全面的福利和奖励:微软是如何做到的

欢迎来到另一集激动人心的人力资源知识!这是为人力资源专业人士和商业领袖准备的系列文章，他们希望自己的组织能够经得起未来的挑战，并从行业专家、chro和思想领袖那里了解最新的趋势和见解。

什么是全面幸福?人力资源如何实现它?在人力资源第二季的这一集中，我们坐下来与克里斯汀·罗比·迪姆洛——微软总奖励和绩效的公司副总裁——讨论如何建立一个全面和包容的福利计划来奖励和支持你的员工。

克里斯汀是一名经验丰富的人力资源主管，从财务开始。她在人力资源、组织效率和薪酬管理(包括高管薪酬)方面有丰富的经验。

在这段视频中，我们将讨论:

• 人类能源危机
• 全面的幸福和整体的利益
• 奖励未来专业人士的6项技能

观看完整集，了解如何以全面的方式提供奖励和福利，帮助您的组织度过危机。

记录:

克里斯汀·罗比·迪姆洛:作为人力资源专业人士，我们真的在努力思考一个组织的人，以及我们如何在生命周期中优化员工的体验。奖励是一个非常强大的杠杆，它是补偿，是福利，在我的例子中是绩效。我认为这是一个管弦乐队。我们试图让管弦乐队的所有部分和谐地合唱:奖励，福利，表现，人员分析。这一切都集中在努力加速我们的文化，并努力增加我们的文化。

尼Verlinden:大家好，欢迎回到新一期的人力资源知识。我是Neelie，在今天的节目中，我请来了Kristen Roby Dimlow。克里斯汀是微软的人力资源主管之一，也是总奖励和绩效副总裁。克里斯汀和我就整体幸福感进行了一次精彩的对话。我们也谈到了奖励空间以及那里发生了什么。所以，更有理由立即开始。但在此之前，我要求你订阅我们的频道，点击通知铃，并点赞这个视频。现在，我们开始吧。

尼Verlinden:欢迎来到新一期的人力资源知识。大家好，克里斯汀，欢迎来到播客。你好吗?

克里斯汀·罗比·迪姆洛:我很好，尼莉，很高兴来到这里。

尼Verlinden:克里斯汀，你能来真是太好了。还有，在我们开始录制这期节目之前，我很高兴听到你在荷兰住了一段时间。

克里斯汀·罗比·迪姆洛:这是我职业生涯中非常棒的一部分，在我职业生涯的早期。如果你有机会在另一个国家生活和工作，那就抓住它。这是一次美妙的生活和工作经历。

尼Verlinden:这是对荷兰的一种宣传，我觉得听到这句话总是很高兴。克里斯汀，我们今天的话题很有趣。实际上，我们有两个主题。从幸福开始，或者实际上是全面的幸福，或者整体的幸福，我相信你现在在微软。这对我们人力资源创新学院来说更令人兴奋，因为我们上个月发布了2023年的人力资源趋势。我们为明年及以后确定的一个重要主题是关于全面幸福。但我认为这更有趣，因为今天我们正处于工作生活的一个转折点。我们看到了很多精疲力竭，耗尽了激增能力，全球心理健康危机，这已经被讨论过了，还有其他因素，这些因素真的在消耗员工的能量，削弱他们的雄心。在微软，克里斯汀，我相信你称之为人类能源危机。你能详细说明一下吗?

克里斯汀·罗比·迪姆洛:绝对的。正如你所说的，我们最近做了一项研究，53%的经理和48%的员工说他们已经筋疲力尽了。我们称之为人类能源危机。我认为，在过去的几年里，我们经历了一个又一个危机。而员工和经理们已经相当地经受住了考验——尽他们所能地经受住了考验。但可以理解的是，他们真的感到精疲力竭，持续感到焦虑。所以我们一直在想，我们能做什么?我们能做些什么来支持员工?我们能做些什么来创造员工的整体幸福感呢?于是我们提出了六个想法。 You know, I think these are, these are pretty big buckets. But I think as HR professionals, if you can think about how to help your company, deliver some of these, you can start to offset the energy drain from the human energy crisis. So first of all, you know, culture and purpose. At Microsoft, we have a mission of empowering every individual and every organization on the planet to achieve more. And we hear from our employees, and I can tell you myself that I feel this way, being able to align my personal purpose to that is really awesome. It makes me feel like the time I spend at work really does matter. The other thing is, you know, in my side of the house being the leader of Total Rewards, we think about providing holistic and inclusive benefits. So what can we do to support people’s holistic well-being? And by holistic well-being, I mean, physical, financial, and mental well-being. We offer a variety of benefits. And as you all know, you know, we have at least five generations in the workforce, if not seven, and so meeting people where they are and providing benefits that can support them through life’s anxiety and anxious moments, is important. During the pandemic, we did things like offering global pandemic leave to family caregivers, so that they could take time off if they needed to, to attend to small children. We’ve done a lot to increase our mental well-being resources as well. So that’s the second piece. We also really need to focus on helping leaders and managers. So the statistic I said earlier, managers are feeling even more anxious than individual contributors. And that’s because they’re carrying the load of making hybrid and flexibility work and trying to help the employees weather, you know, crisis to crisis. And so helping leaders and managers think about what they can do, first of all, to put their own oxygen masks on, as we say, to attend to their own well-being, and then to support their organization. And, even to role model the importance of well-being and ensuring that they’re sort of connecting with people and understanding what’s on their minds and what they can do to help. Also building supportive teams. So when we started to shift to what we call hybrid, which is extreme flexibility, working from anywhere, we thought it was important to get teams together to norm on: what makes sense for you, what are some of the team agreements that we can have. The fourth one, we talked about is career planning. So again, this importance of, in times of difficulty, reminding people that we’ve been up and down before. And plan for the future, think about how you continue to build upon your own career dreams. That doesn’t need to stop when you’re in these moments. And I think it’s particularly important for employees, in addition to purpose, to sort of have an end in mind, and to be able to give them ideas about what might be next. We all know, I think most companies feel this, certainly at Microsoft, we feel it. The number one reason why people stay or go is career. And so, if they feel that their career dreams can be met, then they’re much more engaged and sort of able to deal with the daily setbacks. And then last but not least, giving flexibility. So, I was recently with a group of peers and we were talking about our companies’ approach to hybrid post-pandemic. And it was interesting to me that there are a number of companies that are really trying to go back to “normal” where they have people showing up and being in offices and their leadership feels strongly that that is a must-have. You know, I take it from a different standpoint. I think enabling flexibility allows us to have the best minds across the planet. You know, IQ knows no geo boundary. And so we’re finding at Microsoft that if we can challenge our mindsets a bit and allow more flexible work arrangements, we hire and engage better talent. So those are kind of our six pillars on how we’re addressing the human energy crisis.

尼Verlinden:是的，克里斯汀，在我看来，这是对员工生命周期中所有重要支柱的详尽概述。

克里斯汀·罗比·迪姆洛:的确如此。我还认为，在这六部作品中，没有一个小组包办一切。所以这不全是人力资源部的事，我们会调动其他人来帮助我们。例如，对于领导和经理，我们需要提醒他们:这里有一些你可以做的技巧，这里有一些我们的信念。以下是你可以在员工身上发现的一些特质。但他们是真正的英雄，他们每天都在努力工作。这是一个村庄，我知道这个名单听起来很详尽。我以前在小公司工作过，我还没有享受过微软人力资源的力量。但那是你让村子里的人跟你合作的地方。你跨部门工作，你让人们聚在一起努力抓住这个机会。

尼Verlinden:是的,当然。克里斯汀，我刚才听你说话，你提到现在职场上可能有四、五代人，甚至七代人。我想知道，你们微软在这方面做得如何?你能分享一下吗?

克里斯汀·罗比·迪姆洛:当然。所以，当然，在职业生涯的早期，那些刚刚离开大学或学校的人，他们的想法和我在他们的位置上时非常不同。他们比我对可持续性和社会事业更感兴趣。我很惭愧地说，在我那个时代，我们更专注于做老板想让我们做的事，然后出人头地。所以我很感激那些比我更有社会意识的后起之长。所以我们试着思考这些机会，退休的人，可能是有家庭的妇女，任何有家庭的父母，我们发现的一件事是今天的家庭非常不同。所以对父母有非常不同的看法，提供一切服务，从收养服务到生育服务，到护理假，你知道，一切。所以，你知道，这些只是生命中不同阶段不同事情的一些例子。但有趣的是，从利益的角度来看，是试图在正确的时间提供这些利益。任何人力资源人员都必须做的最困难的事情之一就是试图表达员工所拥有的整体奖励和福利。 And so, my husband had a health condition and I got a message from Microsoft benefits saying, “Hey, do you realize we have a second opinion service? You can use this.” So that is really, I think, the trick. And I think one of the neat things about technology is that it’s getting easier for us to have some ideas about what might be interesting to people and when. And then, of course, there are all kinds of things we offer just to everybody all the time. And I feel like again, getting that front and center to people, reminding them of the totality of things that they have is one of the things that keeps me up at night. It’s just, my goal is really to get people to use their benefits. And so I have to constantly remind them: hey, don’t forget we have this.

尼Verlinden是的，克里斯汀。所以我也想和你们简单谈谈医疗保健，特别是，在一个连心理健康专家都感到精疲力竭的系统中，雇主如何让医疗保健变得容易和可接受?

克里斯汀·罗比·迪姆洛:好吧，我喜欢你使用广义的保健这个术语，而保健既适用于身体健康，也适用于心理健康。我认为越来越多的雇主，我认为传统上，我们没有关注心理健康。我们都有过EAP。所以员工援助计划是，一些更基本的东西。但是，我们从大流行和人类能源危机中学到的是，我们需要做更多的事情。在大流行期间，我们发现我们在提供咨询方面遇到了真正的问题。我们听说EAP无法回复人们。在与EAP的交谈中，他们也说他们的辅导员遇到了挑战。因此，我认为作为人力资源人员，我们都需要考虑的一件事是:我们如何为护理人员提供护理?当然，护士、医生和所有卫生保健专业人员都因大流行而捉襟危坐。 And then following on with that, the great reshuffle, where many of them sort of hit, you know, maybe changed roles, or were given huge opportunities elsewhere. And so it’s put a lot of strain on our healthcare systems. So one of the things we’ve done is look for ways to scale mental well-being. So we’ve learned a lot since that time, we’ve offered our employees things like Headspace. And we have a global platform called “Be Well”, where people can go in and find recordings of fitness classes, or mindfulness classes, or different kinds of, like I mentioned, women in menopause, that sort of opportunity to talk with professionals to learn more. Like, am I crazy? Is what I’m going through unusual?

尼Verlinden现在，我相信在微软，你们正在强调把幸福和心理健康区分为两件不同的事情。你能多给我们介绍一下吗?

克里斯汀·罗比·迪姆洛:绝对的。我确实听到人们用“幸福”这个词来指代心理健康。对我来说，幸福更全面。这是一个整体幸福的概念。我们确实把它看作是经济上的、身体上的和精神上的。所以，你知道，金融，试着教人们一些关于投资的知识，一些关于未来规划的知识，这样他们就可以让他们的钱为他们服务。同样，在身体方面。显然，所有的保健资源——我们有在线运动课程。然后最大的一个是心理健康，我说过的比较新的一个我们一直在放大和增强。我认为区分很重要的原因是幸福是一个整体的东西。 If your finances are in trouble, chances are you’re feeling maybe physical symptoms from that, and mental symptoms, such as anxiety. If you are having a physical condition, it may translate into mental health issues. And so we’re really trying to think about encouraging employees to think about the whole package, trying to ensure that they’re getting balanced in all three places. So that is why we think about it differently. And we do think when we consider the human energy crisis, it’s not just mental, it’s really thinking about that holistic package to help people be better. One thing we talk about at Microsoft is that we want employees in teams to thrive. That’s sort of our new tagline: thrive. And so in order to thrive, it’s not just about making work good or it’s not just about thinking about your mental health. It’s really thinking about all those pieces. And when it’s working, you get sort of that reinforcing success loop across all three. So that’s why we think about them differently. Also, I would say personally, one of the reasons why I think it’s important to continue to talk about mental health and mental well-being is again to destigmatize and make it okay.

尼Verlinden:我认为这很重要，克里斯汀，因为我确实相信，在谈到工作场所的心理健康时，仍然有很多事情要做。克里斯汀，正如我在介绍中提到的，我们还将讨论奖励空间以及你作为微软总奖励和绩效副总裁的角色。也许我们可以从你带我们走进你生活中的一天开始。

克里斯汀·罗比·迪姆洛:这是一个非常有趣的问题，我想说的是，没有两天是相同的，这对任何人力资源专业人士来说都是如此。我认为这是我们工作中最有趣的部分之一。而是你永远不知道会发生什么。你可能有一个待办事项清单。我们都知道，很多时候这并没有发生。所以今天早上，我起床后，我的第一个会议是与我们的薪酬委员会。所以我要做的一件非常有趣的事情就是与微软董事会的薪酬委员会合作，讨论高管薪酬问题。所以我很喜欢。所以我支持董事会。他们负责公司治理，因为我们是一家上市公司。 And so I work with them. Then I got to come to this, which I’m very excited about. I always love to get to talk HR with like-minded folks. And then I have some one-on-ones. We’re also working with our global diversity and inclusion team on our D&I disclosure, which goes out next week. So I’m working on that later today. I frequently will have a team meeting or two, where we think about ways to improve compensation. We have the war for talent, even though things have calmed down from last year with the great reshuffle. We’re always thinking about what’s next, where do we need to go? How are we doing against the market? Usually, there’s a business leader who has an idea. So we’ll go think about that. In the performance space, we’re always trying to think about how we improve performance and development in Microsoft, which includes things like recognition. We just launched a new – we call them Connect Forms. But it’s basically many performance reviews that happen throughout the year. And our goal on all things performance is really to help managers and employees get really, really clear on what success looks like and what the priorities are. So those are the kinds of things I do. I’m part of the HR leadership team here. So we think a lot about what is the future, we try to strategize together about what are our people’s priorities for Microsoft. And then also another really fun part of my job is getting to do a little bit of external work. So I’ll talk to other HR leaders about how we use programs and tools at Microsoft, I’ll also work with our product teams. So we have a product called Microsoft Viva. And it’s really targeted toward the employee experience. And so they’re spending a fair bit of time with HR leaders. So I’ll spend time also with our Power BI team or our Vivaa product leaders to think about product direction. And there are also people on my team. So I have experts in the people analytics space that spend a lot of time with our product groups, thinking about how to use the tools better. So I love my job. I think I’ve been in HR for some time. But rewards for me. I started my career in corporate finance. And then I moved into HR about 20 years ago, I’ve been around a while. And to me, the total rewards job with performance and people analytics is the perfect blend of sort of HR, finance, and business. So it’s been you know, no two days are the same.

尼Verlinden:是的，我认为这实际上是你对这个问题最好的回答，克里斯汀。说没有哪两天是一样的。因为我相信这可能是你的角色如此令人兴奋的原因。非常感谢你们带我们一起度过你们生命中的这一天。与你刚才说的有关，克里斯汀，对于你的角色来说，没有哪两天是相同的，与此同时，整个奖励空间也在发生变化。对于那些想要进入奖励世界的人，你有什么建议?

克里斯汀·罗比·迪姆洛:绝对的。所以我喜欢奖励。如果你系统地考虑人力资源，我们有端到端的人才管理。作为人力资源专业人士，我们真的在努力思考一个组织的人，以及我们如何在生命周期中优化员工的体验。奖励是如此强大的杠杆，你知道，它是补偿，它是福利，在我的例子中是绩效。所以我把它想象成一个管弦乐队，我们试图让管弦乐队的所有成员在一起和谐地唱歌或和谐地演奏。我把比喻混在一起了。自从萨蒂亚·纳德拉(Satya Nadella)成为我们的首席执行官以来，我们一直在努力做的一件整洁的事情就是。我们在微软的文化方面一直非常非常努力。所以我在这个世界的一部分，奖励，福利，绩效，人员分析，都集中在努力加速我们的文化，努力增加我们的文化。 So one of our culture tenets is growth mindset. So this idea of making the company learn it all, instead of know it all, and being willing to take a little more risk and asking a lot of questions, being willing to take feedback from others. And so I try to infuse that in everything I do. And so, I would say to people who are considering careers in rewards, you can have a lifetime career in that space because you can move across rewards, benefits, you can play in the performance space. If you have an interest in potentially becoming a CHRO at some point, it’s really great to have that foundational understanding of rewards. It’s also, I mean, if sometimes people have anxiety over math, and we do have a lot of math people, and I would say, it’s good to like numbers if you’re coming to either compensation or benefits, because we do use a lot of numbers. But I’ll tell you, if you’re a little nervous about math, it’s not hard math. Maybe our actuaries, and some of our data scientists are good at hard math, but you don’t have to be a nuclear physicist to do well in rewards. We also get a lot of exposure. So I have people fairly early on in their career in rewards who are meeting with pretty senior leaders to help them with their comp issues. And then the other thing, I love economics and business, and this is the ultimate place where you get to practice that every day. We think a lot about supply and demand. We think a lot about, you know, the budget opportunity, optimising budget. I don’t know any company that has unlimited money. So there’s always a little bit of, hey, how do I make the comp investment go further? So it’s sort of like a little bit of a puzzle. And then if you’re into things like diversity and inclusion, and you’re into sustainability, rewards is a big lever that’s helping to push those things. So another cultural pillar for us is diversity and inclusion. We’ve thought through everything. We think about inclusive compensation and benefits. And so we’re trying to think about how do we use those levers to incent the behavior that we want. And we really believe that D&I has a real impact on the bottom line, we know it, we’ve seen it, we’ve got examples in Microsoft. And so we want to keep using our rewards and benefits to make that happen. And then on the sustainability front, we’re also trying to help our sustainability team who’s got some very, very ambitious goals around carbon reduction. We’re gonna pay back all the carbon we’ve ever done by 2050, which is pretty cool. And we’re thinking about how we use rewards and incentives to do that. So I love my job. Like I said, no two days are the same. And with rewards, it’s always a new year, it’s always a new day, things are always changing. And it’s super, super fun. And even if you’re not going to be a long-term rewards professional, it’s great grounding for any kind of HR role. Even if you go and become an HR business partner, chances are your leader is going to ask you about compensation. So or even benefits, just understanding how benefits work.

尼Verlinden:我真的很喜欢听你说话，克里斯汀，因为我能感觉到你对你所做的事情真的很有激情。我认为这是最值得倾听的人，无论是在采访中还是在播客中。这真的很好。你提到了可持续性、D&I等话题。如果我们把未来的工作和奖励联系起来，你如何看待奖励在未来工作中的价值?

克里斯汀·罗比·迪姆洛:我认为奖励是非常重要的。如果你没有将奖励与正确的事物，甚至是表现结合起来，它们也会造成许多损害。让我举一个简单的例子，在微软，我们曾经有一个非常以个人为中心的绩效和奖励系统。所以我们认为这是一种精英管理。而且，你知道，我们真的希望最好的个人，你知道，团队中的英雄得到非常非常好的补偿。当然，我们仍然相信绩效薪酬。但是我们对性能的定义不同。这不仅仅是你作为个人做了什么，而是你为他人做了什么，你如何利用他人，所以更多的是团队关注。我们能走到这一步的原因之一就是有这样一个例子，我们曾经有一些开发人员，他们的激励是基于他们编写的代码的数量和质量。然后我们有测试人员，他们的奖励是基于他们发现的漏洞的数量。 And I had a tester come to me and say, Kristen, this is so crazy, because I could walk across the hall to my developer partner, and tell them how to fix their code. Instead, I have to go log the bug in a system. So I get credit. And ironically, I am incentivized by hoping that person writes buggy code, and I was like, oh, gosh, this is bad. And so anyway, I just want to share that it is so important, as we think about the future of rewards, to think about what in your reward systems might be doing things of harm. So I do think reward to the future. You really need to have alignment to culture and purpose in the company. If you’re trying to drive things like D&I and sustainability, you want to make sure that it’s aligned to that and that you don’t have any unintended consequences. We’ve also seen, in rewards, some companies really stumble when their incentives were not aligned to customer outcomes. You know, there’s a certain bank in the United States that got into a lot of trouble for jamming credit cards on customers because their incentives for their salesforce were so hardcore on signing up new people, that bad things were happening. So we think a lot about the governance around our incentives to make sure that there aren’t any unintended consequences. And so that is very important in the future rewards. One of the most exciting things that we’re all talking about, I’m sure you’ve heard this, and we’ve probably talked about it on your podcast, is skilling, this idea of skilling the workforce. And, you know, the world is changing so fast that what we really need to ensure, as HR professionals – and the learning people out there think a lot about this – is how do we quickly help people build skills that they’re going to need into the future? And from a pay perspective? How do we align incentives up to encourage people to keep growing and to be willing to build those new skill sets? And then also, from a supply and demand standpoint, some of those skills are really, really hot in the market. So how do we ensure that we’re thinking about skills-based pay? So for example, you know, if you are really an AI professional, that’s something that’s pretty hot right now, security is really, really hot. My team and I need to think about how do we incentivize people who have gone to the trouble of learning those very difficult skills, and to ensure that we’re rewarding them and encouraging them to stay at Microsoft. So I think, you know, those are a couple of examples. I think, we’re thinking a lot about incentivizing people not just on what they do, but how they do it. So are their actions congruent with our pillars around diversity and inclusion, our values of respect, integrity, and accountability? Are they taking their responsibilities with respect to manage our excellence, we call it model coaching care. So you know, that is what the future of rewards is, it’s thinking about all that. Also, sorry, one more on the flexibility of work. So more and more, we’re probably going to see different kinds of working agreements. We have a lot of full-time employees who sort of work, I’ll call it, 40-hour work weeks, maybe 35 in France. But I think more and more, and especially as we have talent shortages, and as we do have this huge population of baby boomers who are retiring, we may think about more part-time work. Certainly gig economy. We have to think about that. So this whole world of hybrid and flexibility, it’s going to keep us challenged and intellectually curious for quite some time.

尼Verlinden哦，当然，克里斯汀。就我个人而言，我认为这也是目前这件事如此有趣的原因。关于你刚才谈到的技能，有没有什么技能是你认为与奖励领域的人相关的?也许你能说出一两个?

克里斯汀·罗比·迪姆洛:绝对的。所以我认为数学，理解代数级别的数学。我们也有规定，如果你真的很喜欢数学，比如精算学或数据科学，所以我们也有大范围的数学。但最重要的一件事，一直是一项重要的技能，也将继续是一项重要的技能，那就是咨询。所以这种会见商业客户，倾听他们问题的想法。任何优秀的人力资源专业人士都非常擅长诊断根本原因，而不一定是对症状做出反应，帮助你的领导理解，你知道，什么样的事情可以帮助你找到根本原因。此外，我们真的相信数据驱动的决策。也就是数据处理能力和流畅性。我还要讲讲故事。所以我认为能够将复杂的概念提炼成非常简单的想法，并能够触及问题的核心。 So all of those things are very important. I think, you know, diversity and inclusion as well, you know. All of us, really, have such an opportunity within diversity and inclusion to get clear on our own unconscious biases. And then also to consider where might there be biases in the system because in rewards and performance definitely, if you’re not careful, you could have issues and so you have to be able to understand those. So those are some of the ideas. I think the hottest one is data-driven decision-making. But consulting, being strong on diversity, inclusion, all of those things are incredibly important for a rewards professional of the future. I’m going to add one more: business acumen. Rewards really does touch a lot of pieces of business. You have to understand what your business strategies are, you have to understand where the hot talent pools are. So, you know, this is a great place if you have an interest in business economics, but the big one, I’d say is data-driven.

尼Verlinden谢谢。谢谢你。这对我来说也很有意义。事实上，在人力资源创新学院，我们致力于提升人力资源专业人员的技能，让他们为未来的工作做好准备。我们有一个框架，一个t型框架。我们相信其中一个不可或缺的部分是数据驱动，精通数据，而不仅仅是奖励领域的人。但对于每个人力资源专业人士来说。所以很高兴听到，在这个领域工作的人，特别是在奖励空间工作的人，说这是与你的日常工作息息相关的事情。谢谢你，克里斯汀。现在进入播客中我最喜欢的部分。 So every episode, I get to ask my guests if they want to share what they believe is the biggest cliche about HR that’s out there. So, Kristen, I’m all ears.

克里斯汀·罗比·迪姆洛:天啊，我们可以在这上面花上几个小时。但我认为有很多人——老套的说法是，HR喜欢人。是的，我们喜欢人，但我们不止于此。我想我跟很多人谈过。因为我的职业生涯是从金融开始的，后来转到人力资源部门，所以我有很多人想做关于转到人力资源部门的职业谈话，他们通常会以“我真的很喜欢这些人”开始谈话。我说，嗯，你真的喜欢人，这很好，但我们不仅仅是喜欢人。你知道，我们是人力资源专业人士，我们非常擅长我们的工作。我们对商业充满热情，我们有一些非常深刻的技能，可以帮助我们帮助你让组织唱歌。所以我认为，在人力资源部门工作并取得成功的唯一条件就是有能力喜欢别人，这对我来说是陈词滥调。这让我很烦，也让我很开心。 And I do like people but there are times in HR when you will hate people. And that’s, I guess, that’s a terrible thing to say. But you know, it’s challenging. When we’re dealing with humans, sometimes we have to have a lot of patience. And certainly have a lot of patience, sometimes, when people don’t understand the professionalism of the function. I think we’re getting a lot more credit these days. One of the silver linings, I guess, of the global pandemic, and of all of the stress that organizations have gone through lately, the war for talent, addressing racial injustice, you know, is that it’s put HR at the center. If you think about what boards are talking about: it’s HR. Compensation committees have changed their name from compensation committee to human capital management, people are getting that HR is a first-class function. And it’s not just about liking people, it’s a little bit more than that. It’s about loving business, and trying to help make the organization and the people in that business as effective and performant as possible to achieve the company’s mission. That’s our job.

尼Verlinden:是的，这是一个非常漂亮的答案。克里斯汀，非常感谢。另外，非常感谢你和我进行这次谈话。

克里斯汀·罗比·迪姆洛:很高兴见到你，尼莉，谢谢你今天邀请我。

尼Verlinden:非常感谢大家收看今天的节目。如果你喜欢本期节目，我真的希望你喜欢，不要忘记订阅我们的频道。如果你还没有这样做，点击通知铃并与朋友、同事或家人分享这一集。非常感谢大家，我们下期再见。再见!