, Desmond, General Manager of Zhulu, used the case of Qisda Group to share with you how companies in the digital era can use six human resource values + four major ways to achieve digital transformation from to !
In this issue, Desmond will share BenQ Zhuilu’s successful digital transformation experience through . introduces what capabilities companies need to promote digitalization and how to shape new HR value in the digital era.
Farsightedness and closed eyes?
For enterprises, business managers can choose to be "farsighted" and learn how competitors in the same industry do it? Of course, you can also "close your eyes" and let your business stagnate.
No matter what you choose, the era of rapid change will not stop the development of enterprises. Based on past practical experience, BenQ Zhulu summarized the five success factors of digital transformation:
. Get high-level support
2. Develop vision and strategy
3 .Assess digital readiness (Digitalization Readiness Assessment DRA) *
4. Align internally
5. Start small, expand and iterate
One more thing, is about effectively using external consultants and learning from successful cases. Two roles are crucial to successfully driving transformation: 1. Continuous improvement CIP consultant. 2. Process organizer.
We have a CIP organization within our group, which can bring tens of millions of yuan in revenue to the company every year.
Top-down vision and strategy
Before embarking on the digital transformation journey, enterprises are asked to clarify the ultimate goals, objectives, means and context of the strategy. It helps organizations set expectations and a shared vision. It also helps in accurately representing and calculating ROI.
Digital transformation is not a short-term plan. This is a gradual process. Therefore, it is crucial to create a roadmap with important milestones to easily calculate ROI and keep the organization and its employees motivated throughout the process.
's path to digital maturity may be uncertain. It is recommended that enterprises use predefined checkpoints and success indicators to track digital readiness plan progress and calculate ROI throughout the process so that corrections and continuous innovation can be made when necessary.
Competitive Assessment Tool – GuruDRA®
Digital readiness assessment includes gaps in an individual’s knowledge, behavior, and abilities that are a hindrance to him/her achieving digital goals faster.
Zhulu created a set of digital readiness assessment tools to test the company's digital knowledge, skills and behaviors. These knowledge, skills and behaviors support employees' readiness to adapt to the company's digital culture.
Assessing employees’ digital readiness is very important in today’s environment. It represents whether your employees actively contribute to the company's digital business growth.
Digital readiness survey: an outside-in approach
To achieve digitalization, we must first survey the company's current digital readiness status to evaluate the company's position on digital transformation.
Individuals can be divided into 9 categories based on the competencies included in the Digital Potential Framework. It helps businesses determine the digital potential of employees based on their scores on cognitive abilities ( mental agility ) and 6 behavioral competencies ( learning openness, resilience, collaboration, inclusiveness, innovation and change management ) level, which can be used as a first step in formulating a development plan.
Digital competency is becoming an important competency in this century. Simply focusing on implementing digital tools or technologies is not enough. Organizations should also focus on assessing current proficiency in and training them based on their specific needs or role requirements. Different people have different levels of readiness to use digital tools and technologies.
Therefore, it is important to assess each employee’s current readiness/proficiency level in order to provide them with customized training on specific digital tools based on their current level of readiness.Promoting digitalization requires three capabilities, namely:
1. Human resources capabilities HR Competencies
HR capabilities can be roughly divided into automation and process management. " automation " is to automate labor-intensive and repetitive work. It is an important method to release production capacity, allowing human resources specialists to focus on higher value-added work. The key to implementing automation is process management. At Zhulu, the main job of our professional consultants is to help customers sort out the process.
2. Technology application capabilities Technology
From information construction to digital transformation is like a Waltz dance music , the two major departments of HR and IT are dancing together.
Digitalization is just for the sake of digitization, but digitization is meaningless. Employees do not understand and do not support it. The HR team lacks the ability to manage complex digital systems, so IT and technical teams that understand the business must be available to assist.
3. Data & Analytics
Align business and technical capabilities. With a solid foundation, human resources can establish data-oriented decision-making aids. The final data can help us analyze the best-performing employees and find out reasons for their success, and then develop strategies based on this to visually recognize these important attributes when recruiting talent.
Businesses must first make the necessary investments to ensure that data comes from reliable and interconnected sources. Next, train and ensure the team can correctly analyze data and make informed decisions. The three of
form a complementary relationship. Next, choose a project that is easier to start with. For example, if your company does not have a basic eHR system, you can import it first to sort out the relevant human resources management processes.
In addition, we chose to let employees "feel" the project , so that everyone can "see" the changes. After initial results are achieved, expand and iterate.
The digital age redefines value
Digital technologies have created a new work environment by playing an increasingly prominent role in work execution, organizational structure and employee lives.
The three popular nouns of "digitalization" are more suitable to match the theme of the conference: digital "intelligent":
1. "Digital employee" (Digital employee)
2. "Digital work" (Digital work)
3. “Digital employee management” (Digital employee management)
When we define the digital worker, we start breaking the work into smaller parts. A job may have several roles, each of which then requires certain abilities. To achieve these capabilities, employees need a combination of skills. The best way to think about digital workers is to define those skills that you want to get the job done.
The same goes for digital work, which not only digitizes the nature of the work but breaks it into smaller parts so you can measure the effectiveness of each task. Digital technologies enable new forms of organizational work, from individual virtual workplaces to virtual groups, teams or communities, and even to virtual organizations.
This generation (potential new entrants in organizations) are better at multi-tasking, have digital abilities/qualifications, they like and search for more information and the web, they learn by doing and demand more instant gratification and rewards .
Today’s digital accurate expression can quickly achieve precise, personalized and dynamic matching of people and organizations, people and positions, and people and portraits. Adapting HR management strategies and operations to a changing workforce is a necessary step to further support organizations through new, different and automated recruitment, selection and leadership practices. For example, artificial intelligence (machine) can save recruiters time, allowing them to focus more on the human aspect or hiring, and improve the candidate experience (i.e. less response time, regular communication, scheduling interviews).
HR operational functions (such as payroll processing) as well as administrative functions (such as payroll, performance management or development) are "digitally" supported. The positive operational effects of this digital employee management include lower costs, higher speed and quality of HR processes, increased cooperation and trust among HR stakeholders, and clearer strategic direction.
Digital transformation is a journey, not a destination
The era of traditional human resource management being dominated by modules has gradually passed. With the deepening of digital transformation, 's new three-pillar model with value as the core promotes the iterative upgrading of enterprise HR. Jiashida Group is a living example.
The role of human resources is constantly evolving. If we divide the maturity of digital HR into levels, we can refer to the levels of Taekwondo.
Level 0 Bai Duan: has a low degree of informatization and mainly works offline.
Level 1 Huang Duan: begins to use Excel and other Office tools to handle HR affairs, which may be the state of most domestic small and medium-sized enterprises and traditional industries.
Level 2 Green segment: In addition to Office tools, also uses the eHR system to carry out HR work.
Level 3 Red segment: uses HRM to manage employee information and work processes, and some modules enable professional talent management platforms.
Level 4 black paragraph: connects applications to each other, connects data to share information, and connects HR with business results. It gradually develops and combines with corporate strategic planning to support business development and innovation. (I learned Taekwondo when I was a child, and found that there are different levels for black belts and above. I eventually became a master Guru!)
Unofficial statistics tell us that most domestic companies are still at level 0-2. Companies at level 3 or above may account for less than 30%. This means that we still have a long way to go on the road to digital transformation of human resources.
Next, we will enter the "people-oriented" ecological HR, which includes creating digital scenes around "people". We need to think about how to:
1. Use digital technology to create a transparent, efficient, collaborative and workspace that increases cohesion.
2. Establish digital employee portraits and turn employees into "digital intelligence people"
3. Shape a new type of digital intelligence leadership, . This includes establishing shared values, encouraging self-driving, and taking trust and commitment as the key points of the organization. Collaboration platform for equality and consensus...ultimately, from self-interest to benefiting the public.
Successful digital transformation must start at the individual level and requires a human-centered approach. Replacing jobs is not the answer to the growing demands of the digital revolution. It requires continuous efforts by individuals and organizations to create new ways for humans to collaborate with technology and create new learning cultures.
The ultimate goal of an enterprise’s digital journey may be different, but the human experience and technology derived from this path can be used as a reference.
Let us be rooted in the cultivation and development of digital intelligence talent capabilities and grow in the construction of a digital intelligence talent system. Let us create a digital intelligence human resources ecosystem together and look forward to wonderful things happening!
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