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招聘者更關(guān)注應(yīng)聘者的技能,而不是出身

當(dāng)前,招聘人員越來(lái)越注重求職者的技能,并以此來(lái)篩選候選人。

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幾十年來(lái),公司主要通過(guò)學(xué)位、工作經(jīng)驗(yàn)和其他背景信息來(lái)篩選和衡量候選人,以確定雇傭和晉升的對(duì)象。

然而,這一模式的缺陷正在變得越來(lái)越明顯:61%的美國(guó)企業(yè)領(lǐng)導(dǎo)人在領(lǐng)英(LinkedIn)最近的調(diào)查中表示,目前吸引頂尖人才是一項(xiàng)挑戰(zhàn)——研究表明,傳統(tǒng)的信息,例如具體的工作年限,并不能夠很好地預(yù)測(cè)一個(gè)人的工作能力。

對(duì)于那些表示現(xiàn)在很難找到合適人才的公司而言,這種方法背后的數(shù)學(xué)原理說(shuō)明了原因:超過(guò)70%的工作要求求職者擁有學(xué)位,但美國(guó)只有不到50%的勞動(dòng)力擁有學(xué)士學(xué)位。當(dāng)雇主只從少數(shù)精英大學(xué)和頂級(jí)公司中篩選候選人時(shí),人才庫(kù)就會(huì)進(jìn)一步萎縮。

在這種背景下,勞動(dòng)力市場(chǎng)正在發(fā)生巨變,從基于出身的模式穩(wěn)步轉(zhuǎn)向技能優(yōu)先的模式。領(lǐng)英上的雇主已經(jīng)做出這樣的轉(zhuǎn)變,美國(guó)約有四分之一(24%)的招聘信息不再要求學(xué)位,而2020年這一比例為15%。在領(lǐng)英上,人力資源團(tuán)隊(duì)也越來(lái)越依賴(lài)技能作為評(píng)估候選人能力和潛力的關(guān)鍵因素來(lái)篩選候選人,現(xiàn)在超過(guò)40%的人力資源團(tuán)隊(duì)在招聘信息中明確要求求職者具備相關(guān)技能。

這種勢(shì)頭的持續(xù)表明,這不再是是否會(huì)發(fā)生或何時(shí)會(huì)發(fā)生的問(wèn)題,而是我們現(xiàn)在如何共同采取下一步措施,使技能優(yōu)先的方法成為勞動(dòng)力市場(chǎng)的共同現(xiàn)實(shí)。

對(duì)話(huà)越來(lái)越受到關(guān)注

不起眼的對(duì)話(huà)往往可以引發(fā)巨變,在我們的工作場(chǎng)所亦是如此。

從遠(yuǎn)程辦公和混合工作模式到“安靜辭職”(quiet quitting)和“大洗牌”(Great Reshuffle),疫情時(shí)代引領(lǐng)了新一輪職場(chǎng)對(duì)話(huà),并迅速成為新職場(chǎng)規(guī)范。其中許多這樣的對(duì)話(huà)都發(fā)生在領(lǐng)英上——超過(guò)8.5億會(huì)員和6,000萬(wàn)家公司在領(lǐng)英上定期討論所有與工作有關(guān)的事情。

在所有的討論中,當(dāng)我們查看關(guān)于技能優(yōu)先的人才招聘方法的動(dòng)態(tài)帖子的數(shù)量時(shí),會(huì)發(fā)現(xiàn)有明顯上升。我們發(fā)現(xiàn),從2021年10月到2022年10月這一年里,提到這些話(huà)題的平均對(duì)話(huà)數(shù)量大約翻了一番。

在領(lǐng)英上正進(jìn)行的討論并不僅限于人力資源專(zhuān)業(yè)人士。來(lái)自各行各業(yè)的杰出高管也加入了這場(chǎng)辯論。尼爾森公司(Nielsen)的首席執(zhí)行官指出:“我開(kāi)始懷疑為什么這么多職位要求求職者擁有學(xué)士學(xué)位?!边_(dá)美航空(Delta)的首席執(zhí)行官放棄了他的主頁(yè),投放浮動(dòng)廣告來(lái)強(qiáng)調(diào)基于技能的職業(yè)道路能夠幫助縮小非裔人才的機(jī)會(huì)差距。領(lǐng)英的首席執(zhí)行官也在自己的主頁(yè)上呼吁其他雇主開(kāi)始承認(rèn)并獎(jiǎng)勵(lì)那些沒(méi)有學(xué)位的員工,而這些人占美國(guó)勞動(dòng)力的一半。

然而,Jobs For the Future組織最近的調(diào)查結(jié)果表明,雇主解決這一問(wèn)題的意愿與他們實(shí)際執(zhí)行新的技能優(yōu)先戰(zhàn)略的信心水平之間仍然存在很大差距。大約80%的雇主認(rèn)為技能比學(xué)位更重要,但大多數(shù)(52%)雇主表示,他們?nèi)匀辉谡衅赣袑W(xué)位的人,因?yàn)樗麄冇X(jué)得這樣做風(fēng)險(xiǎn)更小。

企業(yè)現(xiàn)在就可以開(kāi)始行動(dòng)

好消息是什么?有現(xiàn)成的工作模式和手冊(cè)——企業(yè)能夠超越對(duì)話(huà),實(shí)現(xiàn)具體的改變。這并不一定是一個(gè)“冒險(xiǎn)”的賭注。

Jobs For the Future組織與領(lǐng)先的雇主和大型技能型人才項(xiàng)目,比如商業(yè)圓桌會(huì)議(Business Roundtable)的多路徑倡議(Multiple Pathways Initiative)合作,制定技能型人才議程。他們發(fā)現(xiàn),在這方面做得好的公司通常是從一個(gè)簡(jiǎn)單的行動(dòng)方案開(kāi)始的。

首先,他們將其作為首席執(zhí)行官級(jí)別的優(yōu)先事項(xiàng),設(shè)定目標(biāo),并衡量進(jìn)展情況。其次,他們從某個(gè)方面開(kāi)始進(jìn)行——或者說(shuō)從任何方面開(kāi)始進(jìn)行。他們不會(huì)試圖徹底改變整個(gè)企業(yè)。相反,他們會(huì)專(zhuān)注于一個(gè)部門(mén)或一項(xiàng)工作,并從那里開(kāi)始。第三,他們超越了基于技能的招聘,并采用基于技能的培訓(xùn)和內(nèi)部流動(dòng)的方法。隨著時(shí)間的推移,這些公司獲得了回報(bào)?;诩寄艿姆椒ㄍ卣沟秸麄€(gè)企業(yè),并成為公司文化、日常系統(tǒng)和價(jià)值觀(guān)中的一部分。

采取其中的一些措施不僅是擴(kuò)大人才庫(kù)的可靠商業(yè)戰(zhàn)略,還可以為那些可能擁有相關(guān)技能的被忽視的工人群體帶來(lái)更公平的結(jié)果,包括76%的非裔工人和83%的拉丁裔工人,他們目前沒(méi)有四年制學(xué)位。

領(lǐng)英新的技能優(yōu)先招聘工具的早期發(fā)現(xiàn)表明,提升技能資格透明度會(huì)鼓勵(lì)更多女性申請(qǐng)她們可能不會(huì)申請(qǐng)的工作,這是因?yàn)榕酝ǔ?huì)設(shè)定更高的自我限定標(biāo)準(zhǔn)。

雖然有希望看到更多的公司進(jìn)行這樣的對(duì)話(huà),并提出正確的問(wèn)題,但要確保這些變化產(chǎn)生積極而公平的影響,有必要進(jìn)行審慎的關(guān)注和衡量。

改變不會(huì)在一夜之間發(fā)生。范式轉(zhuǎn)換也永遠(yuǎn)不會(huì)在一夜之間發(fā)生。然而,顯而易見(jiàn)的是,在我們有生之年,做一些真正改變世界的事情——建立一個(gè)比以往任何時(shí)候都更有效、更公平的勞動(dòng)力市場(chǎng)——實(shí)際上是可能做到的。(財(cái)富中文網(wǎng))

Fortune.com上發(fā)表的評(píng)論文章中表達(dá)的觀(guān)點(diǎn),僅代表作者本人的觀(guān)點(diǎn),不代表《財(cái)富》雜志的觀(guān)點(diǎn)和立場(chǎng)。

阿尼什·拉曼(Aneesh Raman)是領(lǐng)英(LinkedIn)的副總裁??ㄌ亍の值拢–at Ward)是Jobs For the Future組織的副總裁。

譯者:中慧言-王芳

幾十年來(lái),公司主要通過(guò)學(xué)位、工作經(jīng)驗(yàn)和其他背景信息來(lái)篩選和衡量候選人,以確定雇傭和晉升的對(duì)象。

然而,這一模式的缺陷正在變得越來(lái)越明顯:61%的美國(guó)企業(yè)領(lǐng)導(dǎo)人在領(lǐng)英(LinkedIn)最近的調(diào)查中表示,目前吸引頂尖人才是一項(xiàng)挑戰(zhàn)——研究表明,傳統(tǒng)的信息,例如具體的工作年限,并不能夠很好地預(yù)測(cè)一個(gè)人的工作能力。

對(duì)于那些表示現(xiàn)在很難找到合適人才的公司而言,這種方法背后的數(shù)學(xué)原理說(shuō)明了原因:超過(guò)70%的工作要求求職者擁有學(xué)位,但美國(guó)只有不到50%的勞動(dòng)力擁有學(xué)士學(xué)位。當(dāng)雇主只從少數(shù)精英大學(xué)和頂級(jí)公司中篩選候選人時(shí),人才庫(kù)就會(huì)進(jìn)一步萎縮。

在這種背景下,勞動(dòng)力市場(chǎng)正在發(fā)生巨變,從基于出身的模式穩(wěn)步轉(zhuǎn)向技能優(yōu)先的模式。領(lǐng)英上的雇主已經(jīng)做出這樣的轉(zhuǎn)變,美國(guó)約有四分之一(24%)的招聘信息不再要求學(xué)位,而2020年這一比例為15%。在領(lǐng)英上,人力資源團(tuán)隊(duì)也越來(lái)越依賴(lài)技能作為評(píng)估候選人能力和潛力的關(guān)鍵因素來(lái)篩選候選人,現(xiàn)在超過(guò)40%的人力資源團(tuán)隊(duì)在招聘信息中明確要求求職者具備相關(guān)技能。

這種勢(shì)頭的持續(xù)表明,這不再是是否會(huì)發(fā)生或何時(shí)會(huì)發(fā)生的問(wèn)題,而是我們現(xiàn)在如何共同采取下一步措施,使技能優(yōu)先的方法成為勞動(dòng)力市場(chǎng)的共同現(xiàn)實(shí)。

對(duì)話(huà)越來(lái)越受到關(guān)注

不起眼的對(duì)話(huà)往往可以引發(fā)巨變,在我們的工作場(chǎng)所亦是如此。

從遠(yuǎn)程辦公和混合工作模式到“安靜辭職”(quiet quitting)和“大洗牌”(Great Reshuffle),疫情時(shí)代引領(lǐng)了新一輪職場(chǎng)對(duì)話(huà),并迅速成為新職場(chǎng)規(guī)范。其中許多這樣的對(duì)話(huà)都發(fā)生在領(lǐng)英上——超過(guò)8.5億會(huì)員和6,000萬(wàn)家公司在領(lǐng)英上定期討論所有與工作有關(guān)的事情。

在所有的討論中,當(dāng)我們查看關(guān)于技能優(yōu)先的人才招聘方法的動(dòng)態(tài)帖子的數(shù)量時(shí),會(huì)發(fā)現(xiàn)有明顯上升。我們發(fā)現(xiàn),從2021年10月到2022年10月這一年里,提到這些話(huà)題的平均對(duì)話(huà)數(shù)量大約翻了一番。

在領(lǐng)英上正進(jìn)行的討論并不僅限于人力資源專(zhuān)業(yè)人士。來(lái)自各行各業(yè)的杰出高管也加入了這場(chǎng)辯論。尼爾森公司(Nielsen)的首席執(zhí)行官指出:“我開(kāi)始懷疑為什么這么多職位要求求職者擁有學(xué)士學(xué)位?!边_(dá)美航空(Delta)的首席執(zhí)行官放棄了他的主頁(yè),投放浮動(dòng)廣告來(lái)強(qiáng)調(diào)基于技能的職業(yè)道路能夠幫助縮小非裔人才的機(jī)會(huì)差距。領(lǐng)英的首席執(zhí)行官也在自己的主頁(yè)上呼吁其他雇主開(kāi)始承認(rèn)并獎(jiǎng)勵(lì)那些沒(méi)有學(xué)位的員工,而這些人占美國(guó)勞動(dòng)力的一半。

然而,Jobs For the Future組織最近的調(diào)查結(jié)果表明,雇主解決這一問(wèn)題的意愿與他們實(shí)際執(zhí)行新的技能優(yōu)先戰(zhàn)略的信心水平之間仍然存在很大差距。大約80%的雇主認(rèn)為技能比學(xué)位更重要,但大多數(shù)(52%)雇主表示,他們?nèi)匀辉谡衅赣袑W(xué)位的人,因?yàn)樗麄冇X(jué)得這樣做風(fēng)險(xiǎn)更小。

企業(yè)現(xiàn)在就可以開(kāi)始行動(dòng)

好消息是什么?有現(xiàn)成的工作模式和手冊(cè)——企業(yè)能夠超越對(duì)話(huà),實(shí)現(xiàn)具體的改變。這并不一定是一個(gè)“冒險(xiǎn)”的賭注。

Jobs For the Future組織與領(lǐng)先的雇主和大型技能型人才項(xiàng)目,比如商業(yè)圓桌會(huì)議(Business Roundtable)的多路徑倡議(Multiple Pathways Initiative)合作,制定技能型人才議程。他們發(fā)現(xiàn),在這方面做得好的公司通常是從一個(gè)簡(jiǎn)單的行動(dòng)方案開(kāi)始的。

首先,他們將其作為首席執(zhí)行官級(jí)別的優(yōu)先事項(xiàng),設(shè)定目標(biāo),并衡量進(jìn)展情況。其次,他們從某個(gè)方面開(kāi)始進(jìn)行——或者說(shuō)從任何方面開(kāi)始進(jìn)行。他們不會(huì)試圖徹底改變整個(gè)企業(yè)。相反,他們會(huì)專(zhuān)注于一個(gè)部門(mén)或一項(xiàng)工作,并從那里開(kāi)始。第三,他們超越了基于技能的招聘,并采用基于技能的培訓(xùn)和內(nèi)部流動(dòng)的方法。隨著時(shí)間的推移,這些公司獲得了回報(bào)?;诩寄艿姆椒ㄍ卣沟秸麄€(gè)企業(yè),并成為公司文化、日常系統(tǒng)和價(jià)值觀(guān)中的一部分。

采取其中的一些措施不僅是擴(kuò)大人才庫(kù)的可靠商業(yè)戰(zhàn)略,還可以為那些可能擁有相關(guān)技能的被忽視的工人群體帶來(lái)更公平的結(jié)果,包括76%的非裔工人和83%的拉丁裔工人,他們目前沒(méi)有四年制學(xué)位。

領(lǐng)英新的技能優(yōu)先招聘工具的早期發(fā)現(xiàn)表明,提升技能資格透明度會(huì)鼓勵(lì)更多女性申請(qǐng)她們可能不會(huì)申請(qǐng)的工作,這是因?yàn)榕酝ǔ?huì)設(shè)定更高的自我限定標(biāo)準(zhǔn)。

雖然有希望看到更多的公司進(jìn)行這樣的對(duì)話(huà),并提出正確的問(wèn)題,但要確保這些變化產(chǎn)生積極而公平的影響,有必要進(jìn)行審慎的關(guān)注和衡量。

改變不會(huì)在一夜之間發(fā)生。范式轉(zhuǎn)換也永遠(yuǎn)不會(huì)在一夜之間發(fā)生。然而,顯而易見(jiàn)的是,在我們有生之年,做一些真正改變世界的事情——建立一個(gè)比以往任何時(shí)候都更有效、更公平的勞動(dòng)力市場(chǎng)——實(shí)際上是可能做到的。(財(cái)富中文網(wǎng))

Fortune.com上發(fā)表的評(píng)論文章中表達(dá)的觀(guān)點(diǎn),僅代表作者本人的觀(guān)點(diǎn),不代表《財(cái)富》雜志的觀(guān)點(diǎn)和立場(chǎng)。

阿尼什·拉曼(Aneesh Raman)是領(lǐng)英(LinkedIn)的副總裁??ㄌ亍の值拢–at Ward)是Jobs For the Future組織的副總裁。

譯者:中慧言-王芳

For decades now, companies have measured candidates largely by their degrees, years of experience, and other pedigree signals as filters to determine who to hire and promote.

However, the cracks in this model are becoming more apparent by the day: 61% of the U.S. business leaders LinkedIn recently surveyed say it’s challenging to attract top talent right now–and?studies suggest that traditional signals such as specific years of experience are flawed predictors of someone’s ability to do a job well.

For companies who say it’s a tough environment to find the right talent, the math behind this approach shows why: Over 70% of jobs require degrees–but less than 50% of the U.S. workforce hold a bachelor’s degree. The talent pools shrink even further when employers screen candidates to recruit from a small pool of elite universities and top companies.

Against this backdrop, there’s a massive shift underway that’s steadily moving the labor market from a pedigree-based model to a skills-first model. Employers on LinkedIn are already making this shift, with roughly one in four job postings (24%) in the U.S. no longer requiring degrees, up from 15% in 2020. HR teams are also increasingly relying on skills as the key filter through which to evaluate a candidate’s ability and potential on LinkedIn, with over 40% now explicitly using skills data to fill their roles.

That sustained momentum suggests it’s no longer a question of if or when–but really a matter of how we collectively take the next steps now to make a skills-first approach a shared reality across all corners of the labor market.

The conversation is getting louder

Small conversations can often spark great change–and the same is true when it comes to our workplaces.

From remote and hybrid working to “quiet quitting” and the “Great Reshuffle”, the pandemic era has ushered in a new wave of workplace conversations that rapidly became new workplace norms. Many of those conversations take place on LinkedIn–where over 850 million members and 60 million companies are regularly discussing all things related to work.

Among all the chatter, there’s been a clear uptick when we look at the volume of feed posts about skills-first talent approaches. We saw the average number of conversations mentioning these topics roughly double over the course of the year from October 2021 to October 2022.

The ongoing discussion on LinkedIn isn’t limited to HR professionals. Leading executives from a range of industries are also weighing in on the debate. Nielsen’s CEO?pointed out, “I have begun to wonder why a college degree is a job requirement for so many roles.” Delta’s CEO gave up his page for a takeover to?highlight how skills-based career pathways can help close the opportunity gap for Black talent. And LinkedIn’s own CEO is taking to his page to call on other employers to start recognizing and rewarding workers who don’t have degrees–half of the U.S. workforce.

However, recent?findings from Jobs For the Future (JFF) show that there’s still a wide gap between employers’ desire to tackle this issue and their confidence levels in actually executing a new skills-first strategy. Some 80% of employers believe in prioritizing skills over degrees–but the majority (52%) say they are still hiring from degree programs because it feels less risky.

Businesses can start right now

The good news? There are working models and playbooks already in place–and companies can go beyond conversations to achieve concrete change. This doesn’t have to be a “risky” bet.

JFF?partners with leading employers and large skills-based talent efforts such as the Business Roundtable’s?Multiple Pathways Initiative to enact a skills-based talent agenda. They found that the companies that do this well usually get started with a straightforward formula.

First, they make it a CEO-level priority, set goals, and?measure progress. Second, they start somewhere–anywhere. They don’t try to change the whole enterprise all at once. Rather, they zero in on one department or one practice and begin there. Third, they expand beyond?skills-based hiring to include a skills-based approach to training and?internal mobility. In time, these companies reap the rewards. The skills-based approach spreads across the enterprise and becomes embedded in the culture, day-to-day systems, and values of the company.

Taking some of these steps is not only a sound business strategy that?expands your talent pipelines, but it can also lead to more equitable outcomes for populations of overlooked workers who may have the relevant skills, including 76% of Black workers and 83% of Latinx workers who currently don’t hold a?four-year degree.

Early findings from LinkedIn’s new?skills-first hiring tools show that adding more skills qualification transparency encourages more women, who typically set a higher self-qualification bar, to apply to jobs they may not have otherwise.

While it’s promising to see more companies having this conversation and asking the right questions, deliberate attention and measurement will be necessary to make sure these changes are having a positive and equitable impact.

Change won’t happen overnight. Paradigm shifts never do. However, it’s clear that doing something truly world-changing–building a labor market that is more efficient and equitable than ever before–is actually possible in our lifetime.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

Aneesh Raman is VP at LinkedIn. Cat Ward is VP at Jobs for the Future (JFF).

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