????例如，運(yùn)動(dòng)設(shè)備制造商Under Armour在開(kāi)設(shè)新店鋪時(shí)，會(huì)借助互動(dòng)平臺(tái)HireVue進(jìn)行招聘、篩選和錄用求職者以及培訓(xùn)員工。但最終將由店鋪經(jīng)理，在人力資源的支持下做出選擇。據(jù)HireVue披露，通過(guò)這種分散化的管理，Under Armour在短短兩天內(nèi)便開(kāi)設(shè)了一家新店鋪，將填補(bǔ)工作崗位的時(shí)間縮短了35%。

????第二個(gè)因素則是技術(shù)的擴(kuò)散。事實(shí)上，雖然說(shuō)“團(tuán)隊(duì)中沒(méi)有小我”，但在團(tuán)隊(duì)層面確實(shí)部署了更多IT技術(shù)——有些技術(shù)非常低廉，管理者甚至不需要通過(guò)公司繁瑣的手續(xù)便可以為團(tuán)隊(duì)成員購(gòu)買(mǎi)。例如，15Five軟件前10個(gè)人的價(jià)格為每月49美元，之后每增加一個(gè)人的價(jià)格為5美元。

????目標(biāo)設(shè)定應(yīng)用BetterWorks的價(jià)格為每月每名用戶(hù)15美元。BetterWorks聯(lián)合創(chuàng)始人克里斯?達(dá)根回憶說(shuō)，有一家金融服務(wù)公司的CEO最初認(rèn)為部署這款產(chǎn)品沒(méi)有任何意義。但后來(lái)許多管理者開(kāi)始自己使用BetterWorks，他也別無(wú)選擇，開(kāi)始在應(yīng)用中輸入自己的目標(biāo)，以便與其他人的目標(biāo)保持一致。達(dá)根說(shuō)道：“這就是底層員工迫使CEO做出改變的最佳例子?！?/p>

????當(dāng)然，并非每一家公司都做好了讓團(tuán)隊(duì)領(lǐng)導(dǎo)者承擔(dān)這一獨(dú)斷職責(zé)的準(zhǔn)備；自上而下的管理思維在大多數(shù)大公司內(nèi)依舊大行其道。而且，并非每一位團(tuán)隊(duì)領(lǐng)導(dǎo)者都具備按這種方式進(jìn)行成功管理的能力和思維。

????科技公司TELUS的資深高管、《扁平化的員工隊(duì)伍》（Flat Army: Creating a Connected and Engaged Organization）一書(shū)的作者丹?龐蒂弗拉克特表示：“雖然有這些非常出色的工具。但文化才是第一位的?！?/p>

????此外，我們很難想象，擔(dān)心失去權(quán)力的人力資源高管不會(huì)抵制這種改變。

????但白金漢相信，在團(tuán)隊(duì)領(lǐng)導(dǎo)者驅(qū)動(dòng)的公司內(nèi)，人力資源部的管理者會(huì)變得比以往更有價(jià)值。白金漢表示：“蘋(píng)果CEO蒂姆?庫(kù)克最近聲稱(chēng)，‘最重要的數(shù)據(jù)點(diǎn)在于人?！S著團(tuán)隊(duì)領(lǐng)導(dǎo)者的職責(zé)發(fā)生前所未有的變化，人力資源部將擁有實(shí)時(shí)的、可靠的人力數(shù)據(jù)，”而不是提供“過(guò)時(shí)的、不值得信任的” 數(shù)據(jù)。

????此外，他們還可以發(fā)現(xiàn)公司內(nèi)真正卓越的做法，并盡量將其復(fù)制到其他部門(mén)。白金漢說(shuō)道：“公司將擯棄從核心管理層開(kāi)始，逐級(jí)傳達(dá)的方式；取而代之的是從局部開(kāi)始，然后匯聚并推廣?！?/p>

????我們的工作方式必將發(fā)生顛覆性地變化，這個(gè)過(guò)程雖然緩慢，但將不可阻擋。（財(cái)富中文網(wǎng)）

????本文作者瑞克?沃茲曼為克萊蒙特研究生院德魯克研究會(huì)執(zhí)行董事。他已經(jīng)出版五本著作，最近正在撰寫(xiě)一本關(guān)于二戰(zhàn)結(jié)束之后，美國(guó)雇主與員工社會(huì)契約關(guān)系變化的歷史類(lèi)圖書(shū)。????

????譯者：劉進(jìn)龍/汪皓

????審校：任文科

????For instance, athletic-gear maker Under Armour has turned to HireVue, an interactive platform for recruiting, screening, and hiring job candidates, to bring on staff as it opens new retail stores. But it’s the store managers themselves—with HR’s backing—who are making these selections. Through this decentralized arrangement, Under Armour has opened a new store in as little as two days, according to HireVue, and it has cut the time to fill jobs by 35%.

????The second factor is a proliferation of technology. Indeed, while “there is no I in team,” there is ever more IT being deployed at the team level—some of it so cheap that managers can buy the stuff themselves without any corporate rigmarole. For example, 15Five costs $49 a month for the first 10 people, and $5 for each additional person.

????The goal-setting application BetterWorks goes for only $15 per user per month. Kris Duggan, co-founder of BetterWorks, recalls the CEO of a financial services firm who at first saw little point in rolling out the product. But so many of his managers started using BetterWorks on their own that he eventually had no choice but to input his own objectives to keep them in line with everyone else’s. “It was definitely the lower ranks of the organization that was pulling the CEO in this direction,” Duggan says.

????Of course, not every company is ready for their team leaders to assume such an assertive role; a top-down philosophy still prevails inside most large organizations. Nor does every team leader have the skills and mindset to successfully manage this way.

????“You have these really fancy, awesome tools,” says Dan Pontefract, a longtime TELUS executive and the author ofFlat Army: Creating a Connected and Engaged Organization. “But the culture has to be there first.”

????It is also hard to imagine that some HR executives—afraid of losing their authority—won’t resist these changes.

????But Buckingham believes that with team-leader-driven companies, HR officials will have the chance to be more valuable than ever. “Tim Cook recently commented that ‘the most important data points are people,’” Buckingham says. With team leaders tuned in as never before, “HR will finally be in position to have real-time and reliable people data,” as opposed to serving up figures that are “stale and untrustworthy.”

????They’ll also be able to spot pockets of true excellence throughout the organization and try to replicate those. “Rather than having things centrally launched and cascaded down,” Buckingham says, “you’ll have them locally launched and aggregated up.”

????Slowly but inexorably, the world of work is being turned upside down.

????Rick Wartzman is the executive director of the Drucker Institute at Claremont Graduate University. The author or editor of five books, he is currently writing a narrative history of how the social contract between employer and employee in America has changed since the end of World War II.