The strategic underpinnings of most companies’ workforce plans should change dramatically as a result of technological innovation. Digital transformation, the industrial internet, advanced analytics, artificial intelligence, robotics, machine learning, and a plethora of other innovations are fundamentally changing the nature of work. Machine learning, for example, may not eliminate many jobs in their entirety. But it will impact the way many jobs are performed, requiring new skills and making many existing skills less valuable. The World Economic Forum predicts that “by 2020, more than a third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job today.”
由于技术创新，大多数公司劳动力计划的战略基础应该发生巨大变化。数字转换、工业互联网、高级分析、人工智能、机器人学、机器学习以及其他许多创新都从根本上改变了工作性质。例如，机器学习可能不会完全取代一些工作，但它会影响许多工作的执行方式，需要用到新技能，使许多现有技能变得不那么有用。世界经济论坛预测：“到2020年底，超过三分之一的大部分核心职业技能将由那些尚不被认为是工作重要组成部分的技能组成。”

Beyond the skills required to perform specific jobs, technology will also determine which jobs matter most in the years to come. New innovations will change the basis of competition in many markets and alter the sources of advantage for most companies. Business-critical roles — that is, the jobs that are central to differentiating a company from its competitors and successfully executing its strategy — will also change. And companies will be forced to rethink the talent they will need to play these business-critical roles in the future.
除了完成特定工作所需的技能外，科技还将决定今后几年最重要的工作是什么。新的创新将改变许多市场的基础竞争，并且改变大多数公司的优势来源。企业关键角色也将随之改变，也就是说将公司与竞争对手区分开来并成功执行其战略的核心工作。公司将被迫重新考虑在未来发挥这些商业关键角色所需的人才。

Take insurance, for example. In years past, an important source of competitive advantage for insurers was the ability to price risk better than rivals. Armies of actuaries worked tirelessly to estimate the cost of underwriting certain risks (or risk pools). In the future, much of this work will be done by machines. In this world, insurance companies will require fewer actuaries and more data scientists — individuals with the ability to mine data to tailor insurance offers to specific market segments or even individuals. It may be possible to retool some actuaries as data scientists, but the vast majority of these roles will probably need to be filled with new talent.
以保险为例，在过去的几年中，保险公司的一个重要竞争优势是有比对手更好的定价风险的能力。大批的精算师孜孜不倦地估计固定风险（或风险基金）的成本。未来这项工作将大部分由机器完成。在这个世界上，保险公司将需要更少的精算师和更多的数据科学家，那些有数据挖掘能力的人给特定企业或个人量身定制保险需求。它可能会用一些数据科学家替换精算，但这些角色的绝大多数可能将需要有新的人才。

Most companies have been slow to react. In part, this is because the impact of technology will be felt over time, and not overnight. This creates the illusion of having time to react. Also, with technological innovation, there will always be a high degree of uncertainty regarding the kind of talent your company will need in the future. This makes it challenging for leaders to plan ahead and place bets early.
大多数公司反应迟缓。在某种程度上，这是因为技术的影响会随着时间变化，而不是一夜之间。这就产生了时间反应的错觉。此外，随着技术革新，未来公司需要的人才类型总是会有很大程度的不确定性。这使得领导者提前计划并提前下注很有挑战性。

But building a winning workforce for tomorrow starts today. The best-performing companies are already taking steps to attract new talent and widen their lead over rivals. Here are three lessons every organization should learn from what the leading companies are doing:
但为明天建立一支成功的劳动力队伍要从今天开始。业绩最好的公司已经开始采取措施吸引新的人才，扩大他们比竞争对手的领先优势。这里有三个教训，每个组织者都应该从领先的公司那里学到：

Delineate the skills and capabilities that will be required to win in the future, based on your company’s strategy
要想赢在未来，建立在公司策略上的描述技能和能力是必不可少的

When Bain & Company examined the talent management practices of more than 300 large companies worldwide, we discovered that the most productive and best-performing organizations cluster their star talent in a few business-critical roles. This “intentionally nonegalitarian” model ensures that scarce difference-making talent is put in roles where it will have the biggest effect.
当贝恩公司对全球三百多家大公司的人才管理实践进行考察时，我们发现最具生产力的和表现最佳的组织在一些关键的商业角色中聚集了他们的明星人才。这种“刻意不平等主义”模式确保不同的天分被带入不同的角色，充分发挥最大影响。

But the roles most companies specify as business-critical will need to change as technology changes. Advanced analytics, the Internet of Things, artificial intelligence, and other innovations are making it possible for companies to compete in new and very different ways. This should lead to new strategies and, with them, new business-critical roles.
但大多数公司所指定的关键业务角色将随着技术的变化而改变。先进的分析、物联网、人工智能和其他创新使公司能够以新的和不同的方式进行竞争。这将导致新的战略和新的业务关键角色。

John Deere is a case in point. The company has always focused on providing farmers with the tools they need to feed the world’s growing population. But new sources of crop, weather, and other data have created new opportunities to boost farm productivity. John Deere’s Intelligent Solutions Group has turned real-time data, crowdsourced from thousands of the company’s customers, into services enabled by Big Data. As Deere’s strategy has shifted, so have the business-critical roles at the company—from traditional manufacturing positions to analytics and services roles. Attracting workers skilled in advanced analytics will become increasingly important for the company (as will the technology and processes required to translate these skills into real sources of advantage); industrial engineering and plant management skills will become less critical to fueling the company’s long-term growth.
John Deere是一个很好的例子。该公司一直致力于向农民提供他们所需的工具来养活世界上日益增长的人口。但是农作物、天气和其他数据的新来源为提高农业生产力创造了新的机会。John Deere的智能解决方案集团已经把实时数据以及成千上万的公司客户转变成了基于大数据的服务。随着Deere的战略转移，公司的关键业务角色也随之转移——从传统的制造业岗位到分析和服务的角色。吸引高级分析师对公司将会越来越重要（科技和过程将会把技能转化为真正优势资源）；工业工程和工厂管理能力将在推动公司长期增长方面发挥越来越少的作用。

声明：本双语文章的中文翻译系沪江英语原创内容，转载请注明出处。中文翻译仅代表译者个人观点，仅供参考。如有不妥之处，欢迎指正。