????例如，運動設(shè)備制造商Under Armour在開設(shè)新店鋪時，會借助互動平臺HireVue進行招聘、篩選和錄用求職者以及培訓員工。但最終將由店鋪經(jīng)理，在人力資源的支持下做出選擇。據(jù)HireVue披露，通過這種分散化的管理，Under Armour在短短兩天內(nèi)便開設(shè)了一家新店鋪，將填補工作崗位的時間縮短了35%。

????第二個因素則是技術(shù)的擴散。事實上，雖然說“團隊中沒有小我”，但在團隊層面確實部署了更多IT技術(shù)——有些技術(shù)非常低廉，管理者甚至不需要通過公司繁瑣的手續(xù)便可以為團隊成員購買。例如，15Five軟件前10個人的價格為每月49美元，之后每增加一個人的價格為5美元。

????目標設(shè)定應用BetterWorks的價格為每月每名用戶15美元。BetterWorks聯(lián)合創(chuàng)始人克里斯?達根回憶說，有一家金融服務(wù)公司的CEO最初認為部署這款產(chǎn)品沒有任何意義。但后來許多管理者開始自己使用BetterWorks，他也別無選擇，開始在應用中輸入自己的目標，以便與其他人的目標保持一致。達根說道：“這就是底層員工迫使CEO做出改變的最佳例子。”

????當然，并非每一家公司都做好了讓團隊領(lǐng)導者承擔這一獨斷職責的準備；自上而下的管理思維在大多數(shù)大公司內(nèi)依舊大行其道。而且，并非每一位團隊領(lǐng)導者都具備按這種方式進行成功管理的能力和思維。

????科技公司TELUS的資深高管、《扁平化的員工隊伍》（Flat Army: Creating a Connected and Engaged Organization）一書的作者丹?龐蒂弗拉克特表示：“雖然有這些非常出色的工具。但文化才是第一位的?！?/p>

????此外，我們很難想象，擔心失去權(quán)力的人力資源高管不會抵制這種改變。

????但白金漢相信，在團隊領(lǐng)導者驅(qū)動的公司內(nèi)，人力資源部的管理者會變得比以往更有價值。白金漢表示：“蘋果CEO蒂姆?庫克最近聲稱，‘最重要的數(shù)據(jù)點在于人?！S著團隊領(lǐng)導者的職責發(fā)生前所未有的變化，人力資源部將擁有實時的、可靠的人力數(shù)據(jù)，”而不是提供“過時的、不值得信任的” 數(shù)據(jù)。

????此外，他們還可以發(fā)現(xiàn)公司內(nèi)真正卓越的做法，并盡量將其復制到其他部門。白金漢說道：“公司將擯棄從核心管理層開始，逐級傳達的方式；取而代之的是從局部開始，然后匯聚并推廣?！?/p>

????我們的工作方式必將發(fā)生顛覆性地變化，這個過程雖然緩慢，但將不可阻擋。（財富中文網(wǎng)）

????本文作者瑞克?沃茲曼為克萊蒙特研究生院德魯克研究會執(zhí)行董事。他已經(jīng)出版五本著作，最近正在撰寫一本關(guān)于二戰(zhàn)結(jié)束之后，美國雇主與員工社會契約關(guān)系變化的歷史類圖書。????

????譯者：劉進龍/汪皓

????審校：任文科

????For instance, athletic-gear maker Under Armour has turned to HireVue, an interactive platform for recruiting, screening, and hiring job candidates, to bring on staff as it opens new retail stores. But it’s the store managers themselves—with HR’s backing—who are making these selections. Through this decentralized arrangement, Under Armour has opened a new store in as little as two days, according to HireVue, and it has cut the time to fill jobs by 35%.

????The second factor is a proliferation of technology. Indeed, while “there is no I in team,” there is ever more IT being deployed at the team level—some of it so cheap that managers can buy the stuff themselves without any corporate rigmarole. For example, 15Five costs $49 a month for the first 10 people, and $5 for each additional person.

????The goal-setting application BetterWorks goes for only $15 per user per month. Kris Duggan, co-founder of BetterWorks, recalls the CEO of a financial services firm who at first saw little point in rolling out the product. But so many of his managers started using BetterWorks on their own that he eventually had no choice but to input his own objectives to keep them in line with everyone else’s. “It was definitely the lower ranks of the organization that was pulling the CEO in this direction,” Duggan says.

????Of course, not every company is ready for their team leaders to assume such an assertive role; a top-down philosophy still prevails inside most large organizations. Nor does every team leader have the skills and mindset to successfully manage this way.

????“You have these really fancy, awesome tools,” says Dan Pontefract, a longtime TELUS executive and the author ofFlat Army: Creating a Connected and Engaged Organization. “But the culture has to be there first.”

????It is also hard to imagine that some HR executives—afraid of losing their authority—won’t resist these changes.

????But Buckingham believes that with team-leader-driven companies, HR officials will have the chance to be more valuable than ever. “Tim Cook recently commented that ‘the most important data points are people,’” Buckingham says. With team leaders tuned in as never before, “HR will finally be in position to have real-time and reliable people data,” as opposed to serving up figures that are “stale and untrustworthy.”

????They’ll also be able to spot pockets of true excellence throughout the organization and try to replicate those. “Rather than having things centrally launched and cascaded down,” Buckingham says, “you’ll have them locally launched and aggregated up.”

????Slowly but inexorably, the world of work is being turned upside down.

????Rick Wartzman is the executive director of the Drucker Institute at Claremont Graduate University. The author or editor of five books, he is currently writing a narrative history of how the social contract between employer and employee in America has changed since the end of World War II.