一流公司如何培養所需勞動力（一）
The strategic underpinnings of Most companies’ workforce plans should change dramatically as a result of technological innovation. Digital transformation, the industrial internet, advanced analytics, artificial intelligence, robotics, machine learning, and a plethora of other innovations are fundamentally changing the nature of work. Machine learning, for example, may not eliminate many jobs in their entirety. But it will impact the way many jobs are performed, requiring new skills and making many existing skills less valuable. The World Economic Forum predicts that “by 2020, more than a third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job today.”
由於技術創新，大多數公司勞動力計劃的戰略基礎應該發生巨大變化。數字轉換、工業互聯網、高級分析、人工智能、機器人學、機器學習以及其他許多創新都從根本上改變了工作性質。例如，機器學習可能不會完全取代一些工作，但它會影響許多工作的執行方式，需要用到新技能，使許多現有技能變得不那麼有用。世界經濟論壇預測：“到2020年底，超過三分之一的大部分核心職業技能將由那些尚不被認爲是工作重要組成部分的技能組成。”
Beyond the skills required to perform specific jobs, technology will also determine which jobs matter most in the years to come. New innovations will change the basis of competition in many markets and alter the sources of advantage for most companies. Business-critical roles — that is, the jobs that are central to differentiating a company from its competitors and successfully executing its strategy — will also change. And companies will be forced to rethink the talent they will need to play these business-critical roles in the future.
除了完成特定工作所需的技能外，科技還將決定今後幾年最重要的工作是什麼。新的創新將改變許多市場的基礎競爭，並且改變大多數公司的優勢來源。企業關鍵角色也將隨之改變，也就是說將公司與競爭對手區分開來併成功執行其戰略的核心工作。公司將被迫重新考慮在未來發揮這些商業關鍵角色所需的人才。
Take insurance, for example. In years past, an important source of competitive advantage for insurers was the ability to price risk better than rivals. Armies of actuaries worked tirelessly to estimate the cost of underwriting certain risks (or risk pools). In the future, much of this work will be done by machines. In this world, insurance companies will require fewer actuaries and more data scientists — individuals with the ability to mine data to tailor insurance offers to specific market segments or even individuals. It may be possible to retool some actuaries as data scientists, but the vast majority of these roles will probably need to be filled with new talent.
以保險爲例，在過去的幾年中，保險公司的一個重要競爭優勢是有比對手更好的定價風險的能力。大批的精算師孜孜不倦地估計固定風險（或風險基金）的成本。未來這項工作將大部分由機器完成。在這個世界上，保險公司將需要更少的精算師和更多的數據科學家，那些有數據挖掘能力的人給特定企業或個人量身定製保險需求。它可能會用一些數據科學家替換精算，但這些角色的絕大多數可能將需要有新的人才。
Most companies have been slow to react. In part, this is because the impact of technology will be felt over time, and not overnight. This creates the illusion of having time to react. Also, with technological innovation, there will always be a high degree of uncertainty regarding the kind of talent your company will need in the future. This makes it challenging for leaders to plan ahead and place bets early.
大多數公司反應遲緩。在某種程度上，這是因爲技術的影響會隨着時間變化，而不是一夜之間。這就產生了時間反應的錯覺。此外，隨着技術革新，未來公司需要的人才類型總是會有很大程度的不確定性。這使得領導者提前計劃並提前下注很有挑戰性。
But building a winning workforce for tomorrow starts today. The best-performing companies are already taking steps to attract new talent and widen their lead over rivals. Here are three lessons every organization should learn from what the leading companies are doing:
但爲明天建立一支成功的勞動力隊伍要從今天開始。業績最好的公司已經開始採取措施吸引新的人才，擴大他們比競爭對手的領先優勢。這裏有三個教訓，每個組織者都應該從領先的公司那裏學到：
Delineate the skills and capabilities that will be required to win in the future, based on your company’s strategy 要想贏在未來，建立在公司策略上的描述技能和能力是必不可少的
When Bain & Company examined the talent management practices of more than 300 large companies worldwide, we discovered that the most productive and best-performing organizations cluster their star talent in a few business-critical roles. This “intentionally nonegalitarian” model ensures that scarce difference-making talent is put in roles where it will have the biggest effect.
當貝恩公司對全球三百多家大公司的人才管理實踐進行考察時，我們發現最具生產力的和表現最佳的組織在一些關鍵的商業角色中聚集了他們的明星人才。這種“刻意不平等主義”模式確保不同的天分被帶入不同的角色，充分發揮最大影響。
But the roles most companies specify as business-critical will need to change as technology changes. Advanced analytics, the Internet of Things, artificial intelligence, and other innovations are making it possible for companies to compete in new and very different ways. This should lead to new strategies and, with them, new business-critical roles.
但大多數公司所指定的關鍵業務角色將隨着技術的變化而改變。先進的分析、物聯網、人工智能和其他創新使公司能夠以新的和不同的方式進行競爭。這將導致新的戰略和新的業務關鍵角色。
John Deere is a case in point. The company has always focused on providing farmers with the tools they need to feed the world’s growing population. But new sources of crop, weather, and other data have created new opportunities to boost farm productivity. John Deere’s Intelligent Solutions Group has turned real-time data, crowdsourced from thousands of the company’s customers, into services enabled by Big Data. As Deere’s strategy has shifted, so have the business-critical roles at the company—from traditional manufacturing positions to analytics and services roles. Attracting workers skilled in advanced analytics will become increasingly important for the company (as will the technology and processes required to translate these skills into real sources of advantage); industrial engineering and plant management skills will become less critical to fueling the company’s long-term growth.
John Deere是一個很好的例子。該公司一直致力於向農民提供他們所需的工具來養活世界上日益增長的人口。但是農作物、天氣和其他數據的新來源爲提高農業生產力創造了新的機會。John Deere的智能解決方案集團已經把實時數據以及成千上萬的公司客戶轉變成了基於大數據的服務。隨着Deere的戰略轉移，公司的關鍵業務角色也隨之轉移——從傳統的製造業崗位到分析和服務的角色。吸引高級分析師對公司將會越來越重要（科技和過程將會把技能轉化爲真正優勢資源）；工業工程和工廠管理能力將在推動公司長期增長方面發揮越來越少的作用。
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