21世纪的人力资源管理从根本上存在一个悖论：雇主必须要培养高情商的员工，同时还要求他们知道怎么造机器人，怎么和机器人一起工作。

“情商比智商重要得多。”思科加拿大公司的总裁罗拉·达格尔在上周于蒙特利尔举办的《财富》最具影响力的商界女性全球论坛上说。“科技是工具，可以让人们抵达想去的地方，但真正推动变革的仍然是人类。”她还说，而且未来的员工要准备好和机器人一起工作。

达格尔说，至少在加拿大，学术界、政府和商界缺乏协作，没能让未来的职场主力军掌握应当拥有的技能。她说，正因为如此，有时她不得不从国外招人。

但汤森路透公司（Thomson Reuters）主管科技的全球董事总经理艾丽克斯·帕拉迪诺却说，吸引汤森路透进军加拿大的正是其国内的科技人才。她解释道，去年汤森路透宣布把总部迁往多伦多，因为那有多所知名大学，是人工智能和计算机研究的中心。“要把力量集中到拥有创新型人才的地区。”帕拉迪诺说。

加拿大退休金计划投资委员会的高级总经理兼人才办公室主任玛丽·苏利文说，在她们委员会里，“最难的是如何在已经很复杂的人员构成中加入机器的角色。”

苏利文用“80-18-2”的理论来解释她所说的“复杂”：在组织中，80%的员工是组织的中流砥柱，18%的人会进行小规模创新，2%会推动大范围创新。其中上述80%的人和2%的人“相处中存在困难” ，她说。“如果还要引入机器人，势必会带来更多挑战。”（财富中文网）

译者：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.”