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21世紀(jì)的人力資源管理從根本上存在一個(gè)悖論：雇主必須要培養(yǎng)高情商的員工,，同時(shí)還要求他們知道怎么造機(jī)器人,，怎么和機(jī)器人一起工作。

“情商比智商重要得多,?！彼伎萍幽么蠊镜目偛昧_拉·達(dá)格爾在上周于蒙特利爾舉辦的《財(cái)富》最具影響力的商界女性全球論壇上說?！翱萍际枪ぞ?，可以讓人們抵達(dá)想去的地方，但真正推動(dòng)變革的仍然是人類,?！彼€說，而且未來的員工要準(zhǔn)備好和機(jī)器人一起工作,。

達(dá)格爾說,，至少在加拿大，學(xué)術(shù)界,、政府和商界缺乏協(xié)作,，沒能讓未來的職場(chǎng)主力軍掌握應(yīng)當(dāng)擁有的技能。她說,，正因?yàn)槿绱?，有時(shí)她不得不從國(guó)外招人。

但湯森路透公司（Thomson Reuters）主管科技的全球董事總經(jīng)理艾麗克斯·帕拉迪諾卻說,，吸引湯森路透進(jìn)軍加拿大的正是其國(guó)內(nèi)的科技人才,。她解釋道，去年湯森路透宣布把總部遷往多倫多,，因?yàn)槟怯卸嗨髮W(xué),，是人工智能和計(jì)算機(jī)研究的中心?！耙蚜α考械綋碛袆?chuàng)新型人才的地區(qū),?！迸晾现Z說。

加拿大退休金計(jì)劃投資委員會(huì)的高級(jí)總經(jīng)理兼人才辦公室主任瑪麗·蘇利文說,，在她們委員會(huì)里,，“最難的是如何在已經(jīng)很復(fù)雜的人員構(gòu)成中加入機(jī)器的角色?！?/p>

蘇利文用“80-18-2”的理論來解釋她所說的“復(fù)雜”：在組織中,，80%的員工是組織的中流砥柱，18%的人會(huì)進(jìn)行小規(guī)模創(chuàng)新,，2%會(huì)推動(dòng)大范圍創(chuàng)新,。其中上述80%的人和2%的人“相處中存在困難” ，她說,?！叭绻€要引入機(jī)器人，勢(shì)必會(huì)帶來更多挑戰(zhàn),?！保ㄘ?cái)富中文網(wǎng)）

譯者：Agatha

There is a paradox that lies at the heart of running a workforce in the 21st century: Employers must be just as focused on fostering talent that has high emotional intelligence as they are on developing employees who know how to build and work with robots.

“EQ will have IQ for breakfast.” explained Rola Dagher, president of Cisco Canada, at Fortune Most Powerful Women International in Montreal last week. “Technology is an enablement tool to get you to where you need to be, but people are still the transformers.” And yet, she added, the next generation of workers also needs to be prepared to work alongside robots.

Dagher said that at least in Canada, there’s a lack of collaboration between academia, government, and businesses in terms of preparing the workforce of the future with the right set of skills. As a result, she’s sometimes forced to go outside the country to recruit, she said.

But for Alex Paladino, global managing director, head of technology for Thomson Reuters, Canada’s tech talent drew her company to the country. Last year Thomson Reuters announced that it was moving its headquarters to Toronto—a city with great universities, and a center of AI and computing, she explains. “Focus on where you can find innovative talent.” Paladino says.

Mary Sullivan, senior managing director and chief talent officer of Canada Pension Plan Investment Board, said that within her organization, “It’s about the integration of machines into an already complex group of people.”

Sullivan explains that complexity through a ration of 80-18-2: Eighty percent of employees are the engine of the organization, 18% do small innovations, and 2% do big innovations. The 80% and the 2% have a “hard time co-existing,” she says. “Enter into that the introduction of technology, and it can create some challenges.”