Real-Time Feedback and Analytics Will Explode in Maturity
第三点预测是基于企业文化建设和敬业度管理的推动而提出的。实时反馈与数据分析能够提高敬业度，因此反馈工具市场将迎来爆发。
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2016年这个市场的规模将超过3亿美元，预计2017年规模将翻一番。实时反馈让衡量和管理员工敬业度成为可能。2017年，将员工体验的整体策略自动化、追踪把握员工的职场生命周期系统化，并且发展如“反馈体系”这样的技术对于企业来说至关重要。
【KEY POINT】 2017 is the time for you to build a plan and roadmap for feedback systems (and tools) throughout your employee lifecycle.
Figure 7: Enterprise Feedback Architecture
Figure 8: People Analytics Maturity Grows
预测4:新一代的绩效管理工具将涌现
A New Generation of Performance Management Tools Will Emerge
当下，创新的力量驱动诸多绩效管理软件供应商优化其绩效管理工具。
过去的15年，企业从一个自上而下、用流程驱动员工绩效管理、年度绩效考核的模式转变为灵活持续、以反馈为基础的模式。这种变革仍处在初级阶段，当越来越多的企业开始实施常规性的记录、OKR管理、敏捷的目标管理，持续的培训辅导项目，以及项目经理等模式的不断涌现，相信未来会呈现不一样的景色。
【PREDICTION】The revolution in performance management practices (moving from an annual to continuous model) is finally being supported by a new breed of performance management software vendors.
Figure 9: The Evolution of Management Thinking
Figure 10: Performance Management—Then andNow
Figure 11: The New World of Performance Management
预测5: “人力效能”和健康福利将成为人力资源管理的重要议题
A Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership.
很多方面上，人力效能都已成为工作中的一个热门议题。员工是否健康？他们是否有良好的习惯保持精力充沛？他们是否在工作中可以全神贯注或者是管理者能够帮助他们投入地工作？当然，员工能否具备技能，得到支持、培训、辅导从而更好地完成工作？
【PREDICTION】A focus on employee wellbeing, productivity, and health will become an integral part of HR’s mission in 2017.
Figure 12: U.S. Productivity 2006 through 2016
Figure 13: Working More Hours—The Vacation Crisis 27
Figure 14: From Wellness to Wellbeing to Performance
预测6：人力资源将专注员工体验将而非过程设计
Focus on Employee Experience Will Overcome Process Design in HR
许多人力资源部门已经开始重新定义自己。有些称自己为“人力运营部”，另一些称自己为“人才与文化”之类的部门。这些信息并不是要找到一个方式使人力资源部门更具战略意义，而是要真正改变对人力资源组织的认知。
2017年，设计思维、用户体验设计、数字app将开始成为人力资源领域的主要趋势。当公司重新设计他们的建筑、福利计划、休假制度和其他多元项目的时候，他们并不见得关注着每位雇员的体验。
【PREDICTION】 The concept of “total employee experience,” focused on design thinking and the simplification of work, will become a major focus in HR.
Case in Point：
Design Employee Experiences
The Deloitte University Center for Leadership (DU) is a beautiful building in Texas where Deloitte consultants and leaders go for education, training, networking, and a variety of client events. When it was designed, it took years to discuss the investment, and the team decided to build “not a corporate university,” but a real “learning and collaboration experience.”
While I was not at Deloitte at the time, a huge amount of storytelling exists about how the invitations were designed, how the drivers pick up attendees at the airport, how attendees are greeted upon arrival, and how every room, meal, and facility contributes to the experience. All the rooms are the same size, for example, to give everyone the “experience” of peer to peer and openness. Free coffee and snacks are located everywhere you go inside this building, to encourage people to slow down and talk with each other. The learning rooms are highly configurable, so you can sit, stand, or move around at ease. Throughout the attendee’s experience at DU, the “hospitality” crew takes time to treat you like you a senior leader, even if you might be a first-year consultant.
This was done deliberately by studying the entire “experience” of learning and collaboration at Deloitte. While many of the ultimate elements may seem simple when I explain them, they all fit together into an integrated, high-value experience designed to excite, engage, and inspire people at Deloitte. This is an example of “experience design,” not “process design.”
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(来源：搜狐)
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