一流公司如何培養所需勞動力（二）

Objectively assess the current skills and capabilities of your workforce to identify gaps

客觀地評估員工目前的技能和能力，找出差距

Once your organization understands the roles that will be most critical to winning, as well as the skills and capabilities required to be a star in these roles, it is important to examine the current skills and capabilities of your workforce. How many employees are capable of being stars in the business-critical roles of tomorrow? Does your company have a sufficient supply of star talent to win? The best companies audit the current skills and capabilities of their workforces carefully in order to identify any gaps they may face.

一旦你的組織瞭解了對成功最關鍵的角色，以及在這些角色中成爲明星所需的技能和能力，重要的是審視你當前的技能和能力。有多少員工能夠成爲明日商業關鍵角色的明星？貴公司是否有足夠的明星人才來贏得比賽？最好的公司會認真審覈他們的勞動力技能和能力以確定他們可能面臨的任何差距。

General Electric has been particularly forward-thinking regarding the new skills it will need to be successful over the long term. The company’s embrace of the industrial Internet has greatly affected many of its core businesses. Sensors on locomotive and jet engines, for example, generate data that can be used to predict the degradation of parts — saving GE customers billions on maintenance and lost operating hours. Harnessing this data requires new skills and capabilities. In 2012, when Jeff Immelt first introduced GE’s push into the industrial Internet, the company had 50,000 engineers in its workforce — mostly aeronautical, electrical, and other traditional engineers. The company had very few software engineers. Yet software engineering skills are key to GE’s future. By recognizing this critical gap early, GE has been able to develop strategies to close it systematically, over time.

通用電器公司（以下簡稱GE）特別關注它需要長期成功的新技能。該公司對工業互聯網的接納極大地影響了許多核心業務。例如，在機車和噴氣發動機上的傳感器產生的數據可以用來預測零部件的退化，從而節省了GE用戶數十億美元的維修和運營時間。利用這些數據需要新的技能和能力。在2012年，當Jeff Immelt第一次把GE公司引入工業互聯網時，該公司有5000名工程師，其中大部分是航空、電氣、和其他傳統工程師。公司有很少的軟件工程師。然而，軟件工程技能是GE未來的關鍵。通過及早認識到這個關鍵差距，GE公司已經能夠制定戰略並系統地關閉它。

Develop and acquire the talent you need to close any gaps, starting today

從今天開始，彌補差距以開發和獲得你要的人才

A client recently remarked: “Assembling a talented workforce is very much like making scotch—unless you cellar something today, it will be very hard to have something worth drinking seven years from now.” The best companies work hard to match their hiring and talent development strategies with their future workforce needs.

一個客戶最近說，“組建一個優秀員工隊伍就像在做威士忌，除非你今天就把這些東西放入酒窖，不然七年後很難有什麼東西值得品嚐。”一流的公司努力配合他們僱傭員工未來的發展戰略和人才需求。

At Ford Motor Company, building world-class software engineering capabilities has become a strategic imperative. Car manufacturers are facing new competitive threats from the likes of Google, Uber, Tesla and dozens of start-ups. And a new ecosystem of finance, insurance, energy, infotainment and maintenance services has emerged based on the data-driven, app economy. In response, Ford established an entirely new business unit—Ford Smart Mobility—where most of the company’s software engineers reside.

在福特汽車公司，建設世界級軟件工程的能力已成爲一種勢在必行的戰略。汽車製造商正面臨來自谷歌、優步、特斯拉以及許多初創企業的競爭威脅。基於數據驅動、應用程序經濟的金融、保險、能源、信息娛樂和維護服務等新的生態系統應運而生。作爲迴應，福特成立了一個全新的業務單元——福特智能移動，公司大部分軟件工程師都居住在這裏。

Building world-class software is not a core competence for most automakers. Accordingly, Ford Smart Mobility has partnered with Microsoft and Pivotal (a Dell Technologies portfolio company) to bring new digital skills to the company. And Ford has located its Smart Mobility unit in Palo Alto, California—just minutes away from Stanford University—in order to have better access to software engineering talent. These steps (and others) are all part of the company’s plan to “quickly add new state-of-the-art software engineering capabilities across the Ford enterprise.”

建立世界級的軟件並不是汽車製造商的核心競爭力。因此，福特智能移動已經與微軟和Pivotal（戴爾技術投資公司）合作，爲公司帶來新的數字技能。福特的智能移動單位坐落在加利福尼亞的帕洛阿爾託，離斯坦福大學只有幾分鐘的路程，爲了更好地獲得軟件工程人才。這些步驟（以及其他）都是公司計劃“在福特企業中快速添加最先進的軟件工程能力”的一部分。

Difference-making talent is a company’s scarcest resource. Innovative new technologies are changing the nature of work, as well as the skills and capabilities required to win in the future. Given the time it takes to attract and develop star talent, it is critical that companies start building the workforce they will need. There is no better time to start than today.

差異化人才是公司最寶貴的資源。創新的新技術正在改變工作的性質，以及未來取得成功所需的技能和能力。考慮到吸引和發展明星人才所需的時間，企業開始建立他們所需的勞動力是非常關鍵的。沒有比今天更好的開始時間了。

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