Four approaches to making skills a reality in your organization 让技能在组织中成为现实的四种方法
SAd SuccessFactors
Four approaches to making skills a reality in your organization 让技能在组织中成为现实的四种方法
The topic of skills has dominated our annual list of HR meta-trends over the last five years, consistently emerging as a top priority for organizations and HR to address. 在过去五年中，技能话题一直占据着我们的人力资源元趋势年度清单，始终是组织和人力资源部门需要解决的首要问题。
During this time, the SAP SuccessFactors Growth and Insights Team has studied the topic of skills from various angles and learned that companies today clearly realize the value of understanding the current and future skills required for their workforce. We know that HR leaders want to use skills data across their people practices, especially when it comes to matching people to opportunities, workforce planning, and as a guiding principle for learning and development. And we understand they expect to see numerous positive outcomes because of better skills management, including more visibility and accountability from managers, more autonomy and clarity for employees, increased fairness and transparency, greater efficiency in HR practices, expanded talent pools, and increased workforce understanding. 在此期间，SAP SuccessFactors 增长与洞察团队从不同角度对技能这一主题进行了研究，并了解到如今的企业已经清楚地认识到了解员工当前和未来所需技能的价值。我们知道，人力资源领导者希望将技能数据应用到他们的人事实践中，尤其是在人员与机会匹配、劳动力规划以及作为学习与发展的指导原则时。我们还了解到，他们希望通过更好的技能管理看到许多积极的成果，包括管理者更高的能见度和责任感、员工更多的自主权和清晰度、更高的公平性和透明度、更高的人力资源实践效率、更大的人才库以及对员工的更多了解。
However, despite significant external commentary highlighting both the need and potential value of a skills-based approach to HR, it is equally evident from our research that every company is at a different stage of establishing and executing a comprehensive skills strategy. This is why we have developed the present point of view and framework outlining four different approaches to incorporating skills into HR strategy and people practices. We hope it can serve as a starting point for making skills a reality in your organization - offering guidance and best practices, while also recognizing that the specific goals and circumstances of every organization will not look the same. 然而，尽管大量外部评论强调了以技能为基础的人力资源方法的必要性和潜在价值，但从我们的研究中同样可以看出，每家公司在建立和执行全面技能战略方面都处于不同的阶段。因此，我们提出了本观点和框架，概述了将技能纳入人力资源战略和人事实践的四种不同方法。我们希望它可以作为贵组织实现技能的起点--提供指导和最佳实践，同时也认识到每个组织的具体目标和情况都不尽相同。
The business case for skills-based 以技能为基础的商业案例
HR leaders see enormous potential in incorporating skills more closely into HR practices. As part of our Winning the Race for Skills research program, we interviewed 49 HR and talent acquisition leaders from 30 customer organizations about their journey to becoming a skills-based organization. 人力资源领导者看到了将技能更紧密地融入人力资源实践的巨大潜力。作为 "赢得技能竞赛 "研究项目的一部分，我们采访了来自 30 家客户组织的 49 位人力资源和人才招聘领导者，了解他们成为技能型组织的历程。
Based on these discussions, we uncovered plenty of expected benefits of incorporating skills into people practices: 在这些讨论的基础上，我们发现了将技能纳入人事实践的许多预期效益：
Skills-based practices get the right people in the right roles. Being able to find a perfect fit between employees and their jobs would allow organizations to use their budget more efficiently for employee development and would optimize their workforce planning and talent redeployment processes. With this fit, employees would be more productive and perform better - improving customer outcomes and experiences in turn. 基于技能的实践让合适的人担任合适的职务。如果能够找到员工与工作之间的完美契合点，企业就能更有效地将预算用于员工发展，并优化劳动力规划和人才调配流程。有了这样的契合点，员工的工作效率就会更高，业绩也会更好，进而改善客户的成果和体验。
Skills-based practices yield fair, equitable, and transparent talent decisions. Not only would this help organizations make legally defensible talent decisions, but increased transparency also allows employees to have more clarity and agency over their careers. 以技能为基础的做法可产生公平、公正和透明的人才决策。这不仅有助于组织做出在法律上站得住脚的人才决策，而且透明度的提高还能让员工对自己的职业生涯有更清晰的认识和更大的自主权。
Skills-based practices make talent decisions faster. With faster talent decision-making comes faster time to employee productivity and faster time to billing customers. 基于技能的实践使人才决策更快。人才决策速度越快，员工的生产效率就越高，向客户开具账单的速度也就越快。
Skills-based practices expand talent pools. When organizations source qualified talent they wouldn’t have otherwise found, they increase the diversity of their workforce and can even avoid consulting or external worker fees by identifying those skills internally. 基于技能的实践扩大了人才库。如果组织能找到他们原本找不到的合格人才，就能增加员工队伍的多样性，甚至可以通过内部识别这些技能来避免咨询或外部员工的费用。
Making people practices more skills-based is the first step to becoming a skills-based organization. When an organization finds success with one skills-based practice, often starting with hiring or learning, they can demonstrate the business case of skills-based and use their lessons learned when incorporating skills into subsequent practices - ultimately becoming a skills-based organization. 让员工的工作更加以技能为基础，是成为技能型组织的第一步。当一个组织在一项技能型实践（通常从招聘或学习开始）上取得成功时，他们就可以展示技能型的商业案例，并在将技能融入后续实践时利用他们的经验教训--最终成为技能型组织。
We also conducted a global survey of 2,269 employees and found that employees clearly want their organizations to incorporate skills into their people practices, believing that on average, people decisions should be made 70%70 \% based on skills and 30%\mathbf{3 0 \%} based on traditional criteria such as education or job titles. An overwhelming majority of our employee sample (88%) felt positively about skills-based decision-making. They reportedly expect that skills-based practices and skills-based decision-making will improve their experiences too. 我们还在全球范围内对 2269 名员工进行了调查，结果发现，员工显然希望他们的组织将技能纳入人事实践，他们认为，平均而言，人事决策应 70%70 \% 基于技能， 30%\mathbf{3 0 \%} 基于学历或职称等传统标准。在我们的员工样本中，绝大多数人（88%）对基于技能的决策持积极态度。据报道，他们希望基于技能的实践和基于技能的决策也能改善他们的经历。
If employees knew their company made decisions about them based only on their skills instead of their formal qualifications like education or job experience: 如果员工知道他们的公司只根据他们的技能，而不是他们的学历或工作经验等正式资格来决定他们的去留：
of employees said their motivation to improve their current skills would improve 的员工表示，他们提高现有技能的动力将会增强
said their job performance would improve 表示他们的工作表现将得到改善
Four approaches to incorporating skills into HR practices and strategy 将技能纳入人力资源实践和战略的四种方法
While there is ample evidence of organizations’ and employees’ anticipated (and experienced) benefits associated with becoming more skills-based, it is also clear from our research that there is no one-size-fits-all approach to skills. Attempting to prescribe a universal strategy to incorporating skills into HR practices would be near impossible. It is important to recognize that different parts of or practices within a single organization may be better suited to a more heavily skills-incorporated approach than others, and that the end goal for skills of one organization compared to another may look drastically different depending on factors such as organizational culture, industry, and legal or labor relations requirements. 虽然有大量证据表明，组织和员工预期（和经历）会从更加注重技能的做法中获益，但我们的研究也清楚地表明，在技能问题上没有放之四海而皆准的方法。试图规定一种将技能纳入人力资源实践的通用战略几乎是不可能的。重要的是要认识到，一个组织内的不同部门或不同实践可能比其他部门更适合采用更多融入技能的方法，而且一个组织与另一个组织相比，其技能的最终目标可能会因组织文化、行业、法律或劳动关系要求等因素而大相径庭。
In this section, we outline four different approaches to incorporating skills into HR practices and strategy, including examples of the roles and functions for which each approach may be most appropriate, as well as the tools and technologies that can be used to enable them. 在本节中，我们概述了将技能纳入人力资源实践和战略的四种不同方法，包括每种方法可能最适合的角色和职能示例，以及可用于实现这些方法的工具和技术。
Skills-implied 技能要求
About the approach 关于方法
In a skills-implied approach, organizations do not make decisions based on skills data but rather assume skills from other artifacts, like educational background or previous job titles. In these organizations, work is organized entirely around jobs. Hiring decisions are based on previous job titles, as well as other traditional criteria like past experience and educational degrees or certifications. Similarly, compensation decisions are based on job title (or job family) and job level. Learning and development opportunities are based on current roles, while internal mobility primarily refers to following a standard promotion pathway based on one’s credentials, tenure, and/or seniority. Workforce planning is focused on short-term forecasting based on headcount, rather than on present skills or future skill gaps, and skills data in general is not collected, making it unavailable for analytics purposes. 在技能假定法中，组织不根据技能数据做出决策，而是从其他人工制品（如教育背景或以前的职称）中假定技能。在这些组织中，工作完全围绕工作岗位展开。招聘决定基于以前的职称以及其他传统标准，如过去的经验、学历或证书。同样，薪酬决定也是基于职位名称（或职位系列）和职位级别。学习和发展机会基于当前的角色，而内部流动主要是指根据个人的资历、任期和/或资历，按照标准的晋升途径进行晋升。劳动力规划的重点是基于人数的短期预测，而不是目前的技能或未来的技能差距，而且一般不收集技能数据，因此无法用于分析目的。
Where this approach is most relevant: 这种方法最适用的地方：
A skills-implied approach may be most appropriate for roles that require a certain degree or certification that the organization cannot themselves provide (for example, lawyers, certified public accountants, and pilots), roles where critical skills are so specific and/or rare that they are trained rather than expected on day one (for example, working with proprietary tools or processes), and roles where career progression/opportunities are solely determined by labor unions or other external systems (for example, faculty progression based on publications). 技能暗示法可能最适用于那些需要一定学位或认证而组织本身又无法提供的职位（例如律师、注册会计师和飞行员），那些关键技能非常特殊和/或罕见，以至于需要培训而不是从第一天起就期望掌握的职位（例如，使用专有工具或流程的工作），以及那些职业发展/机会完全由工会或其他外部系统决定的职位（例如，基于出版物的教师发展）。
Enabling tools and technologies: 辅助工具和技术：
Job Architectures (for example, a framework for understanding roles and aligning jobs based on the type of work performed) 工作架构（例如，根据工作类型理解角色和调整工作的框架）
Foundational Skills Capabilities within SAP SuccessFactors HCM: SAP SuccessFactors HCM 的基础技能：
Job Profile Builder 职位简介生成器
Skills-included 技能包括
About the approach 关于方法
In a skills-included approach, work is still organized around jobs which are connected to a few, primarily technical, skills. Hiring decisions are based primarily on traditional criteria such as educational degrees, though they may be supplemented by limited skills evaluation. Compensation is largely based on job title/level (at least for base pay), though skills may drive premiums or monetary bonuses. Targeted learning and development opportunities may surface based on static skills identified as critical to one’s current or “next level up” role. Certain key skills may be considered for particular (primarily technical) roles as part of workforce planning, and organizations may report on specific skill levels in aggregate, but this data is not connected to other data sources. 在技能包含型方法中，工作仍然是围绕与少数几项技能（主要是技术技能）相关的工作来安排的。招聘决定主要基于传统的标准，如学历，但也可能辅以有限的技能评估。薪酬主要基于职称/级别（至少是基本工资），但技能可能会带来溢价或货币奖金。有针对性的学习和发展机会可能会根据对个人当前或 "下一级 "职位至关重要的静态技能来确定。作为劳动力规划的一部分，某些关键技能可能会被考虑用于特定的（主要是技术性的）角色，组织可能会报告特定技能水平的总体情况，但这些数据与其他数据源没有关联。
Where this approach is most relevant: 这种方法最适用的地方：
A skills-included approach may be appropriate for functions such as general management, sales, product development, and research, and roles where the prioritization and application of skills are constantly evolving. This approach is likely also most appropriate for decisions in which one’s past experience is crucial context - for example, hiring decisions for senior leaders may be made in part due to their networks or industry experience. 技能包含型方法可能适用于一般管理、销售、产品开发和研究等职能，以及技能的优先排序和应用不断变化的职位。这种方法可能也最适用于以个人过去的经验为关键背景的决策--例如，高级领导人的招聘决策可能部分是根据他们的人际网络或行业经验做出的。
Foundational Skills Capabilities within SAP SuccessFactors HCM: SAP SuccessFactors HCM 的基础技能：
In a skills-led approach, work is organized around jobs, but these jobs are connected to many skills, including both technical and professional skills. Hiring decisions are based primarily on the evaluation of a variety of skills but are still supplemented by traditional criteria. Compensation decisions are based primarily on the skills that employees possess and are connected to their job performance. Learning and development opportunities may surface based on skills data as well as other personal attribute data (for example, an employee’s interests) to craft personalized skill-focused learning and development plans and identify a variety of internal mobility opportunities. Workforce planning is more strategic and involves identifying/acting upon gaps between current skills and skills needed, and formal skills analytics are conducted, especially for current skill levels and with correlations to other people data. 在以技能为导向的方法中，工作是围绕工作岗位组织的，但这些工作岗位与许多技能相关，包括技术技能和专业技能。招聘决定主要基于对各种技能的评估，但仍以传统标准为辅。薪酬决定主要基于员工所掌握的技能，并与他们的工作表现挂钩。学习和发展机会可能会根据技能数据以及其他个人属性数据（例如，员工的兴趣爱好）浮出水面，以制定以技能为重点的个性化学习和发展计划，并确定各种内部流动机会。劳动力规划更具战略性，涉及识别当前技能与所需技能之间的差距/采取相应行动，并进行正式的技能分析，特别是针对当前技能水平以及与其他人员数据的相关性进行分析。
Where this approach is most relevant: 这种方法最适用的地方：
A skills-led approach may be most appropriate for functions like marketing, operations, and customer service, and roles where critical skills are specific and/or uncommon but potential proficiency can be inferred from adjacent skills. 技能主导型方法可能最适合市场营销、运营和客户服务等职能，以及关键技能比较特殊和/或不常见，但可以从相邻技能推断出潜在熟练程度的职位。
Enabling tools and technologies: 辅助工具和技术：
Comprehensive skills taxonomies 全面的技能分类法
Technical and non-technical skill assessments 技术和非技术技能评估
Al-enabled extraction of skills 由 Al 支持的技能提取
Foundational Skills Capabilities within SAP SuccessFactors HCM: SAP SuccessFactors HCM 的基础技能：
In a skills-based approach, work is organized entirely around skills. Hiring decisions are made based on skills evaluation and a candidate’s demonstrated capabilities, rather than traditional criteria such as educational degrees or prior job titles. Compensation decisions are similarly rooted in skills, with base pay driven by the skills an employee currently uses in their role, while skills identified as valuable for the business in the future (even if not currently used) may drive retention bonuses. Learning and development, including reskilling and upskilling initiatives, are based specifically on identified future skill needs of the organization and internal mobility is treated as a foundational work design practice where skills are used to deploy employees across the organizations to contribute as and where needed. Organizations taking a skills-based approach engage in strategic, long-term workforce planning focused on forecasting future skill needs, and skills analytics are comprehensive and include trending skill adjacency and correlations to other business data. 在以技能为基础的方法中，工作完全围绕技能展开。招聘决定是根据技能评估和应聘者表现出的能力做出的，而不是根据学历或以前的工作头衔等传统标准。薪酬决策也同样以技能为基础，基本工资由员工目前在其岗位上使用的技能决定，而被认定为对企业未来有价值的技能（即使目前没有使用）则可能会驱动留任奖金。学习与发展，包括再技能培训和技能提升计划，都是专门基于组织已确定的未来技能需求，而内部流动性则被视为一种基础性的工作设计实践，在这种实践中，员工的技能被用来在组织内部进行调配，以便在需要时做出贡献。采取以技能为基础的方法的组织参与战略性的长期劳动力规划，重点是预测未来的技能需求，技能分析是全面的，包括趋势技能邻接和与其他业务数据的关联。
Where this approach is most relevant: 这种方法最适用的地方：
A skills-based approach may be most appropriate for functions including HR, IT, administration, finance, and corporate communications, roles that rely more heavily on static and technical skills, roles that use certain tools or processes that are common across organizations/ industries, and roles where skills can be gained outside of an educational setting. 以技能为基础的方法可能最适合人力资源、信息技术、行政、财务和企业传播等职能、更多依赖静态和技术技能的职位、使用跨组织/行业通用的某些工具或流程的职位，以及可以在教育环境之外获得技能的职位。
Enabling tools and technologies: 辅助工具和技术：
Al-based skills ontologies 基于 Al 的技能本体
Multi-measure testing for holistic skills assessments 用于整体技能评估的多重测量测试
Work sample or portfolio to demonstrate capabilities 展示能力的工作样本或作品集
Al-driven skill inference Al 驱动的技能推断
Portable credentials on blockchain 区块链上的便携式证书
Foundational Skills Capabilities within SAP SuccessFactors HCM: SAP SuccessFactors HCM 的基础技能：
Conclusion: Questions to consider as you pursue your skills journey 总结：在追求技能的过程中需要考虑的问题
We hope that outlining these four different approaches helps you understand the possibilities related to infusing skills into HR practices and strategy, the approach or approaches that resonate most with your organization or specific function today, the approach(es) you may aspire to adopt in the future, and the tools and technologies that can help you get there. Regardless of the current or future desired state, gaining clarity and alignment with key stakeholders on the following questions can set you up for success as you pursue your skills journey, whatever it entails. 我们希望通过概述这四种不同的方法，帮助您了解将技能融入人力资源实践和战略的可能性、当前与您的组织或特定职能最有共鸣的一种或多种方法、您未来可能希望采用的方法，以及可以帮助您实现目标的工具和技术。无论当前或未来的理想状态是什么，与主要利益相关者就以下问题达成共识和一致，都能让你在技能之旅中取得成功。
Questions about intended outcomes: 关于预期成果的问题：
What is the key business opportunity for skills in your organization? 贵组织技能方面的关键商机是什么？
For example, are you more focused on supporting short-term operations (such as staffing projects, filling open roles, closing immediate skills gaps, and improving productivity) or long-term business reorientation (such as building new skills among the existing workforce to meet long-term strategic goals)? 例如，您是更注重支持短期运营（如为项目配备人员、填补职位空缺、弥补即时技能差距和提高生产率），还是更注重长期业务调整（如在现有员工队伍中培养新技能以实现长期战略目标）？
Is employee retention your top priority, in which case the goal(s) for skills might include facilitating internal mobility, improving employee experience, increasing skill variety, and offering development opportunities? Or is your end goal something else? 在这种情况下，技能目标可能包括促进内部流动、改善员工体验、增加技能多样性和提供发展机会？或者，你的最终目标是其他什么？
Which HR practices are the highest priority for a skills overhaul in your organization? 在您的组织中，哪些人力资源实践是技能大改革的重中之重？
For example, will you start with recruiting, workforce planning, compensation, learning and development, succession planning, or somewhere else? 例如，您会从招聘、劳动力规划、薪酬、学习与发展、继任规划等方面入手，还是从其他方面入手？
Do you plan to infuse skills across all people practices, or only a select few? 您计划在所有人员实践中注入技能，还是只在少数几个实践中注入技能？
Questions about tools and technologies: 有关工具和技术的问题：
Do you have a skills infrastructure (for example, skill taxonomies, skills linked to job descriptions, skills tagged to learning content)? 您是否拥有技能基础设施（例如，技能分类标准、与职位描述相关的技能、与学习内容相关的技能）？
Do you have skills data (for example, awareness of who possesses what skills, performance data tied to skills, etc.)? What technologies are you currently investing in (or could invest in) related to supporting better skills data? 您是否拥有技能数据（例如，了解谁拥有哪些技能、与技能相关的绩效数据等）？您目前正在（或可以）投资哪些与支持更好的技能数据相关的技术？
Do you have a skills strategy (for example, understanding of the skills you will need in the future, how available these skills are in the market, and where/how you will find them)? Are you clear on how the varying functions/roles of your workforce might impact your skills strategy? How universal would your skills strategy ideally be across your workforce? 您是否制定了技能战略（例如，了解您未来需要的技能、这些技能在市场上的可用性，以及在哪里/如何找到这些技能）？您是否清楚员工的不同职能/角色会如何影响您的技能战略？理想情况下，您的技能战略在员工中的普及程度如何？
Questions about resources and support: 有关资源和支持的问题：
How high of a priority are skills for your business leaders? Do you have the leadership support and resources (tangible and intangible) you require to make this a reality? 企业领导者对技能的重视程度如何？您是否拥有实现这一目标所需的领导支持和资源（有形和无形）？
Framework depicting different approaches of incorporating skills into HR strategy and people practices 描述将技能纳入人力资源战略和人事实践的不同方法的框架
Skills-implied 技能要求
Skills-included 技能包括
Skills-led 以技能为主导
Skills-based 以技能为基础
如何组织工作？
How is work
organized?
How is work
organized?| How is work |
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| organized? |
Around jobs 围绕工作
围绕与少数技能（主要是技术）相关的工作
Around jobs which are connected
to a few skills (primarily technical)
Around jobs which are connected
to a few skills (primarily technical)| Around jobs which are connected |
| :--- |
| to a few skills (primarily technical) |
围绕与多种技能相关的工作（包括所有类型的工作）
Around jobs which are connected to
many skills (inclusive of all types)
Around jobs which are connected to
many skills (inclusive of all types)| Around jobs which are connected to |
| :--- |
| many skills (inclusive of all types) |
Around skills (inclusive of all types) 技能（包括所有类型）
这与哪些类型的职位最为相关？
For what types of
roles is this most
relevant?
For what types of
roles is this most
relevant?| For what types of |
| :--- |
| roles is this most |
| relevant? |
- Roles that require a certain
degree or certification the
organization can't provide (for
example, lawyers, tax
professionals)
- Roles where critical skills are
so specific and/or rare that
they are trained rather than
expected on day one
- Roles where career
progression/opportunities are
solely determined by labor
unions or other external
systems| - Roles that require a certain |
| :--- |
| degree or certification the |
| organization can't provide (for |
| example, lawyers, tax |
| professionals) |
| - Roles where critical skills are |
| so specific and/or rare that |
| they are trained rather than |
| expected on day one |
| - Roles where career |
| progression/opportunities are |
| solely determined by labor |
| unions or other external |
| systems |
- Roles where critical skills and
the application of skills always
evolving
- Roles where experience or
education is crucial context for
decision-making (for example,
senior leaders, roles in
operations, product
development)| - Roles where critical skills and |
| :--- |
| the application of skills always |
| evolving |
| - Roles where experience or |
| education is crucial context for |
| decision-making (for example, |
| senior leaders, roles in |
| operations, product |
| development) |
- Roles where critical skills are
specific and/or uncommon but
can be inferred from adjacent
skills
- Roles where experience or
education is helpful context for
decision-making (for example,
roles in general management,
sales)| - Roles where critical skills are |
| :--- |
| specific and/or uncommon but |
| can be inferred from adjacent |
| skills |
| - Roles where experience or |
| education is helpful context for |
| decision-making (for example, |
| roles in general management, |
| sales) |
- Roles that rely more heavily on
static and technical skills (for
example, IT roles)
- Roles that use certain tools or
processes that are common
across organization/industries
(for example, roles in HR, finance,
administration)
- Roles without education
requirements (for example,
manufacturing)| - Roles that rely more heavily on |
| :--- |
| static and technical skills (for |
| example, IT roles) |
| - Roles that use certain tools or |
| processes that are common |
| across organization/industries |
| (for example, roles in HR, finance, |
| administration) |
| - Roles without education |
| requirements (for example, |
| manufacturing) |
如何做出外部招聘决定？
How are external
hiring decisions
made?
How are external
hiring decisions
made?| How are external |
| :--- |
| hiring decisions |
| made? |
基于以前的职称、经验和学位（传统标准）
Based on prior job titles,
experience, and degrees
(traditional criteria)
Based on prior job titles,
experience, and degrees
(traditional criteria)| Based on prior job titles, |
| :--- |
| experience, and degrees |
| (traditional criteria) |
主要基于传统标准，辅以有限的技能评估
Based primarily on traditional
criteria, supplemented by limited
skills evaluation
Based primarily on traditional
criteria, supplemented by limited
skills evaluation| Based primarily on traditional |
| :--- |
| criteria, supplemented by limited |
| skills evaluation |
主要基于各种技能评估，辅以传统标准
Based primarily on a variety of skills
evaluation, supplemented by
traditional criteria
Based primarily on a variety of skills
evaluation, supplemented by
traditional criteria| Based primarily on a variety of skills |
| :--- |
| evaluation, supplemented by |
| traditional criteria |
基于技能评估和能力展示
Based on skills evaluation and
demonstrated capabilities
Based on skills evaluation and
demonstrated capabilities| Based on skills evaluation and |
| :--- |
| demonstrated capabilities |
内部流动的方法是什么？
What is the
approach to
internal mobility?
What is the
approach to
internal mobility?| What is the |
| :--- |
| approach to |
| internal mobility? |
基于资历、终身职位和/或年资的标准晋升途径
Standard promotion pathway
based on credentials, tenure, and/
or seniority
Standard promotion pathway
based on credentials, tenure, and/
or seniority| Standard promotion pathway |
| :--- |
| based on credentials, tenure, and/ |
| or seniority |
选择当前使用的技能，以发现具有相似技能特征的潜在新职位
Select current skills used to
surface potential new roles with
similar skill profiles
Select current skills used to
surface potential new roles with
similar skill profiles| Select current skills used to |
| :--- |
| surface potential new roles with |
| similar skill profiles |
Employee skills data combined with
other personal attributes (for example,
interests) to identify different types of
internal mobility opportunities (for
example, short-term assignments,
new permanent roles)| Employee skills data combined with |
| :--- |
| other personal attributes (for example, |
| interests) to identify different types of |
| internal mobility opportunities (for |
| example, short-term assignments, |
| new permanent roles) |
Internal mobility a foundational work
design practice where skills are used
to deploy employees across the
organization to contribute as needed| Internal mobility a foundational work |
| :--- |
| design practice where skills are used |
| to deploy employees across the |
| organization to contribute as needed |
员工学习与发展的方法是什么？
What is the
approach to
employee learning
and development?
What is the
approach to
employee learning
and development?| What is the |
| :--- |
| approach to |
| employee learning |
| and development? |
一刀切的发展方法基于当前的角色，而不是以技能为依据
One-size-fits-all approach to
development based on current
role and not informed by skills
One-size-fits-all approach to
development based on current
role and not informed by skills| One-size-fits-all approach to |
| :--- |
| development based on current |
| role and not informed by skills |
根据被确定为对当前职位或 "下一级 "职位至关重要的静态技能，有针对性地提高技能
Targeted upskilling based on static
skills identified as critical to the
current role or "next level up" role
Targeted upskilling based on static
skills identified as critical to the
current role or "next level up" role| Targeted upskilling based on static |
| :--- |
| skills identified as critical to the |
| current role or "next level up" role |
为广泛的发展方案（如学习课程、指导）贴上技能标签，用于制定以技能为重点的个性化发展计划和学员体验
Skills tagged to broad development
offerings (for example, learning
courses, mentoring) used to craft a
personalized skill-focused develop-
ment plan and learner experience
Skills tagged to broad development
offerings (for example, learning
courses, mentoring) used to craft a
personalized skill-focused develop-
ment plan and learner experience| Skills tagged to broad development |
| :--- |
| offerings (for example, learning |
| courses, mentoring) used to craft a |
| personalized skill-focused develop- |
| ment plan and learner experience |
根据已确定的组织未来需求以及员工的兴趣和愿望，采取先进的提高技能和再培训举措
Sophisticated upskilling and reskilling
initiatives based on identified future
needs of the organization as well as
employees' interests and aspirations
Sophisticated upskilling and reskilling
initiatives based on identified future
needs of the organization as well as
employees' interests and aspirations| Sophisticated upskilling and reskilling |
| :--- |
| initiatives based on identified future |
| needs of the organization as well as |
| employees' interests and aspirations |
技能在劳动力分析和规划中扮演什么角色？
What role do skills
play in workforce
analytics and
planning?
What role do skills
play in workforce
analytics and
planning?| What role do skills |
| :--- |
| play in workforce |
| analytics and |
| planning? |
- 根据人数进行短期预测 - 未收集技能数据，无法进行分析
- Short-term forecasting based
on headcount
- Skills data not collected and
unavailable for analysis
- Short-term forecasting based
on headcount
- Skills data not collected and
unavailable for analysis| - Short-term forecasting based |
| :--- |
| on headcount |
| - Skills data not collected and |
| unavailable for analysis |
- Short-term forecasting based
on headcount, with some
consideration of key skills for
particular roles (primarily
technical)
- Aggregate reporting of specific
current skills levels, not
connected to other metrics| - Short-term forecasting based |
| :--- |
| on headcount, with some |
| consideration of key skills for |
| particular roles (primarily |
| technical) |
| - Aggregate reporting of specific |
| current skills levels, not |
| connected to other metrics |
- Workforce planning of gaps
between current and needed skills
incorporating retention and hiring
estimates, and based on current
org design
- Skills analytics, particularly for
current skills levels and with
correlations to other people data| - Workforce planning of gaps |
| :--- |
| between current and needed skills |
| incorporating retention and hiring |
| estimates, and based on current |
| org design |
| - Skills analytics, particularly for |
| current skills levels and with |
| correlations to other people data |
- Strategic workforce planning
enabling long-term forecasting of
future skills needs, including
modeling based on potential
organization designs
- Comprehensive skills analytics,
including trending, skill adjacency,
and correlations to business data| - Strategic workforce planning |
| :--- |
| enabling long-term forecasting of |
| future skills needs, including |
| modeling based on potential |
| organization designs |
| - Comprehensive skills analytics, |
| including trending, skill adjacency, |
| and correlations to business data |
如何做出补偿决定？
How are
compensation
decisions made?
How are
compensation
decisions made?| How are |
| :--- |
| compensation |
| decisions made? |
所有薪酬均根据职称或工作类别和工作级别确定
All pay is based on job title or job
family and job level
All pay is based on job title or job
family and job level| All pay is based on job title or job |
| :--- |
| family and job level |
基本工资以职称/级别为基础，而员工当前的技能则决定了溢价或奖金的多少
Base pay is based on job title/
level, while employees' current
skills drive premiums or bonuses
Base pay is based on job title/
level, while employees' current
skills drive premiums or bonuses| Base pay is based on job title/ |
| :--- |
| level, while employees' current |
| skills drive premiums or bonuses |
所有薪酬都基于员工目前所掌握的技能，并与其工作表现挂钩
All pay is based on the skills that
employees currently have and are
connected to their job performance
All pay is based on the skills that
employees currently have and are
connected to their job performance| All pay is based on the skills that |
| :--- |
| employees currently have and are |
| connected to their job performance |
Base pay is based on employees'
skills currently used in role, while
skills identified as valuable to the
company in the future (even if not
currently used) drive retention
bonuses| Base pay is based on employees' |
| :--- |
| skills currently used in role, while |
| skills identified as valuable to the |
| company in the future (even if not |
| currently used) drive retention |
| bonuses |
有哪些可行的技术或工具？
What are the
enabling
technologies or
tools?
What are the
enabling
technologies or
tools?| What are the |
| :--- |
| enabling |
| technologies or |
| tools? |
Skills-implied Skills-included Skills-led Skills-based
"How is work
organized?" Around jobs "Around jobs which are connected
to a few skills (primarily technical)" "Around jobs which are connected to
many skills (inclusive of all types)" Around skills (inclusive of all types)
"For what types of
roles is this most
relevant?" "- Roles that require a certain
degree or certification the
organization can't provide (for
example, lawyers, tax
professionals)
- Roles where critical skills are
so specific and/or rare that
they are trained rather than
expected on day one
- Roles where career
progression/opportunities are
solely determined by labor
unions or other external
systems" "- Roles where critical skills and
the application of skills always
evolving
- Roles where experience or
education is crucial context for
decision-making (for example,
senior leaders, roles in
operations, product
development)" "- Roles where critical skills are
specific and/or uncommon but
can be inferred from adjacent
skills
- Roles where experience or
education is helpful context for
decision-making (for example,
roles in general management,
sales)" "- Roles that rely more heavily on
static and technical skills (for
example, IT roles)
- Roles that use certain tools or
processes that are common
across organization/industries
(for example, roles in HR, finance,
administration)
- Roles without education
requirements (for example,
manufacturing)"
"How are external
hiring decisions
made?" "Based on prior job titles,
experience, and degrees
(traditional criteria)" "Based primarily on traditional
criteria, supplemented by limited
skills evaluation" "Based primarily on a variety of skills
evaluation, supplemented by
traditional criteria" "Based on skills evaluation and
demonstrated capabilities"
"What is the
approach to
internal mobility?" "Standard promotion pathway
based on credentials, tenure, and/
or seniority" "Select current skills used to
surface potential new roles with
similar skill profiles" "Employee skills data combined with
other personal attributes (for example,
interests) to identify different types of
internal mobility opportunities (for
example, short-term assignments,
new permanent roles)" "Internal mobility a foundational work
design practice where skills are used
to deploy employees across the
organization to contribute as needed"
"What is the
approach to
employee learning
and development?" "One-size-fits-all approach to
development based on current
role and not informed by skills" "Targeted upskilling based on static
skills identified as critical to the
current role or "next level up" role" "Skills tagged to broad development
offerings (for example, learning
courses, mentoring) used to craft a
personalized skill-focused develop-
ment plan and learner experience" "Sophisticated upskilling and reskilling
initiatives based on identified future
needs of the organization as well as
employees' interests and aspirations"
"What role do skills
play in workforce
analytics and
planning?" "- Short-term forecasting based
on headcount
- Skills data not collected and
unavailable for analysis" "- Short-term forecasting based
on headcount, with some
consideration of key skills for
particular roles (primarily
technical)
- Aggregate reporting of specific
current skills levels, not
connected to other metrics" "- Workforce planning of gaps
between current and needed skills
incorporating retention and hiring
estimates, and based on current
org design
- Skills analytics, particularly for
current skills levels and with
correlations to other people data" "- Strategic workforce planning
enabling long-term forecasting of
future skills needs, including
modeling based on potential
organization designs
- Comprehensive skills analytics,
including trending, skill adjacency,
and correlations to business data"
"How are
compensation
decisions made?" "All pay is based on job title or job
family and job level" "Base pay is based on job title/
level, while employees' current
skills drive premiums or bonuses" "All pay is based on the skills that
employees currently have and are
connected to their job performance" "Base pay is based on employees'
skills currently used in role, while
skills identified as valuable to the
company in the future (even if not
currently used) drive retention
bonuses"
"What are the
enabling
technologies or
tools?" - Job architectures "- Limited skills taxonomies
- Limited competency libraries
- Technical skill assessments" "- Comprehensive skills taxonomies
- Technical and non-technical skill
assessments
- Al-enabled extraction of skills
- Enhanced learning search filtering
for skills" "- Al-based skills ontologies
- Multi-measure testing for holistic
skills assessments
- Work sample or portfolio to
demonstrate capabilities
- Al-driven skill inference
- Portable credentials on
blockchain
- Al-driven recommendations"
"What relevant
foundational skills
capabilities exist
within SAP
SuccessFactors
HCM?" - Job Profile Builder "- Job Profile Builder
- Talent Intelligence Hub:
Attributes Library" "- Job Profile Builder
- Talent Intelligence Hub: Attributes
Library, Growth Portfolio" "- Job Profile Builder
- Talent Intelligence Hub: Attributes
Library, Growth Portfolio
- Al-Assisted Skills Architecture
Creator
- Al-Assisted Skills Inference"| | Skills-implied | Skills-included | Skills-led | Skills-based |
| :---: | :---: | :---: | :---: | :---: |
| How is work <br> organized? | Around jobs | Around jobs which are connected <br> to a few skills (primarily technical) | Around jobs which are connected to <br> many skills (inclusive of all types) | Around skills (inclusive of all types) |
| For what types of <br> roles is this most <br> relevant? | - Roles that require a certain <br> degree or certification the <br> organization can't provide (for <br> example, lawyers, tax <br> professionals) <br> - Roles where critical skills are <br> so specific and/or rare that <br> they are trained rather than <br> expected on day one <br> - Roles where career <br> progression/opportunities are <br> solely determined by labor <br> unions or other external <br> systems | - Roles where critical skills and <br> the application of skills always <br> evolving <br> - Roles where experience or <br> education is crucial context for <br> decision-making (for example, <br> senior leaders, roles in <br> operations, product <br> development) | - Roles where critical skills are <br> specific and/or uncommon but <br> can be inferred from adjacent <br> skills <br> - Roles where experience or <br> education is helpful context for <br> decision-making (for example, <br> roles in general management, <br> sales) | - Roles that rely more heavily on <br> static and technical skills (for <br> example, IT roles) <br> - Roles that use certain tools or <br> processes that are common <br> across organization/industries <br> (for example, roles in HR, finance, <br> administration) <br> - Roles without education <br> requirements (for example, <br> manufacturing) |
| How are external <br> hiring decisions <br> made? | Based on prior job titles, <br> experience, and degrees <br> (traditional criteria) | Based primarily on traditional <br> criteria, supplemented by limited <br> skills evaluation | Based primarily on a variety of skills <br> evaluation, supplemented by <br> traditional criteria | Based on skills evaluation and <br> demonstrated capabilities |
| What is the <br> approach to <br> internal mobility? | Standard promotion pathway <br> based on credentials, tenure, and/ <br> or seniority | Select current skills used to <br> surface potential new roles with <br> similar skill profiles | Employee skills data combined with <br> other personal attributes (for example, <br> interests) to identify different types of <br> internal mobility opportunities (for <br> example, short-term assignments, <br> new permanent roles) | Internal mobility a foundational work <br> design practice where skills are used <br> to deploy employees across the <br> organization to contribute as needed |
| What is the <br> approach to <br> employee learning <br> and development? | One-size-fits-all approach to <br> development based on current <br> role and not informed by skills | Targeted upskilling based on static <br> skills identified as critical to the <br> current role or "next level up" role | Skills tagged to broad development <br> offerings (for example, learning <br> courses, mentoring) used to craft a <br> personalized skill-focused develop- <br> ment plan and learner experience | Sophisticated upskilling and reskilling <br> initiatives based on identified future <br> needs of the organization as well as <br> employees' interests and aspirations |
| What role do skills <br> play in workforce <br> analytics and <br> planning? | - Short-term forecasting based <br> on headcount <br> - Skills data not collected and <br> unavailable for analysis | - Short-term forecasting based <br> on headcount, with some <br> consideration of key skills for <br> particular roles (primarily <br> technical) <br> - Aggregate reporting of specific <br> current skills levels, not <br> connected to other metrics | - Workforce planning of gaps <br> between current and needed skills <br> incorporating retention and hiring <br> estimates, and based on current <br> org design <br> - Skills analytics, particularly for <br> current skills levels and with <br> correlations to other people data | - Strategic workforce planning <br> enabling long-term forecasting of <br> future skills needs, including <br> modeling based on potential <br> organization designs <br> - Comprehensive skills analytics, <br> including trending, skill adjacency, <br> and correlations to business data |
| How are <br> compensation <br> decisions made? | All pay is based on job title or job <br> family and job level | Base pay is based on job title/ <br> level, while employees' current <br> skills drive premiums or bonuses | All pay is based on the skills that <br> employees currently have and are <br> connected to their job performance | Base pay is based on employees' <br> skills currently used in role, while <br> skills identified as valuable to the <br> company in the future (even if not <br> currently used) drive retention <br> bonuses |
| What are the <br> enabling <br> technologies or <br> tools? | - Job architectures | - Limited skills taxonomies <br> - Limited competency libraries <br> - Technical skill assessments | - Comprehensive skills taxonomies <br> - Technical and non-technical skill <br> assessments <br> - Al-enabled extraction of skills <br> - Enhanced learning search filtering <br> for skills | - Al-based skills ontologies <br> - Multi-measure testing for holistic <br> skills assessments <br> - Work sample or portfolio to <br> demonstrate capabilities <br> - Al-driven skill inference <br> - Portable credentials on <br> blockchain <br> - Al-driven recommendations |
| What relevant <br> foundational skills <br> capabilities exist <br> within SAP <br> SuccessFactors <br> HCM? | - Job Profile Builder | - Job Profile Builder <br> - Talent Intelligence Hub: <br> Attributes Library | - Job Profile Builder <br> - Talent Intelligence Hub: Attributes <br> Library, Growth Portfolio | - Job Profile Builder <br> - Talent Intelligence Hub: Attributes <br> Library, Growth Portfolio <br> - Al-Assisted Skills Architecture <br> Creator <br> - Al-Assisted Skills Inference |
SAP SuccessFactors solutions and capabilities to help make skills a reality in your organization SAP SuccessFactors 解决方案和功能可帮助您的组织实现技能目标
SAP SuccessFactors HCM
Employee growth portfolio reflecting skills, competencies, preferences, etc. New skills are automatically added after employee validation, based on learning courses completed, performance goals achieved, dynamic team and assignment participation, and more. 员工成长组合，反映技能、能力、偏好等。根据已完成的学习课程、已实现的绩效目标、动态团队和任务参与情况等，在员工验证后自动添加新技能。
Team portfolio for managers reflecting the level of skills and competencies for each individual and team wide. A heatmap view provides a quick glance into areas requiring review and upskilling. 为管理人员提供团队组合，反映每个人和整个团队的技能和能力水平。通过热图视图，可以快速了解需要审查和提高技能的领域。
Talent Intelligence Hub to manage and identify organizational skills needed. Working in alignment with the skills and competencies from the employee growth portfolio, this Al hub powers a variety of experiences across the HCM suite. 人才智能中心（Talent Intelligence Hub）用于管理和识别组织所需的技能。该中心与员工成长组合中的技能和能力保持一致，为整个 HCM 套件的各种体验提供支持。
Al-Assisted Skills Architecture Creation to create an Al-based skills library by extracting skills from job profiles in Job Profile Builder. These skills are then added to the Attributes Library within the Talent Intelligence Hub, automatically mapped to job roles in Job Profile Builder and displayed on the Growth Portfolio. Al-Assisted Skills Architecture Creation（Al-Assisted Skills 架构创建）通过从职位档案生成器（Job Profile Builder）中的职位档案中提取技能，创建基于 Al 的技能库。然后将这些技能添加到人才智能中心的属性库中，自动映射到职位档案生成器中的职位角色，并显示在成长组合中。
SAP SuccessFactors Recruiting SAP SuccessFactors 招聘
Al-assisted skills validation where skills are automatically derived from the applicant’s resume, or the applicant uses a search or suggest skills functionality to add skills to the application. Al 辅助技能验证，即从申请人的简历中自动提取技能，或申请人使用搜索或建议技能功能将技能添加到申请表中。
Al-assisted applicant screening is where recruiters can view a skills compatibility score for applicants compared to the skills required for a job. Recruiters can see details around the applicant’s skills on their profile, including exact skills matches, additional relevant skills, potential skills, and unmatched skills. 通过 Al-assisted 申请人筛选，招聘人员可以查看申请人的技能匹配度得分与职位所需技能的比较。招聘人员可以在求职者的个人资料中看到其技能的详细信息，包括完全匹配的技能、其他相关技能、潜在技能和不匹配的技能。
Talent search for external and internal candidates based on candidate profile, resume, or employee profile. This enables recruiters and managers to identify potential matches based on specific skills required. 根据候选人资料、简历或员工档案搜索外部和内部候选人。这样，招聘人员和管理人员就能根据所需的具体技能确定潜在的匹配人选。
SAP SuccessFactors Learning SAP SuccessFactors 学习
Al-driven learning recommendations based on must know, need to know, and want to know skills. Admins can also add assignments based on specific skills or attributes, as reflected within the employee growth portfolio. 根据 "必须知道"、"需要知道 "和 "想要知道 "的技能，提供由人工驱动的学习建议。管理员还可以根据员工成长组合中反映出的特定技能或属性添加作业。
Dynamic search based on criteria, including duration, mobile availability, and specific skills to help foster continuous learning and to provide guidance on building skills for the next proficiency level. 根据标准（包括持续时间、移动可用性和特定技能）进行动态搜索，以帮助促进持续学习，并为下一熟练级别的技能培养提供指导。
SAP SuccessFactors Opportunity Marketplace SAP SuccessFactors 机会市场
Al recommendations based on skills, competencies, preferences, and more for short-term assignments, learning courses, mentors, and job openings. 根据技能、能力、偏好等推荐短期任务、学习课程、导师和职位空缺。
SAP SuccessFactors Employee Central SAP SuccessFactors 员工中心
People profile with spotlight view where employees can personalize and build their personal brand, including skills and competencies. 带有聚光灯视图的人物简介，员工可在此个性化并建立个人品牌，包括技能和能力。
SAP SuccessFactors HCM and SAP S/4HANA Cloud SAP SuccessFactors HCM 和 SAP S/4HANA 云服务
Pre-built integration with common people and skills data across HR and finance operations. This enables efficient and effective project management and resource allocation based on the skills required and skills available. 预置与人力资源和财务部门通用人员和技能数据的集成。这样就能根据所需技能和现有技能进行高效率、高效益的项目管理和资源分配。
SAP SuccessFactors HCM and SAP Fieldglass SAP SuccessFactors HCM 和 SAP Fieldglass
Pre-built integration with common people and skills data across HR and procurement operations. This enables full visibility and the continued development of skills for both permanent employees and contingent workers. 预置与人力资源和采购业务通用人员和技能数据的集成。这样就能全面了解长期员工和临时工的情况，并持续开发他们的技能。
SAP Analytics Cloud for Workforce Planning 劳动力规划 SAP 分析云
Predictive analytics, machine learning, and real-time data visualization to understand the skills you have, need, and will need - in direct alignment with financial and operational plans. 通过预测分析、机器学习和实时数据可视化，了解您所拥有、需要和将要需要的技能，并与财务和运营计划直接保持一致。
