渣打集團行政總裁宣佈新人手措施，他形容，措施並非減成本，而是利用財務支出取代低增值的人力資源：
🎯目標1：以財務支出取代低增值的人力資源
時間：2030年前
行動：將後勤支援部門員工數目削減15%，相關職能會藉着引入人工智能(AI)和自動化方式替補
受影響部門：受影響部門包括人力資源、風險和合規
解讀：所謂「以財務支出取代低增值的人力資源」，表示集團未來打算將原本用於支付人才薪金及福利的資金，轉而投資於AI及科技，認為投資科技的回報將比投資人才更高。
🎯目標2：提高每名員工貢獻的收入約兩成
時間：2028年內
行動：引入人工智能(AI)和自動化方式，為員工提供再培訓
受影響部門：所有部門
解讀：所謂「提高每名員工貢獻的收入約兩成」，表示集團認為每位員工於使用AI或自動化工具後可以提升個人生產力至120%。
💡什麼是最終目的？
雖然標榜「措施並非減成本」，但兩項目標相輔相成下，的確為集團另一目標：「致力在2028年把成本收入比降低至57%」作出了貢獻。
😏「Cut左cost先，唔得先請番囉！」可能是他們心裡的OS
華爾街產業分析師預測人工智慧和自動化將導致多達20萬個工作消失。世界經濟論壇報告稱，到2030年，全球41%的雇主將因僱員技能過時而裁員。但有調查發現，在因AI而裁員的三分之一受訪領導者中，超過一半（57%）表示他們開始質疑當初的決定。例如，一家金融科技公司在一年前聲稱其AI聊天機器人可以取代700名客服人員的工作，如今卻重新聘用了這些員工與AI合作，將人工智慧的速度與人類的同理心相結合，以提供更好的客戶服務。
歷史雖然指引我們，單純追求生產力、節省成本而非提高質量的目標並不長遠，但眾多企業卻始終對短期利益樂此不疲。
The CEO of Standard Chartered Group announced a new workforce strategy. He described the move not as a traditional cost-cutting exercise, but rather as using financial expenditure to replace low-value-added human resources:
🎯 Goal 1: Replace Low-Value Human Capital with Financial Expenditure
Timeline: By 2030
Action: Reduce back-office support staff by 15%, with affected functions being replaced by Artificial Intelligence (AI) and automation.
Affected Departments: Human Resources, Risk, and Compliance.
Takeaway: The so-called “replacing low-value human resources with financial expenditure” means the Group intends to redirect funds originally allocated for talent salaries and benefits into AI and technology, betting that the return on tech investment will outperform investment in human talent.
🎯 Goal 2: Increase Revenue Contribution Per Employee by Around 20%
Timeline: Within 2028
Action: Introduce AI and automation tools while providing reskilling programs for employees.
Affected Departments: All departments.
Takeaway: The target to “increase revenue contribution per employee by around 20%” signals management’s belief that after adopting AI or automation tools, every remaining employee can boost their individual productivity to 120%.
💡 What is the Ultimate Goal?
Although management claims “the measure is not about cutting costs,” these two goals go hand in hand to directly drive another key corporate target: “committing to lower the cost-to-income ratio to 57% by 2028.”
😏 “Let’s cut costs first; if it doesn’t work, we can always rehire them!” — This might be their actual inner OS.
Wall Street industry analysts predict that AI and automation will wipe out up to 200,000 jobs. A World Economic Forum report also states that by 2030, 41% of employers worldwide plan to lay off workers due to skill obsolescence.
However, surveys reveal that among the one-third of business leaders who laid off staff due to AI, more than half (57%) are now questioning their initial decision.
For instance, a prominent fintech company claimed a year ago that its AI chatbot could replace 700 customer service agents. Today, they have rehired those employees to work alongside AI, combining the speed of artificial intelligence with human empathy to deliver better customer service.
History repeatedly shows us that blindly chasing productivity and cost savings over service quality is unsustainable in the long run. Yet, many enterprises remain completely hooked on short-term gains.
Deloitte Insights https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html