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埃森哲CEO考驗(yàn)員工,,問(wèn)他們?cè)谶^(guò)去6個(gè)月里學(xué)到了什么

RYAN HOGG
2025-01-11

如果他們不能回答這個(gè)問(wèn)題,將被視作沒(méi)有足夠的學(xué)習(xí)能力,。

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朱莉·斯威特希望由適應(yīng)力強(qiáng)的員工來(lái)管理人工智能革命,。圖片來(lái)源:SAUL LOEB—AFP/GETTY IMAGES

雇主們正在努力尋找最佳方法去挑選他們需要的人才,,以便在快速變化的AI世界中推動(dòng)業(yè)務(wù)取得成功。埃森哲(Accenture)首席執(zhí)行官朱莉·斯威特(Julie Sweet)用一個(gè)簡(jiǎn)單的問(wèn)題就能分辨出她面試的員工是否正是她需要的人,。

在播客(podcast)上的“令人心動(dòng)的公司”(In Good Company )節(jié)目里,,斯威特在與挪威銀行投資管理公司(Norges Bank Investment Management)首席執(zhí)行官尼古拉·唐根(Nicolai Tangen)對(duì)談時(shí)被問(wèn)到,當(dāng)這家市值640億美元的科技巨頭招聘新顧問(wèn)時(shí),,她看重哪些能力,。

“我們會(huì)問(wèn)每個(gè)人同樣的問(wèn)題,不管是咨詢(xún)師還是技術(shù)人員……我們都會(huì)提問(wèn)說(shuō):”在過(guò)去的六個(gè)月里,,你學(xué)到了什么,?“

“人們常常問(wèn)我,‘我怎么知道一個(gè)人是否有很強(qiáng)的學(xué)習(xí)能力,?’用這個(gè)簡(jiǎn)單方法就能得到答案,。如果有人不能回答這個(gè)問(wèn)題——順便說(shuō)一句,即使答案是‘我學(xué)會(huì)了烤蛋糕’也沒(méi)關(guān)系——如果他們不能回答這個(gè)問(wèn)題,,我就知道他們沒(méi)有很好的學(xué)習(xí)能力,。”

當(dāng)唐根問(wèn)斯威特在過(guò)去六個(gè)月中自己學(xué)到了什么時(shí),,這位埃森哲首席執(zhí)行官表示,,主要是關(guān)于人工智能。在12月的一次投資者電話會(huì)議上,,斯威特表示,,她在最近兩個(gè)月會(huì)見(jiàn)了30位首席執(zhí)行官,他們中的大多數(shù)都把人工智能應(yīng)用相關(guān)的話題放在自己日程表的重要位置,。

斯威特還說(shuō),,在過(guò)去的六個(gè)月里,她在忙碌的日程中設(shè)法學(xué)會(huì)了烤面包,。

斯威特會(huì)向求職者提出這個(gè)突如其來(lái)的問(wèn)題,,說(shuō)明在生成式人工智能出現(xiàn)后,企業(yè)正在改變招聘策略,,而這正在顛覆式改寫(xiě)每個(gè)部門(mén)的職位描述,,因?yàn)槊總€(gè)部門(mén)都需要一種新類(lèi)型的員工。

老板們認(rèn)為,,新員工需要根據(jù)企業(yè)不斷變化的需求和借助人工智能的新方法來(lái)讓他們的工作更具活力,。

領(lǐng)英(LinkedIn)首席運(yùn)營(yíng)官丹尼爾·沙佩羅(Daniel Shapero)告訴《財(cái)富》雜志,他會(huì)問(wèn)求職者是如何使用人工智能的,,從而判斷他們是否有意愿在工作中學(xué)習(xí)這項(xiàng)技術(shù),。

“這個(gè)問(wèn)題的目的在于,,如果你能很舒服地使用人工智能工具,而不是渾身難受,,你就更有可能具有幫助企業(yè)構(gòu)建人工智能的能力,,”沙佩羅說(shuō)。

“你聽(tīng)說(shuō)過(guò)有人籌劃家庭旅行,,你聽(tīng)說(shuō)過(guò)人們總結(jié)會(huì)議記錄,,你聽(tīng)到人們?yōu)榭蛻?hù)創(chuàng)造點(diǎn)子。所以人工智能可以應(yīng)用于非常廣泛的領(lǐng)域,?!?/p>

埃森哲的斯威特表示,隨著未來(lái)工作所需技能和能力的不確定性加大,,人力資源部門(mén)的能力變得越來(lái)越重要,。

“我認(rèn)為現(xiàn)在最好的發(fā)展領(lǐng)域之一是人力資源,因?yàn)槭紫瘓?zhí)行官們最關(guān)注的事情除了人工智能就是人才,,而我們必須徹底改變培養(yǎng)人才的方式,。”(財(cái)富中文網(wǎng))

譯者:珠珠

雇主們正在努力尋找最佳方法去挑選他們需要的人才,,以便在快速變化的AI世界中推動(dòng)業(yè)務(wù)取得成功,。埃森哲(Accenture)首席執(zhí)行官朱莉·斯威特(Julie Sweet)用一個(gè)簡(jiǎn)單的問(wèn)題就能分辨出她面試的員工是否正是她需要的人。

在播客(podcast)上的“令人心動(dòng)的公司”(In Good Company )節(jié)目里,,斯威特在與挪威銀行投資管理公司(Norges Bank Investment Management)首席執(zhí)行官尼古拉·唐根(Nicolai Tangen)對(duì)談時(shí)被問(wèn)到,當(dāng)這家市值640億美元的科技巨頭招聘新顧問(wèn)時(shí),,她看重哪些能力,。

“我們會(huì)問(wèn)每個(gè)人同樣的問(wèn)題,不管是咨詢(xún)師還是技術(shù)人員……我們都會(huì)提問(wèn)說(shuō):”在過(guò)去的六個(gè)月里,,你學(xué)到了什么,?“

“人們常常問(wèn)我,‘我怎么知道一個(gè)人是否有很強(qiáng)的學(xué)習(xí)能力,?’用這個(gè)簡(jiǎn)單方法就能得到答案,。如果有人不能回答這個(gè)問(wèn)題——順便說(shuō)一句,即使答案是‘我學(xué)會(huì)了烤蛋糕’也沒(méi)關(guān)系——如果他們不能回答這個(gè)問(wèn)題,,我就知道他們沒(méi)有很好的學(xué)習(xí)能力,。”

當(dāng)唐根問(wèn)斯威特在過(guò)去六個(gè)月中自己學(xué)到了什么時(shí),,這位埃森哲首席執(zhí)行官表示,,主要是關(guān)于人工智能。在12月的一次投資者電話會(huì)議上,,斯威特表示,,她在最近兩個(gè)月會(huì)見(jiàn)了30位首席執(zhí)行官,,他們中的大多數(shù)都把人工智能應(yīng)用相關(guān)的話題放在自己日程表的重要位置。

斯威特還說(shuō),,在過(guò)去的六個(gè)月里,,她在忙碌的日程中設(shè)法學(xué)會(huì)了烤面包。

斯威特會(huì)向求職者提出這個(gè)突如其來(lái)的問(wèn)題,,說(shuō)明在生成式人工智能出現(xiàn)后,,企業(yè)正在改變招聘策略,而這正在顛覆式改寫(xiě)每個(gè)部門(mén)的職位描述,,因?yàn)槊總€(gè)部門(mén)都需要一種新類(lèi)型的員工,。

老板們認(rèn)為,新員工需要根據(jù)企業(yè)不斷變化的需求和借助人工智能的新方法來(lái)讓他們的工作更具活力,。

領(lǐng)英(LinkedIn)首席運(yùn)營(yíng)官丹尼爾·沙佩羅(Daniel Shapero)告訴《財(cái)富》雜志,,他會(huì)問(wèn)求職者是如何使用人工智能的,從而判斷他們是否有意愿在工作中學(xué)習(xí)這項(xiàng)技術(shù),。

“這個(gè)問(wèn)題的目的在于,,如果你能很舒服地使用人工智能工具,而不是渾身難受,,你就更有可能具有幫助企業(yè)構(gòu)建人工智能的能力,,”沙佩羅說(shuō)。

“你聽(tīng)說(shuō)過(guò)有人籌劃家庭旅行,,你聽(tīng)說(shuō)過(guò)人們總結(jié)會(huì)議記錄,,你聽(tīng)到人們?yōu)榭蛻?hù)創(chuàng)造點(diǎn)子。所以人工智能可以應(yīng)用于非常廣泛的領(lǐng)域,?!?/p>

埃森哲的斯威特表示,隨著未來(lái)工作所需技能和能力的不確定性加大,,人力資源部門(mén)的能力變得越來(lái)越重要,。

“我認(rèn)為現(xiàn)在最好的發(fā)展領(lǐng)域之一是人力資源,因?yàn)槭紫瘓?zhí)行官們最關(guān)注的事情除了人工智能就是人才,,而我們必須徹底改變培養(yǎng)人才的方式,。”(財(cái)富中文網(wǎng))

譯者:珠珠

Employers are struggling to find the best way to pinpoint the talent they need to drive their businesses to success in the rapidly changing world of AI. Accenture CEO Julie Sweet, though, has a simple question to identify whether her interviewees are ready for the job.

In an interview on the In Good Company podcast with Nicolai Tangen, the CEO of Norges Bank Investment Management, Sweet was asked what she looked for when hiring new consultants at the $64 billion tech giant.

“One question that we ask everyone, regardless of if you’re a consultant or you’re working in technology … we say: ‘What have you learned in the last six months?’

“A lot of the time people are asking me, ‘How do I know if someone’s a learner?’ And it’s a very simple way to know. If someone can’t answer that question—and by the way, we don’t care if it’s ‘I learned to bake a cake’—if they can’t answer that question, then we know that they’re not a learner.”

When asked by Tangen what Sweet herself had learned in the last six months, the Accenture CEO said it had mostly been around AI. During an investor call in December, Sweet said she had met with 30 CEOs in the preceding two months, with AI applications at the top of most of their agendas.

Sweet also said she had managed to learn how to bake bread amid her hectic schedule in the last six months.

Sweet’s curveball question for new hires is indicative of how companies are shifting their recruitment practices following the onset of generative AI, which is upending job specs in every department, requiring a new type of employee.

Bosses have argued that new employees need to be dynamic depending on the changing needs of their business and how AI can be used to supplement their work.

LinkedIn’s chief operating officer, Daniel Shapero, told Fortune that he asks prospective hires to tell him how they used AI to determine whether they have the desire to learn the tech on the job.

”What that demonstrates is, if you’re comfortable using AI, then you’re more likely to be someone that helps their organization become more AI-centric,” said Shapero.

“You hear about people planning family trips, you hear about people summarizing meeting notes. You hear people generating creative ideas for customers. And so there’s a very wide range of things AI can be used for.”

Amid increased uncertainty about the skills and aptitude required for the future of work, Accenture’s Sweet says a strong human resources department has become increasingly vital.

“I think the best thing to be right now, one of the best fields to be in is HR, because right after gen AI on CEOs’ agendas is talent, and how you train talent has to completely change.”

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