look more for the skills neededfor a specific role, such as the ability to program specific computer codes,instead of focusing on subjective modifiers (e.g., “collaborative” or “toughtask master”) that may have gender bias.

Personalized pay: Go ahead, we’relistening: In order to understand the differences in what might incentivize onegroup, such as millennials, from another group, such as baby boomers,organizations are beginning to listen to employees. They are able to tailorrewards packages, offering different mixes of pay, flex time, paid time off,international assignments, student loan repayment, etc. This turns the pay andrewards discussion from a company communicating with the entire employeepopulation to a one-to-one discussion with employees.

Rethinking the annual performance review:Even if the employee does not have a long tenure, ongoing feedback will helpthem learn, stay engaged and create an employer value proposition to helpattract future employees.

Digging deeper into the diversity andinclusion pipeline: Organizations are more readily seeing that there has to bean increased focus across all levels of an organization to create an ongoingpipeline of diverse talent, including women, people of color, disabled personsand LGBTQ employees. To measure their progress, many organizations have begunusing applicant tracking systems to find out what percentage of minorityapplicants were hired. In addition, organizations are having an added focus onthe retention of a diverse employee base. Many are using a “D&I diagnostic”that helps get to the root problem of why employees are leaving and what can bedone to reverse the trend.

How are we doing? Technology is allowingfor real-time feedback from candidates about their experiences during therecruiting cycle. With the data, they can amend recruiting practices, includingspecific job requirements and interactions with candidates, to successfullyhire the best people.

That’s really a title? : New roles andtitles are emerging across many industries to meet the changing strategies oforganizations. From an executive perspective, many industries, includinghealthcare, finance and retail, are creating chief experience officer roles.Another emerging C-suite title is chief transformation officer, who is usuallytasked with change management initiatives, often during times of mergers andacquisitions. Other titles becoming more prevalent include chief happinessofficer, chief people officer, data wrangler, legal ninja and customerrelations advocate.

Talent analytics becoming just as importantas business analytics: Increasingly, analytics that look at the talentlandscape in specific markets, including competition for and availability ofqualified talent in one city or region, as well as compensation norms, arecoming into play in tandem with business analytics to create the mosteffective, sustainable approach.

Talking talent holistically, from hire toretire: There is a trend toward a more foundational, data-centric approach thatcreates actionable insights from an organizational, team and individualperspective. This foundation is informed by data from talent acquisition,assessment, development, organizational structure and compensation functions.This enables a calibrated approach to talent that is tightly linked to businessoutcomes.

Balancing act: Managing short-term hiringneeds with long-term business goals: Many organizations are outsourcing theirhiring efforts to providers that often have two teams working on their behalf:a day-to-day operations team and an account management team that analyzesongoing business and technology trends to plan for the future.

文章来自：“2号人事部”人力资源管理系统转载https://www.2haohr.com/