要说2022年最明显的一个特征，那就是对始料未及之事的见惯不怪。就在各大企业因为新冠疫情的至暗时刻行将结束而松一口气时，俄乌冲突爆发。随后夏季来临，不幸的是，全球气候变化纪录屡屡刷新，从不断高企的气温一直到海平面的上升，而第四季度又出现了通胀的不断恶化。数字化转型网szhzxw.cn
遗憾的是，2023年也不大可能好到哪去。
从《财富》杂志与20多名首席执行官的对话来看，有一件事情是明确的：2023年的道路将充满崎岖，因此一定要系好安全带。数字化转型网szhzxw.cn
2022年的流行词，例如远程办公和弹性工作制度，感觉与战争、衰退和全球动荡所带来的挑战毫无关联，然而可以确定的是，尽管人们无法控制影响其业务的外部动荡，但依然能够控制自己的应对举措。
一、“退休返聘潮”与代际冲突数字化转型网szhzxw.cn
随着能源、抵押贷款偿还和食品成本的不断增长，越来越多的老龄工作者无法承受退休带来的成本，并因此改变了自己的退休计划，一些退休人员甚至选择返回工作岗位。数字化转型网szhzxw.cn
Royal London的研究显示，在原本可以于未来五年里退休的人群中，有三分之一的人正在出于生活成本危机而调整其计划。数字化转型网szhzxw.cn
英国猎头公司Reed的首席执行官兼董事长詹姆斯·里德表示，尽管各大企业招聘50岁以上员工的现象成为了“令人鼓舞的趋势”，但管理者必须首先在招聘和留用的过程里克服年龄偏见。数字化转型网szhzxw.cn
“企业不应该轻视年长员工所拥有的技能，其中包括与众不同但却十分宝贵的职场决策洞察力以及大量的经验。年长员工是无价的，而且各大公司应该思考如何创造性地去吸引这一群体。”
要做到这一点，企业可能需要摒弃当前的筛选流程或冗长的在线申请手续，因为这些可能会让年长员工深感“不便”。
管理者还表达了对跨代际劳动力的担心，因为在公司迎接退休返聘员工之际，Z一代已然成为了职场的主力军。
管理者有必要采取不同的沟通方式，并营造一种尊重相反观点的文化，以避免在2023年出现任何代际冲突。数字化转型网szhzxw.cn
二、短期解决方案
沃尔夫奥林斯公司（Wolff Olins）的全球首席执行官塞拉·阿什曼警告说：“在充满不确定性的时期，人们往往会回归令其感到熟悉、此前行之有效的老路数。”
除了她之外，不少人都担心全球衰退将导致企业陷入停滞状态，并选择能够在短期内奏效的方案而不是创新。
作家、策略咨询公司Next Big Thing的首席执行官威尔·海厄姆对此表示同意，他说：“我担心，无论是应对内忧还是外患，大量企业在今年将专注于短期内可以奏效的办法。”他还指出：“在长期危机中，度日如年的企业采取这一举措也是很正常的事情。”
管理者往往会缩减在技术驱动型创新方面的投入，或者换一个方向，也就是在短期内以牺牲工作岗位为代价来引入科技。
不过，在做出任何大幅裁员之前，管理者最好先弄清楚将资金用在何处才最符合公司的长期愿景。
如果管理者在短期内未能谨慎平衡管理成本并为其股东交付公允回报，而是将自身未来和业务策略实施寄托于豪赌，他们最后就会发现，自己有可能会面临不必要的审查，而且可能会因此丢掉饭碗。
三、平衡ESG带来的成本增长数字化转型网szhzxw.cn
很多企业在新冠疫情期间做出了ESG（环境、社会和公司治理）承诺，因此我们经常看到，很多首席执行官都担心如何在经济下行时期恪守这些承诺。
削减成本、减少环境影响的双重压力意味着管理者们得花小钱办大事。
正因为如此，包括IBM总经理兼欧洲、中东、非洲地区董事长安娜·宝拉·阿西斯在内的一部分领导者，建议各大公司通过科技手段来节省资金，并实现可持续运营。数字化转型网szhzxw.cn
她说：“通过投资诸如IT基础设施自动化和现代化等技术，各大公司可以提升效率，并围绕循环供应链、合理的能源转型和消费者赋能，制定相关动议。”
制造商Tharsus Group的首席执行官乔尼·劳塔沃里回应道，借助“在灵活自动化领域的合适投资”，各大企业能够更好地实施长期策略，并在全球范围内开展竞争。关于这一点，他还指出，可持续性和生产力是“关键”。
与此同时，那些因为经济逆境而放弃其ESG准则中公司治理理念的雇主也不会得到雇员（消费者）的原谅。数字化转型网szhzxw.cn
气候投资公司Subak的首席执行官阿马利·德·阿尔维斯称：“有鉴于生活成本的增加以及持续的招聘难问题，要做到这一点尤为困难。”
致力于目标驱动型承诺可能小到在“大辞职潮”（The Great Resignation）期间保留办公区域早餐厅，大到像涨薪这类更加严肃的事情，以更好地应对生活成本的增长。数字化转型网szhzxw.cn
像阿尔维斯这样的首席执行官敏锐地意识到，以人为本的举措很难跟得上“运营成本增加以及消费者购买意愿低迷这一大环境”的步伐。
与公司一样，员工自身也在削减开支，而且也在经历其低谷期，但如果雇主不愿意为员工提供这方面的缓冲，那么一些雇员则甘愿离职。
翻译：数字化转型网szhzxw.cn
If one of the most striking features of 2022 is its familiarity with the unexpected. Just as companies were breathing a sigh of relief that the darkest hour of the coronavirus pandemic was coming to an end, the conflict between Russia and Ukraine erupted. Then came summer, and, unfortunately, the world’s record for climate change, from rising temperatures to rising sea levels, was punctuated by worsening inflation in the fourth quarter.
Unfortunately, 2023 is unlikely to be much better.
One thing is clear from conversations Fortune has had with more than 20 ceos: 2023 is going to be a bumpy road, so buckle up.
The buzzwords of 2022, such as telecommuting and flexible working, feel disconnected from the challenges posed by war, recession and global turmoil, but what is certain is that while people cannot control the external turmoil affecting their business, they can still control how they respond.
The “tide of rehiring after retirement” and intergenerational conflict数字化转型网szhzxw.cn
With rising costs of energy, mortgage payments and food, more older workers are making changes to their retirement plans, and some are even returning to work.数字化转型网szhzxw.cn
A third of those who could have retired in the next five years are adjusting their plans because of the cost of living crisis, according to research by Royal London.
James Reed, chief executive and chairman of Reed, the UK-based headhunting firm, said that while there was an “encouraging trend” for companies to hire over 50, managers must first overcome age bias in recruitment and retention.
“Organisations should not underestimate the skills that older workers have, which include distinctive but valuable insight into workplace decision-making and a wealth of experience. Older workers are invaluable, and companies should be thinking creatively about how to attract this group.”
To do so, companies may need to move away from current screening processes or lengthy online applications that can be “inconvenient” for older workers.
Managers also express concern about a cross-generational workforce, as Generation Z becomes a major force in the workforce as companies welcome workers back from retirement.
Managers need to communicate differently and foster a culture that respects opposing views to avoid any intergenerational conflict in 2023.
Short-term solutions数字化转型网szhzxw.cn
Sierra Ashman, global chief executive of Wolff Olins, warns:. “In times of uncertainty, people tend to fall back on familiar old patterns that have worked before.”数字化转型网szhzxw.cn
She is not alone in worrying that the global recession will cause companies to stall and opt for short-term solutions rather than innovate.
Will Higham, author and chief executive of strategy consultancy Next Big Thing, agrees, saying:. “I worry that a lot of companies this year will focus on what works in the short term. Whether dealing with internal or external problems.” He also pointed out, It is not unusual for a company to take such a step in a prolonged crisis.数字化转型网szhzxw.cn
Managers tend to scale back on technology-driven innovation. Or go the other way, introducing technology at the expense of jobs in the short term.
But before making any drastic cuts, managers would do well to figure out where the money is best spent in line with the company’s long-term vision.
If managers fail to balance management costs carefully and deliver fair returns to their shareholders in the short term, instead placing huge bets on their future and the implementation of their business strategy, they may end up facing unnecessary scrutiny and possibly losing their jobs as a result.
Balance the cost growth brought by ESGs
Many companies have made ESG (environmental, social and corporate governance) commitments during the COVID-19 pandemic. So we often see ceos worried about how to keep those commitments during the economic downturn.
The dual pressure to cut costs and reduce environmental impact means managers have to do more with less.数字化转型网szhzxw.cn
That’s why some leaders, including Anna Paula Assis, IBM’s general manager and chairman for Europe. The Middle East and Africa, are advising companies to turn to technology to save money and become sustainable.
“By investing in technologies such as automation and modernization of IT infrastructure, companies can increase efficiency and create initiatives around circular supply chains, rational energy transition and consumer empowerment,” she said.数字化转型网szhzxw.cn
Jony Rautavori, CEO of manufacturer Tharsus Group, responded that with “the right investments in flexible automation”, companies are better able to implement long-term strategies and compete globally. In this regard, he also noted that sustainability and productivity are “key”.
At the same time, employers who abandon the corporate governance concept of their ESG code because of economic adversity will not be forgiven by employees (consumers).
“This is particularly difficult given the rising cost of living and ongoing recruitment difficulties.” Said Amali de Alves, CEO of climate investment firm Subak.数字化转型网szhzxw.cn
A goal-driven commitment can range from something as small as retaining The breakfast in the office area during “The Great Resignation” to something more serious like a pay rise to better cope with rising living costs.
Chief executives such as Mr Alves are acutely aware that people-centred initiatives struggle to keep pace with “an environment of rising operating costs and low consumer willingness to buy”.数字化转型网szhzxw.cn
Workers themselves, like companies, are cutting back and going through their lows. But if employers are not willing to provide that cushion, some employees are willing to leave.数字化转型网szhzxw.cn
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：财富中文网，作者：Orianna Rosa Royle；编辑/翻译：数字化转型网宁檬树。
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