一流公司如何培养所需劳动力（二）
Objectively assess the current skills and capabilities of your workforce to identify gaps
Once your organization understands the roles that will be most critical to winning, as well as the skills and capabilities required to be a star in these roles, it is important to examine the current skills and capabilities of your workforce. How many employees are capable of being stars in the business-critical roles of tomorrow? Does your company have a sufficient supply of star talent to win? The best companies audit the current skills and capabilities of their workforces carefully in order to identify any gaps they may face.
一旦你的组织了解了对成功最关键的角色，以及在这些角色中成为明星所需的技能和能力，重要的是审视你当前的技能和能力。有多少员工能够成为明日商业关键角色的明星？贵公司是否有足够的明星人才来赢得比赛？最好的公司会认真审核他们的劳动力技能和能力以确定他们可能面临的任何差距。
General Electric has been particularly forward-thinking regarding the new skills it will need to be successful over the long term. The company’s embrace of the industrial Internet has greatly affected many of its core businesses. Sensors on locomotive and jet engines, for example, generate data that can be used to predict the degradation of parts — saving GE customers billions on maintenance and lost operating hours. Harnessing this data requires new skills and capabilities. In 2012, when Jeff Immelt first introduced GE’s push into the industrial Internet, the company had 50,000 engineers in its workforce — mostly aeronautical, electrical, and other traditional engineers. The company had very few software engineers. Yet software engineering skills are key to GE’s future. By recognizing this critical gap early, GE has been able to develop strategies to close it systematically, over time.
通用电器公司（以下简称GE）特别关注它需要长期成功的新技能。该公司对工业互联网的接纳极大地影响了许多核心业务。例如，在机车和喷气发动机上的传感器产生的数据可以用来预测零部件的退化，从而节省了GE用户数十亿美元的维修和运营时间。利用这些数据需要新的技能和能力。在2012年，当Jeff Immelt第一次把GE公司引入工业互联网时，该公司有5000名工程师，其中大部分是航空、电气、和其他传统工程师。公司有很少的软件工程师。然而，软件工程技能是GE未来的关键。通过及早认识到这个关键差距，GE公司已经能够制定战略并系统地关闭它。
Develop and acquire the talent you need to close any gaps, starting today 从今天开始，弥补差距以开发和获得你要的人才
A client recently remarked: “Assembling a talented workforce is very much like making scotch—unless you cellar something today, it will be very hard to have something worth drinking seven years from now.” The best companies work hard to match their hiring and talent development strategies with their future workforce needs.
一个客户最近说，“组建一个优秀员工队伍就像在做威士忌，除非你今天就把这些东西放入酒窖，不然七年后很难有什么东西值得品尝。”一流的公司努力配合他们雇佣员工未来的发展战略和人才需求。
At Ford Motor Company, building world-class software engineering capabilities has become a strategic imperative. Car manufacturers are facing new competitive threats from the likes of Google, Uber, Tesla and dozens of start-ups. And a new ecosystem of finance, insurance, energy, infotainment and maintenance services has emerged based on the data-driven, app economy. In response, Ford established an entirely new business unit—Ford Smart Mobility—where most of the company’s software engineers reside.
在福特汽车公司，建设世界级软件工程的能力已成为一种势在必行的战略。汽车制造商正面临来自谷歌、优步、特斯拉以及许多初创企业的竞争威胁。基于数据驱动、应用程序经济的金融、保险、能源、信息娱乐和维护服务等新的生态系统应运而生。作为回应，福特成立了一个全新的业务单元——福特智能移动，公司大部分软件工程师都居住在这里。
Building world-class software is not a core competence for most automakers. Accordingly, Ford Smart Mobility has partnered with Microsoft and Pivotal (a Dell Technologies portfolio company) to bring new digital skills to the company. And Ford has located its Smart Mobility unit in Palo Alto, California—just minutes away from Stanford University—in order to have better access to software engineering talent. These steps (and others) are all part of the company’s plan to “quickly add new state-of-the-art software engineering capabilities across the Ford enterprise.”
建立世界级的软件并不是汽车制造商的核心竞争力。因此，福特智能移动已经与微软和Pivotal（戴尔技术投资公司）合作，为公司带来新的数字技能。福特的智能移动单位坐落在加利福尼亚的帕洛阿尔托，离斯坦福大学只有几分钟的路程，为了更好地获得软件工程人才。这些步骤（以及其他）都是公司计划“在福特企业中快速添加最先进的软件工程能力”的一部分。
Difference-making talent is a company’s scarcest resource. Innovative new technologies are changing the nature of work, as well as the skills and capabilities required to win in the future. Given the time it takes to attract and develop star talent, it is critical that companies start building the workforce they will need. There is no better time to start than today.
差异化人才是公司最宝贵的资源。创新的新技术正在改变工作的性质，以及未来取得成功所需的技能和能力。考虑到吸引和发展明星人才所需的时间，企业开始建立他们所需的劳动力是非常关键的。没有比今天更好的开始时间了。
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