那年今日【11月27日】
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    WORKDAY预计2016年营收低於市场预估,早盘股价下挫 路透11月25日 - 人力资源软件生产商WORKDAY (WDAY.N) 预计,2016会计年度营收低於市场预估;另外第四季营收预估暗示,在截至明年1月的本会计年度,营收将大约增长66-67%,远低於2014会计年度增长的71%。 包括高盛在内的至少六家券商,将WORKDAY目标价预估最多下调10美元,至90美元,目标价预估中值为100美元。 在周二早盘交易中,WORKDAY股价下挫4.9%,报87.87美元,最新市值162亿美金。     附录: Workday Announces Fiscal 2015 Third Quarter Financial Results     PLEASANTON, CA--(Marketwired - Nov 24, 2014) - Workday, Inc. (NYSE: WDAY), a leader in enterprise cloud applications for finance and human resources, today announced results for the fiscal third quarter ended October 31, 2014. Total revenues were $215.1 million, an increase of 68% from the third quarter of fiscal 2014. Subscription revenues were $164.4 million, an increase of 75% from same period last year. Operating loss was $51.5 million, or negative 23.9% of revenues, compared to an operating loss of $40.4 million, or negative 31.6% of revenues, in the same period last year. Non-GAAP operating loss for the third quarter was $2.9 million, or negative 1.4% of revenues, compared to a non-GAAP operating loss of $19.9 million last year, or negative 15.6% of revenues.1 Net loss per basic and diluted share was $0.33, compared to a net loss per basic and diluted share of $0.27 in the third quarter of fiscal 2014. The non-GAAP net loss per basic and diluted share for the third quarter was $0.03, compared to a non-GAAP net loss per basic and diluted share of $0.12 during the same period last year.1 Operating cash flows for the third quarter were $41.0 million and free cash flows were $13.3 million. For the trailing twelve months, operating cash flows were $88.5 million and free cash flows were a negative $4.8 million.2 Cash, cash equivalents and marketable securities were approximately $1.8 billion as of October 31, 2014. Unearned revenue was $508.1 million, a 44% increase from last year. "We had a strong third quarter and saw increasing customer demand globally," said Aneel Bhusri, co-founder and CEO, Workday. "We also welcomed a record number of customers to our eighth annual customer conference, Workday Rising, where we announced our newest suite of applications, Workday Insight Applications, to deepen the value our customers gain with one system in the cloud for finance and human resources." "We are very pleased with our solid third quarter results," said Mark Peek, chief financial officer, Workday. "We generated record quarterly revenues and trailing twelve month operating cash flows. Looking ahead, we anticipate fourth quarter total revenues to be within a range of $219 and $222 million, or growth of 54% to 56% as compared to the prior year." Recent Highlights Workday held its eighth annual customer conference, Workday Rising, bringing together more than 4,500 members of the Workday community for education and collaboration in San Francisco. Workday introduced Workday Insight Applications, a new suite of applications that will use the power of advanced data science and machine learning algorithms to help customers make smarter financial and workforce decisions. Workday is scheduled to make select Workday Insight Applications generally available to customers in calendar year 2015. Workday Financial Management momentum continued as the company surpassed the 100-customer milestone. Additionally, in its latest feature release, Workday 23, Workday unveiled Composite Reporting, an advanced reporting tool, as well as industry-specific functionality to further address the finance needs of large organizations. Workday plans to host a conference call today to review its third quarter financial results and to discuss its financial outlook. The call is scheduled to begin at 2:00 p.m. PT/ 5:00 p.m. ET and can be accessed via webcast or through the company's Investor Relations website atwww.workday.com/investorrelations. The webcast will be available live, and a replay will be available following completion of the live broadcast for approximately 45 days. 1 Non-GAAP operating loss and net loss per share for the fiscal third quarters of 2015 and 2014 exclude share-based compensation, employer payroll taxes on employee stock transactions and debt discount and issuance costs associated with convertible notes, and for the fiscal third quarter of 2015, also exclude amortization expense for acquisition-related intangible assets. See the section titled "About Non-GAAP Financial Measures" in the accompanying financial tables for further details. 2 Free cash flows are defined as operating cash flows minus capital expenditures, assets acquired under a capital lease and purchased other intangible assets. See the section titled "About Non-GAAP Financial Measures" in the accompanying financial tables for further details. About Workday Workday is a leading provider of enterprise cloud applications for finance and human resources. Founded in 2005, Workday delivers financial management, human capital management, and analytics applications designed for the world's largest companies, educational institutions, and government agencies. Hundreds of organizations, ranging from medium-sized businesses to Fortune 50 enterprises, have selected Workday. Use of Non-GAAP Financial Measures Reconciliations of non-GAAP financial measures to Workday's financial results as determined in accordance with GAAP are included at the end of this press release following the accompanying financial data. For a description of these non-GAAP financial measures, including the reasons management uses each measure, please see the section of the tables titled "About Non-GAAP Financial Measures." Forward-Looking Statements This press release contains forward-looking statements including, among other things, statements regarding Workday's fourth quarter revenue projections. The words "believe," "may," "will," "estimate," "continue," "anticipate," "intend," "expect," and similar expressions are intended to identify forward-looking statements. These forward-looking statements are subject to risks, uncertainties, and assumptions. If the risks materialize or assumptions prove incorrect, actual results could differ materially from the results implied by these forward-looking statements. Risks include, but are not limited to: (i) breaches in our security measures, unauthorized access to our customers' data or disruptions in our data center operations; (ii) our ability to manage our growth effectively; (iii) competitive factors, including but not limited to pricing pressures, industry consolidation, entry of new competitors and new applications and marketing initiatives by our competitors; (iv) the development of the market for enterprise cloud services; (v) acceptance of our applications and services by customers; (vi) adverse changes in general economic or market conditions; (vii) delays or reductions in information technology spending; (viii) our limited operating history, which makes it difficult to predict future results; and (ix) changes in sales may not be immediately reflected in our results due to our subscription model. Further information on risks that could affect Workday's results is included in our filings with the Securities and Exchange Commission (SEC), including our Form 10-Q for the quarter ended July 31, 2014 and our future reports that we may file with the SEC from time to time, which could cause actual results to vary from expectations. Workday assumes no obligation to, and does not currently intend to, update any such forward-looking statements after the date of this release. Any unreleased services, features, or functions referenced in this document, our website or other press releases or public statements that are not currently available are subject to change at Workday's discretion and may not be delivered as planned or at all. Customers who purchase Workday services should make their purchase decisions based upon services, features, and functions that are currently available. © 2014. Workday, Inc. All rights reserved. Workday and the Workday logo are registered trademarks of Workday, Inc. All other brand and product names are trademarks or registered trademarks of their respective holders. Workday, Inc. Condensed Consolidated Balance Sheets (in thousands) (unaudited) October 31, 2014 January 31, 2014(1) Assets Current assets: Cash and cash equivalents $ 192,142 $ 581,326 Marketable securities 1,642,517 1,305,253 Accounts receivable, net 118,943 92,184 Deferred costs 19,024 16,446 Prepaid expenses and other current assets 37,120 28,449 Total current assets 2,009,746 2,023,658 Property and equipment, net 116,640 77,664 Deferred costs, noncurrent 18,342 20,797 Goodwill and acquisition-related intangible assets, net 35,079 8,488 Other assets 52,511 45,658 Total assets $ 2,232,318 $ 2,176,265 Liabilities and stockholders' equity Current liabilities: Accounts payable $ 9,610 $ 6,212 Accrued expenses and other current liabilities 34,508 17,999 Accrued compensation 47,510 55,620 Capital leases 4,681 9,377 Unearned revenue 441,324 332,682 Total current liabilities 537,633 421,890 Convertible senior notes, net 484,855 468,412 Capital leases, noncurrent -- 3,589 Unearned revenue, noncurrent 66,807 80,883 Other liabilities 13,807 14,274 Total liabilities 1,103,102 989,048 Stockholders' equity: Common stock 185 181 Additional paid-in capital 1,891,872 1,761,156 Accumulated other comprehensive income 64 269 Accumulated deficit (762,905 ) (574,389 ) Total stockholders' equity 1,129,216 1,187,217 Total liabilities and stockholders' equity $ 2,232,318 $ 2,176,265 (1) Amounts as of January 31, 2014 were derived from the January 31, 2014 audited financial statements. Workday, Inc. Condensed Consolidated Statements of Operations (in thousands, except per share data) (unaudited) Three Months Ended October 31, Nine Months Ended October 31, 2014 2013 2014 2013 Revenues: Subscription services $ 164,403 $ 93,925 $ 431,462 $ 243,454 Professional services 50,667 33,947 130,125 83,618 Total revenues 215,070 127,872 561,587 327,072 Costs and expenses(1): Costs of subscription services 27,426 18,076 73,258 49,333 Costs of professional services 44,363 30,515 121,590 76,711 Product development 85,270 49,349 227,905 126,799 Sales and marketing 80,681 54,051 227,371 136,565 General and administrative 28,796 16,280 76,781 42,970 Total costs and expenses 266,536 168,271 726,905 432,378 Operating loss (51,466 ) (40,399 ) (165,318 ) (105,306 ) Other expense, net (8,047 ) (6,893 ) (21,999 ) (10,628 ) Loss before provision for income taxes (59,513 ) (47,292 ) (187,317 ) (115,934 ) Provision for income taxes 399 242 1,199 593 Net loss $ (59,912 ) $ (47,534 ) $ (188,516 ) $ (116,527 ) Net loss per share, basic and diluted $ (0.33 ) $ (0.27 ) $ (1.03 ) $ (0.68 ) Weighted-average shares used to compute net loss per share, basic and diluted 184,310 174,385 182,770 171,269 (1) Costs and expenses include share-based compensation as follows: Costs of subscription services $ 1,959 $ 783 $ 4,622 $ 1,446 Costs of professional services 4,214 1,559 9,931 2,835 Product development 19,191 7,032 46,796 12,404 Sales and marketing 8,678 4,583 22,807 7,431 General and administrative 12,966 5,726 32,508 12,766 Workday, Inc. Condensed Consolidated Statements of Cash Flows (in thousands) (unaudited) Three Months Ended October 31, Nine Months Ended October 31, 2014 2013 2014 2013 Cash flows from operating activities Net loss $ (59,912 ) $ (47,534 ) $ (188,516 ) $ (116,527 ) Adjustments to reconcile net loss to net cash provided by operating activities: Depreciation and amortization 15,682 9,361 42,679 23,981 Share-based compensation expenses 47,008 19,683 116,664 36,882 Amortization of deferred costs 5,740 3,211 14,113 8,449 Amortization of debt discount and issuance costs 6,083 5,764 18,005 8,554 Other 1,808 86 2,654 256 Changes in operating assets and liabilities, net of business combinations: Accounts receivable (18,598 ) (19,997 ) (27,052 ) (19,674 ) Deferred costs (4,340 ) (5,346 ) (14,236 ) (12,449 ) Prepaid expenses and other assets 1,586 (2,652 ) (8,512 ) (12,794 ) Accounts payable 4,056 1,891 1,603 5,563 Accrued expense and other liabilities 15,271 16,458 1,760 22,720 Unearned revenue 26,658 26,151 94,566 66,509 Net cash provided by operating activities 41,042 7,076 53,728 11,470 Cash flows from investing activities Purchases of marketable securities (454,219 ) (499,787 ) (1,490,404 ) (1,229,488 ) Maturities of marketable securities 368,984 256,240 1,136,456 833,107 Sales of available-for-sale securities -- -- 8,138 -- Business combinations, net of cash acquired -- -- (26,317 ) -- Purchases of property and equipment (27,699 ) (16,757 ) (65,981 ) (48,384 ) Purchase of cost method investment -- -- (10,000 ) -- Other -- -- 1,000 90 Net cash (used in) investing activities (112,934 ) (260,304 ) (447,108 ) (444,675 ) Cash flows from financing activities Proceeds from borrowings on convertible senior notes, net of issuance costs -- -- -- 584,291 Proceeds from issuance of warrants -- -- -- 92,708 Purchase of convertible senior notes hedges -- -- -- (143,729 ) Proceeds from issuance of common stock from employee equity plans 2,615 2,637 20,780 9,312 Principal payments on capital lease obligations (1,123 ) (2,817 ) (8,285 ) (9,505 ) Shares repurchased for tax withholdings on vesting of restricted stock -- (637 ) (8,291 ) (637 ) Other 91 41 151 121 Net cash provided by (used in) financing activities 1,583 (776 ) 4,355 532,561 Effect of exchange rate changes (183 ) 32 (159 ) (54 ) Net increase (decrease) in cash and cash equivalents (70,492 ) (253,972 ) (389,184 ) 99,302 Cash and cash equivalents at the beginning of period 262,634 437,432 581,326 84,158 Cash and cash equivalents at the end of period $ 192,142 $ 183,460 $ 192,142 $ 183,460 Workday, Inc. Reconciliation of GAAP to Non-GAAP Data Three Months Ended October 31, 2014 (in thousands, except per share data) (unaudited) GAAP Share-Based Compensation Other Operating Expenses(2) Amortization of Debt Discount and Issuance Costs Non-GAAP Costs and expenses: Costs of subscription services $ 27,426 $ (1,959 ) $ (13 ) $ -- $ 25,454 Costs of professional services 44,363 (4,214 ) (69 ) -- 40,080 Product development 85,270 (19,191 ) (628 ) -- 65,451 Sales and marketing 80,681 (8,678 ) (485 ) -- 71,518 General and administrative 28,796 (12,966 ) (330 ) -- 15,500 Operating loss (51,466 ) 47,008 1,525 -- (2,933 ) Operating margin (23.9 )% 21.9 % 0.6 % -- (1.4 )% Other expense, net (8,047 ) -- -- 6,083 (1,964 ) Loss before provision for income taxes (59,513 ) 47,008 1,525 6,083 (4,897 ) Provision for income taxes 399 -- -- -- 399 Net loss $ (59,912 ) $ 47,008 $ 1,525 $ 6,083 $ (5,296 ) Net loss per share, basic and diluted (1) $ (0.33 ) $ 0.26 $ 0.01 $ 0.03 $ (0.03 ) (1) Calculated based upon 184,310 basic and diluted weighted-average shares of common stock. (2) Other operating expenses include employer payroll taxes on employee stock transactions and amortization of acquisition-related intangible assets. Workday, Inc. Reconciliation of GAAP to Non-GAAP Data Three Months Ended October 31, 2013 (in thousands, except per share data) (unaudited) GAAP Share-Based Compensation Other Operating Expenses(2) Amortization of Debt Discount and Issuance Costs Non-GAAP Costs and expenses: Costs of subscription services $ 18,076 $ (783 ) $ -- $ -- $ 17,293 Costs of professional services 30,515 (1,559 ) (164 ) -- 28,792 Product development 49,349 (7,032 ) (390 ) -- 41,927 Sales and marketing 54,051 (4,583 ) (87 ) -- 49,381 General and administrative 16,280 (5,726 ) (188 ) -- 10,366 Operating loss (40,399 ) 19,683 829 -- (19,887 ) Operating margin (31.6 )% 15.4 % 0.6 % -- (15.6 )% Other expense, net (6,893 ) -- -- 5,764 (1,129 ) Loss before provision for income taxes (47,292 ) 19,683 829 5,764 (21,016 ) Provision for income taxes 242 -- -- -- 242 Net loss $ (47,534 ) $ 19,683 $ 829 $ 5,764 $ (21,258 ) Net loss per share, basic and diluted (1) $ (0.27 ) $ 0.11 $ -- $ 0.04 $ (0.12 ) (1) Calculated based upon 174,385 basic and diluted weighted-average shares of common stock. (2) Other operating expenses include employer payroll taxes on employee stock transactions. Workday, Inc. Reconciliation of GAAP to Non-GAAP Data Nine Months Ended October 31, 2014 (in thousands, except per share data) (unaudited) GAAP Share-Based Compensation Other Operating Expenses(2) Amortization of Debt Discount and Issuance Costs Non-GAAP Costs and expenses: Costs of subscription services $ 73,258 $ (4,622 ) $ (101 ) $ -- $ 68,535 Costs of professional services 121,590 (9,931 ) (204 ) -- 111,455 Product development 227,905 (46,796 ) (2,098 ) -- 179,011 Sales and marketing 227,371 (22,807 ) (996 ) -- 203,568 General and administrative 76,781 (32,508 ) (688 ) -- 43,585 Operating loss (165,318 ) 116,664 4,087 -- (44,567 ) Operating margin (29.4 )% 20.8 % 0.7 % -- (7.9 )% Other expense, net (21,999 ) -- -- 18,005 (3,994 ) Loss before provision for income taxes (187,317 ) 116,664 4,087 18,005 (48,561 ) Provision for income taxes 1,199 -- -- -- 1,199 Net loss $ (188,516 ) $ 116,664 $ 4,087 $ 18,005 $ (49,760 ) Net loss per share, basic and diluted (1) $ (1.03 ) $ 0.64 $ 0.02 $ 0.10 $ (0.27 ) (1) Calculated based upon 182,770 basic and diluted weighted-average shares of common stock. (2) Other operating expenses include employer payroll taxes on employee stock transactions and amortization of acquisition-related intangible assets. Workday, Inc. Reconciliation of GAAP to Non-GAAP Data Nine Months Ended October 31, 2013 (in thousands, except per share data) (unaudited) GAAP Share-Based Compensation Other Operating Expenses(2) Amortization of Debt Discount and Issuance Costs Non-GAAP Costs and expenses: Costs of subscription services $ 49,333 $ (1,446 ) $ (8 ) $ -- $ 47,879 Costs of professional services 76,711 (2,835 ) (511 ) -- 73,365 Product development 126,799 (12,404 ) (940 ) -- 113,455 Sales and marketing 136,565 (7,431 ) (470 ) -- 128,664 General and administrative 42,970 (12,766 ) (413 ) -- 29,791 Operating loss (105,306 ) 36,882 2,342 -- (66,082 ) Operating margin (32.2 )% 11.3 % 0.7 % -- (20.2 )% Other expense, net (10,628 ) -- -- 8,554 (2,074 ) Loss before provision for income taxes (115,934 ) 36,882 2,342 8,554 (68,156 ) Provision for income taxes 593 -- -- -- 593 Net loss $ (116,527 ) $ 36,882 $ 2,342 $ 8,554 $ (68,749 ) Net loss per share, basic and diluted (1) $ (0.68 ) $ 0.22 $ 0.01 $ 0.05 $ (0.40 ) (1) Calculated based upon 171,269 basic and diluted weighted-average shares of common stock. (2) Other operating expenses include employer payroll taxes on employee stock transactions. Workday, Inc. Reconciliation of GAAP Cash Flows from Operations to Free Cash Flows (A Non-GAAP Financial Measure) (in thousands) (unaudited) Three Months Ended October 31, Nine Months Ended October 31, 2014 2013 2014 2013 GAAP cash flows from operating activities $ 41,042 $ 7,076 $ 53,728 $ 11,470 Capital expenditures (27,699 ) (16,757 ) (65,981 ) (48,384 ) Property and equipment acquired under capital lease -- -- -- (115 ) Free cash flows $ 13,343 $ (9,681 ) $ (12,253 ) $ (37,029 ) Trailing Twelve Months Ended October 31, 2014 2013 GAAP cash flows from operating activities $ 88,521 $ 17,410 Capital expenditures (78,322 ) (57,479 ) Property and equipment acquired under capital lease -- (945 ) Purchase of other intangible assets (15,000 ) -- Free cash flows $ (4,801 ) $ (41,014 ) About Non-GAAP Financial Measures To provide investors and others with additional information regarding Workday's results, we have disclosed the following non-GAAP financial measures: non-GAAP operating loss, non-GAAP net loss per share and free cash flows. Workday has provided a reconciliation of each non-GAAP financial measure used in this earnings release to the most directly comparable GAAP financial measure. The non-GAAP financial measures non-GAAP operating loss and non-GAAP net loss per share differ from GAAP in that they exclude share-based compensation, employer payroll taxes on employee stock transactions, amortization of acquisition-related intangible assets and non-cash interest expense related to our convertible senior notes, as applicable. Free cash flows differ from GAAP cash flows from operating activities in that it treats capital expenditures, assets acquired under a capital lease and purchased other (non-acquisition related) intangible assets as a reduction to cash flows. Workday's management uses these non-GAAP financial measures to understand and compare operating results across accounting periods, and for internal budgeting and forecasting purposes, for short- and long-term operating plans, and to evaluate Workday's financial performance and the ability of operations to generate cash. Management believes these non-GAAP financial measures reflect Workday's ongoing business in a manner that allows for meaningful period-to-period comparisons and analysis of trends in Workday's business, as they exclude expenses that are not reflective of ongoing operating results. Management also believes that these non-GAAP financial measures provide useful information to investors and others in understanding and evaluating Workday's operating results and future prospects in the same manner as management and in comparing financial results across accounting periods and to those of peer companies. Additionally, management believes information regarding free cash flows provides investors and others with an important perspective on the cash available to make strategic acquisitions and investments, to fund ongoing operations and to fund other capital expenditures. Management believes excluding the following items from the most directly comparable GAAP measures is useful to investors and others in assessing Workday's operating performance due to the following factors: Share-based compensation. Although share-based compensation is an important aspect of the compensation of our employees and executives, management believes it is useful to exclude share-based compensation in order to better understand the long-term performance of our core business and to facilitate comparison of our results to those of peer companies. For restricted share awards, the amount of share-based compensation expenses is not reflective of the value ultimately received by the grant recipients. Moreover, determining the fair value of certain of the share-based instruments we utilize involves a high degree of judgment and estimation and the expense recorded may bear little resemblance to the actual value realized upon the vesting or future exercise of the related share-based awards. Unlike cash compensation, the value of stock options and the Employee Stock Purchase Plan, which is an element of our ongoing share-based compensation expenses, is determined using a complex formula that incorporates factors, such as market volatility and forfeiture rates, that are beyond our control. Other Operating Expenses. Other operating expenses included employer payroll taxes on employee stock transactions for the three and nine months ended October 31, 2014 and 2013 and amortization of acquisition-related intangible assets for the three and nine months ended October 31, 2014. The amount of employer payroll taxes on share-based compensation is dependent on our stock price and other factors that are beyond our control and do not correlate to the operation of the business. For business combinations, we generally allocate a portion of the purchase price to intangible assets. The amount of the allocation is based on estimates and assumptions made by management and is subject to amortization. The amount of purchase price allocated to intangible assets and the term of its related amortization can vary significantly and are unique to each acquisition and thus we do not believe it is reflective of the ongoing operations. Amortization of debt discount and issuance costs. Under GAAP, we are required to separately account for liability (debt) and equity (conversion option) components of the convertible senior notes that were issued in private placements in June 2013. Accordingly, for GAAP purposes we are required to recognize the effective interest expense on our convertible senior notes and amortize the issuance costs over the term of the notes. The difference between the effective interest expense and the contractual interest expense and the amortization expense of issuance costs are excluded from management's assessment of our operating performance because management believes that these non-cash expenses are not indicative of ongoing operating performance. Management believes that the exclusion of the non-cash interest expense provides investors an enhanced view of the company's operational performance. Additionally, we believe that the non-GAAP financial measure, free cash flows, is meaningful to investors because we review cash flows generated from or used in operations after deducting capital expenditures, whether purchased or leased, and purchased other intangible assets, due to the fact that these expenditures are considered to be an ongoing operational component of our business. This provides an enhanced view of cash available to make strategic acquisitions and investments, to fund ongoing operations and to fund other capital expenditures. The use of non-GAAP operating loss and net loss per share has certain limitations as they do not reflect all items of income and expense that affect Workday's operations. Workday compensates for these limitations by reconciling the non-GAAP financial measures to the most comparable GAAP financial measures. These non-GAAP financial measures should be considered in addition to, not as a substitute for or in isolation from, measures prepared in accordance with GAAP. Further, these non-GAAP measures may differ from the non-GAAP information used by other companies, including peer companies, and therefore comparability may be limited. Management encourages investors and others to review Workday's financial information in its entirety and not rely on a single financial measure. Contact: Investor Relations Michael Haase (925) 951-9005 Michael.Haase@Workday.com Media Eric Glass (415) 432-3056 Eric.Glass@Workday.com 复制去Google翻译翻译结果
    资讯
    2014年11月27日
  • 观点
    移动互联时代看问答网站如何“老树发新芽” 科技领域的自我危机意识是非常强的,问答网站亦是如此,在走向“自我救赎”的这条路上,问答网站还是做出了许多创新的,而这些创新正是在改变着问答网站面临的几大问题。 众人利用自己的盈余时间来制造的信息成就了如今的百度知道、360问答、搜狗问问,但是随着时间的沉淀,连搜索引擎都在成长,问答网站还在原地踏步,是时候要进步和创新了。     我曾发表的文章《问答网站总体的态势,已不复当年的英姿》一文中分析过问答网站的问题,一个是信息的臃肿,另一个是信息的真假。科技领域的自我危机意识是非常强的,问答网站亦是如此,在走向“自我救赎”的这条路上,问答网站还是做出了许多创新的,而这些创新现在也成为问答网站面临的几大问题。       创新一:“机器”与人协同参与问答   从来没有任何一个工具或平台,能够像互联网这样,让众多人开放的向平台提供自己拥有的知识,如“G41的路线是什么”、“北京地区的邮编”、“郭静的互联网圈是谁在运营的”等等,在传统的渠道中,即使能同时笼络几万名专家,将他们的知识贡献出来,相对于全世界60亿人口来说,这几万人所拥有的知识是有限的,互联网的协同作用,让全世界的用户都可以来提供自己所知道的知识。詹姆斯·索洛维基在《群众的智慧》中强调,   在某种意义上,一大群人比专家更智慧。 问答网站向所有的用户开放,A用户提问,B、C、D等更多的用户来参与回答,整个过程中,都是用户占据着主角。平台方在做的是,对问答的审核,避免虚假信息和广告乱入。而这样的后果就是平台方再也找不到正常的问答信息了。问答网站现有的反作弊机制要比早期的“全面开放”式强大的多,基本上涉及广告就有可能被删除,至于各类包含推广链接、电话、QQ号等信息是无法提交的。     群体的力量是巨大的,从百度知道上272664310个问题到344851956个问题,也仅仅只过了5个月而已,问题量却增加了72187646个。数量在一定时候是有用的,而在一定时候是没用的,比如问题的答案,一个正确答案要比十万个用户贡献的无用的答案有效的多。用户对问答网站的需求是什么?是正确的答案,而不是数十万个无用的答案。     在问答网站的创新过程中,“机器”是参与到了问答结果当中的,甚至说“机器”是知道答案的,是理解答案的,网站后台的技术人员肯定不懂这些问题,他们只能通过算法、信息的处理能力以及各种技术来理解答案,人工的作用是技术,真正起决定性关键的是“机器”的力量。     举一个例子,以前用户问“昆山哪里有好吃的”,问答网站会给用户推荐一系列相关用户的回答来告诉用户“昆山哪里有好吃的”,而现在机器通过对一定数量的“答案”进行分析,再按照其他用户的推荐以及点赞等,分析出哪些才是真正好吃的。不再仅仅只是用户单纯的将内容贡献出来,“机器”是与人一起协同参与问答过程,让答案更直接,而这个就是用户想要的。     创新二:做“先知”   它们就像“先知”一样,提前知道问题的答案,直接给用户提供答案,机器参与的深层次价值体现出来了。以前的问答网站是“死”的,有人问,有人回答,系统将双方的信息实时展出就可以了。现在不同,系统通过对海量的问答信息进行处理,分析出“正确”的答案。     如在百度上提问“鸡蛋能生吃吗”?系统会通过对定量的问答信息进行分析处理,同时告诉用户有多少人认为能吃,有多少人认为不能吃,问题的答案是基于众多用户共同参与答案的结果,并不是某一个或几个用户的参与结果。事实上,众人参与的结果,往往准确率要高很多。     内容如果仅仅只是内容,平台的价值就非常有限,它只是一个工具而已。而当内容变成问答网站的产物,这些问答的内容价值将会非常大。问答网站已经开始在向着“先知”的路线走,它们就是答案。     当然,做“先知”的基础是,问答的内容得积累到一定数量,如果数量不够,就很难做到对问题得结果进行分析,就更别提针对特别内容给出相应的支持或反对的人数了。       创新三:制造优质内容   百度知道推出了知道行家和知道日报栏目,搜狗问问也推出了问问专家频道。大部分普通用户拥有的知识数量和质量是有限的,问一些简单的问题,他们可能会知道,但是一些专业的问题,他们很难加入进来,互联网并不仅仅需要大量的普通内容,也需要有深度内容、高质量的内容。     知道日报集结了一些优质的内容答案,并结合PC端和移动端进行呈现,内容开始进入新的时期。知道日报这样做,既保证了大量用户的普通问答内容,又保证优质内容能够实时进入到平台上来。     众人协同的作用创造了百度知道、搜狗问问等,但是这些内容的质量是参差不齐的,现在问答网站开始往问答质量方向走,并不仅仅停留在数量上面,这是一种质的提升。       创新四:跳出问答网站之外   关于APP这一形态的生死问题,各方的看法不一,但是从当前移动互联网的产品形态来看,APP是最好的形态,微网站无法承载产品的诸多功能和用户需求。     百度知道、搜狗问问、360问答目前都推出了APP产品,当然,走的最快的当属百度知道,其APP版本已经达到了5.0,更是喊出了“不止于知识”的口号,目前安卓和IOS版本都有。搜狗问答的移动端产品叫“问问”,安卓和IOS版本都有。360问答的APP叫做“360问答”,目前仅有安卓版本。     移动端的产品形态和PC端有着很大的区别的,在这方面几大问答网站的APP是做出了很大创新的。纵观其APP的几种形态,都是跳出了问答网站之外来做,并不仅仅只是问答网站,还有更多的内容,这在用户粘性方面有很大作用。下面,看一下几大APP所做的创新:     1.匿名问答。答网站的APP在这方面结合了匿名社交应用的特性,用户可以在APP上匿名进行各种提问,APP专门开发出这一特殊专区,将所有的匿名问答都集中在一起,这个和匿名社交应用是非常非常类似的。用户可对匿名问答进行回答或者点击红心,社交元素的加入,让问答网站的APP并不仅仅只是限于问答知识了。     2.日报。和微信公众号相似的是,问答网站的移动端也推出了含有媒体属性的内容,“问问”上叫“问问日刊”,百度知道上叫“知道日报”。通过每天向用户推送一定量的高质量内容,让用户并不仅仅限于停留在问答这一层面上,还能通过它们获取一定量的知识。     3.优化问答质量。智能手机让各个PC端的互联网产品有“红利”的契机,语音这一介质不仅仅推动了移动社交工具的发展,同时也推动了问答APP的发展。PC端用户所能提问的介质仅仅为文字和图片,而移动端用户可以直接通过语音来提问。     当前的问答APP在语音介质的功能上还是很初级的,仅仅只限制于对语音的识别,其回答结果还是文字功能。其中360问答直接是语音录入,系统将录入的内容进行识别,而“问问”则是直接对语音内容进行确认,其搜索结果并不仅仅只是搜狗问答的内容,“问问”的语音搜索结果包含了整个搜狗搜索的结果,在结果的精准性上好的多,因为内容并不是单一的,对于问题的答案来说,要精准的多。     4.问答内容的延伸。问答内容其实是很单一的,比如“哪里好吃”、“哪里好玩”等等,问答APP如果只是提供问答内容,其产品属性是很单一的,用户的活跃度非常有限。问答APP问了避免这一情况出现,纷纷“加重”了其产品属性百度知道APP增加了投票功能,这一包含问答和属性的内容是非常有趣的,而“问问”增加的功能则是“舞文弄墨”。     可能很多人觉得问答APP的这些功能是鸡肋,但是我认为其在一定程度上增加了问答APP的活跃度和用户粘性。当前的功能还是非常单一的,今后肯定还会有更多的功能加入进来,而衡量的标准则是各个产品线的长度,更多的内容和问答APP融合,形成更有意思的产物。     很多传统的东西都在落后,比如曾经琳琅满目的门户网站,比如问答网站,比如团购网站等,移动互联网大环境下,用户在改变,就由不得它们不发生改变。问答网站如果不做出一些创新,最终也只会像一个老兵一样,慢慢凋零下去。现有的创新是否能支持其在新环境下生存,还需要依赖更长时间的发展和观察。智能手机的出现,让用户离“产品”更近,如何让用户将自己的知识通过协同作用贡献出来,众人集体知识的展现,想必能创造更多的价值,个人的知识量终究是有限的。     【本文作者郭静,微信公众号:郭静的互联网圈(ID:guojingdequanzi)】
    观点
    2014年11月27日
  • 观点
    【实用帖】都说社交招聘很火,但具体该怎么做呢? 原文作者:JeffHaden   在尝试过一切的招聘方法后,只要四个步骤,可以让你放弃『发布岗位说明书的招聘信息』、『收集、删选简历』等繁杂的传统招聘作业。     J.T. O'Donnell说: 我们都知道招进好人才是事业的成功关键。但是,忙碌的创业者,并没有筛选大量简历的时间。然而,你不能因此而把整个招聘流程外包给出去!     我已经很久不看简历了,在过去的工作经历告诉我,从简历评估候选人的效果很差。我也不再制作传统的职位招聘需求,因为那会招来海量的不合格的履历,我还得逐一过滤。 (J.T. O'Donnell,是Careerealism.com、CareerHMO的创办人与CEO)     下面是Donnell的4步法,不但简化了传统的大量招聘工作,同时还找到了优秀的员工。     【步骤一】:不要发布『岗位说明书』,只发布『要你解决的问题』 (1)把新进员工要解决的问题写下来,尽量详细地描述。同时也解释他们要为企业减轻那些痛苦,以及你希望他多快就可以完全承担这个角色。 (2)说明你企业存在的理由。一样,也要尽量地描述。还有,你的企业解决了客户什么问题?为客户缓解了那些的不适? (3)总结说明一个合格的求职者该如何尽力达到成果。       【步骤二】:请求职者回答3个关键行为面试题 请候选人充分分享他们对下述问题的看法: (1)你对我们的业务与所处行业,有什么认识? (2)对于我们『该做什么,才能让客户感到有重大意义』这件事,你如何来学习? (3)对于我们业务,你最有兴趣的方面是什么?       【步骤三】:请他们提供社交平台的帐号、个人信息,查看是否符合候选人的资格(LinkedIn profile, Twitter) 清楚告示,要求求职者在回答上述3个问题与社交情况之前,绝不要寄给你任何简历或其他信息。     【步骤四】:提供一个化名的email,让求职者将答案直接给寄到此email (此举应该是避免他透过你正式的Email查出你的社交平台帐号) 设定以上发布后10个工作日后,作为最后期限,要求有兴趣的候选人在最后期限内,把三个答案寄给你指定的Email。然后,请在你全部的社交平台张贴这些回答,接着,坐等合适的候选人上门面试。     为什么『4步法』会有效? 1.懒虫一看到要回答这么多问题,不会来申请。   2.寄履历表来的人,一定是没仔细看要求,可以直接删除。   3.最后期限驱使候选人尽速提交申请资料,当然,也可以筛掉懒人。   4.透过三题回答,可以看出候选人的撰写与沟通的风格、能力与技巧。你会看见他们如何理解和链接自身与企业之间的关系、以及他们希望扮演的角色。   5.透过他们提交网路社交帐号的机会,直接呈现他们想对你展示的专业信息。不愿意提供社交帐号的人,也许他们有一些想对你隐藏的事,他们也不会来申请。   6.你可以从最棒的回答中看出:候选人如何解决你的问题、为何他是解决你问题的适当人选。这也将为你未来进一步的招聘“首次面试”变得轻松、有效,同时你也知道了,在首次面试中要问些什么。   7. 由于求职者事先用心回答了问题,他们会更投入你后续安排的面试与招聘流程。 (既然他们花了时间,他们就更想得到这份工作。)也很棒的是,得到这份工作会让求职者,会有“胜利赢家”的感觉,他们会更有冲劲,试着在一开始工作就试着超越你对他们的期望。     不妨试试看吧!求职的数量会下降,而求职的品质会提升。 这会让你更有智慧地应付招聘作业,而不是辛苦地工作。   ------------------------------------------------------------------------ Is This the Perfect Way to Hire? You don't ask for resumes and you skip the traditional job posting. Onefounder says this four-step process trumps everything else she's tried. Hiring the right talent is vital to the success of yourbusiness. But busy entrepreneurs don't have time to waste sifting through dozens of resumes to evaluate candidates. "But at the same time you can't--orshouldn't--outsource the entire process," says J.T. O'Donnell, founder and CEO of Careerealism.com, a job search advice site, andCareerHMO, a career coaching membership site. "I stopped asking for resumes a long time ago,"she says. "Years in the staffing industry taught me they weren't useful when evaluating candidates. I also stopped creating 'traditional' job postings altogether since they only resulted in a tidal wave of applicants to wade through, the majority of whom were unqualified for the role." Here's the approach she takes to streamline the processand still ensure she finds and hires great employees: Step 1: Don't post a job; post the problem the employee will solve. Write out what problem this new hire is going to solve.Be rich in details. Explain what pain they will alleviate and how you see them accomplishing that as quickly as possible in the role. Next, explain why your company exists. Again, be rich indetails. What problem does your company solve? What pain does it alleviate forits customers? Finally, tie in how the right candidate will support those efforts. Step 2: Ask candidates to answer three key behavioral questions. Ask candidates to share as much as they can about the following: What do you know about our business and industry? How did you  come to learn that what we do is important to our clients? What is your favorite aspect of our business, and why? Step 3: Ask for their LinkedIn profile, Twitter name, and any other online presence that supports their candidacy. Make it very clear you do not want a resume or any othermaterials submitted beyond answering your three questions and providing socialprofile links. Step 4: Provide an alias email address and have applications sent directly to you. Set a deadline of 10 business days for applications to besubmitted. Then share the posting via all your social channels and sit back and wait for the right applicants to come in. Why does this approach work? 1.Slackers won't apply, since they see researching your company and writing  out answers to your questions as too much work. 2.Candidates who submit a standard cover letter and resume clearly did  not read and follow directions. They can be eliminated without a second  thought. 3.The deadline motivates candidates to get their applications in,  again, weeding out the lazy folks. 4.Asking candidates to answer your three specific questions provides a  sense of their writing and communication style and ability. You'll also see how well they understand and connect with both your business and the  role they hope to fill. 5.Asking for Linkedin profiles and other social media presence gives     candidates a chance to direct you to professional information they want     you to see. If for some reason they don't want you to see their online     presence (maybe they have something to hide?) they won't apply. 6.The best responses show how the candidate can solve your problem and why he/she is the right person to solve that problem. That also makes for  a far more relaxed and productive first interview; you'll have more to talk about. 7.Applicants are more committed to the interview and hiring process simply because they invested in the process during the application stage.   (In part they'll want to land the job simply because of the time they put in.) Better still, landing the job will feel like a big "win"   and they'll be more likely to try to exceed your expectations when they     start. Give it a try. You'll increase the quality of theapplications you receive while decreasing the quantity, letting you worksmarter, not harder, on your hiring process. JeffHaden learned much of what he knows aboutbusiness and technology as he worked his way up in the manufacturing industry.Everything else he picks up fromghostwriting books for some of thesmartest leaders he knows in business. @jeff_haden
    观点
    2014年11月27日
  • 资讯
    招聘行业多新秀:Rumarocket尝试通过数据学习帮助企业招募 Rumarocket 通过一系列已申请专利的自动化工具(机器学习算法)为公司优化招聘流程,节约时间和金钱。可以把 Rumorocket 想像成一个搜索引擎:总结个人表现数据、对雇员个人表现进行评估以及测评。雇主公司将更容易预测谁将是更适合公司的最佳员工。   其优势自己总结为: A Performance-based Hiring Approach Uses assessments and algorithms to help companies hire people based on their actual skill-levels Big Data Hiring Automates the process of looking through resumes and assessments for
the "right" fit based on your company's needs Measure Hiring Effectiveness Track employees to determine how long they stay in the company, and how their work satisfaction is affected over time. Predict Successful Hires Data on successful employees is funnelled back to the hiring process, helping companies hire talent more efficiently.   目前该网站还未正式上线   http://rumarocket.com/ 复制去Google翻译翻译结果 优势
    资讯
    2014年11月27日
  • 资讯
    【HRTechChina专稿】11月人力资源科技行业投融资小结 招聘平台新秀频起,11月份也不例外。在本月,人力资源科技行业也是喜报连连。从国内来讲,本月互联网招聘网站猎上网宣布获2000万美元的融资,而今年4月,猎上网才获IDG及华创资本千万美元投资。值得一提的是,与猎上网类似性质的猎聘网在今年四月也获得了C轮7000万美元融资。两家网站的发展都很迅速,但从另一方面看来,两者的市场跨张步伐也并不会进行得如此顺利了。两个网站都围绕猎头、简历等做服务,但在表现形式上也有又将刮起一场“血雨腥风”,我们希望招聘网站的“竞争”能给用户带来更为有利的产品和服务。大家以为如何?     值得一提的是,从融资情况来看,11月份国外的招聘类网站看似更为活跃。自由职业外包平台Elance-oDesk、利用大数据自动匹配公司内部人才与职位的Clustree、让科技创业公司这样的企业更加有效地招聘大学毕业生的“新人招聘市场”Tyba,纷纷获得千万美元的融资。招聘行业的机会看来还是很多的,且是一个硬的机会。但是以何种形式/模式来取胜,小编认为,这值得思考,也值得努力。     除此之外,企业应用、企业、团队的协作工具的发展也是越来越快,在本月,如,为企业团队提供任务跟踪、云存储及视频聊天等协作工具Redbooth、可以让员工们跨设备和平台(PC、安卓和iOS)沟通并分享文件的JANDI、又如国内的采用SAAS模式的、供企业外勤人员使用的移动办公工具、通过简单的协作、沟通和分享,实现团队交互与任务管理的团队协同办公工具Worktile 等也相继得到融资或者投资。盯上企业协作的人越来越多了,种类也越来越繁多,发展也越来越快,但这让原本处于发展初期但就竞争激烈的,尤其是国内中小团队轻协作市场比各自预期更快地加入洗牌和淘汰阶段。     2004年,自称是中国最大的,也是目前唯一拥有成熟的全国性营业员网络招聘服务平台的招聘网站。但58同城未公布交易金额和更多交易细节。据了解,58同城上市以后专门成立了投资部门,试图通过资本运作方式切入O2O的细分领域。   HRTECHCHINA独家整理  
    资讯
    2014年11月27日
  • 观点
    2015年五大网络预测 摘要:2015年相比14年而言,将会带来更多的网络革新,大数据将更大更强、软件定义的事物将越来越多、新的高标准将成为主流、物联网向万物互联迈进以及CTO的作用将会越来越大,面对这些发展趋势,你做好准备了吗? 2014年是大科技变化的一年。可穿戴技术开始崭露头角、多个知名企业为客户信息做出让步而遭受数据的入侵、云计算成为公司存储信息的标准、所有事物都变成软件定义的,并且大数据成了主流。     尽管如此,2015年将会带来更多的技术创新,尤其是对于网络基础设施。接下来的五大网络预测是由 IT networking company nfrastructure 的 CEO Dan Pickett提供。 大数据将变得更大更好 目前已经有数十亿已连接的设备以及新的技术在生产大量的数据。在2015年,连接的设备数量将继续增长,因此你公司的知识财富也会随着增长,并能够使用大数据来改进业务流程。从发展最有效的生产过程到创造惊人的客户体验,这些业务的所有方面,都将源于投资公司收集并有效的使用大数据,要确保你的公司有这样的能力来收集和运用这些数据,为公司带来尽可能多的价值。     速度和敏捷性 一切都是移动在线的。传统的消费品,如家庭安全系统、灯和加热物件、打印机和扫描仪等办公软件,这些都将被连接起来。随着越来越多的网络和产品变成“软件定义”,以及对创建和部署网络的物理限制逐渐消失,这也是企业和客户一直都期待更快的连通性。这些连接的设备将不断地零延迟的更新。现在开始为这次潮流准备你的网络,以确保一切都是最新的、最安全的。     更多的采用、更高的标准 在设备、通信协议、中间件和应用等这些网络市场上,有一种压倒性的混合技术。这项技术带来了新的主要标准,并且提高了互通性。随着2015年连接的设备成为一种标准,目前这些技术采用的障碍将会被取消。网络设设备之间的流动性将会产生更多集成的解决方案,这对业务来说有很大的价值。当你为这种转变准备时,技术顾问对于你的业务可能会很有价值。     物联网变为万物互联 物联网已经出现在我们的视野里。并且已经惊人地占据了业务和日常生活的集成部分,甚至我们对它还没有任何认知。自从2013年以来,超过6.5亿个新的物理对象实现了在线。这个数字还在不断地扩大,这意味着网络需要优化、准备增加带宽,来跟上这种增长。在2015年,每个有业务的部分都将会把重点放在万物互联的策略上,所以要准备把万物互联合并到你的业务计划和预测当中。     为CTO铺路 IT的消费化持续渗透到企业的每个部门。在2015年,可以预期,曾今对IT兴趣不大的那些终端用户,将由新的技术以及连接设备授予他们权利。当这一切发生时,CTO这个角色将会继续扩大,并会成为最高管理层里的一个至关重要的角色。2015年,CTO们将会把矛头指向科技的创新,并且商业活动将不仅仅局限于IT,还将会扩散到市场营销、人力资源和金融业务。宜早不宜迟,同时要确保将所有业务部门整合到科技的决策过程是一个平稳的过渡。     本文为CSDN编译整理
    观点
    2014年11月27日
  • 资讯
    职业社交VS职业平台 “一夜情”还是“白头偕老” 对大学毕业生来说,这是最好的时代,也是最坏的时代。   一方面,国家层面鼓励学生创业,地方政府也给出了不少优惠政策,让“创业”、“财务自由”这些原本离学生们挺远的美好词汇,一下子灌输到了年轻人脑海中。   另一方面,就宏观经济来说,当下局势并不乐观,创业“九十九死一生”是路人皆知的事实,而BAT等大型互联网互联网公司也已经传递出了的缩减招聘的信号;此外,90后学生则因“天性使然”,在企业中并不稳定,在一份传播甚广的调查问卷中显示,近半数的90后毕业生计划1年后离职,而背后的数字更加心酸——其平均月薪只有2687元。   所以,对于招聘行业而言,面对这些越来越垂直化、年轻化、分众化的市场,同样需要颠覆过往的招聘经验,如何服务好90后的职场新人与应届生,是所有招聘行业都要面对的问题。在互联网招聘领域,不少企业的已经把重点逐步转向了“无经验,无背景,无自我认知“的“三无”人员——大学生。   职业社交VS职业平台 目前的互联网招聘领域主要有这么几类公司:一是58赶集这种分类信息站,流量大,受众广,但主要面向的还是蓝领,兼职等工作,与大学生其实关系并不是太大;二是重度垂直招聘站,比如专注互联网行业的“拉钩”;三是面向白领与高端招聘领域的细分人群招聘,如猎聘网,卓聘网等;四是偏社交关系的招聘,比如Linkedin,大街网;五是综合+垂直类招聘平台,如智联招聘等。   目前在学生市场,主要的发力的是最后两种招聘形态,毕竟对于第二类垂直行业与第三类高端招聘,当去聚焦高达750多万大学毕业生群体时,还是有不小的偏差。说回重点,Linkedin我们称之为职业社交,智联我们称之为职业平台,两者都有着各自的优势与玩法,孰优孰劣,我们下面分析。   对于职业社交招聘来说,其优势显而易见:互动性强,这对于乐于社交的大学生群体更加契合,比如作为一个找工作的学生,你可能在丰富自己简历的同时,也能发现同城的伙伴,甚至可以通过职场前规则去交到一些良师益友,甚至男女朋友什么的,哪怕工作没找到,说不定也自发形成一套社交小圈子。   职业社交的基础在于,社交是相比求职更加高频的需求,但问题也挺明显,国内的职场其实并不真正“职业化”,透明度与诚信度都还不够,就我所知,很多人在微信发朋友圈就建了N多分组来屏蔽同事与领导,但到了Linkedin等平台,他们则根本不会想起来发表这些来自内心的声音;另一方面,就是学生社交的持续性问题,人人网由盛及衰的案例就在我们眼前,当年大学生群体覆盖率最高的社交网站在几年间几乎消失不见,这也说明了无论曾经多强的社交连接,也敌不过时间与地位变迁——学生工作后就不再通过学生社交来发现新世界了,换个角度来说,加上了“职场”属性的社交的“职业社交”,能改变这个境遇吗?有难度,这个问题类似于“一夜情”能否修成正果,恐怕每个人都有自己的答案。   在与看看另一类招聘——职业平台,这个算得上招聘行业龙头智联招聘在IPO后提出的最大动作转型,具体来说,智联先是在去年提出了“职业发展平台”与“3的3次方”模型——为学生、白领、高端这三类人群,匹配测评、招聘以及教育培训三个体系,并通过线上、线下、无线三个渠道,为职场人的全面发展打造的平台,希望把传统招聘的“简历数据库”变成“人才仓库”,在这其中,学生板块始终被视为所有业务模块的最前端入口。   今年以来,倍受重视的学生板块发展颇为迅速,甚至逐步走上了跨界之路,比如最近,智联与众安保险就面向学生群体提出了“智联笑花”项目,说要让初入职场的新人们“笑着花钱”——其实为求职阶段学生解决的资金困难。 “比方说大学生毕业最后半年的时候找到了工作,他们特别想去旅游,特别想去学习,你有可能搬家,搬到新的城市,但是这个时候你有资金的压力,不想向家里要钱怎么办?这个时候“笑花”就能够来满足这个生活需求,把钱借给你消费,可以说,这是我们利用数据进行招聘的开始”智联招聘CEO郭盛这样解释——“要让他们会赚钱,同时也会花钱”。   目前“校花”项目第一批授信总额超过了1.5亿元,超过20000名大学生参与了申请,其核心有两点,一是在于更加精准的场景,就是面对求职阶段的学生,非常垂直;二是更精准的风控,这得益于智联与众安的合作,从全球来说,大学生的群体授信、使用情况,以及还款的情况都是非常好的,而且这个项目已经进入了央行征信系统,从而风控更加完备。   除了互联网金融项目“校花”,智联在还为学生党提供了“全国就业能力认证(简称NET)”,希望在企业中去打破以学历为主的选人标准,也给学生提供更多展示自己的空间,目前已经有30多万毕业生参加NET考试;此外智联还有央视等合办了“就业有位来”公益项目,从受众更广的层面上去提供正确的就业观,三年之间,已经为大学生提供了180万多的就业岗位。   通过这些我们能看到,其实智联在学生板块想做的了是“一条龙”服务——从毕业旅行的“笑着花钱”到真正意义上找工作,自我提升,然后是换工作,甚至在达成为职业顶尖水准后创业,再回到这个平台上去招人,下的是“很大一盘棋”,从这个意义上来说,与职业社交的“一夜情”不同的是,职业平台更像是要与你“白头偕老”。   招聘市场的潜力还有多大? 不可否认,700多万的学生招聘市场是块很大蛋糕,在纵观整个招聘市场,有多大空间呢?相关企业是否还值得投资?在经济下行期招聘行业的走向如何呢?从智联招聘刚刚发布的16Q1财季财报中我们可以一探究竟。   数据显示,智联招聘该季度总营收近3.5亿元,比去年同期增长19.1%;净利润为7070万元,比去年同期增长18.1%;细分来看,在线招聘业务收入同比增长23.7%,达到人民币3.1亿元。运营数据上,智联招聘的独立雇主数增长至32.1万个,同比增幅达21.4%,注册用户数达到1.048亿,同比增长13.4%。   CEO郭盛透露称,公司的营收、净利以及在线招聘业务收入均实现上市以来连续6个季度的同比两位数增长, 独立雇主的平均服务收同比增长1.9%,实现了上市以来的首次正增长,在经济下行期取得这样的成绩并不容易。   在谈及业绩时,郭盛刻意强调了“健康”二字——“中国的成功的互联网企业很多,成功的互联网企业里面增长率快的也非常多。但是,增长率快同时又能保证现金流是正的,同时又能保证赚钱的互联网企业凤毛麟角”。   从整个中国招聘市场来看,目前市场大盘约有1.26亿个在线求职者,预期未来三四年,每年以8.7%这样的增长率在增长。作为招聘行业龙头,智联的注册用户为1亿,活跃用户为3300万,也意味着智联招聘占据整个市场的26%的比例。在雇主企业一端,2015年中国中小企业就有6800万家,线上招聘企业的数量不到300万家,智联招聘的目前客户量大概是42万,所以从求职端与招聘端的数据看,还有相当大的空间可供在线招聘行业继续开拓。   除了天花板较高之外,年轻人群体与90后频繁的工作变动与“大众创业”背景下频繁涌现的中小企业,也给了招聘市场带来了极大的活力,而互联网+的概念也让很多传统企业开始学习互联网,对相关人才的需求,给让在线招聘有了提供独特价值的机会。   在我看来,一个出色的招聘企业要做的不仅仅是帮你找到一份工作,更重要的是找到一份工作和人之间的匹配,这个才是最核心的竞争力,往上一层来说,就是找到工作是第一步,让能力增值是第二步,也是最重要的一步。   作为在线招聘行业老大,智联的职业发展平台策略与校园板块等未来市场的布局,值得研究,相比于LinkedIn,Recruiter等百亿市值招聘网站,中国的在线招聘尽管早已成年,但市值体量仍然不够壮大,对于未来的市场的判断,自身的潜力,还有相当大探索与发展空间。   来源:百度百家
    资讯
    2015年11月27日
  • 硅谷
    Zenefits涉嫌允许未授权的代理人销售健康保险,正被调查 据BuzzFeed(一个美国新闻聚合网站)调查报告,云 HR 平台Zenefits让未经授权的销售人员非法成为保险代理人,销售医疗保险,且范围超过美国七个州。这导致了至少一位委员在华盛顿州进行了调查。   这些未经授权的 “教唆行为” 至少应该追溯到 2014年 夏天。报告显示,在今年早些时候,保险委员会华盛顿州办公室就已经开始注意到这些潜在的违规行为。   这已经不是 Zenefits 第一次因为存在潜在的保险违法行为而面临法律审查了。犹他州保险部门责备这家公司称,它曾非法免费泄露保险软件。当时监管机构表示,该公司违反了当地的法律。因为这对于传统的保险经纪人来说,是不公平的。不过,在犹他州的众议院和参议院以压倒性的多数投票让 Zenefits 继续运营之后,犹他州的立法者否决了对 Zenefits 的起诉。   根据华盛顿州的法律,代理许可违法看起来有点严重,会被判 B 级重罪。违法者可能受到长达 10年 的监禁以及 2 万美元的罚款。   调查表明,Zenefits 高管意识到这属于违法行为,也知道了后果。但仅仅被提示在保险委员会调查结束后,去拿销售代理许可。仅在报告透露 Zenefits 意识到了国家会调查的几天后,国家记录就显示有 22 个经纪人成为持牌经纪人。   据悉,该公司最近推出了 “许可证管理制度”,以帮助跟踪其销售代理去获取适当许可权。   “Zenefits 的规定是,每一个在 Zenefits 卖保险的人以及公司本身,都必须获得保险销售许可。” Zenefits 的新闻发言人 Kenneth Baer 表示,“Zenefits 有超过 280 活跃的居民保险许可证和超过 2500 个活跃的非居民许可证。在过去两年半的时间里,这些被授权的经纪人售出了成千上万的保险单。任何对于违反我们的执照或其他承诺的个人的指控,将被彻底调查,我们也将采取适当的补救措施。”   Zenefits 的负面消息出现得真不是时候,因为它正处在对当前估值的严密观察期。初创期估值 45 亿美元的 Zenefits 错失了它近期的营收目标,而且还必须 “瘦身”——除了降薪,还会裁员几十人,其中至少包括 8 名高管。   Zenefits 计划在 2015年年 底之前实现 1 亿美元的营收(前一年的营收是 0.2 亿美元),然而,有媒体报道它在 8月 的时候还没有达到一半的预期目标。Zenefits 的一个投资机构Fidelity对 Zenefits 估值减少了 48%,这表明 Zenefits 的当前估值只能接近 23.4 亿美元。   Zenefits 刚刚推出了一个工资单的平台,承担了 ADP(Automatic Data Processing,美国自动数据处理公司定期发布的就业人数数据)和其他的平台的角色,并从专业版中带来了新的收入。不过,这是否能让 Zenefits 的状态回到正轨还难以下定论。   来源:36氪,作者:su小吱, 出处:http://36kr.com/p/5040136.html
    硅谷
    2015年11月27日
  • 观点
    作为团队管理者,如何用7个步骤提高领导自信 编者按:全球高级领导者教练领域的先驱与权威者 Marshall Goldsmith针对领导者缺乏自信的问题给出了自己的建议。   其实我遇到的 CEO 们很少会有缺乏自信心的问题,因为那些在大组织顶层的人们通常不会缺乏自信,很多人的问题反而是过于自负。但是最近,我收到了很多关于非顶层领导者如何表现出更多自信心的问题,以及如何帮助一个未来领导者增强更多自信心。这里我给出 7 点建议:   1. 确定你是否真的想成为一个领导者。许多向我反映有自信心问题的 MBA 都是优秀的技术人员。他们经常发现管理和领导其他人存在着不确定性和模糊性,这让他们感到非常不安。在管理方面,他们会努力寻找类似于工程领域的 “正确答案”。术业有专攻,在某些情况下,优秀的技术专家应当继续当一名优秀的技术专家,而不一定非要成为领导者。   2. 接受决策的模糊性。在进行复杂的商业决策时,通常没有明确的正确答案。即使是最优秀的 CEO 也是在猜测。   3. 收集适当数量的数据,包括相关人员的信息,然后按照自己的直觉,去做你认为是正确的事。   4. 接受你也会偶尔失败的事实,任何人都会失败。   5. 开心点!如果你并没有充满激情的性格,为什么一定要期待自己的报告要充满激情呢?生命短暂,你不一定能有激情,但可以学会开心。   6. 一旦你做出决策,立马公布于众并去完成。不要不断地怀疑自己。如果你必须改变路线,就一定要去改变。如果你一直犹豫不决,没有表明自己的决策,你会一直反复改变路线。   7. 展示外在的勇气,即使你觉得内心不是真的有勇气。我们都会偶尔害怕,这是人类本性的一部分。如果你在艰难的时刻要带领人们前行,你需要压制恐惧表现出更多的勇气。如果他们在领导者的脸上看到担心和焦虑,他们也会开始对领导者的领导能力失去信心。   本文编译自:hbr.org
    观点
    2015年11月27日
  • 投融资
    优才学院获千万级人民币A轮融资,主攻互联网核心技术人才培训 专注于互联网核心技术人才培训的优才学院于本月完成了千万级A轮融资。本次融资的投资方是丹诚开普,作为A股上市公司新开普的下属产业基金,今年9月由新开普同丹诚资产管理有限公司共同成立。   优才学院是由创新工场旗下投资的IT职业教育服务机构,专注于培训互联网核心技术人才,目前培养方向以全栈工程师为主,根据不同的用户群体,分为在职和就业培训两个版本。就业培训主要针对本科毕业、无丰富工作经验者,无入学门槛。而在职培训方面,学员入学需要一年以上的工作经验,且有意向者需要经过电话面试,经筛选后合格方可入学。   优才学院的这两类培训,面向大中专毕业生、高校及企业。职业培训版块提供Web、iOS、Android、JS四项全栈工程师课程,采用直播课程,并提供永久的课程回放及复习权限;就业培训版块则主要包括Android和UI两个全栈校园版本,采用O2O相结合的方式进行教学,线下中心集中学习,线上系统全程数据化管理学生全部教学练导测流程。在盈利模式上,优才主要通过课程直播及O2O培训两种方式获取学费收益。   据优才学院CEO伍星透露,基于用户习惯及学生自制力等因素,优才学院近期将继续采取O2O模式进行发展,目前已在全国设有布点,建成4个教学中心。预计至2016年,全国范围内建成校区将达8-10家 。未来,优才学院将基于各创业公司的人才需求,丰富培训内容,把高端课程与校园进行有效结合、推广,实现全方位、有深度的学员培训。   来源: 芥末堆
    投融资
    2015年11月27日
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