In the digital era, human resources strategy is the hard core that enables enterprises to move towards "long-term prosperity". Whoever can have talents and quickly adjust their strategies to adapt to the changes of the times will have the possibility of victory, and ultimately stand on the commanding heights of the "corporate business strategy".
The 2022 Human Resources Summit hosted by Jianfeng Enterprise Management was successfully held in Yuyao, Ningbo from August 13 to 14, 2022. BenQ Zhulu General Manager Huang Zhiguang was invited to attend the Human Resources Summit as a speaker. Taking the group company Jiashida as a practical case, shares with you [How enterprises should reshape the new value of human resources in the digital age ]. The following is the content of General Manager Huang:
Digitalization is a double-edged sword for enterprises, and many companies are forced to be eliminated because they did not adapt to the changes of the times in a timely manner! Some companies have also taken the opportunity to examine their strategies and break through the complex environmental challenges!
Facing the new economy, new organizations and new human beings, human resources must also reflect on how to continuously create new value for enterprises.
Nowadays, with the rise in prices, the slowdown in economic growth, and the deepening of social polarization, the impact of the new crown epidemic on the macro environment and personal life has been lingering. From the perspective of corporate management, the uncertainty of the epidemic has brought huge challenges to the operation of the organization, which I believe everyone has a deep understanding of.
Technical innovation continues to develop, personal productivity is growing linearly, but the benefits brought by innovation are explosive, further deepening the original uncertain "VUCA" era.
is in the digital age. I believe everyone has heard of the word "VUCA", but now VUCA can no longer describe the diverse and complex social environment. Recently, a new term called BANI (Brittle, Anxious, Non-Linear, Incomprehensible) has emerged!
Whether it is VUCA or BANI, the core problem that enterprises must face is how to survive and live well in an uncertain era. This is a problem that enterprises must consider in the future survival and development.
So the role of HRs is very important, because whether it is survival or development, it is inseparable from people. Human resource management itself is the management of people. It requires continuous adjustment and adaptation based on the needs of the organization and talent, so as to create solid organizational capabilities and talent competitiveness for the sustainable development of the organization.
Global resources are moving towards digitalization, economic activities are digitizing, corporate operations are digitizing, finance is digitizing, and consumer experience is also entering digitalization. Digital technology is fully promoted and penetrates into all areas of human life. In the future, everything can be connected and presented through digitalization, and everything can be redefined by data to redefine the relationship between industries, enterprises, organizations, and people.
In the future, digitalization will completely change the asymmetry of information, from fragmented data to truly valuable big data, from offline computing to cloud computing, from digitalization between producers and consumers to fast connection and value interaction, and truly realize the digital-driven era of consumer needs.
companies are talking about "digital transformation", so what exactly is digital transformation? is finally summarized into these 62 words:
I agree with this summary very much because it puts satisfying customer needs first and takes corporate value growth as the end point.
In the digital age, technological innovation will become one of the biggest driving forces for China's economic development. based on artificial intelligence technology is changing the strategy of corporate human resources, which includes human planning, recruitment strategies and means, employee training, compensation and incentive methods, etc.
In the past, the factory of thousands of people has only a few dozen engineers. The traditional labor-intensive retail and catering industry has been replaced by unmanned retail and unmanned restaurants... More and more companies want to use AI/RPA to replace repetitive labor, and the skill model must be rebuilt accordingly.
CHRO and HRVP need to reflect: In the digital age, how to cultivate talents to promote digital transformation of enterprises? How to improve the survival ability of talents to adapt to digitalization? How to accelerate talent innovation in a way that deals with business?
Today, my sharing will discuss with you why, What and How the new value of human resources in the digital age based on the experience of its own company BenQ Jiashida Group .
Before entering the topic, I would like to ask you a question:
HR or business leaders can give employees
the most important thing?
Please choose the following answer:
The real hope of employees is to help the company succeed in the market. Because only companies succeed in the market can they succeed!
If the company does not succeed in the market, those beliefs, employee relationships, and sense of belonging will be futile!
So when talking about the new value of human resources, we have to rethink Why and What?
Why?
What is the purpose of the existence of an enterprise? In the past few decades, we have always believed that it is for profits (Profits), but in recent years, more research has pointed out that in addition to pursuing material returns, employees want to do what they think is meaningful, which is to achieve their personal purpose (Purpose), which is as important and does not conflict with another P.
It is impossible for companies to do business at a loss, but making profits is only one of the goals, as well as ESG, brand reputation, etc. The success of a company and the personal success of employees are complementary. Therefore, business leaders and HRs must realize that the internal motivation to promote employees is often not money, but mission and purpose.
What?
What is the value? For whom?
There is an important concept here: HR does not talk about HR, but how to provide value to all stakeholders .
So, who are the stakeholders? I'm listing six of these characters here, corresponding to the value results that can be produced. According to the industry you are in, you may come up with more value-oriented objects.
They include the traditional HR service population:
However, HR has more stakeholders, including:
Human resources can create or enhance value to these six stakeholders to varying degrees.
In order to generate value, we have another dimension, which I call the Success Pathways.
Simplely speaking, corporate success comes from these four means:
• Talent (Talent)
• Leadership (Leadership)
• Organization capability (Organization capability)
• Plus HR (Human resources) is the lubricant that combines the above three factors.
Single talent and leadership can enable a team or unit to achieve good results, but it is not enough to make a large organization successful.Similarly, a company only has strong organizational capabilities, but lacks talent or leadership.
The success of an enterprise must have these three elements. What connects these three is human resources. HR can be the connector in it! Providers of platform services, such as identifying talents, retaining talents, deploying successors, and formulating cross-departmental personnel systems.
Talent, leadership, organizational ability, and HR are called four paths to success. They can clearly draw the influence corresponding to the "tactical" option based on the six value orientations just proposed. I call it "strategy package" or digital toolbox.
is different from the strategic map or Balanced Points Card (BSC), which is a strategic tool designed specifically for HR. Zhulu serves nearly 1,500 corporate customers. We have summarized the options and combinations of hundreds of toolboxes. Companies can formulate their own transformation "package" according to their current actual situation and strategic goals.
Using this tool, we practiced to BenQ’s parent company, GSDA Group.
Jashida's transformation path - HR 3.0
The upgrade plan for code-name "HR3.0" was launched in 2018. We have set a five-year construction blueprint and will briefly introduce Jiashida Group first.
Company was founded in 1984. Over the years, we have experienced achievements and challenges at different stages. Today, we have more than 100 sales and manufacturing sites around the world and employ 33,000 people. Total revenue in 2021 will reach US$7 billion.
Everyone must be curious. Since there is HR 3.0, what are 1.0 and 2.0?
The 28 companies and subsidiaries of Jiashida Group are all BenQ’s customers, including 13 listed companies. They use Zhulu eHR system to solve the so-called core personnel management. It can be considered version 1.0.
With this solid foundation for informatization, we have developed many innovative talent development applications and strengthened group-based cross-business and cross-regional talent management. This is HR 2.0.
In 2013, the new general manager and current chairman proposed the "joint fleet" strategy to actively promote mergers and acquisitions and business restructuring. A total of nearly 14 companies have been merged, and in addition to the growth of revenue multiples, it is more important to form a larger and more comprehensive business group.
The secret recipe for success of the company is very simple, which is: strategy x (organizational ability + employee thinking + employee ability + employee governance)
In other words, it is the same as the above-mentioned "success = talent x leadership (strategy) x organizational ability".
Under this guidance, HR 3.0 has set three winning strategies, namely:
1. Optimize existing operations
2. Joint fleet docking
3. Digital transformation
The methods we emphasize are: outstanding goals, innovative methods and active resources. The construction blueprint of
is promoted and completed in three stages. We launch about 20-30 projects every year, all of which are targeted strategies and stakeholders.
By using the "Strategic Package" tool I mentioned earlier, we compared the projects taken by Garshida with the results of other customers' implementation of similar actions, and used digitalization to present the effectiveness of each plan. For years, we have been asked what value HR can create for businesses. With this tool and quantitative statistics, we can analyze which means or approach can have a greater impact on your target audience.
HR does not talk about HR, which means that we can get out of the established major, not only need to combine it with the business, but also think about the value that human resources can generate from all beneficiaries.
in the past two years can be said to be the year when the group won the Grand Slam award, including: Forbidden World Best Employer, WeCare Best Employer Care Award, Asia's Best Enterprise Employer Award (three consecutive years) and the Perpetual Enterprise Performance Award, etc....
These awards and honors show that BenQ Gastra Group's digital HR strategy in the past five years has been recognized in the industry. Also reflected in the investment market, the market value of the company has jumped five times since the launch of the "United Fleet" strategy!
Next articleMr. Huang Zhiguang, General Manager of BenQ Zhulu, will share with you what are the new abilities that HR should have in the digital age? Please stay tuned~
If you want to know more, please follow the WeChat public account "BenQ Zhulu"!
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