流动团队 / liquid workforce

「释义」

流动团队并不是一个新概念，而是埃森哲创造的一个新名词，指的是一种新兴的工作场所趋势，即在数字化转型和灵活性成为人力资源战略核心的世界里，需要一支拥有高度敏捷技能的团队。

在技术的支持和赋能下，这支高度响应的团队可以从世界任何地方聚集在一起，从事多个项目的工作。

「应用场景」

公司担忧的一大问题是，市场需求大幅度波动，本公司劳动力却是固定不变的，基本不可能在业务减少时裁员、好转时再让员工回来。零工经济提供了一种不同的方式。

One big concern of companies was always that while market demand fluctuated a lot, their workforces were pretty fixed. They were hard to cut when business was down and hard to bring back quickly if things suddenly picked up. The gig economy suggested a different approach.

优步的司机只在有活干的时候领取薪酬，让优步公司获得迅猛发展。这样的成功案例令其他企业蠢蠢欲动，也跟着解雇全职员工，用合同工取而代之：业务减少时不必向合同工支付薪酬，也不用提供福利。转为这种像水龙头一样要用的时候打开、不用时就关上的团队，削减固定成本，成了一个明确的目标。人才公司和招聘外包公司促进了这种转型。这类公司引入“流动团队”“按需供应人才”等概念，描述一种按件计价、由供应商在需要时提供人才的体系。现在RPO公司提供“全周期”服务，负责为企业管理员工的聘用、解雇、签订临时合同的平衡，确保企业能以最低的人员成本完成日常工作。

Runaway-growth stories like Uber, whose drivers were paid only when there was something to do right at that moment, made a big impression on other employers, which opted to cut full-time staff and add contractors who didn’t get benefits or need to be paid when business fell. Shifting to a workforce that was like a faucet—turn it on when you need it, turn it off as soon as you don’t—and squeezing fixed costs in the process became an explicit goal. Staffing firms and recruitment process outsourcing (RPO) companies stepped in to enable the transition. They introduced terms like “liquid workforce” and “talent on demand” to describe systems in which contractors were paid by the task and vendors provided just-in-time staffing. Now RPO firms offer “full cycle” engagement, managing the balance of hiring, layoffs, and contracting for employers to secure the minimum level of staffing required to get the work done each day.

以上文字选自《哈佛商业评论》中文版2020年9月刊《人员管理切莫过度工程化》

彼得·卡佩利(Peter Cappelli)丨文

马冰仑 丨编辑