LinkedIn’s CEO on Hiring Strategies and the Skills That Matter Most (from The New World of Work)
发布时间 2022-12-27 22:00:37 来源
摘要
In The New World of Work video series, host and HBR Editor in Chief Adi Ignatius explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, he interviews a top leader live on LinkedIn, and in this special IdeaCast episode, he speaks with LinkedIn CEO Ryan Roslansky on how his company adapted during the pandemic (and after) and how he approaches growth, talent management, and more.
You can browse previous episodes of The New World of Work on the HBR YouTube channel and follow HBR on LinkedIn to stay up-to-date on future live interviews. Ignatius also shares an inside look at these conversations —and solicits questions for future discussions — in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up here.
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中英文字稿 
Welcome to the HBR Idea Cast from Harvard Business Review. I'm Allison Beard. Our goal on this show is to bring you the best thought leadership on managing teams, organizations, and your career.
欢迎收听哈佛商业评论的HBR创意演讲。我是艾莉森·比尔德。我们的节目目标是为您带来有关团队管理、组织、和职业规划的最佳思想领袖。
This week we're giving you a taste of another HBR show, the New World of Work. In this video interview series, which can be found on hbr.org, Editor-in-chief Adi Ignatius speaks with top leaders about how their organizations are handling today's biggest challenges. And in this conversation, he's joined by LinkedIn CEO Ryan Roslansky.
这周我们为大家带来 HBR 的另一个节目 - 新的工作世界的味道。这个视频采访系列可以在 hbr.org 上找到，主编 Adi Ignatius 与顶尖领袖交谈，了解他们的组织如何应对当今最大的挑战。在这次对话中，他邀请了 LinkedIn CEO Ryan Roslansky 加入。
The platform now has 875 million members in counting. And Roslansky credits that success largely to the company's strong culture and clear values. He speaks with Adi about everything from pandemic adaptations to the skills he wants to see in talent. Here's the interview.
这个平台现在拥有超过8.75亿会员，Roslansky认为这个成功很大程度上归功于公司坚实的文化和明确的价值观。他与Adi谈了从疫情适应到他想在人才中看到的技能方面的所有事情。以下是他的采访。
Let's just leap right in. I mean, one of the questions I'd like to ask everybody is, how did you become this person? Tell us a little bit about your background and maybe one or two pivotal moments that led you to becoming now CEO of one of the most important social networks in the world.
咱们就直接开始吧。我的意思是，我想问问每个人，你是怎么变成现在这个样子的？告诉我们一些关于你的背景的小细节，或者说一些具有关键性的时刻，是它们促使你成为现在全球最重要的社交网络之一的CEO。
Yeah, well, again, Adi, thanks for having me. I'm a huge fan of the program. And it is a true honor to be the CEO of LinkedIn, especially through what's a pretty pivotal time in the world of work. I don't know if there's one or two moments that I'd point to, but I would probably point to three things that have got me here.
嗯，恩，Adi再次感谢你邀请我来这里。我是这个节目的忠实粉丝。成为LinkedIn的CEO是一份真正荣幸，特别是在这个工作领域非常关键的时期。我不知道具体有哪一两个时刻让我到达了这个位置，但我可能会指出三件事。
Number one is luck. I was born at the right time to the right set of parents that were loving and caring and taught me the value of work and set me up with a great education. Number two is also luck. I was lucky to be a freshman in college in 1996 when the internet was just starting to get going and meet a couple of people who together we started a company taught myself how to code and just was lucky to kind of be in that place at that time and really learn about the internet and learn about technology. And then number three is actually luck as well. So I was lucky that as a junior product manager a long time ago at Yahoo, I had the opportunity to work and meet a gentleman by the name of Jeff Weiner who would go on to become the CEO of LinkedIn. I came with them. It's his first employee. And there's been a lot of hard work and choices along the way, but when you take a big step back on all of it, I think luck, luck and luck were pretty pivotal to getting me to the position that I'm in today. So that's our first takeaway for our viewers. Just sit back and get lucky. But that's you're being very modest and obviously you created opportunities where then luck could luck could work your way. So that's that's great.
第一条是运气，我出生在正确的时间，拥有爱心和关心的父母，他们教我工作价值，并为我提供了出色的教育。第二的运气也一样。我有幸在1996年成为大学新生，那时互联网刚开始兴起，我遇到了一些人，我们一起创办了一家公司，我自学了编码，并有幸在那时学习互联网和技术。第三条也实际上是运气。很久以前在雅虎担任初级产品经理时，我有幸与一位名叫杰夫·韦纳的绅士合作并结识。他日后成为领英的CEO。我也跟随他的脚步，并成为他的第一名员工。一路上有很多努力和选择，但是当你回首过去时，我认为运气、运气和运气对我今天的位置起到了至关重要的作用。这是我们为观众带来的第一个启示。坐下来，好好运气吧。但是你非常谦虚，显然你创造了机会，然后运气才能为你所用。这非常好。
I know you talk a lot about culture and values at LinkedIn. I'd love to know though what does that mean to you actually in terms of running a successful business. We all use those words. We know they're important. But what does it really mean to you? I mean, it's a hot topic right now.
我知道你在LinkedIn上经常谈论文化和价值观。但是我很想知道，你认为在运营一个成功的企业上，这些对你实际意味着什么。我们都使用这些单词，知道它们很重要。但是它们对你来说真正意味着什么呢？我的意思是，这个话题现在非常热门。
Let me share why I think it's a hot topic rightfully so take a look at what's happened over the last couple of years through the pandemic. Every company was thrown into this need to really rethink how the company works. Do we work remotely? Do we work hybrid? Vaccines, no vaccines, time off, in office, etc. And what everyone's actually doing when you're rethinking how your company works is you're rethinking your culture and your values.
让我分享一下为什么我认为这是一个正当的热门话题，看看过去几年的疫情是如何影响每个公司，使其不得不重新思考公司运作方式。我们要远程办公吗？我们要混合办公吗？疫苗，无疫苗，休息时间，是否上班等等。当你重新思考你的公司运作方式时，你实际上是重新思考你的文化和价值观。
That's what led to a thing that we call the great talent reshuffle over the past couple of years is, you know, not only companies are rethinking how they work and employees are thinking about, you know, not only why they work or where they work, but how they work in general. For us, we define culture as the collective personality of our organization. It's who we are, but more importantly, it's who we aspire to be.
过去几年来，导致了我们所称的伟大人才调整的原因是，不仅公司正在重新思考他们的工作方式，而且员工也正思考他们工作的原因、位置以及一般性的工作方式。对于我们来说，我们将文化定义为组织的集体个性。它是我们的身份，但更重要的是，是我们渴望成为的样子。
Every organization has a personality and it's really important, at least in my belief, to define what that culture and what those values should be at your company in order to help this foundation be strong to make the right decisions on top of it. And I think a lot of companies right now are just rightfully so as they go through this great reshuffle in this new world of work, redefining what it means to work at their company, redefining the values that are needed to make decisions, redefining how they want to work.
每个组织都有自己的个性，我认为至关重要的是要在您的公司中定义文化和价值观，以帮助这个基础变得更加稳固，以便在其上做出正确的决策。我认为现在很多公司都在通过这个工作新世界中的巨大重构，重新定义工作在他们公司的意义，重新定义做出决策所需的价值观，重新定义他们想要如何工作。
And I led the company about a year ago through an exercise to rethink or to enhance our culture and values and have to tell you, it was a really difficult exercise for me. I've been at the company for over 13 years.
我大约一年前带领公司进行了一次重新思考或提升我们的文化和价值观的练习，不得不告诉你，这对我来说真的非常困难。我在这家公司已经工作了超过13年。
And I think culture and values are embedded in everything that we do. We, you know, it was the only culture and values that I'd ever known, but we found that it was a very valuable exercise because some of the culture and values and the words that we use, they were antiquated in the new world of work.
我认为文化和价值观融入了我们所做的一切。你知道，这是我所知唯一的文化和价值观，但我们发现这是非常有价值的练习，因为一些文化、价值观和用词在新的工作世界中已经过时了。
So we took a very principled approach, very thoughtful process involved the entire company in rethinking what's important to us as a company. Who are we? Who do we aspire to be? And we made a couple of changes and enhancements to our set of culture and values.
所以我们采取了很有原则的方法，非常深思熟虑的过程涉及整个公司重新思考我们作为一家公司的重要性。我们是谁？我们渴望成为谁？我们作出了一些文化和价值观的改变和增强。
And I think it's really benefited us well because every day, there's roughly 20,000 employees that linked in. And I think it's really important to make decisions and you have to come back to something common, a common framework upon which to make those decisions.
我觉得这对我们非常有益，因为每天有大约20,000名员工在领英上联系。我认为做决策非常重要，你必须回到一个共同的框架上，才能做出这些决策。
And I feel great about, you know, the culture and values that we've laid out is going to help us move into the future right now. I know a lot of companies are doing the same also.
我对我们所构建的文化和价值观感到非常满意，我觉得它们会帮助我们向未来前进。我知道许多公司也在做同样的事情。
So I think the framework, what you are, then how important is where you are? How important is it that people are present to kind of establish and build on these kind of cultural definitions and values? So the where is interesting and the where is, you know, I don't care who you are, you know, where you're leading right now in the world.
所以，我认为框架很重要，你是谁也很重要，那么在哪里也很重要吗？人们的存在有多重要，以便建立和发展这些文化定义和价值观？所以，地点很有趣，不管你是谁，你现在在世界上领导的地方很重要。
This is the question that everyone is asking themselves. This is where culture and values is really important. When you make a tough decision like where should our company work? You don't want it to be some subjective thing. You want it to be built on top of a foundation.
这是每个人都在自问的问题。这就是文化和价值观真正重要的地方。当你要做一个艰难的决定，比如我们的公司应该在哪里工作？你不希望这是完全主观的事情。你希望它建立在一个基础之上。
So one of our values is we trust and care about each other because that's the value in terms of how we make decisions in the company. We got to a position of where we work that's based on that trust and that care. We trust each other to work where it works best for us and our teams. That's our hybrid work policy.
我们的一个价值观就是信任和关心彼此，因为这是我们公司制定决策的价值观。我们建立在信任和关心的基础上共同工作。我们信任彼此，可以选择最适合我们和我们团队的工作方式。这就是我们的混合式工作政策。
I'm not your dad. I'm not your babysitter. I trust you to get your job done based on where it works best for you. And we've seen a lot of success. You know, our offices are open. A lot of employees come into the office.
我不是你的爸爸，也不是你的保姆。我信任你依照你认为最有效的方式完成你的工作。我们已经看到了很多成功的例子。我们的办公室是开放的，很多员工都会来办公室工作。
We have the great tools that help collaboration and video conferencing make it easy. But we found that we can be successful as a company, you know, based on that work policy again. And it's rooted in our values. It doesn't work for every company.
我们拥有出色的工具，帮助协作和视频会议变得更加容易。但我们发现，要想成为一个成功的公司，我们需要再次依靠那种工作政策。这种政策源于我们的价值观，它并不适用于每个公司。
But based on who we are and who we aspire to be, that's how we operate LinkedIn. So that's pretty similar. I think to what we're doing at Harvard Business Review and it's all about flexibility.
根据我们的身份与我们的愿景，这就是我们经营领英的方式。因此，这非常类似于我们在哈佛商业评论所做的事情，都是关于灵活性的。
But you know, there are plenty of companies that you suggested who. You know, they don't buy that and they, you know, there's still a fear that if workers aren't kind of there and present that somehow they won't be giving, giving their all, what would be your advice to people who are thinking that way?
你知道，你提到的很多公司并不这样做，他们担心如果工人不在场，他们就不会尽心尽力。你对那些有这种想法的人有什么建议？
Well, I mean, first and foremost, I really go back to culture and values and there's not a right or wrong way. It's the type of company you want to run, the type of company you want to be and that works.
嗯，我的意思是，首先，我真的回到了文化和价值观，没有对错之分。这是你想经营的公司类型，你想成为的公司类型，适用的。
I'll ask the哇fully step where you have ideas to life at the time it was, it was made from BTS, and to that end, I probably wasn't right, I probably wasn't right but I will tell you, something fascinating.
我会问你，你有什么想法在生活的时候，BTS制作的这件事情完整的步骤里面。为了这个目的，我可能是不正确的，但我会告诉你，有一些很有趣的事情。
I was recently in London with Microsoft, CR�nadella, and we were discussing with companies in London, this really fascinating dynamic that came out of Microsoft. of employees, report that they are productive at work and a hybrid work environment right now. Yet 85% of managers believe that their employees are not being productive.
最近我和Microsoft的CR Nadella一起在伦敦，与伦敦的公司们讨论了Microsoft带来的非常有趣的动态。目前， MS的85％员工在混合工作环境下表示自己工作很有成效。然而，85％的经理却认为，他们的员工并没有很高的工作效率。
And it's what Satya coined as productivity paranoia. And I think what's really going on there is when everyone was in the office years ago, the job of a manager, you'd walk around, that's how you'd see if someone was productive or getting worked on or being in the office. So a lot of the role of the manager was just to make sure that you're there, to make sure that you're physically present.
这就是萨蒂亚所说的生产力焦虑，我认为它的真正含义是在很多年前当每个人都在办公室时，经理的工作是在走动中查看是否有人能够高效工作或者在办公室工作。所以经理的许多职责就是确保大家在场、确保大家身体上的存在。
And we move to a hybrid world that requires a much different management and leadership style. I actually think there's a lot of a lot of new pressure and learning and a different way of thinking that has to go upon managers in this time, where you can't just focus on someone being in the office.
我们正在进入一个混合世界，这需要一种非常不同的管理和领导风格。实际上，我认为现在管理者所面临的压力和学习，以及不同的思考方式都非常多，因为你不能仅仅关注一个人是否在办公室。
You can't ground yourself in physical presence being whether or not someone is being productive and effective. It has to be based on whether or not someone is being effective at the job. So that requires number one, ensuring that if you're a manager, you're very clear, you have clarity on what a role entails.
你不能仅仅凭借一个人是否有意识地在工作现场出现来确定他是否富有成效和有效率。必须要基于他是否在工作上表现出了有效率。所以，作为经理，首先要确保你非常清楚每个角色的职责，这是必要的。
Why do I have this role to begin with? And what's required for the person in this role to be successful? And then ultimately you need to focus on outcomes. You focus on whether or not that person being successful in the role as it's been laid out versus whether or not they are in or out of the office. And we're going through this process that linked in to help managers understand this and train managers on. And it's not an easy transition for anyone.
我为什么要担任这个角色？这个角色的成功需要什么？最终你需要关注的是成果。你应该关注的是那个人是否能够成功地完成这个角色的任务，而不是他们是否在办公室内外。我们正在使用LinkedIn来帮助经理们理解这一点并对他们进行培训。对于任何人来说，这都不是一个轻松的转变。
But I think in order to be successful in a hybrid world, it's really all about managers and leaders thinking differently about their role and really based on success based on outcomes instead of time and office.
我认为在混合世界中取得成功，关键在于经理和领导者要不同地思考他们的角色，并且真正基于结果而非时间和办公室来评估成功。
So beyond managing the kind of hybrid question, this seems like a tough time to be a leader. You got recession looming maybe. You have inflation definitely. Political uncertainty. It feels like wave after wave of social people. What does it take to be successful business leader now in this complex context?
在解决类似混合问题之外，现在成为一位领导者似乎是非常困难的时期。你面临经济衰退的威胁，而通货膨胀则已经存在。还有政治的不确定性。感觉像是一次又一次的社会浪潮。在这个复杂的背景下，现在成为成功的商业领导者需要什么？
Yeah, I mean, you're absolutely right. You can't only be a leader when the sun is shining and the sun is definitely not shining these days. I think the key, it's really about uncertainty, yes, it's challenging. But I think the right leaders that are going to really be above and all of this, the ones that see this as an opportunity.
是的，我的意思是，你说得完全正确。在太阳照耀的时候你不能只是领袖，而现在太阳肯定不那么灿烂了。我认为关键在于不确定性，是的，这是很有挑战性的。但我认为真正能在这种情况中脱颖而出的领袖们是那些把这看作机会的人。
People who get good at managing through the cycles, they understand that they're playing in the right markets, they understand where to set themselves up for success. And it's a phrase I've been using around adaptive leadership. You can be adaptive or you can be reactive.
那些善于在周期中进行管理的人，他们明白自己在正确的市场中参与游戏，知道怎样设置自己以取得成功。这是我在介绍适应性领导力时常用的一个短语。你可以是适应性领导，也可以是从反应中学习的。
I mean trust me on a daily basis, there are 10 new decisions that you have to make right now as a CEO that you never have had to make before in your life and no one's had to make them before. And so the question is, do you try and get ahead of it in an adaptive way or do you let it happen to you?
我是说相信我，作为首席执行官，每天都有10个全新的决定需要您立即做出，这些决定您以前从未做过，也没有人做过。那么问题是，您是试图以适应性的方式走在前面，还是让它发生在您身上？
So, I think adaptive leadership is really rooted in three things. Number one, you can decide to play up or play down. A lot of people, when something bad happens, they play down, they play to the lowest common denominator.
所以，我认为适应型领导力实际上根植于三件事情。第一，你可以决定强调或淡化。很多人，当发生不好的事情时，他们会淡化，他们会降到最低的公共分母。
I think adaptive leaders, they play up. They play to win. They stay positive. And though the plays may be different, they understand that they have to be running different plays. I think reactive leaders, you know, they're aggressively cycling between playing to win or hunkering down and not really playing up, beginning to pull down, and I think that's the wrong way to do it.
我认为有适应性的领导者，他们会出谋划策，充分发挥自己的优势。他们会全力以赴，保持积极态度。虽然策略可能不同，但他们明白自己必须运用不同的策略来应对。相反，我认为一些反应迟钝的领导者，他们会在赢球和防守之间不断徘徊，不充分发挥自己的优势，逐渐失去优势，这是一种错误的做法。
I think adaptive leaders see these cycles as an opportunity. There's always an opportunity in some of this, especially as there's uncertainty and things are moving around versus change is some kind of tax or burden to be dealt with. I think last but not least, it's just constantly pivoting. Adaptive leaders constantly pivot. They iterate, they adjust.
我认为适应性领袖将这些周期视为机会。无论何时，尤其是在存在不确定性和事物在变动时，总会有机会出现。不是把变化看作一种负担或负担来处理，而是把它们作为机会看待。我认为，最后但并非最不重要的是，需要不断转向。适应性领袖不断地转向。他们反复试验，调整。
Instead of, you know, I think reactive leaders, you know, they overrotate and they thrash. And, you know, in general, it's not easy. It's human nature to get, you know, kind of pulled into the cycle, but the more that you can stay adaptive, I think the better folks are going to be.
你知道的，我觉得那些反应迅速的领导者，你知道的，他们会过度保护，过于激动。总的来说，这并不容易。人类天性很容易陷入这个循环中，但是你越能保持适应性，我觉得人们就会变得更好。
And one of the most important areas where I think right now that we see across the global labor market where more adaptive thinking and leadership is needed is around what I've been calling a skills first mentality. I think companies that focus on skills is the currency.
我个人认为，全球劳动力市场目前最需要的是更具适应性思维和领导力的领域之一，就是我所说的技能优先心态。我认为，注重技能的公司是货币。
Companies that shift away from, you know, more antiquated signals like, you know, only degree or pedigree or where someone worked will help ensure that the right people can be in the right roles with the right skills doing the best work. I think it's going to create a much more efficient, a much more equitable labor market, which then creates better opportunity for all, but that's part of that adaptive mindset shift as well.
那些不再只看重学位、背景或工作地点等老式信号的公司，将有助于保证合适的人才担任合适的职位，展现出最佳工作行业技能。我认为这将创造出一个更高效、更公平的劳动市场，从而为所有人提供更好的机会。但这也是适应性心态转变的一部分。
Let's talk about skills. I mean, as, as, you know, we're in this new world of work and what is, you know, what's your advice? What are the skills that people should be developing? Is they're trying to succeed in the new world of work workplace?
咱们来谈谈技能吧。我的意思就是，你知道的，我们现在处在一个全新的工作世界，你有什么建议吗？在努力获得成功的同时，人们应该发展哪些技能呢？
Yeah, I mean, be it because of COVID or digital transformation or, you know, looking at kind of what's going on in the AI space right now, a fourth industrial revolution, what's really happening?
是的，我的意思是，不管是因为COVID还是数字转型，或者是看看现在AI领域发生的事情，第四次工业革命，到底发生了什么？
And again, I think at LinkedIn, we have really great data to see the shifts happening, but roles are being created and displaced at truly a record pace right now. So whatever your role, whatever your company, whatever your industry, you need to keep up with these really quick and big changes that are going on.
我认为在 LinkedIn 上，我们拥有非常好的数据，可以看到这些变化发生的速度，许多职位正在被创建和取代，速度是创纪录的。所以，无论你是什么角色，来自哪个公司，身处哪个行业，你都需要跟上这些正在发生的快速而巨大的变化。
And even if you aren't changing your job, your job is most likely changing on you. So for far too long, we've used degrees. Oh, this person went to this great school, so they must be good for a previous company. This person, you know, worked at this great company, so they must know what they're doing or networks. I know someone that knows this person, so they must be great at. So, you know, we could be getting everything better to do to assess talent..
即使你不换工作，你的工作也很可能在改变。因此，我们使用学位已有很长时间了。哦，这个人去了这个很棒的学校，所以他们一定适合先前的公司。这个人，你知道的，在这个很棒的公司工作过，所以他们一定知道自己在做什么或者有人脉关系。我认识一个认识这个人的人，所以他们一定很优秀。因此，我们可以采用更好的方式来评估人才。
But when the the labor market is moving much quicker, we really need to figure out something to focus on. And I think that alternative flexible, accessible path is really going to be based on skills. And it's not just actually about new entrance to the job market. One of the things we're looking at recently in the LinkedIn data is the fact that if you take the same role from 2015 to 2022 that existed in the world, roughly 25% of the skills that are required for that role have changed. It's not, you know, it's pretty obvious that a lot of those are technical skills that are now needed. A lot is moving kind of into the digital space, but that is moving.
当劳动力市场变化很快时，我们真的需要想出一些要专注于的事情。我认为另一种灵活、易于接近的路径真正将基于技能。而且这不仅仅是针对新进入就业市场的人。我们最近在 LinkedIn 数据中看到的一件事是，如果你将2015年至2022年存在于世界上的相同角色拿出来，大约有25%的所需技能已经发生了变化。它相当明显，很多都是现在需要的技术技能。很多东西正在转移到数字空间。
And, you know, coming out of the pandemic, there's, there's, there's, there's one, there's really fascinating anecdote that I saw in the data to show why this could be more valuable for the world. When the pandemic hit on LinkedIn, we saw a ton of food service workers out of work. And that makes sense. Restaurants are closing. No one's going in. No one's going to have to eat. That should have this huge pool of people that are out of work. On the flip side, the most in-demand roles that we saw get created is the pandemic kicked off. We're digital customer service roles.
你知道的，疫情过后，数据中有一个非常有趣的轶事展示了为什么这对世界可能更有价值。当疫情来袭时，在领英上，我们看到许多餐饮服务员失业了。这是有道理的。餐馆正在关闭，没有人去用餐，就会有大量失业人群。另一方面，我们看到随着疫情的爆发，最受欢迎的岗位是数字客户服务岗位。
That makes a lot of sense. You know, things are moving more digital. People need customer service in their companies. So they have to like ramp up on customer service agents inside of those roles. Now what's fascinating is if you took the average food service worker in that period, they had 70% of the skills that are needed to be an entry level customer service agent. However, what happened is a lot of these food service workers went unemployed and stayed unemployed. And a lot of these customer service jobs went unfilled because there wasn't enough talent to build them. If we had just taken a view on what are the skills necessary? Who has those skills? How can we help them acquire a couple of skills to help them become employed? We would have found ourselves in a much more efficient labor market.
这非常有道理。你知道，事情正在朝数字化方向发展。人们需要公司提供客户服务。所以，他们必须加强在这些角色中的客服代理人的数量。现在有趣的是，如果你过去雇佣的平均餐饮服务工人，他们拥有入门级客户服务代理所需技能的70％。然而，许多这些餐饮服务工人失业了并且一直失业。另外，许多这些客户服务工作岗位一直空缺，因为没有足够的人才来填补它们。如果我们只是考虑了哪些技能是必要的，谁掌握了这些技能，如何帮助他们获得一些技能来帮助他们就业，我们会发现自己处于一个更加有效率的劳动力市场。
You take a big step back. That dynamic is happening across every industry, job function, geography, etc. where there's this labor imbalance. If you were to focus more on skills, it'd be much more productive and efficient. Yeah, interesting. So then there's the question of retaining talent. You know, you're in a, I assume, a very competitive market. You're basically a tech company. You're out in Silicon Valley and competing against other giants trying to retain top kind of engineer talent.
你必须往后大步退一步。这种现象在每个行业、职能、地理位置等处都存在。如果你更注重技能的话，效率会更高更有成效。哦，很有意思。那么问题来了，如何留住人才呢？我想，在一个竞争激烈的市场上，你们应该是一家科技公司吧。你们在硅谷与其他巨头竞争，争取留住优秀的工程师人才。
What's your secret or what's your playbook for retaining the best people? I don't have any secrets except going back to where we started this conversation. The key for me is being intentional and authentic about our vision, which is our why and our culture and values, which is our how and you attract and retain people who are inspired by why we do things and what we do. I think that's that's the key to all of this, which is you you want to align people with what you do as a company to have the most productive workforce to have the most retention.
你是如何留住最好的人才的？我的秘诀就是回到我们开始谈话的地方。对于我来说，关键是要有意识地、真实地传达我们的愿景，即我们的目标，以及我们的文化和价值观，即我们的方法。你会吸引并留住那些被我们为什么要做事和我们做什么所启发的人。我认为这就是全部的关键，也就是说，你想要将人与公司的工作对齐，从而拥有最有生产力和最受保留的员工。
People believe in what you're doing as a company. They will stay longer. So my role is to try and bring together the most talented set of individuals possible who care about building, you know, linked in, care about building a platform that exists to create economic opportunity for every member of the global workforce. I think something that is important right now more than ever is well. It's just understanding that inside of your company, it's really important to help people find their next career and their career path. So in turn, mobility is just a really big topic for us right now.
人们信赖你公司所做的事情，他们会停留更久。因此，我的角色是尽可能地聚集那些在乎建设LinkedIn以及为全球劳动者创造经济机会的最有才华的人。我认为现在比以往任何时候都更重要的一点是，要明白在公司内部帮助人们找到他们的下一个职业和职业路径非常重要。因此，对我们来说，流动性是一个非常重要的话题。
I truly believe that your next best employee is most likely your current employee in many situations. And again, this is a reason why if you focus on skills and understand the skills of your existing workforce and then where you need to go as a company, there's just a lot of great work that can be done there to help existing employees find different roles inside of your company as long as they're aligned to the mission of building.
我真诚地相信，在许多情况下，你下一个最好的员工很可能就是你现有的员工。并且，这也是为什么如果你专注于技能，并了解你现有的员工的技能，以及你的公司需要往哪里发展，那么有很多工作可以在那里完成，帮助现有员工找到公司内不同角色，只要他们对建设的使命保持一致。
So I want to talk about LinkedIn a little bit. What is LinkedIn at this point? I mean, is it a social network? Is it a job search platform? Is it a professional self-branding app? I mean, what is LinkedIn?
我想谈一下LinkedIn。目前的LinkedIn是什么？它是一个社交网络吗？是一种求职平台吗？还是一款专业的个人品牌推广应用？我是说，LinkedIn到底是什么？
So LinkedIn is a platform that exists to create opportunity for every member of the global workforce. And I know that sounds like a tagline, but that is actually the vision of the company. It's what we aspire to every day. We believe that the really valuable way to get there, I know you've spoken to Reid Hoffman in the past, who's the founder of LinkedIn, along with Alan Blue, is that we can help people become more productive and successful via other people.
LinkedIn是一个平台，旨在为全球劳动力的每个成员创造机会。我知道这听起来像是一个标语，但这实际上是该公司的愿景。这是我们每天的追求。我们相信，实现这一目标的最有价值的方式是通过其他人帮助人们变得更有生产力和更成功。我知道你之前曾与LinkedIn的创始人Reid Hoffman和Alan Blue交谈过。
You can learn from other people, you can hire with other people, you can help sell or buy with other people, you can help connect and start coming to other people. So how do we create at the core a platform that helps professionals show who they are and connect for a variety of purposes?
你可以向其他人学习，你可以与其他人合作招聘，你可以帮助其他人销售或购买，你可以帮助连接并开始与其他人交流。那么，我们如何在核心创建一个平台，帮助专业人士展示自己并连接各种目的呢？
And you know, if we just were on a fiscal calendar as of 21 FY 23, which we just ended our trailing 12-month revenue surpassed $14 billion, which is up roughly 17% year-to-year, which is a great testament, especially in this market, to how mission-critical the platform has become to help professionals for all of those use cases.
你知道的，如果我们按21 FY 23财年来计算，我们刚刚结束了过去12个月的收入已超过了140亿美元，同比增长了约17％，这是一个很好的证明，尤其是在这个市场上，平台已经成为了帮助所有专业人士解决各种问题的关键任务。
I mean, right now, every single-minute on LinkedIn, more than 9,000 connections are formed, nearly 10 hires are made, more than 100 hours of learning content are consumed. And, you know, we have a diverse set of business models throughout those different, you know, marketplaces of connecting people that align to really help companies find value and members find value.
我是说，现在在 LinkedIn 上，每分钟都有超过 9,000 个连接形成，几乎有 10 个人被雇用，超过 100 小时的学习内容被消费。而且，你知道的，我们在各种连接人的市场中有多种不同的商业模式，这些模式都是为了帮助公司找到价值和会员找到价值而对齐的。
And what's valuable, and we're teaching about that, is, and what I think is probably one of our core competitive advantages is, I think right now, especially, you know, in 2022, in the world of work that we see, I think companies that are naturally aligned with doing good and doing well, they have massive competitive advantages built in.
我们正在教授有价值的内容，而我认为可能是我们核心竞争优势之一的是，尤其是在2022年这样的职场世界中，自然与行善、行善有利的公司具有巨大的竞争优势。
So for companies that start just by focusing on doing well in business, doing good for the world becomes a compromise. It's the last slide of a PowerPoint presentation or it's the creation of a.org website. But when you can seamlessly unify doing good for the world and doing well in business inside of the product you build, I think it's a real strong competitive advantage.
所以，对于那些刚刚开始只注重业务表现的公司来说，为世界创造美好变成了妥协。这可能只是一个PowerPoint演示文稿的最后一页，或是一个“ . org”网站的设计。但是，如果你能够在你所构建的产品中无缝地统一为世界做一些好事和业务上有好表现，我认为这是一个真正强大的竞争优势。
And when we build products that LinkedIn, people find jobs, they hire, they learn skills, they make deals, they start companies, it's an ecosystem that creates value for members, customers, the world, and we're LinkedIn. So I'm very proud of kind of that ethos and rule that we occupy right now.
当我们开发LinkedIn产品时，人们能够找到工作、雇用人员、学习技能、达成交易、成立公司。这样就创造了一个生态系统，为会员、客户和世界创造价值，而我们就是LinkedIn。因此，我非常自豪我们当前所拥有的这种精神和规则。
Before the interview, we announced that we're going to do it and solicit some questions. I have a question from I lean from Palo Alto. And the question is, you know, can you talk about any long-term plans you may have to make LinkedIn more work friendly?
面试前，我们宣布了我们要进行面试并请求提问。我从帕洛阿尔托的伊琳那里得到了一个问题，问题是，您能谈谈您有没有任何长期计划来使领英更适合工作吗？
So for example, you know, could users use LinkedIn for video calls, share their screens with business presentations and negotiations, or anything else, or the thoughts to make, you know, it more the sort of the flow of work platform.
例如，用户可以利用LinkedIn进行视频通话、在商务展示和谈判中共享屏幕，或任何其他想法，使它更像是一个工作平台。
Yeah, you know, I mean, for a variety of professionals it is in their flow of work. So absolutely for recruiters, for L&D professionals, for marketers, for sellers, you know, LinkedIn is a tool that people have opened on a daily basis.
嗯，你知道，对于许多专业人士来说，领英是工作中不可或缺的工具。因此，对于招聘人员、L&D专业人员、市场营销人员和销售员来说，领英是人们每天都会打开的工具。
As it relates to general collaboration, to general communication, we are very fortunate to be part of, you know, Microsoft. And, you know, I think that Microsoft has the best and breed tools through teams and through office, etc. to help people do that kind of general communication and collaboration.
关于一般的合作和沟通，我们非常幸运地成为那个拥有优质工具的 Microsoft 的一部分。我认为，在团队和办公软件等方面，Microsoft 拥有最佳的工具，可以帮助人们进行一般的沟通和合作。
We want to help through our products, whatever we can, to make those products more valuable. But that's really from Microsoft ink to focus in terms of what we do. For LinkedIn specifically, you know, in order for, in order for the, the world of work to move forward, in order for labor markets to grow and continue, there's really three, in my opinion, three key things that are critical to get right.
我们希望通过我们的产品帮助任何我们可以帮助的人，使这些产品更有价值。但这真的是微软的专注点，也是我们所做的事情。特别是对于 LinkedIn，为了促进职业世界的发展，让劳动市场不断壮大，我认为有三个关键要素至关重要。
One, a more efficient labor market. And we've talked through this interview about what we're trying to do there in general to help, you know, match talent to opportunity massive scale in innovative, in new ways that'll create a more efficient and dynamic labor force.
首先，我们正在努力创造一个更加高效的劳动力市场。在这次采访中，我们已经大致谈到了我们的目标，也就是在创新和新的方式上，帮助人才与机会匹配，以此来推动劳动力更加高效、灵活。
Number two is access to, you know, goods and services. And we're really focusing on ensuring that we can bring, you know, B2B products and services into a much more efficient market, similar to how maybe a lot of consumer, you know, products are bought in Seoul.
第二个是访问商品和服务。我们真正关注的是确保我们可以将B2B产品和服务引入更有效的市场，类似于许多消费品在首尔购买的方式。
You know, B2B is a huge market, B2B is a lot of companies are, you know, representing what they do with a sell across LinkedIn. But we believe we can make that a better process for everyone involved, especially for buyers, you know, especially for sellers. Sellers don't want to be sitting there sending out millions of emails and seeing people they want to find the right people to have the right conversation.
你知道，B2B市场很大，很多公司将自己的销售活动在LinkedIn上展示。但是我们相信，我们可以让这个过程更好，特别是对买家，你知道，特别是对卖家。卖家不想坐在那里发送数百万封电子邮件，他们想要找到合适的人有正确的对话。
People are interested in buying products. So, we're focused a lot there as well. And the biggest, you know, kind of thing that I'm focused on right now inside of the company is the third thing that I think is critical to get right is just access to knowledge and information and skill building.
人们对购买产品很感兴趣。所以，我们也非常专注于此。目前我在公司内专注的最大问题，就是确保大家都能获得知识、信息和技能的便利性，这是非常关键的第三个方面。
And a product manager a couple days ago, you know, went through the LinkedIn data and pulled this stat for me that, you know, we believe there's an estimated 10 billion years of experience on LinkedIn and the membership on LinkedIn. So, how do we help people build their identity by sharing a lot of that knowledge and experience in new ways and in new formats? And on the flip side, help people learn more through other professionals to help them become more productive and successful.
几天前，我们公司的一个产品经理研究了LinkedIn的数据，并告诉我，我们相信在LinkedIn上的会员中拥有大约100亿年的经验。那么，我们如何通过新的方式和新的形式，帮助人们分享这些知识和经验以建立他们的身份呢？同时，如何通过与其他专业人士的交流，帮助他们获取更多的学习，从而提高生产力和成功率呢？
And I think there's some real value here and us focusing on creating those, you know, professional work related products that can help through that knowledge exchange. This is an example. We recently built a newsletter product and, you know, in the last six months it's grown to 150 million people have subscribed to a newsletter on LinkedIn across, you know, thousands of authors who create a newsletter to share their knowledge. And, you know, we started to do podcasts. We have an editorial team that helps curate the news.
我认为在这里有一些真正的价值，我们应该聚焦于创建那些可以帮助通过知识交流的专业工作相关产品。这是一个例子。我们最近建立了一款时事通讯产品，在过去的六个月中，已有1.5亿人在LinkedIn上订阅了这个通讯，来自成千上万的作者分享他们的知识。另外，我们开始做播客，并有编辑团队帮助策划新闻。
But, you know, for me, if we can get this foundation of, you know, a billion professionals that have access to great knowledge that exists in the heads of other professionals to make everyone more productive and successful, I think it's going to do a lot for the world and be able to move the world forward in a very productive way.
你知道的，对我来说，如果我们能建立一个拥有数十亿专业人士的基础，他们可以访问其他专业人士头脑中存在的巨大知识，使每个人更有创造力，更成功，我认为这将对世界产生很大作用，并且能够以非常高效的方式推动世界向前发展。
This sounds pretty interesting. I think you've already got my resume. I fun like Dan, but I want to hear more about this.
这听起来相当有趣。我想你已经拿到了我的简历。我像丹那样好玩，但我想听更多关于这件事的详情。
I wonder, is developing a metaverse experience a priority for you?
我想知道，对你来说，开发元宇宙体验是否是首要任务？
Is another one where I feel wonderful that we are part of the Microsoft ecosystem, you know, Microsoft sits on the bleeding edge of technology, especially metaverse technology. So we don't need to go out and create anything on our own. We can leverage a lot of what's being built there.
还有一个地方，我觉得我们作为微软生态系统的一部分感觉很棒，你知道的，微软处于技术前沿，特别是元宇宙技术方面。因此，我们不需要自己去创造任何东西。我们可以利用正在那里建立的许多东西。
I think for the professional context a couple things would be interesting events. I recently did a customer event where, you know, a hundred people got together and we all put on, you know, headsets and had a virtual meeting and I gave a keynote and we had, you know, conversations and we're all kind of walking around in this room even though we're sitting in our desk. That was kind of cool.
我认为在专业领域里举办一些有趣的活动是很有意义的。最近我参加了一次客户活动，聚集了一百人一起用耳机参加虚拟会议。我演讲了主题，参与讨论，即使我们还坐在桌前，我们仿佛在走进这个房间。这真的很棒！
People wanting to travel, they can all get together and have more of an experience like that. So maybe that's interesting. I think events are interesting. I think learnings are potentially a great one as well. Especially more, if the technology evolves from more front line or hands-on learning, that's going to be valuable for us.
想要旅游的人，他们都可以聚在一起，共同拥有更好的旅行体验。所以这可能很有趣。我认为活动很有趣，学习也有着很大的潜力。特别是如果技术从更前沿或实践性的学习方面不断进化，那对我们来说将是非常有价值的。
You know, we have a product called LinkedIn Learning. It's, you know, one of the largest online learning businesses. It helps people acquire skills 100 hours of learning content or watch every minute on LinkedIn. But, you know, for some of that stuff that's really about more hands-on or you have to, you know, kind of feel like you're inside of the environment to learn that could be valuable as well. So we'll kind of see how that evolves, but kind of taking a backseat, all of the great innovation that's happening that Microsoft.
你知道吗，我们有一个叫做领英学习的产品，是最大的在线学习业务之一。它可以帮助人们通过在领英上观看100小时的学习内容或者每分钟学习来获得技能。但你知道，有些东西需要更多的动手或者你必须或者你必须感觉自己处于环境内部来学习，这也是很有价值的。所以，我们将看看它如何发展，但要暂时把微软正在发生的所有伟大的创新放在后面。
This is a time, you know, in some ways of a peevil for social networks. You know, Facebook, I wouldn't say it's going through a peevil, but they're kind of redefining meta, you know, who they are, what they are, how they want to be out there. Twitter is going through kind of a crazy period right now.
你知道，社交网络有时会面临困难时期。Facebook并没有经历困难时期，但他们正在重新定义他们的元数据，包括他们的身份，目标以及自己希望如何展现。Twitter目前正在经历疯狂的时期。
Are you trying to capitalize on that, you know, to make some of this to work to LinkedIn's advantage?
你是想利用那个机会，让这些工作对LinkedIn有所裨益吗？
Not trying to capitalize on. I mean, I think the most important thing for us is to focus on, it goes, it's funny. I keep going back to this culture in my years, but it's such a foundational thing for us. We focus on what we exist to do. We focus on helping connect professionals globally, helping them find access to opportunity. We have massive runway ahead of us. We have large tabs in all the markets that we exist in. For us, the best thing that we can do is just focus on making LinkedIn great against the vision that we have for LinkedIn, and that's what we wake up doing every day.
我不是试图利用它。我的意思是，我认为我们最重要的事情是专注于它。它很有趣。多年来，我一直回头看这种文化，但对我们而言，这是如此基础的一件事情。我们专注于我们存在的目的。我们专注于帮助全球职业人士互相连接，帮助他们找到机会。我们有一个巨大的发展空间。我们在所有存在的市场上都占据着重要地位。对我们来说，最好的事情就是专注于让 LinkedIn 成为我们对它的愿景的完美实现，这就是我们每天醒来要做的事情。
You can check out new episodes of the New World of Work live on LinkedIn on Wednesdays. Be sure to register in advance on the HBR LinkedIn page. You can also browse the episode archive on YouTube or hbr.org.
你可以在每个星期三登录 LinkedIn 观看新的《工作的新世界》直播节目。一定要提前在 HBR LinkedIn 页面上注册。你也可以在 YouTube 或 hbr.org 上浏览以往的节目存档。
You can hear idea casts and other HBR podcasts at hbr.org slash podcasts, or search HBR in Apple podcasts, Spotify, or wherever you listen.
你可以在hbr.org/podcasts上听到《想法广播》和其他哈佛商业评论的播客，或者在Apple Podcasts、Spotify或任何你听得到的地方搜索HBR。
This episode was produced by Mary too. We get technical help from Rob Eckhart, Hannah Bates is our Audio Production Assistant, and Ian Fox is our Audio Product Manager.
这一集也是由玛丽制作的。我们得到了来自Rob Eckhart的技术支持，Hannah Bates是我们的音频制作助理，Ian Fox则是我们的音频制品经理。
Thanks for listening to the HBR idea cast. We'll be back with a new episode on Tuesday. I'm Allison Beard.
谢谢你收听HBR idea cast。我们将于下周二推出新一期节目。我是Allison Beard。
Hi, it's Allison. Before you go, I have a question. What do you love about HBR?
嗨，我是艾莉森。在你走之前，我有一个问题。你喜欢哈佛商业评论的哪一点？
I worked at newspapers before I came to HBR, and the thing that is impressed me most is the amount of attention and care that goes into each and every article. We have multiple editors working on each piece. They put their all into translating these ideas typically from academia or from companies and practice into advice that will really change people's lives in the workplace.
我来到 HBR 之前曾在报社工作，我最深刻的印象是每篇文章都受到了很多关注和关心。我们有多个编辑同时处理每篇文章。他们投入所有精力，将从学术或企业实践中得到的想法转化为能真正改变人们职场生活的建议。
If you love HBR's work, the best thing you can do to support us is to become a subscriber. You can do that at hbr.org slash subscribe idea cast, all one word no spaces. That's hbr.org slash subscribe idea cast. Thanks.
如果你喜欢HBR的作品，最好的支持我们的方式就是成为我们的订阅者。你可以在hbr.org/subscribeideacast的网站上进行订阅，这是一个没有空格的单词。谢谢。