汇聚全球优秀员工体验企业与实践—2024年员工体验大奖(EXAwards®）评选提名进行中，诚邀参与EX Awards
2024 Employee Experience Awards
提名正式启动
EX Awards 奖项介绍
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在过往的几年中，我们一直面临着各种大环境因素下的挑战，对于我们影响深远，工作和生活都已经变得不同。当下员工体验在中国的落地与创新比以往任何时候都更为迅速和重要。当然，我们一直在针对员工体验话题进行潜心研究，以推动企业不断提高员工体验为其战略导向--以推动企业绩效增长为最终目标，企业通过优化和增强员工体验，致胜不确定的未来！
员工体验大奖Employee Experience Awards是由HRTech及员工体验研究院联合发起，从2021年发起至今，每年都会评选出在员工体验工作中颇有建树的优秀企业及HR团队，以及优秀HR服务机构2024年员工体验大奖设立，是为了发掘和表彰持续在员工体验方面做出创新和卓越成就的组织及团队，因为其着眼于员工本身，纵览员工生命周期的不同阶段，不论是通过数字化的科技工具提升工作效率及体验、还是提供充满人性的员工关怀和福利举措、又或者创造健康安全及包容共生的职场。无论企业的实践是否贯穿员工体验旅程或只是部分、也可能是提升员工关键时刻的体验实践，都欢迎积极加入本次评选活动。
我们深信，通过发掘行业中正在为落实员工体验而用心改革的优秀中国企业，使其员工体验实践中的成功故事成为行业风向标，那么这将会起到极大的示范效应，也会促进行业的积极交流、学习借鉴、共同进步。最终，我们将共同打造属于中国独特的员工体验创新实践之路！
马上参与提名：http://hrnext.cn/Bgicz2（复制链接到浏览器打开或扫描上方图片二维码）
EX Awards 奖项设置
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员工体验最佳实践奖- EX Practice Award
·入职体验奖 Onboarding Experience Award
·员工福利体验奖 Employee Benefits Experience Award
·员工健康管理体验奖 Employee Health Experience Award
·员工关爱奖 Employee Caring Award
·员工认可与激励奖 Employee Recognition&Appreciation Award
·员工成长体验奖 People Growth Experience Award
·数字化员工体验实践奖 Digital EX Practice Award
·最佳工作场所奖 Best Workplace Award
·最具社会责任奖 Most Socially Responsible Award
·最佳ESG实践奖 Best ESG Practice Award
·最佳混合办公实践奖 Best Mixed-Office Practice Award
·最佳学习实践奖 Best Learning Practice Award
·最佳领导力体验奖 Best Leadership Experience Award
·最佳AI应用体验奖 Best AI Application Experience Award
员工体验最佳团队奖 -BEST Team Award:
·员工体验最佳团队奖 Best EX Team
·数字化体验最佳团队奖 Best Digital Experience Team Award
最佳员工体验产品奖 -BEST Product Experience Award:
·最佳员工体验产品奖 Best Product Award
·最佳AI创新体验产品奖 Best AI Innovation Experience Product Award
·最佳UI设计奖 Best UI Award
·最佳员工福利产品奖 Best Employee Welfare Product Award
·最佳员工健康产品奖 Best Employee Health Product Award
·最佳学习发展产品奖 Best Learning and Development Product Award
最佳员工体验服务机构 -Best Employee Service Providers（可细分如员工福利、员工关爱、员工健康、数字化体验等）
马上参与提名
2024年员工体验大奖参与提名地址：http://hrnext.cn/Bgicz2
EX Awards参评对象
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企业：在员工体验旅程的关键时间点利用技术或创新的管理实践来提升员工体验、促进员工和企业欣欣向荣的实践案例的企业HR或HR团队。
人力资源科技机构：陪伴员工生命周期各个阶段、如在招聘入职、员工福利健康、学习发展、核心人力资源数字化系统、职场办公空间等提供数字化的员工体验的供应商和产品服务。
EX Awards评选流程
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企业和HR
通过奖项报名链接或二维码提交报名信息（更早的提名可以早一步推进评选流程）
收到提名后会进入内部初步审查，预计3-5个工作日
内部审查通过后会进入【员工体验指数测评】环节
测评环节通过后，需要提交参选案例介绍
评审通过后，提交参评视频（视频不少于15分钟）和详细案例介绍（不少于300字）
专家评审和工作人员回访
大众评审
综合评审
线下颁奖典礼，现场表彰及留念
相关服务及科技机构
1.通过奖项报名链接或二维码提交报名信息（更早的提名可以早一步推进评选流程）
2.内部初步审查，预计3-5个工作日
3.初审通过后，产品的话需要提交产品UI截图、设计理念等案例；其他需要提供参选案例介绍（不少于300字）
4.工作人员客户回访
5.大众评审
6.综合评审
EX Awards参评收益
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我们引领企业转变发展理念，由业务增长重新关注到人本身。我们表彰那些关心员工感受、员工发展、员工互动、员工福祉的企业和团队。我们希望通过此次评选挖掘那些在员工生命周期的不同阶段中关注并增强员工体验，创造出员工的关键时刻和巅峰体验的优秀案例、举措、产品或服务的团队、企业。
卓越表彰
您的组织在员工体验领域做出的行动和努力将获得一个实际的且有分量的奖项和有形的行业认可，所有为之付出贡献的团队可以共享这个荣誉。
卓越的雇主品牌
您的组织所践行的员工体验成功故事将在我们的网站和其他相关媒体平台和线上线下研讨会等发布，作为广泛宣传的成功典范，大大助力您的组织提高雇主品牌，吸引更多优秀人才。
EX系列空中研讨会
您将受邀参与2024EX系列空中研讨会（10月开始），和行业同仁们突出您的组织在员工体验领域的成功故事，成为这一领域杰出的人力资源引用参考，相互学习交流共进。
EX论坛案例展示
2024员工体验论坛的现场最佳案例分享活动，您还可以同时向其他优秀企业学习最佳实践和成功因素，还将特别举办获奖企业案例闭门交流活动。
实践案例出版
获奖案例在许可范围内将受邀参与权威出版物的章节和案例
员工体验专业指数测评
可以通过员工体验指数测评，了解目前所在位置以及行业水平。参与评选受益多多，部分内容仅限参与评选企业，所以是一次极佳的机会！
马上参与提名2024年员工体验大奖
参与提名地址：http://hrnext.cn/Bgicz2
企业奖项申请咨询：小科
微信 ：hrtech-china
邮件地址：ex@hrtechchina.com
机构奖项申请咨询：奈斯
微信：HRTechNice
邮件地址：nice@hrtechchina.com
主办方简介
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关于HRTech
HRTech是中国首家领先的专注人力资源科技商业服务平台，作为HR领域唯一深度垂直独立的第三方专业服务机构，致力于推动中国人力资源科技进步与发展，持续引领行业新科技新趋势新产品新方向。
HRTech核心报道中国HR科技创新企业与产品，关注并实时分享全球的人力资源科技资讯。定期发布行业市值榜单和HR科技云图，持续举办高品质的专业前沿峰会论坛，表彰认可业内先进。
关于员工体验研究院(EXInstitute®)
成立于2020年，旨在链接全球智慧与灵感，推动员工体验在组织中的进一步落地实践，提升组织绩效。员工体验研究院以开放的平台汇聚中国最优秀的员工体验专家顾问，面向组织提供调研、测评、指数、出版、咨询、培训、会议、表彰认证等落地支持服务。
资讯
2024年05月11日
资讯
【HR术语】什么是内部流动？（What is internal mobility?）
什么是内部流动？
内部流动是指员工在公司内部向新角色或职位的流动。这包括晋升（纵向流动）、调动和角色变化（横向流动）。
目前，许多企业都在使用内部流动战略来应对日益增长的人员流动率。良好的内部流动可以培养员工的技能，提高他们的工作满意度，甚至可以为企业节省时间和金钱。
为什么内部流动很重要？
在当前人员流动率居高不下的趋势下，内部流动可以成为提高员工留任率的有力工具。
通过为员工提供获得新经验的成长机会，可以提高整体工作满意度，从而降低员工离职另谋高就的可能性。
除了提高工作满意度，内部流动还能最大限度地发挥员工的才能。让员工体验不同的角色或部门，有助于他们发展新技能，使公司更加自给自足。
通过促进内部流动，你将拥有一支才华横溢、技能高超的团队，可以填补可能出现的大部分技能缺口--这样你就不必经常到公司外部寻找人才，从而节省了时间和金钱。
内部流动的例子
角色到角色的流动--员工在公司内部调动到相同资历的新角色。
调动--员工在不同地点继续担任组织内的相同职务。
晋升--团队成员晋升到公司更高级别的职位。
基于项目的流动--由具有不同专长的员工组成的团队为某一特定项目工作。
岗位轮换--员工在不同岗位或部门之间临时流动，以获得新的经验和学习新的技能。
发展计划--组织提供培训或发展计划，帮助员工掌握新技能，为在公司内担任不同角色做好准备。
内部流动的好处
降低成本--招聘新人的成本可能很高。企业可以通过聘用已经了解企业文化和流程的内部候选人来填补空缺职位，从而降低成本。
提高员工留任率--当员工感到自己有机会成长和晋升时，他们就更有可能长期留在公司。
提高参与度--有了在公司内学习、成长和接受新挑战的机会，员工会感到更有参与感和动力。
提高生产力--内部流动让员工接触到新的人员、流程和思维方式。这为团队成员提供了宝贵的知识，他们可以将这些知识运用到工作中。
如何促进内部流动？
您可以从建立内部流动计划开始。与每个部门的员工分享新的晋升或岗位轮换机会，明确表示欢迎每个人申请。
您还可以提供培训、在线课程和会议，帮助员工获得新技能和新知识。
通过招聘启事、内部通讯和定期的一对一交流，确保所有团队都了解这些机会，并激励员工去争取。给予他们追求发展目标所需的时间和支持。
另一种促进内部流动的方法是鼓励不同部门和团队之间的合作。这可以让员工接触到他们可能不熟悉的公司领域，并帮助他们与那些能为他们提供职业发展指导的人建立关系。
员工希望学习和成长。如果公司支持员工的发展和学习机会，那么最终也会帮助内部流动成为公司文化的一部分。
内部流动最佳实践
对于内部流动而言，重要的是为公司的每个职位制定清晰的职业发展路径。同时，要向所有员工开放机会，让他们可以尝试转换角色和传授技能。
说到这些机会，可以尝试组建一个招聘团队，寻找内部人才并从内部提拔。
为使这一做法行之有效，应在组织内部开展定期岗位轮换，以便对员工进行交叉培训，让他们在不同的岗位上积累经验，从而使他们具备所需的可转换技能，以便在他们愿意的情况下抓住这些机会。
内部流动是一项长期投资。但从长远来看，促进内部流动的企业会从中获益，创造一个高效的工作场所，让员工更加快乐。
以下为文章原文：
What is internal mobility?
Internal mobility is the movement of employees within a company to new roles or positions. This can include promotions (vertical mobility), as well as transfers and role changes (lateral mobility).
Many businesses are now using an internal mobility strategy to address the increasing rates of turnover. Good internal mobility develops employees’ skills, increases their job satisfaction, and can even save an organization time and money.
Why is internal mobility important?
With the current trend of high turnover, internal mobility can be a powerful tool for boosting the retention rate for employees.
By giving employees opportunities to grow with new experiences, it can increase overall job satisfaction—reducing the likelihood of them leaving for a new job elsewhere.
Besides increasing job satisfaction, internal mobility makes the most of what employees have to offer. Giving employees experience in different roles or departments helps them develop new skills that can make your company more self-sufficient.
By promoting internal mobility, you’ll have a talented, highly skilled team that can fill in most of the skills gaps that may appear—so you won’t have to regularly look outside the company for talent acquisition, saving you time and money.
Examples of internal mobility
Role-to-role mobility – When an employee moves to a new role at the same level of seniority within the company.
Transfer – When an employee continues their same role for the organization, but at a different location.
Promotion – When a team member is promoted to a higher-level position in the company.
Project-based mobility – When a team of employees, with different kinds of expertise, is put together for a specific project.
Job rotations – When an employee moves temporarily between different roles or departments to gain new experiences and learn new skills.
Development programs – When an organization provides training or development programs to help employees acquire new skills and prepare them for different roles within the company.
Benefits of internal mobility
Reduced costs – Hiring new people can be expensive. Businesses can reduce costs by filling open positions with internal candidates who already understand the organization’s culture and processes.
Improved employee retention rates – When employees feel that they have opportunities to grow and advance, they’re more likely to stay with the company long-term.
Increased engagement – With opportunities to learn, grow and take on new challenges within a company, employees feel more engaged and motivated.
Improved productivity – Internal mobility exposes employees to new people, processes, and ways of thinking.This gives team members valuable knowledge that they can apply to their work.
How do you promote internal mobility?
You can start by establishing an internal mobility program. Share new opportunities for promotions or job rotations with employees from every department, making it clear that everyone is welcome to apply.
You can also offer training, online courses, and conferences to help employees gain new skills and knowledge.
Make sure that all teams are aware of these opportunities through job postings, internal newsletters, and regular one-on-one check-ins—and inspire your people to go for them. Give them the time and support they need to pursue their development goals.
Another way of promoting internal mobility is by encouraging collaboration between different departments and teams. This exposes employees to areas of the company they may be unfamiliar with, and helps them build relationships with people who can give them guidance on advancing their careers.
Employees want to learn and grow. If a company supports employee development and learning opportunities, then it will also end up helping internal mobility to become an established part of company culture.
Internal mobility best practices
For internal mobility, it’s important to develop a clear career path for each role in your company. At the same time, keep opportunities open to all employees, so that they can try switching roles and transfer their skills.
When it comes to these opportunities, try putting together a recruitment team to find internal talent and promote from within.
For that to be effective, start regular job rotations within the organization so that you cross-train employees—giving them experience in different roles so that they have the transferable skills needed to take those opportunities, should they wish to.
Internal mobility is a long-term investment. But the businesses that promote it in the long-run reap the benefits, creating a productive workplace with happier employees.
【HR术语】什么是工作场所的年龄歧视？(What is ageism in the workplace?)
什么是工作场所的年龄歧视？
职场中的年龄歧视，又称年龄偏见，是指人们因年龄而歧视同事和其他专业人员。
老龄歧视的形式多种多样，既可能发生在工作场所的年轻人身上，也可能发生在老年人身上。
年龄歧视是建立在对与年龄有关的陈规定型观念的信念之上的，例如，年龄较大的专业人员工作效率较低，无法适应新技术，或者年轻的专业人员工作积极性较低。
对这些刻板印象的相信会对公司及其文化产生破坏性影响。
工作场所中的年龄歧视有哪些例子？
年龄歧视可能以不同的形式出现，既有微妙的，也有明显的。一些年龄偏见的例子包括
由于年龄原因，将专业人员排除在培训机会、加薪和晋升之外
只解雇年龄较大的专业人员
因为年龄而拒绝聘用合格的求职者
在招聘启事中使用不鼓励某些年龄组的人申请的语言
就某人的年龄开冒犯性的玩笑或发表冒犯性的言论
粗暴对待反对年龄歧视的专业人士（即所谓的 "伤害"）
因为某项任务涉及新技术，就认为老年人不具备处理该任务的技能
因为团队成员 "太年轻 "或 "太老"，而忽视他们参与具有挑战性的项目
因为专业人员的年龄而将他们排除在重要会议和决策之外，或将他们排除在工作聚会之外
鼓励专业人员退休
当年长或年轻的专业人员犯类似错误时，对他们的批评多于其他团队成员
为什么要将避免年龄歧视作为人力资源战略的一部分？
工作场所中任何形式的歧视都只会损害公司的成功和声誉。
年龄歧视也不例外。
一个提倡 DEI&B 并没有年龄歧视的工作场所不仅能赢得员工的青睐，还能提高员工留任率，降低离职成本。
研究表明，多元化和包容性的工作场所也会带来更大的收入增长。
通过制定避免老龄歧视的战略，您将确保您的工作场所更具生产力、参与性和创新性，并能做出更好的决策。
这是因为各代人之间的平衡性很好；这为您提供了广泛的视角和技能，为公司的长期成功奠定了基础。
如何防止职场中的年龄歧视？
要防止职场中的年龄歧视，您可以
查看你的 DEI&B 指标，全面评估你公司的情况。您可以使用 "DE&I 面板 "来检查人力资源数据，并确定哪些领域受到年龄偏见的影响（如果有的话）。
检查公司政策和做法，确保它们具有包容性。
制定反对年龄歧视的政策，明确规定团队成员在工作中应如何应对各种形式的年龄歧视。
为招聘经理和主管提供培训，防止在招聘中出现年龄偏见。
在招聘启事中避免使用与年龄相关的语言。
确保所有合格的专业人员都能平等地获得晋升、加薪和培训机会。
在工作聚会和团队建设会议上，让每个人都感到自己被接纳。
为老年专业人员创造灵活的工作安排。
鼓励代际辅导，打破陈规。这样可以让年长和年轻的团队成员相互学习，建立牢固的工作关系。
年龄歧视如何影响企业文化？
工作场所的年龄偏见会对公司文化产生负面影响。
专业人士不会感到公司关心他们，因此工作满意度、生产力和参与度都会降低。
年龄歧视也会造成士气低落、对公司忠诚度降低的怨恨氛围。在一个缺乏支持和包容性的环境中，人们不会愿意长久待下去，这意味着离职率会上升。
这会形成一个负反馈循环，因为年轻或年长专业人员的不断流失会阻碍工作效率，增加与年龄有关的刻板印象。
年龄歧视会造成一种抵制变革的停滞不前的工作环境。它限制了多元化思维，阻止公司迎接新的挑战和机遇。这意味着创新和创造力的减少，而创新和创造力对公司的长期成功至关重要。
以下为文章原文：
What is ageism in the workplace?
Ageism in the workplace, also known as age bias, is when people discriminate against their colleagues and other professionals because of their age.
Ageism takes various forms—it can happen to both younger and older people in the workplace.
Ageism is founded on a belief in age-related stereotypes, such as older professionals being less productive and unable to adapt to new technologies, or younger professionals being less motivated.
The belief in these kinds of stereotypes has a damaging effect on companies and their culture.
What are some examples of ageism in the workplace?
Ageism can appear in different forms, both subtle and obvious. Some age bias examples include:
Excluding professionals from training opportunities, raises, and promotions because of their age
Only firing older professionals
Refusing to hire qualified candidates for a job opening because of their age
Using language in job postings that discourages people from certain age groups from applying
Making offensive jokes and remarks about someone’s age
Treating professionals who speak up against ageism badly (known as victimization)
Assuming an older person doesn’t have the skills to handle a task because it involves new technology
Overlooking team members for challenging projects because they’re “too young” or “too old”
Leaving professionals out of important meetings and decisions or excluding them from work gatherings because of their age
Encouraging a professional to retire
Criticizing an older, or younger, professional more than other team members when they make similar mistakes
Why should avoiding ageism be part of your HR strategy?
Discrimination of any kind in the workplace can only harm the success and reputation of a company.
Ageism is no exception.
A workplace that promotes DEI&B and is free from ageism not only gains the favor of its people but also increases retention rates—reducing turnover costs.
Research shows that a diverse and inclusive workplace yields greater revenue growth too.
By creating a strategy to avoid ageism, you’ll ensure that your workplace is more productive, engaged, and innovative with better decision-making.
That’s because you’ll have a great balance between generations; this gives you a broad range of perspectives and skills that sets your company up for long-term success.
How can you prevent ageism in the workplace?
To prevent ageism in the workplace, you can:
Look at your DEI&B metrics to thoroughly assess your company’s situation. You can use a DE&I dashboard to examine HR data and identify which areas arebeing influenced by age bias, if any.
Examine company policies and practices to make sure that they’re inclusive.
Establish policies against ageism which clearly outline how team members should deal with its various forms at work.
Provide training for hiring managers and supervisors to prevent age bias in hiring.
Avoid age-related language in job postings.
Ensure that promotions, raises, and training opportunities are equally available to all qualified professionals.
Make everyone feel included at work gatherings and in team-building sessions.
Create flexible work arrangements for older professionals.
Break down stereotypes by encouraging intergenerational mentoring. This will allow older and younger team members to learn from each other and create strong working relationships.
How does ageism influence company culture?
Age bias in the workplace has a negative influence on company culture.
Professionals won’t feel that their company cares for them, so there’ll be less job satisfaction, productivity, and engagement.
Ageism creates an atmosphere of resentment with low morale and less company loyalty too. People won’t want to stay for long in an environment that isn’t supportive and inclusive, meaning turnover rates will increase.
This can create a negative feedback loop, since the constant loss of younger or older professionals will hinder productivity and increase age-related stereotypes.
Ageism creates a stagnant work environment that is resistant to change. It limits diverse thinking and stops a company from embracing new challenges and opportunities. That means less innovation and creativity, which are essential for the long-term success of a company.
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