【美国】招聘平台Eightfold AI获1.25亿美元D轮融资，为世界上每一个人提供合适的职业。
编者注：Eightfold AI是由前谷歌搜索专家Ashutosh Garg，联合Facebook新闻推送团队的Varun Kacholia，共同成立的，从2018年成立融资2400万美元到现在的D轮1.25亿美元，估值超过10亿美元，跻身独角兽。
美国加州，2020年10月27日 Eightfold AI今天宣布已筹集到1.25亿美元的D轮融资。这笔资金将用于扩大和扩展Eightfold领先的AI驱动的人才智能平台，这是一个管理整个人才生命周期的单一解决方案。使用单一平台来解决这一关键领域的问题，与人才管理领域常见的不协调的点式解决方案形成了直接对比。
作为Eightfold创新愿景和奉献精神的直接结果，该公司目前估值10亿美元，与110个国家、17个行业和13种语言的客户合作。
本轮融资由General Catalyst领投，还包括之前几轮融资的投资者，包括Capital One Ventures、Foundation Capital、IVP和Lightspeed Venture Partners。
迄今为止，EightfoldAI筹集的资金总额超过1.8亿美元。自2019年4月上一轮股权融资以来，Eightfold的销售额已经增长了四倍多。Eightfold AI的客户，是拥抱这一全球人才转型的领先企业，包括亚航、拜耳、Capital One和美光。
"我们的使命是利用我们在人工智能方面的专业知识，为世界上的每个人提供合适的职业，"Eightfold AI创始人兼首席执行官Ashutosh Garg说。"Eightfold团队在过去的四年里开发了一个服务于所有人才生命周期需求的单一平台，完全绕过了单点解决方案。这是我们行业的未来，已经使Eightfold AI联智成为各个领域的行业领导者的首选供应商。我们感谢我们的投资者、客户和合作伙伴分享我们的愿景，尤其是在当前关注全球劳动力福祉的时候。"
Eightfold AI为整个人才生命周期提供的单一平台，汇集了数十亿匿名数据点、算法和领域专业知识，为企业级组织带来可靠、可扩展的影响。获得专利的人才智能平台在现有的公共和遗留的HCM数据上使用深度学习AI，以改变企业获取、开发和提升人才的方式，并实现D&I目标。为了将员工队伍演变为竞争优势，Eightfold的客户已经取得了显著的成果，包括：在当前公司内找到下一个职位的员工数量增加了49%，在其职位被取消后，在同一公司内获得其他工作机会的员工数量增加了58%，申请空缺职位的高素质候选人增加了60%。
"Eightfold为企业打造了一个真正的智能驱动的人才获取和优化平台。最令人印象深刻的是他们与企业合作的方式，从根本上了解企业的需求，然后针对这些需求应用技术，创造出一种可扩展的、高效的人才管理方法。"General Catalyst总经理Quentin Clark说。"他们的是一种与行业无关的方法，有可能迅速发展企业如何满足和留住最优秀的人才。"
关于Eightfold AI
Eightfold AI®提供的人才智能平台™，是企业留住优秀人才、提升员工技能和再技能、高效招聘顶尖人才、实现多元化目标的最有效方式。Eightfold AI的深度学习人工智能平台赋予企业将人才管理转化为竞争优势的能力。
Eightfold 历次相关报道
https://www.hrtechchina.com/search/?keywords=Eightfold
英文稿：
MOUNTAIN VIEW, Calif., Oct. 27, 2020 -- Eightfold AI today announced that it has raised a $125M Series D funding round. The funds will be used to expand and scale Eightfold's leading AI-powered Talent Intelligence Platform, a single solution for managing the entire talent lifecycle. Using a single platform to address this critical area stands in direct contrast to the disjointed point solutions commonly found in the talent management space. As a direct result of Eightfold's innovative vision and dedication, the company is now valued at $1 billion and works with customers across 110 countries, 17 industries and 13 languages.
The funding round is led by General Catalyst and also includes investors from previous rounds, including Capital One Ventures, Foundation Capital, IVP and Lightspeed Venture Partners. Total funding raised to date by Eightfold AI is more than $180 million. Eightfold has more than quadrupled its sales since the last round of equity funding in April 2019. Eightfold AI's customers, leading companies embracing this global talent transformation, include AirAsia, Bayer, Capital One and Micron.
"Our mission is to leverage our expertise in AI to provide the right career for everyone in the world," said Ashutosh Garg, Founder & CEO at Eightfold. "The Eightfold team has spent the last four years developing a single platform servicing all talent lifecycle needs, bypassing single point solutions entirely. This is the future of our industry, and has already made Eightfold the go-to provider for industry leaders in every sector. We are grateful to our investors, customers and partners for sharing in our vision, especially at a time when the immediate focus is on the well-being of the global workforce."
Eightfold AI's single platform for the entire talent lifecycle brings together billions of anonymized data points, algorithms and domain expertise required to make a reliable, scalable impact for enterprise-scale organizations. The patented Talent Intelligence Platform uses deep learning AI on existing public and legacy HCM data to transform how companies acquire, develop and advance talent, and achieve D&I goals. Seeking to evolve their workforce into a competitive advantage, Eightfold customers have achieved significant results, including: a 49 percent increase in the number of employees finding their next role within their current company, a 58 percent increase in employees offered other jobs within the same company after their role had been eliminated, and 60 percent more highly qualified candidates applying to open jobs.
"Eightfold has built a true intelligence-driven platform for talent acquisition and optimization for the enterprise. What's been most impressive is their approach to partnering with companies to fundamentally understand their needs and then applying tech against those needs to create a scalable, efficient approach to talent management," said Quentin Clark, Managing Director at General Catalyst. "Theirs is an industry-agnostic approach that has the potential to rapidly evolve how companies meet and retain their best people."
About Eightfold AI
Eightfold AI® delivers the Talent Intelligence Platform™, the most effective way for organizations to retain top performers, upskill and reskill the workforce, recruit top talent efficiently, and reach diversity goals. Eightfold AI's deep learning artificial intelligence platform empowers enterprises to turn talent management into a competitive advantage. For more information, visit www.eightfold.ai.
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2020年10月28日
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微软的远程工作指导政策是伟大的，值得借鉴的。微软的新6个字远程工作政策是伟大的。
以下是为什么你的公司应该学习它微软的新政策是伟大的，因为它承认其员工作为个人，这就是授权。
微软最近公布了新的远程工作指南，它有可能改变公司未来几年的工作方式。
最大的变化是：让在家工作，至少部分时间在家工作成为新的永久标准。
同时标配的还有 "工作日程灵活性"，让员工有更多的自由选择工作的时间和日子，以及工作日的开始和结束时间。
微软的公告，你可以在文章最后全文阅读，它很好地做到了以同理心引导。但我想放大一句话，因为它揭示了让员工更快乐、更高效的一个重要关键。
"未来，我们的目标是提供尽可能多的灵活性，以支持个人的工作方式，同时平衡业务需求，确保我们的文化。"
Moving forward, it is our goal to offer as much flexibility as possible to support individual workstyles, while balancing business needs and ensuring we live our culture.
我们可以用六个字来概括这项政策的妙处。提供尽可能多的灵活性。（Offer as much flexibility as possible.HRTech注：英文刚好6个单词）
这六个字倡导的是一种建立在情商基础上的出色的商业策略，即让情绪为你工作，而不是与你作对的能力。让我们来分析一下为什么每家公司都应该实施它。
为什么灵活性是无价的
要理解微软的新政策为何如此伟大，你必须承认一个基本的事实。
你的员工不仅仅是工人，他们是个人。真正的人有不同的工作风格、品味和偏好。这适用于远程工作这个话题，就像适用于任何事情一样。
例如，一个员工可能更喜欢在家工作，这样他们就可以轻松地送孩子上学。另一位同样有孩子的员工，可能更喜欢在办公室工作，原因正好相反--这样他们就可以远离混乱的家庭。
或者，考虑一个独居的单身员工。如果比较内向，他们可能更喜欢在家里工作，因为在这里他们不必与他人有超过必要的接触，可以专注于工作。相反，一个比较外向的人可能更喜欢到办公室来，在这里可以进行社交接触，享受合作的乐趣。
当然，也有很多人喜欢混合型的方式，可以选择在办公室工作，也可以选择在家里工作，这要看情况或者仅仅是当天的感觉。
那么，如何让这些员工都满意呢？
提供尽可能多的灵活性。
"灵活性对我们每个人来说都可能意味着不同的东西，我们认识到，鉴于我们在微软的角色、工作要求和业务需求的多样性，没有一个放之四海而皆准的解决方案，"微软首席人事官凯瑟琳-霍根写道。
换句话说，你要像对待成年人一样对待你的员工，给他们做出最适合他们的选择的自由--并让他们为这些选择负责。
不过，在采用这一政策时，重要的是你不要经常让员工进行比较。经理们会很想只看表面，判断 "待在家里 "的员工比 "办公室 "的员工工作效率高或低。
但请记住。这些不仅仅是工人，他们是人。每个人都是一个独立的个体，有着独特的个性。一套独特的优点和缺点。一套独特的环境。
通过为每个人提供灵活性，即适合他们的环境的选择，你为他们提供环境，让这些人成为最好的自己。
而这就是赋能。
所以，对于那些正在努力制定自己的远程工作政策的公司来说，请借鉴微软的做法。
提供尽可能多的灵活性，增强员工体验！
通过这样做，你将利用情商与你的员工建立更牢固的关系。你会给他们渴望和需要的自由。你会证明你不只是把他们当作机器上的齿轮，而是把他们当作个人。
这将使你的员工--以及你的公司--处于成功的最佳位置。
附录英文：
Over the past few months, we have learned so much about productivity, flexibility, resilience and compassion. We have been working in ways we never thought possible, including managing necessary safety precautions, learning to connect with small or large teams while presenting to a screen, taking care of family and friends while being in the next room on calls, adjusting hours to address new demands and so much more. And I am deeply empathetic that this is on top of navigating the emotional toll of all that we are witnessing and experiencing.
At the same time, the pandemic has raised questions about what our employees can expect in the future, so we provided some guidance this week to employees on our thinking about work flexibility. Moving forward, it is our goal to offer as much flexibility as possible to support individual workstyles, while balancing business needs and ensuring we live our culture.
Flexibility can mean different things to each of us, and we recognize there is no one-size-fits-all solution given the variety of roles, work requirements and business needs we have at Microsoft. To address this, we have provided guidance to employees to make informed decisions around scenarios that could include changes to their work site, work location, and/or work hours once offices are open without any COVID-19 restrictions. Our step-by-step guidance includes considerations like office space, salary and benefits, local law, personal taxes, expenses and more.
Our guidance includes:
Work site (the physical space where you work, e.g. office, center, home, mobile): We recognize that some employees are required to be onsite and some roles and businesses are better suited for working away from the worksite than others. However, for most roles, we view working from home part of the time (less than 50%) as now standard – assuming manager and team alignment.
Work hours (the hours and days when employees work, e.g. workday start and end times, full- or part-time): Work schedule flexibility is now considered standard for most roles. While part-time continues to be subject to manager approval, our guidance is meant to facilitate an open conversation between a manager and employee regarding considerations.
Work location (the geographic location where you work, e.g. city and country): Similarly the guidance is there for managers and employees to discuss and address considerations such as role requirements, personal tax, salary, expenses, etc.
Our guidance is to help employees plan ahead for the future. For now, returning to many of our offices around the world is still optional for employees, except for essential onsite roles. While we’ve shared that we will challenge long-held assumptions and seek to be on the forefront of what is possible leveraging technology, we have also communicated that we are not committing to having every employee work from anywhere, as we believe there is value in employees being together in the workplace.
We will continue to evolve our approach to flexibility over time as we learn more.
AI翻译的：
在过去几个月里，我们学到了许多关于生产力、灵活性、复原力和同情心的知识。我们一直在以我们从未想过的方式工作，包括管理必要的安全预防措施，学会在对着屏幕演示时与小型或大型团队联系，在隔壁房间打电话时照顾家人和朋友，调整工作时间以满足新的要求等等。而我深深地感同身受，这是在驾驭我们正在目睹和经历的一切的情感伤害之上。
同时，疫情也引发了关于我们的员工在未来可以期待什么的问题，所以我们在本周就我们对工作灵活性的思考向员工提供了一些指导。未来，我们的目标是尽可能提供更多的灵活性，以支持个人的工作方式，同时平衡业务需求并确保我们的文化。
灵活性对我们每个人来说都意味着不同的东西，我们认识到，鉴于我们在微软的角色、工作要求和业务需求的多样性，没有一个放之四海而皆准的解决方案。为了解决这个问题，我们为员工提供了指导，让他们在没有任何 COVID-19 限制的情况下，围绕可能包括改变工作地点、工作位置和/或工作时间的情景做出明智的决定。我们的逐步指导包括办公空间、工资和福利、当地法律、个人税收、费用等考虑因素。
我们的指导包括
工作地点（你工作的物理空间，如办公室，中心，家庭，移动）。我们认识到，有些员工需要在现场工作，有些角色和业务比其他角色和业务更适合在远离工作地点的地方工作。然而，对于大多数角色来说，我们认为部分时间（少于50%）在家工作是现在的标准 - 假设经理和团队一致。
工作时间（员工工作的时间和日子，例如工作日的开始和结束时间，全职或兼职）。工作时间的灵活性现在被认为是大多数角色的标准。虽然兼职仍需经理批准，但我们的指导旨在促进经理和员工之间就考虑因素进行公开对话。
工作地点（你工作的地理位置，如城市和国家）。同样，指导意见也是为了让经理和员工讨论和解决诸如角色要求、个税、工资、费用等方面的考虑。
我们的指导是为了帮助员工提前规划未来。目前，除了必要的现场角色外，员工回到我们在世界各地的许多办公室仍然是可选的。虽然我们已经分享了我们将挑战长期以来的假设，并寻求走在利用技术可能的前沿，但我们也传达了我们并不承诺让每个员工在任何地方工作，因为我们相信员工在工作场所聚集在一起是有价值的。
随着时间的推移，我们将继续发展我们的灵活性方法，因为我们了解更多。
来自INC 作者：BY JUSTIN BARISO
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