Solving people debt with a product mindset

苏菲Nasbeth

业务拓展经理

Startup life rarely allows the time to plan people operations. 不仅仅是人力资源功能, 人员运营关注组织内人员的管理和发展. 但是，当你在默认情况下而不是按照设计创建一个组织时，你就有可能造成“人员债务”。.

从服务交付到产品设计，重新构建人力资源和人员运营——将用户需求与业务目标相结合的过程——为快速发展的公司提供了增长的机会. No one knows this better than Matt Bradburn.

马特是的创始人和首席执行官 人民集体. 具有丰富的经验, Vestiaire集体, 和多元宇宙, 他帮助了120多家初创公司和规模扩大公司发展他们的人才战略. We asked Matt about the concept of people debt, 快速发展的公司如何才能避免这种情况, 和 the essential skills for a product-focused CHRO.

为了可读性、可操作性和清晰性，本对话经过了编辑. AI helped us transcribe 和 research this piece.

人们债务的内容、原因和方式

What is people debt, 和 how does it affect companies?

人民债务是允许人民运营在默认情况下而不是在设计中增长的结果. 在实践中, 它看起来像是定义不清的核心价值观, 不透明的人员流程, 或者缺乏职业发展.

这些定义不清的过程导致未开发的潜力不断增加, 内部通信错误, 不明确的期望. 这些问题会导致决策速度变慢、员工敬业度降低等行为. These are the ingredients for a subpar culture. 如果不加以控制，员工债务会导致高员工流动率和更差的商业成果.

Why is people debt a problem in so many fast-growing companies?

Companies that need to prioritize speed often skip core processes. 早期公司并不总是有时间来定义和推广文化, 组织设计, 或者员工经验.

这是可以理解的——当每个人的注意力都集中在紧急问题上时，人们的行动处于次要地位是很正常的. You can’t ignore product 和 engineering, sales strategy, or growth. But this lack of attention leads to a gray zone which creates people debt. 例如, when expectations aren’t communicated clearly, or compensation rates aren't set 和 applied strategically, 你的员工有理由感到困惑. And this confusion impacts employee satisfaction.

阅读:如何开始使用人员分析

But every company reaches a point of needing to pay better attention to HR, 有计划地发展他们的人力资源. 产品思维使快速增长的公司更容易避免这些问题.

采用产品思维是有帮助的，因为产品团队会系统地从想法到产品. 这个系统使客户更容易成为决策的核心. 团队可以以用户体验为中心, 继续学习更多关于用户的知识, 和 apply an MVP (minimum viable product) mindset. This helps teams to ship products 和 iterate faster, based on user feedback. 他们保持敏捷.

在实践中拥抱产品思维

How can an HR team start thinking with a product mindset? 你能给我们解释一下吗?

转向产品思维模式使人力资源部门能够推动以商业为导向的人员运营战略的创建. Employees experience problems 和 pain points just like consumers. 他们感到沮丧. 他们不明白为什么事情进展如此缓慢，或者为什么他们不能做出决定. The only difference is that the pains are happening at work.

产品团队通常从MVP开始. 这是一个具有足够功能的产品版本，可以让早期用户使用. They in turn provide feedback in exchange for early access. Product teams make assumptions–what users want, how it should work. 有些假设是错误的. 测试你的假设的唯一方法是尽快将你的产品放在真正的用户面前. 这是它如何在人事部门发挥作用的.

第一步:理解问题

人类喜欢跳出来解决问题. But unless we start by probing the problem we’re trying to solve, 我们最终可能会创造出错误的解决方案. This is why we have to talk to our customers, or, in this case, our employees. 无论是理解职位名称, 如何计算权益, 或者跨市场的年假, 同样的规则也适用. You’ve got to find what’s causing confusion or frustration. And you’ve got to bring your employees on the journey. Do they underst和 why you’re building these strategies? 他们同意这种方法吗? When you’re talking with your colleagues, you're talking with your customers. 这很重要.

阅读:How L&今天的人能解决商业问题吗

Step 2: Identify customer-centric solutions

一旦你掌握了员工的痛点，就该开始制定解决方案了. 在这里，您需要将重点放在客户和用户体验(UX)上。. What will your product look 和 feel like when people are really using it? Say your workforce is hybrid, 和 employee benefit uptake is low. Does that mean your employee portal should be mobile-first? Or maybe you need more remote-friendly benefits? 在员工旅程中探索解决方案将带来更全面的体验.

Step 3: Set your goals 和 create the first MVP

通过调整人员运营战略和整体业务战略来确定目标的优先级. Ask your commercial or business development team to share their goals, 然后采用MVP方法.

假设您的销售副总裁想要创建一个新的入职计划，以减少生产时间. 而不是花3个月的时间制作所有的材料和安排所有的课程, 问问你自己:如果我们走在正确的轨道上并创造价值，我们可以创造的最少的东西是什么? 从这里开始. Then release that MVP to your next round of new hires, 和 ask for feedback. Use that feedback to inspire the next round of improvements.

第四步:测试和学习

问题和产品变化. You can’t assume your product will always fit for purpose. 因此，确定一个对你公司的阶段有意义的审查和迭代节奏. It could be when your staffing has grown by about 20 people, or you’re opening your first overseas office. 重要的是，你要回到产品流程的起点，开始与你的客户交谈. 然后与其他已经经历过这一阶段的人的经验进行对比. What common problems did they see 和 how did they adapt? 人力资源技术帮助他们有效地扩大了规模? 向其他行业的同行学习可以帮助您构建敏捷且有针对性的人员运营策略.

专注于产品的CHRO

Moving to a product mindset is quite a shift! What are the skills that the aspiring Series C or D CHRO should be building?

走向IPO的首席执行官需要将敏锐的商业思维与同理心等权力技能结合起来. 当然，还有一种产品心态. 根据我的经验, 前两项技能实际上增加了开发产品思维肌肉的机会. A commercial mind optimizes for outcomes 和 impact, 同理心的人会寻找并理解客户的需求和痛点. These are the key ingredients for the product mindset.

展示商业思维

对商业广告的深入了解使CHRO能够在C-Suite中占有一席之地. By aligning people ops strategy with core business goals, HR shows the board how people ops supports core business strategy.

Read: Learn how to interview your employees

为了交付这些商业广告，CHRO必须能够定义一个成功的结果是什么样子的. 假设营销部门要求增加预算，因为他们计划向新市场扩张. They need new staff to deliver the company’s goals. A CHRO needs to underst和 the business case for the new strategy, 的目标, 以及首席营销官将如何证明成功. The CHRO is clear on what those metrics look like. They’re confident to report progress to the board.

利用权力技能

权力的技能 are the essential human skills for the digital workplace. 同理心是所有高级领导者的基本技能，它将产品思维带入生活. 以产品为中心的CHRO足够谦虚，能够分析问题的真正所在——即使这意味着要推翻之前的假设.

让我们以人才流失为例. 想象一下，尽管在领导力培训上投入了大量资金，但一家规模扩大的公司正在流失顶尖人才. And that training’s had high completion rates. 在这方面，CHRO需要做好深入挖掘和诊断真正的潜在原因的准备. That means showing empathy 和 curiosity when talking to employees. And creating a safe environment for them to share c和id feedback.

权力技能和商业思维对于准备好领导公司跨越市场的CHRO至关重要. At Series D or IPO, this is a typical growth motion. And from an HR perspective, it brings significant policy challenges. Say you have staff in France, the UK, 和 the US. 作为CHRO, 你需要在各个市场制定公平的产假政策，提供截然不同的法定休假权利和法定支持. But your employees are your employees, wherever they are based. Solving this problem requires advanced problem-solving 和 power skills. It requires HR to liaise with legal 和 commercial teams, 内部和, 潜在的, 与外部顾问合作.

接下来:

Unlocking learning beyond the corporate LMS

更多地了解知识的未来