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如果你想知道未來的職場何許模樣，專家們會(huì)給你描繪出一個(gè)被人工智能、3D打印和應(yīng)需型經(jīng)濟(jì)統(tǒng)治的世界，上下五代人在同一個(gè)虛擬空間里工作，每人都能自由選擇工作地點(diǎn)，在任何地方執(zhí)行幾乎任何工作。

這將給雇主帶來至少兩個(gè)重大挑戰(zhàn)。第一個(gè)挑戰(zhàn)是全社會(huì)要共同面對的——為了確保教育體系和人才培養(yǎng)系統(tǒng)讓勞動(dòng)力獲得不斷變化的技能組合，以應(yīng)對不斷變化的工作需求，整個(gè)社會(huì)需要投入相當(dāng)程度的資源，而用人單位要承擔(dān)他們相應(yīng)的責(zé)任——喬治城大學(xué)（Georgetown University）最近的一項(xiàng)研究結(jié)論表明，在每年1.1萬億美元的教育培訓(xùn)支出中，需要投入超過6000億美元用于這個(gè)目的。

這些資源應(yīng)該投向哪里呢？雇主和雇員雙方面都要具備繼續(xù)教育的決心，從而不斷升級技能，與新技術(shù)在工作中帶來的快速變化保持同步。此外還要認(rèn)識(shí)到，很多人需要大學(xué)之外的其它選擇，例如傳授未來崗位所需專業(yè)能力的師徒項(xiàng)目就是制造業(yè)尤其需要的。

那么第二個(gè)挑戰(zhàn)呢？基本上所有的雇主都會(huì)告訴你，在員工和用人單位的關(guān)系日益松散的當(dāng)下，他們面臨的最大的挑戰(zhàn)之一是如何發(fā)現(xiàn)、吸引和保留人才。

雇主之間如何互相PK？薪酬當(dāng)然必須有競爭力，然而光這一點(diǎn)還不夠——特別是對九零后來說——今天的勞動(dòng)力人群會(huì)尋求符合個(gè)人需求和家庭需求的人事政策和企業(yè)文化。

人力資源政策協(xié)會(huì)（HR Policy Association）面向成員進(jìn)行了一項(xiàng)調(diào)查——他們大多是跨國企業(yè)的首席人力資源官——發(fā)現(xiàn)企業(yè)的人事政策在多個(gè)細(xì)分領(lǐng)域仍在不斷發(fā)展變化，包括靈活性、員工歸屬感、多樣性和包容性、以及教育培訓(xùn)等。今天的企業(yè)想用正確的員工來做正確的事，而如果想要留住優(yōu)秀員工，企業(yè)自身也必須“做正確的事”。

政府的公共政策不幸并未體現(xiàn)出這個(gè)變化，而是仍然停留在20世紀(jì)中期的背景假設(shè)之下，也就是只要求雇主給予員工一份尚為公平的薪酬回報(bào)。舉個(gè)例子，帶薪休假政策得到了越來越多的公眾關(guān)注。大公司通常會(huì)提供更高的薪水和更優(yōu)厚的福利，很多大公司甚至還在繼續(xù)擴(kuò)大福利范圍，以吸引新生代員工。與此同時(shí)，一些州政府和地方政府正在出臺(tái)帶薪假期的最低天數(shù)。然而我們知道，大多數(shù)大公司目前的休假政策已經(jīng)達(dá)到甚至超過了法律規(guī)定的最低天數(shù)。

問題是，對于休假的管理辦法——例如未休年假換取補(bǔ)償金、未休年假結(jié)轉(zhuǎn)至次年、休假資格等，不同的州或縣市有不同的法律規(guī)定，這使那些在多個(gè)州市開展業(yè)務(wù)、希望制定統(tǒng)一福利標(biāo)準(zhǔn)的大公司的休假管理變得相當(dāng)復(fù)雜。面對各個(gè)州和縣市層出不窮的各式各樣的法規(guī)，我們建議由國會(huì)制定一個(gè)企業(yè)自愿遵守的聯(lián)邦標(biāo)準(zhǔn)，即針對如何進(jìn)行休假管理、對誰提供休假福利，確定最低天數(shù)和最低要求。如果企業(yè)提供的福利標(biāo)準(zhǔn)達(dá)到或超過了這一下限，該企業(yè)就進(jìn)入一個(gè)“安全港”，不再受州或縣市不計(jì)其數(shù)規(guī)章的約束。

制定基本的勞動(dòng)保護(hù)法規(guī)永遠(yuǎn)是必要的。以上只是從我們關(guān)于升級現(xiàn)有勞動(dòng)法規(guī)基本架構(gòu)的報(bào)告中選取的一個(gè)例子，以體現(xiàn)當(dāng)今工作方式的變化和雇傭雙方的關(guān)系變化。（財(cái)富中文網(wǎng)）

丹尼爾?V?雅各是人力資源政策協(xié)會(huì)（HR Policy Association）總裁兼首席執(zhí)行官。該機(jī)構(gòu)是一個(gè)由多家美國跨國企業(yè)首席人力資源官組成的成員組織。

譯者：珠珠

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Ask any expert about the future of work and you will hear about a world dominated by artificial intelligence, 3D printing, an on-demand economy, and five generations in a virtual workplace where almost any worker can perform almost any work from anywhere they choose.

For employers, this poses at least two significant challenges. The first is shared by our entire society in ensuring an education and workforce development system that provides workers with a constantly evolving set of skills needed to perform the ever-changing demands of work. This requires a significant commitment of resources, and employers do their fair share—spending more than $600 billion of the $1.1 trillion spent annually on education and training, as determined in a recent Georgetown study.

But where should those resources go? Both employers and employees need to make a commitment to continuing education and a constant upgrading of skills to address the rapid changes in work caused by new technology. In addition, we need to recognize that for many, there need to be other alternatives besides a college education, such as apprenticeship programs that can provide technical skills for the jobs of the future, particularly in manufacturing.

So what is item number two? Virtually any employer will tell you one of its foremost competitive challenges is identifying, attracting and retaining talent at a time when workers feel less and less tied to long-term commitments to any single employer.

How do employers compete? Well, compensation obviously has to be competitive but, particularly among Millennials, today’s workforce is also looking for workplace policies and cultures that fit their personal and family needs.

Corporate policies are continuing to evolve in a number of areas, including flexibility, employee engagement, diversity and inclusion, and educational assistance, among others, according to a report by HR Policy Association members, most of whom are HR executives for multinational companies. Today’s companies not only want to do the right thing by their employees but they have to if they want to keep them.

Unfortunately, this evolution is not occurring in government policies, which continue to operate under mid-20th Century assumptions that employers will only give a fair shake to their employees if required to do so by the government. For example, one area gaining considerable public attention these days is paid leave. Large companies generally provide higher pay and more generous benefits than others and many are expanding these programs to appeal to new generations of workers. Meanwhile, there is a move afoot at the state and local levels to require a minimum number of days of paid leave. Not surprisingly, most large employers already provide the minimum amounts of leave or more than each of these laws require.

The problem is that each state or local law has separate rules on how the leave is administered — vesting, annual carryover of unused leave, leave eligibility, etc. This poses significant complications for large companies that seek to provide uniform benefits for their employees in multiple states. To address the growing patchwork quilt of state and local laws, we propose a voluntary federal standard—to be determined by Congress—that would provide a floor of a certain number of days and certain minimum specifications on how the leave is to be administered and to whom it must be provided. If, and only if, a company met or exceeded that floor and provided the benefits consistent with the standard, it would have a “safe harbor” from the numerous state and local strictures.

The retention of a fundamental level of workplace protections will always be necessary. This is but one example from our report on how we can upgrade our existing workplace regulation architecture to reflect changes in how work is performed and how employment relationships are evolving.

Daniel V. Yager is president & CEO of HR Policy Association, a members organization of chief human resource officers representing US multinational firms.