Advanced technology has accelerated the transformation and upgrading of Chinese enterprises, and digital, intelligent organization and talent management have become the long-term driving force of Chinese enterprises into the future.
A few days ago, the 6th Future Talent Management Forum, co-sponsored by Beisen Institute of Talent Management and Renmin University Business School, with the Chinese version of "Harvard Business Review" as the chief partner media, ended successfully in Beijing. The event has gone through the five major cities of Shanghai, Shu, Chongqing, Shenzhen and Beijing, bringing together representatives of China's top enterprises, well-known academic experts, human resources industry leaders and more than 1,000 HR elites to discuss the wisdom of Chinese talent management in the era of structural transformation.
During the forum, Beisen Institute of Talent Management released the "Annual Trend Insights on China's Talent Management". The report shows that the digitization of the HR field is accelerating on a global scale. Among Chinese companies, 22.2% of companies already have HR digitalization experience, 71.6% of companies are ready to take off in this field, but only 3.2% of companies have achieved success in HR digital transformation.
Zhou Dan, Dean of Beisen Talent Management Research Institute, said that in the next 2-3 years, the rapid application of cloud computing and AI technology will greatly accelerate the digital transformation of Chinese companies. As companies pay more and more attention to organizational benefits, the digital and intelligent transformation of human resources is becoming the focus of the company's current strategic layout.
Zhou Dan pointed out that most companies are currently in the 1.0 stage of HR information construction, with the goal of data production and behavioral efficiency improvement, while moving towards the 2.0 stage of building a data framework and forming digital insights. "At present, only a very small number of companies have begun to explore the 3.0 stage of intelligent data governance on a small scale. The digital transformation of HR to HR is no longer a gradual process, but hopes to achieve leapfrog development."
Seven scenarios penetrate the digitalization of human resources
"Now is the period of differentiation for Chinese enterprises to go through the big cycle. In difficult times, the overall renewal of the organizational system can go through the cycle and move towards the future." Zhou Yu, Director of the MBA Center of Renmin University of China Business School and outstanding professor of organizational innovation and human capital strategy teaching It is emphasized that only by improving the flow value of human resources, enhancing the organization's institutional power through structure, coordination, assessment and incentives, and actively embracing digitalization to enhance technological computing power, can we cultivate organizations that can carry future strategies.
The Beisen Talent Management Research Institute survey shows that the current digital transformation of human resources is constantly being implemented through seven scenarios. Among them, 56.7% of Chinese companies believe that HR digitalization is the most important in talent attraction and recruitment scenarios; secondly, the digital process of talent inventory and development is also concerned by 53% of companies; in addition, performance management, talent profile, full career The digital transformation of learning, organizational effectiveness, employee engagement, and shared services and employee experience has also received corporate attention to varying degrees.
This means that all talent indicators related to organizational performance improvement, from behavior, ability, and potential, can be evaluated and quantified through scientific means, and flow into the online platform together with basic personnel information, and at the same time, behaviors related to talents in various scenarios Real-time records will also flow into the database. The evaluation, quantification and analysis of talent data can grasp the full picture of talents, so that organizational behavior can be observed, and the built-in scientific management formulas also make management behaviors visible, which in turn lays the foundation for the maximization of talent resource utilization and the agile dynamic adjustment of the organization.
"Although many scenarios have migrated from offline to online, work efficiency has not decreased." Shen Fei, head of human resources informatization at Shell, said frankly that the process of digital transformation is also a process of business process optimization, which promotes the organization to a certain extent. Efficiency improvement. Moreover, with the continuous expansion of the application scenarios of the human resource system, the needs and experience of users including applicants, employees, etc. have begun to receive attention.
It is worth mentioning that not only shells, but also many guests including Swire Coca-Cola China, Yum China, Powerlong Real Estate, Liangpin Shop, etc., said that in the next 2-5 years, Chinese companies will transform from partial landings to Fully explore the comprehensive digital transformation of human resources.
From partial landing to comprehensive exploration
A study on the impact of the digital transformation of human resources on the performance of Chinese companies showed that the use of human resource systems or software in a single scenario can increase the average financial income of companies by 4%. With the digitization of HR, corporate system and process reforms, and business The continuous integration of penetration and management participation can increase corporate financial income by 23%-31%.
Industry experts divide the digitization of human resources into three dimensions: One is the digitization of people and organizations. For example, Huawei’s employee digital file system, as long as people are in the organization, data such as information and behavior will be dynamically saved. The second is the algorithm, that is, the real law and logic are discovered from the data. The third is the application of the intelligent system represented by Beisen to undertake the above content and accelerate the integration process of enterprise talent management.
As a representative of the overall digital transformation of an organization, Sun Lixin, general manager of Alibaba Cloud University, said that digitalization has a significant impact on traditional organization, process, decision-making, and ecological management methods, and even reconstruction. Process agility, intelligent management and decision-making, and industrial ecology integration.
"Ali is both a beneficiary and a pioneer in the digital age." Taking the school recruitment scenario as an example, Alibaba explored an operating system for the reserve of young scientific and technological talents four years ago. It has supported the most from intelligent infrastructure to one-stop solutions. For the sustainable development of upper-level talents, a four-person school recruitment team has completed the evolution from team capabilities to company capabilities, from projects to products to large-scale service capabilities.
Alibaba Cloud has abstracted business capabilities from service capabilities. It is a complete set of digital capabilities from methodology to platform to help companies complete the "brand, commodity, sales, marketing, channel, manufacturing, service, finance, logistics supply chain, organization The online and digitalization of 11 major business elements such as, information technology. Alibaba Cloud University is a foreign education and training organization of Alibaba Cloud. It is committed to continuously accumulating the industrial practice and technical capabilities of Alibaba Cloud serving 1.2 billion users and 3 million companies. It uses the full life cycle of the professional career of pan-cloud practitioners as a starting point. We will invest in the integration of production and education in colleges and universities, as well as consulting and training services for corporate digital transformation, to help more companies and users understand the cloud, use the cloud, and use cloud innovation to create more value and jointly enter the digital age.
"In addition to learning to open up and cooperate and break through key technologies, cultivating people's creativity is the top priority of enterprise transformation in this round of technological revolution." Professor of the Department of Organization and Strategic Management, Guanghua School of Management, Peking University, Behavioral Science Research Center Director Zhang Zhixue said that data resources are not petroleum resources. The value of data depends on how it is applied. In the digital revolution, developing human resources is more important than managing human resources.
"This puts forward higher requirements for the professional leadership and character leadership of human resources practitioners." Yang Zhuang, professor of management at the National Development Research Institute of Peking University, pointed out that digital engineering is a "top-level" project, but HR is the grounding of digital transformation. Important undertakers and partners of the management team need to look at the problem in terms of economy, management, and business. Good horizontal communication is a prerequisite for breaking down departmental barriers.
Enabling business, collaborative organization
In the eyes of many industry insiders, the outbreak of the 2020 epidemic has on the one hand served as a test for the transformation and upgrading of enterprises, on the other hand, it has promoted the penetration of digitalization into the organization. The trend of digitization and intelligence of human resources is irreversible. Although it is still in the exploratory stage, based on organizational strategy, better development of collaborative business has become a common demand.
Luo Jingfeng, vice president of human resources at Liangpinpu, said that the mission of human resources is to activate the organization. "People are the beginning of everything. With talents there will be organization, and with organization, we can achieve strategy. So now the first priority of our human resources department is to drive strategy and become a strategic human resource management organization."
"As the business continues to develop, the size of the TA team will not grow larger, but will gradually decrease. The core value of digitization lies in the establishment of a mechanism to enable front-line business and hrbp with systemization, systemization, and productization." Luo Ming, Director of Global Talent Reserve of Alibaba Group, shared in his speech "Practice of Talent Supply Digitalization" that with the further maturity of technology and productization, basic recruitment will be replaced by artificial intelligence and system products. Work is based on business strategic goals and organizational goals to accurately capture core issues, and form talent strategies and recruitment strategies to provide a basis for rapid decision-making.
In addition to emphasizing business sensitivity and becoming a business partner, the heads of human resources of many companies also expressed that they should look at digital transformation objectively, starting from the company's own size, strategy, and business.
"Everyone is talking about the same terms, but the meaning, understanding and logic behind them are different. The key to digitization is to describe and show the inner demands of each individual and each module, and connect and interact with the surroundings. . Human resources is a game of chess, and there must be contacts and exchanges to be exciting.” said Li Yan, head of talent development at JD Group.