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The Author Mr. Ben Whitter is the multi-award winningTsunami Leader. As a recognised leader within organisational development, Ben currently leads the Organisation and People Development function for The University of Nottingham Ningbo China (UNNC). He grants LinLead to pulish, and the Chinese text is translated by EBS learning team with LinLead.
人力资源部“何去何从”的辩论从未停止过!
Airbnb不再设立首席人才官职位！
近日，市值255亿美元的共享经济新贵Airbnb做出了一项人事任命，再次将这场辩论推到“风口浪尖”——
该公司新近任命一名高级员工，担任新设立的“员工体验全球负责人”，负责推动“员工体验”的全面交付，体现该公司“工作也是一种体验”的管理哲学，确保和企业文化及“顾客导向”理念相吻合——由于该职位职责包含了其他公司的人力资源部职能，因此Airbnb的做法，意味着重新定义“人力资源传统职能”。
The never-ending debate aboutthe future of Human Resources took another major twist as Airbnb, a company valued at $25.5 billion dollars based in the shared economy space, recently announced that they are redefining their HR function in terms of what it is andwhat it does with the appointment of a new Global Head of Employee Experienceto oversee and connect everything to do with their “workplace as an experience”vision, which is central to their culture and customer-centric approach.
人力资源部的待遇为何“参差不齐”？
众所周知，“人力资源部如何变革”已经是业界老生常谈的话题了。就好像是一场大型的辩论赛，双方各执一词，彼此都无法被对方说服，而居于中间的“骑墙派”，要么只是简单等待一个结论，要么频频“周旋”于不同理论派别，“三天打鱼、两天晒网”。
You know better than I that debate is not new within HR as a profession. It seems like one epic rap battle between those on one side, those on another, and then there are the observersin the middle who are simply waiting for a seminal moment or announcement onwho won and then they can quickly go about implementing the next model immediately once they have attended the relevant conference or workshop.
但是，很多人并没有“虚掷光阴”，他们积极行动，他们认真研究和应对企业运营态势和商业环境，相应提出合理的人力资源开发解决方案，推动商业绩效，并为人力资源从业者一再“赢得声誉”。
Others though, don’t wait. They get on with creating a brand of HR suited to and built within their business and context, and it makes a huge difference to business performance.
其实，商业世界里，人力资源官受到尊敬，并跻身核心领导团队、入主董事会、甚至成为第二CEO的情况，并非少数；与此同时，的的确确可以看到很多企业里，人力资源部经常被降级到行政服务职能级别，或者与其他职能合并，或辅助其他职能，关乎组织发展的重要职能被剥离；而在一些组织中与人力资源部相分立的培训学习职能也遭受同等待遇。尽管职位抬头、所在部门名称各有不同，但是情形大致相仿。
This is also reflected across the business World with HR being elevated to the top table within some organisations, the CEO’s No.2 in some cases, whilst at the same time, other companies are busy downgrading HR to an administration function with organisational development in its own right taking the strategic spot or beingfused with HR in some fashion. Training and L&D also come into play in whatis a mixed bag of approaches. The range of titles, services and functions varybut it is all chipping away at the same challenge.
拉姆·查兰和Josh Bersin，分别旗帜鲜明的提出“人力资源部分拆论”，和“人力资源部整合论”，并各执己见，终于让关于人力资源部的分歧“大白于天下”。
The desire then, presentedby Ram Charan, in his proposal on splitting HR and the subsequent response by JoshBersin indicates partially what’s been playing out in the profession for waytoo long- although both colleagues present good and valid points within their respective articles.
在《人比战略更重要：首席人力资源官的新任务》中，拉姆·查兰并和来自麦肯锡的全球管理合伙人Dominic Barton，以及光辉国际的Dennis Carey一起，要求重新评估首席人才官的角色，进一步向就有的人力资源管理模型“开战”，呼吁重新定义人力资源部的新形象和新使命。
In People Before Strategy: A New Role for the CHRO, Ram Charan returned with Dominic Barton, global managing director of McKinsey & Co., and Dennis Carey of Korn/Ferry International to present a view that sets out to re-evaluate the Chief HR role and there continues to be fierce resistance to established models of HR, which does add some weight to the argument that HR needs a re-brand and a renewed focus.
似乎，这场“争论”进行的太久了，甚至走进了一个死胡同；并且，值得玩味的是，这场本该限于人力资源从业者圈子内的争论，目前有持续扩大化的趋势。这将进一步危及到人力资源从业者自身的专业形象吗？有可能。
Quite frankly, the debate has tended to be a circular argument in that it just keeps going round and around, and what’s more interesting is the extent to which ithas and continues to be driven from within the profession, which has only madethe very real gripes against HR stronger.
首席员工体验官将会取代首席人才官？不过，利好消息是，这样的“胶着”其实反映着人力资源界的部分有识之士的心声——他们摩拳擦掌，一直希望在商业运营中扮演更紧要的角色，推动他们的组织有更好活力，而苦无良机。
Does this suggest an identity crisiswithin HR? Perhaps, but perhaps the field is also getting restless as our manypractitioners and colleagues know they are ready to play more instrumentalroles within organisations in what is quickly becoming a more meaningful economy.
我所知道卓越的人士，包括人力资源管理者都被认为是“怪人”，因为他们从不循规蹈矩，他们挑战现状而且高瞻远瞩。他们给公司带来意义并影响着每一个人。
The best people and HR leaders I know have been labeled maverick at one time or another because theybuild something that goes against the norm, they challenge the status quo, andthey see beyond the perceived limitations of their function and therefore extend well beyond it.
他们清晰的知道如何能够给员工创造最棒的工作体验，比如谷歌公司的人才运营副总裁Laszlo Bock、西南航空和雅虎前任人力资源副总裁Libby Sartain，和Airbnb的Mark Levy都是这样的例子。
They bring meaning to the workplace and it runs through everything that affects people. The other thing they do get is a clear mandate from the top to create the best employee experience possible, which is a big advantage as people like Laszlo Bock (VP, People Operations, Google), Libby Sartain (Former Yahoo/Southwest Airlines, VP People) and others like Airbnb’s MarkLevy would vouch for.
也许我生性过于乐观了，但我相信，和我持类似观点的人不在少数——人力资源和组织发展即将处于历史的十字路口。事实上，这正在发生。
I’m an optimist, but I’m certainly not alone in thinking HR and organisations are on the verge of a major moment in their history together. In fact, it's happening already.
作为一个应景的例子，Mark Levy在Airbnb的新职位是首席员工体验官，将把传统的诸如招聘和人才发展的人力资源管理职能，与市场营销、工作场所运营、企业社会责任项目和传播职能相统合。
As a timely example, Mark Levy’s newrole of Chief Employee Experience Officer at Airbnb combines traditional HR functions ofrecruiting and talent development with marketing, real estate, facilities,social responsibility, and communications.
这将搭建一个很好的“运作”平台和空间，当然，这却不再是一个单一的人力资源运作套路。
That’s quite a platform, but that’s not the HR success story here.
从聚焦“人力资源管理”到聚焦“员工体验”？
再清楚不过的是，员工日益在乎他们自己的“（工作）体验”，而不是人力资源管理制度和体系。沿着这个思路，在我看来，管理者们将越来越看到，人力资源不再仅仅被视为一个支持性的功能，因为，员工的体验往大了说就是整个企业的真实状态，就是生意本身。
What is clear is that this move quite visibly positionsthe employee experience as critical to the business, not HR. This is absolutely right, in my view, and gives practitioners the confidence and belief to know that HR is no longer a support function within the business, because the employee experience, to a large extent, is the business.
由此，我可以预见到，人力资源管理从业者将有机会为自己“扳回一局”，获得更多的成长和发展机会。作为一个人力资源管理从业者，我相信更多的行业和领域中的公司将会效仿这些先行者，尝试“员工体验”的运作和管理视角。
I can see the repercussions now in how wedevelop, grow, and accredit HR people within our profession. It is the employee experience that is the clear winner, and as a HR guy, I like what this says about the future workplace once other sectors start catching up, and they will.
无疑，从传统“人力资源管理思维”转变到“员工体验思维”，将充满挑战——大多数公司的人力资源运作体系将遭受严峻的考验，毕竟，“重新聚焦于员工（而非人力资源管理本身）”并非易如反掌。
There is no question that the transition from HR thinking to Employee Experience thinking will be a challenge for companies to get to grips with as many other organisationsare joining the race to re-focus their HR efforts on the employee experience.
然而，请不要问为什么“转变”，而应该问问我们自己，为什么“我们拖了这么久才转变”，为什么这么简单的真理我们此刻才明白——正是员工，才传递了企业价值给顾客。
Instead of asking why, I think the bigger question is why it is taking so long for employers to act on the basic truth that it is employees whodeliver the value to customers and keep them coming back for more.
不过，以上这些CEO们，在最佳雇主品牌排名榜上，正肆意享受“冲天高涨”的支持率，多由于他们以人为本的经营理念和全力支持创新氛围的领导力。一句话，他们都很注重人，他们深知：正是人推动着商业的成功。
All of whom are currently enjoying through-the-roof 2015 approval ratings alongside top employer rankings largely delivered by theirpeople-centric approaches and wholehearted support of creating leading,forward-thinking and progressive workplaces. That people thing…they take itvery seriously, because in this economy they both want and have to. It is criticalto their success.
遗憾，接受这样的新思维的公司至今还是少数，这样的CEO也是屈指可数：Brian Chesky、Larry Page、Jeff Weiner、Mark Parker、Charles C.Butt，、Scott Scherr或者Mark Zuckerberg。
But not every company sees it that way, and not every company has a CEO like Brian Chesky, Larry Page, Jeff Weiner, Mark Parker, Charles C.Butt, Scott Scherr, or Mark Zuckerberg。
当然，获得好评的CEO也不止这些，Galassdor上有更多相信的排名和举例，而你应该感到意外的是，这些公司很活跃在你所熟知的市场和区域，经营跟你类似的生意，提供类似的产品和服务，唯一不同的是，他们做事的方法方式与你截然不同。
There's a whole host of others named, ranked, and rated by Glassdoor on their CEO performance, and you may be surprised that these are companies that could be operating in your market, doing what you do, but in a very different way.
并不只是科技公司这样行事，“员工体验”更不仅仅是个时髦用词——这个词汇的出现，更多可以看做一种“复兴”，它通过强调“工作体验”，来进一步改进生产率和绩效。
It's not all about the tech firms and employee experience is not all aboutperks, which is a reoccurring theme when citing great workplaces and their impact on productivity and performance.
要做到这一点，一定要在工作本身和组织当中注入更多有意义的体验。
It’s actually about creating meaningful experiences within work and meaningful organisations.
“员工体验官”背后的组织重塑才是重点
说回来，向Airbnb那样，不容易吧？他们创建了一个新的职能，全面统合旧有的多重相关条块功能（或者至少说，他们已经开始了这种的整合性努力），以整体性的提升员工体验；在这个过程中，涉及到重塑组织的角色，并调整相关的流程以适应新的目标。
That being said, how easy would it be for you to follow Airbnb in creating a function dedicated to the employee experience that brings together multiple functions (or silos ifthey are starting to hinder collective progress), which all play a major organisational role and get them all aligned and driving your business forward?
如果你本人就是一把手，这样的“转变”也许会很简单，对吧？如果你恰恰此时只是一个人力资源部门职员或者中层经理，别说“转变”，就仅只是传达你的一个意见或者思路，就已经大费周章了吧。
If you're at the top of the pile, easy, right? If you're a HR practitioner or a middle manager, potentially not so easy as you'll need to work your ideas up and across thechain, a process that could take a short or long period of time depending on your particular circumstances.
尽管关注员工体验似乎是一个常识，但很多人会告诉你，这不是“放之四海而皆准”的实践；而且，就算大家都实行，在当下也会有不可避免的挑战。
Focusing on the employee experience appearsto be common sense, but as many out there will tell you, it isn’t commonly applied, and if it were, there are always inevitable challenges within thestatus quo.
从“聚焦人力资源管理”到“聚焦员工体验”真的容易吗？
Is it easy to re-focus HR on the whole employee experience?
也许容易，也许不容易，但对于人力资源管理学科和组织发展领域而言，这个过程和尝试是值得体验的。
Maybe. Maybe not, but for the HR profession and organisations in general, the journey is going to be well worth it.
