How Your Company Can Gain a Global Talent Advantage | Johann Daniel Harnoss | TED

譯者: Lilian Chiu 審譯者: SF Huang

Last summer I was in New York

去年夏天，我人在紐約，

and had a conversation that had me thinking ever since.

有段對話讓我很難忘。

I met Mubarik Imam,

我見到了穆芭里克‧伊曼，

one of the early engineers at WhatsApp,

WhatsApp 早期的工程師之一，

and what she told me changed how I look at migration.

她跟我說的話， 改變了我對移民的看法。

She said to me,

她對我說：

“Johann, I will never forget

「約翰，我永遠不會忘記我 初次步入 WhatsApp 的辦公室，

the first time I walked into the office at WhatsApp.

It felt like a mini United Nations."

感覺就像是個迷你聯合國。」

And she explained to me that it was precisely that global diversity

她向我解釋，正是那種全球多樣性，

that made them design the app

讓他們在設計 app 時考量的不僅

not just for the average US college kid in mind,

是一般的美國大學生，

but for a truly global audience.

還有真正全球的對象。

And in that process, they asked questions few others would.

在那過程中，他們會問 很少人問的問題。

Like, does the app work in the more rural parts of Africa,

比如，這個 app

在非洲鄉村地區、亞洲 及其他地方也能用嗎？

Asia and elsewhere,

or will it work for a refugee on a boat

或者，船上的難民能不能用它

sending a message back home to their family?

發訊息給他們家鄉的家人？

The rest is history.

剩下的大家都知道了。

WhatsApp became a product fit for the world,

WhatsApp 變成適合 全世界用的產品，

and chances are you, like me, might be using it every single day.

有可能你我每天都在使用它。

Of course, WhatsApp is not just an outlier.

當然，WhatsApp 不是特例，

Look at ChatGPT, Pfizer-BioNTech vaccines,

看看 ChartGPT、

輝瑞 BNT 疫苗、 Google 搜尋、YouTube、

Google search, YouTube, the iPhone, the list goes on.

iPhone，還有許多其他的。

Each one of these pretty remarkable products

這些非常驚人的產品全部都

was built by teams of immigrants and locals,

是由移民與當地人 組成的團隊所打造，

working creatively side by side.

他們肩並肩，用創意的方式來工作。

And that's why leading companies today,

那就是為什麼現今領頭的公司

they don't just outsource internationally to save money on cheaper labor.

把工作外包不只是為了 靠更便宜的勞工來省錢。

They do that,

那是一個原因，

but what they also do is that they hire immigrants

但還有一個原因，他們會僱用移民，

for their insights, experiences and unique perspectives.

來吸收他們的洞見、 經驗與獨特的觀點。

There are 280 million international migrants in the world today.

現今，全世界有 兩億八千萬名國際移民。

And many more, up to 750 million people,

還有更多，多達七億五千萬人，

say that they would move internationally if they could.

說如果他們辦得到的話 他們會移民到國外。

I lead our research on global migration here at BCG, a global consulting firm.

我在全球顧問公司 BCG 負責研究全球移民。

And I also advise governments and companies on innovation

我也是政府及企業的顧問，

針對創新及移民策略提供建議。

and migration strategy.

Outside of work, I co-lead a team of more than 100 volunteers.

工作之餘，我共同領導 一支超過一百名志工的團隊。

We are Imagine,

這個團隊叫「想像」，

and we're a community of talent without borders.

是個沒有國界的人才社群。

And every day we help skilled migrants from places like Afghanistan, Syria,

每天我們都在協助 有技能的移民，他們來自

阿富汗、敘利亞、埃及、 巴基斯坦、奈及利亞等地。

Egypt, Pakistan, Nigeria or elsewhere.

We help them find a new job abroad,

我們協助他們在國外找到新工作，

come here and integrate into a new life.

來這裡，融入新生活。

And from these experiences, I can tell you,

根據這些經驗，我可以告訴各位，

these 280 million people,

這兩億八千萬人，

they aren't just statistics.

他們不只是統計數字。

They're real human beings with families,

他們是活生生的人，有家庭、

dreams and hopes of a better future.

夢想，和對更美好未來的幢景。

Yet, too often when they relocate, they are met with fear,

但，通常，當他們搬遷時，

他們會遇到恐懼、

prejudice or even outright violence.

偏見，或甚至就是暴力相向。

Yet in my mind, migration does not have to be a zero-sum,

但在我心中，移民 不必要是場零和遊戲，

one game where one person wins and the other person loses.

零和遊戲的意思是有一個人贏 而另一個人輸。不是的。

No.

如果從不同的角度來看，移民 可能是策略性優勢的強大來源，

If we look at it differently,

it can actually be a source of great strategic advantage,

both for companies and entire countries.

對企業和整個國家而言都是如此。

We looked at this recently in a joint report with IOM,

近期我們和 IOM 合作研究 並提出一份報告，

the International Organization for Migration of the United Nations.

IOM 是聯合國國際移民組織。

And in that report, we published two headline figures.

在報告中，我們刊載了 兩個主要數字。

One, migrants already today

第一，現今，移民已經

create a massive boost to our local economies,

大大提振了我們當地的經濟，

totaling nine trillion US dollars a year in 2020,

2020 年總計為每年九兆美金，

and that impact will only increase to 2050 to 20 trillion US dollars a year.

到 2050 年，影響會提升到

每年二十兆美金。

And what's more,

此外，

migrants can help us address pretty acute labor shortages

移民能協助我們處理在我們 經濟中出現的嚴重勞工短缺，

that we see in our economies,

because it turns out, we don't have a lack of jobs.

因事實證明，我們並不缺工作。

In many countries,

在許多國家，

we tend to have a lack of workers.

我們通常缺的是勞工。

And that lack of workers, it costs all of us dearly.

勞工短缺讓我們付出很大的代價，

Three billion US dollars, not per year, but per day.

三十億美金，

這不是每年，而是每天的數字。

And that is doctor appointments not happening,

意思就是，會無法預約看醫生、

packages not delivered or flights back home being canceled.

沒有人投遞包裏、

或者回家的航班被取消。

So how can we make migration work better for everyone?

我們要如何讓移民來工作 變成對大家都更有益？

That's exactly the question we looked at

我們最近在一項 BCG 調查中 訪談了八百位主管，

when we recently interviewed 800 executives in a recent BCG survey.

就是想要探討這個問題。

And what they told us really surprised me,

他們跟我們說的，讓我很吃驚， 因為有 95% 的受訪者說：

because 95 percent said,

"Johann, we see the value in hiring globally,"

「約翰，我們知道招募 世界各地人才的價值。」

but only five percent said,

但只有 5% 說：「是的，

"And yes, we're already doing it strategically

我們在策略上已經在這麼做了， 且有成果可以證明。」

and we're getting the results to show for it."

So companies seem to struggle big time

所以，企業似乎很難

to follow the lead of WhatsApp and others.

跟隨 WhatsApp 和其他這類企業的腳步。

And when we dug deeper and wondered why, we initially thought it was a visa issue.

我們想知道原因所以再深入研究， 最初我們以為是簽證問題。

But then we took a closer look at the visa policies

但接著我們進一步研究 超過二十五國的簽證政策，

of more than 25 countries,

and we found that with the exception of the US and China,

我們發現，除了美國和中國，

all the other countries actually give a pretty direct path to entry for work.

所有其他國家都有非常直接 可以入境工作的管道，

If you have a bachelor's degree,

只要你有學士學位，

have a job offer

有人聘請，

and make just a little bit more than the average salary in the country.

且薪資比全國平均值高一些些。

All of these conditions can be quite easily fulfilled

所有這些條件都很容易達成，

by recent university graduates

對只有兩、三年工作經驗剛從 大學畢業的新鮮人而言並不難。

with just two or three years of work experience.

So the visa process, could it be fast and easier at times?

所以簽證流程有時可以 很快速且更容易嗎？

Absolutely, yes.

當然是的。

But is it the show stopper that keeps talent and opportunity

但它是阻礙人才和機會 彼此接觸的原因嗎？

away from each other?

Clearly not.

顯然不是。

So what is it then, if it's not a visa issue caused by government bureaucrats?

如果不是政府繁文縟節造成的 簽證問題，那是什麼因原？

In my view,

依我所見，

the issue lies in the world of business and within all of us.

問題在商業世界 以及我們所有人裡面。

And that's actually the good news

那其實是好消息，

because it means that we can all change it.

因為那表示我們都能改變它。

Changing it starts with senior executives

要改變它，要從資深主管開始，

because like any other business priority,

因為如同其他商業上的優先事項，

it must come from the top or it ain't going to happen.

必須要由上頭下指示， 不然就不會發生。

Let's take a look at Rakuten, for example.

讓我們來看看「樂天」的例子。

Rakuten is a Japanese e-commerce company that by now has expanded globally.

樂天是間日本電子商務公司， 現在已經擴展到全球。

But in 2010, the company was totally lost in translation,

但在 2010 年時， 該公司完全敗在翻譯，

translating documents across English and Japanese and back on a daily basis,

每天都要把文件英翻日、日翻英。

losing days of work,

浪費許多工作日，

and also making it pretty hard for global talent to join the company.

也讓全球人才很難進入該公司。

So the founder and CEO, Mickey Mikitani,

所以其創辦人及社長三木谷浩史 站出來並下了一道指令。

he stepped up and issued a decree.

He basically said, from today on, all meetings, presentations,

他說，從今天起，

所有會議、簡報， 一直到食堂的菜單，

down to the canteen menus,

they must be in English.

都要用英文。

Sounds easy? Is not.

聽起來很容易？並不容易。

So for the next few weeks, absolute chaos ensued.

接下來的幾週，混亂接踵而來。

And for sure, you can imagine it was a pretty stressful transition

各位可以想像，對於許多 非英語母語的主管，

for many executives not home in English as their first language.

這轉變的壓力很大。

But over time, the decision paid off

但隨時間，這個決策有了報償，

and the company turned from a formalistic, hierarchical one

這間公司從非常形式主義、

階級分明的公司轉變成 更扁平、更分權式的公司。

into one that is much flatter and more decentralized.

And if you visit their offices today,

若你現在去拜訪他們的 辦公室，會看到的員工

you will see people that migrated to Japan from places like Bulgaria, France,

包含從各地移民到日本的人， 如保加利亞、法國、德國、

Germany, India, Indonesia and elsewhere.

印度、印尼與其他國家。

And since then, the company has expanded into 30 countries

從那之後，該公司 就擴展到三十個國家，

and is seen as the poster child of a modern, digital and global Japan.

且被視為是現代化、數位化、 全球化日本的模範。

Once senior executives are on board,

一旦搞定了資深主管， 下一步就是人力資源團隊。

human resource teams are next.

In the past, these HR teams,

在過去，這些人力資源團隊，

they could afford to basically just write a local language job description

他們基本上可以只要撰寫 當地語言的工作內容描述，

and hire from a talent pool largely 50 miles around the headquarters.

向總部方圓五十英里 範圍的人才庫徵才。

Today, not so much.

如今情況不同了，

And leading HR teams, for many positions, they actively hire globally.

針對許多職缺，領頭的人力資源 團隊必須積極招募全球人才。

Let's take a look at Douglas.

讓我們來看看「Douglas」。

Douglas is Europe's number one beauty retailer

Douglas 是歐洲 第一大的美妝零售通路，

with more than 1,800 stores

在超過十五個國家 擁有超過一千八百家店。

across more than 15 countries.

Yet in the pandemic, they had to close many stores

但在疫情期間他們被迫關掉許多 店面，很辛苦地轉向電子商務。

and they made a hard turn towards e-commerce.

And they knew that in order to do that, they had to dial up their tech teams.

他們知道，為了實現這一點， 他們必須強化他們的技術團隊。

Yet, they really couldn't find the tech talent here at home in Germany.

但，他們在自家德國 找不到技術人才。

So to fix that, they did two things.

他們做了兩件事來解決。

One, they introduced a fully remote digital hiring process

第一，他們採用了一種 全遠端的數位聘僱流程，

complete with hard and soft skill assessments,

搭配硬技能和軟技能的評估，

and they also launched a new hiring campaign

他們也推出新的招聘活動， 叫做「美麗背後的程式碼」，

called "The Code Behind the Beauty" in order to attract a more global,

旨在吸引全球各地 更多樣性的人來應徵。

diverse set of applicants.

Since then, they've hired a QA tester

之後，他們便從我們的 「想像」人才庫

and product managers from our Imagine pool,

僱用了品質保證測試員和產品經理，

and they’re also broadly hiring more globally and hire developers

他們也更廣泛向全球各地徵才， 聘僱開發人員和其他人員，

and for other roles completely internationally.

完全都用國際人才。

And as a result they managed something pretty rare for an offline retailer,

結果是，他們想辦法做到一件 實體零售商很少能做到的事：

and that is translating their offline strength

那就是將他們的實體通路長處轉換

into true online growth potential.

成為真正的線上成長潛力。

And the cherry on top?

錦上添花的呢？

Doing all of that by following the latest and freshest HR best practices

做到所有上述的事，靠的是遵循 最新、最鮮的人力資源最佳做法，

that benefit not just foreign workers,

這些做法不僅讓外國員工受益，

but all of their talent base.

他們的所有人才也都有受益。

Finally, let's look at you and me

最後，來看看你、我

and all of us who don't work in HR teams

以及所有不屬於人力資源團隊

and don't lead global companies just yet.

也還沒有領導全球企業的人。

So the next time you're hiring for one of your teams,

所以下次你在為你的團隊找人時，

ask your HR colleagues to maybe also shortlist a couple of global candidates

請人力資源的同事，或許將幾位全球 候選人也納入最後挑選名單中，

and when you interview them, be ready to be surprised.

當你和他們面談時， 準備好被他們給驚艷到。

A couple of months ago,

幾個月前，我和一群女開發者交談，

I spoke to a group of female developers from Afghanistan

她們來自阿富汗，到國外尋求職涯。

seeking a career abroad.

And yet, despite the unimaginable horrors of their daily lives

但，儘管她們的日常生活 充滿無法想像的恐怖，

and the injustice that they're facing,

還得要面對不公，

they actually brought a degree of positive focus and skill and creativity

她們卻能把一種積極的 專注、技能和創造力

to the conversations I could only deeply admire.

帶入談話當中，讓我深感欽佩。

Yet, frankly, in other circumstances, it turned out differently.

坦白說，在其他 情況下結果就很不一樣。

And people were clearly not mentally or culturally ready for a life abroad.

這些人很顯然在心理上或文化上 還沒有準備好接受國外的生活。

Over time, I personally learned to check my own biases at the door,

隨時間，我個人學會了 先檢查我自己的偏見，

and I'm still working on it.

我還在努力中。

But let me give you an example.

但讓我舉個例，當有人寫信給我時 稱我為「尊鑒 」或「博士」，

When people address me by email, as "esteemed sir" or "doctor,"

I don't immediately cringe or think that they might not be culturally ready.

我不會馬上畏縮或認為他們可能 在文化上還沒準備好，不會，

No, I learned over time that they only mean it as a sign of respect.

時間久了我便了解到，他們 只是想表達尊重之意。

Yet, let's face it, the culture gap is real

但，讓我們面對現實， 文化差異真的存在，

and it can always help to get some culture coaching.

而尋求文化指導向來都會有所幫助。

In fact, I'm a culture coach myself, sometimes in my own family.

事實上，我本身就是文化指導教練， 有時在我家也得扮演這個角色。

幾年前，我的兄弟強納森

So a couple of years ago,

my brother Jonathan was applying for a job in the US

打算要應徵美國的 一個研究科學家職缺。

as a research scientist,

and initially he was struggling just a little bit.

一開始，他有點困擾，

So I took a look at his emails and I could tell he was writing them

於是我讀了他的 電子郵件，我看得出來，

他是用德國心態在寫信。

from a very German mindset.

Let me give you an example.

讓我舉個例子。

他會這樣寫：「親愛的史密斯博士，

He wrote something like, "Dear Dr. Smith,

I am writing to you in relation to my previous letter from April 22.

我寫信給你是想談我先前 在四月二十二日寫的那封信，

I haven't heard a reply from you since."

從那之後你就沒有回覆我。」

True story.

真實故事。

It's not just too formal,

它不只是太正式，

it's borderline rude by American standards,

用美國標準來看有點接近無禮，

even though in Germany, believe it or not, you still might get away with it.

雖然，在德國，

信不信由你，你可能 仍然可以僥倖過關。

So I told him to rewrite his emails in a more global standard.

所以我請他把信寫得 更符合全球標準，類似：

Something like "Dear John, I hope you had a great weekend.

「親愛的約翰，希望 你週末過得很愉快。

I'm following up on my blah blah blah."

我正在追蹤我先前的點點點點。」

You get the message.

你懂我的意思。

And with that, and because it’s great, he got the job.

這麼做之後，且因為寫得很好，

他應徵上了。

And what's so unique about this

這個例子的獨特之處在於 他並不需要學習新技能，

is he did not have to learn a new skill, spending years on it.

那要花上數年，

他只是需要有人點出他在表達自己時

All that it took was somebody pointing out to him

the small but significant changes in the way he presented himself.

需要做哪些微小但重要的改變。

And now, after a couple of years, he's a great culture coach himself.

幾年之後的現在，

他自己也成了很棒的文化指導教練。

And in fact, I think that is something we can all aspire to.

事實上，我認為那是

我們都能追求的目標。

Because migration is indeed one

因為移民確實是我們人生中 一個重大的機遇。

of the great possibilities of our lifetimes.

One that we can all contribute to

我們都能有所貢獻的機遇，

and one that clearly has in business

且在商業領域中，這種機遇 顯然有所謂的「先行者優勢」。

so-called "first mover advantage."

And that's why I predict that companies who embrace the most global,

那就是為什麼我預測，如果企業

能夠擁抱史上最全球化、 教育程度最高的世代，

most educated generation ever,

they will win in the marketplace,

這些企業就能在市場上勝出，

while others who still stand on the sidelines, they won't.

只是旁觀的那些企業，則無法。

I call that global talent advantage,

我稱之為全球人才優勢，

and it applies as much to companies as it does to entire countries.

它不僅適用在企業上， 也適用在整個國家上。

I think it's time that we change perspective

我認為現在該是我們 改變觀點的時候了，

and see migrants not as a threat or as a burden,

不要再把移民視為威脅或負擔，

but as an opportunity.

把他們視為機會，

An opportunity to build more vibrant and innovative nations,

讓國家變得更有 活力和創新力的機會，

and also an opportunity to do our little share

也是讓我們盡自己一份 小小心力，為全人類讓世界

to make the world a better place for all.

變得更好的機會。

Thank you.

謝謝。