I. Organizational evolution
Pay attention to the organization's strategy and business needs, and how the organization should develop and continuously optimize.
1, from control to empowerment. We should evolve from the original control organization to the empowerment organization, how to adapt to and respond to the changes in the first-line market and customer demand through empowerment, and the logic of the evolution of the first-line customer-driven organization.
2, from competition to * * *. More and more organizations have gradually evolved from the original competitive relationship to the relationship of "you have me and I have you".
3. From division of labor to coordination. The internal organization should change from the original division of labor and cooperation to collaborative cooperation. For an organization, the most important thing is to break the internal management barriers and break through the external business boundaries. Internal management barriers are obstacles to cooperation, and external business boundaries are the fundamental factors affecting business model innovation.
The second is enterprise-oriented mechanism innovation.
1. Look for business pain points around organizational goals, and then form mechanism innovation; With the support of digitalization, online and offline synchronization of management and business can be realized.
2. Employees participate in reshaping the management structure and empower employees who create value in the front line. The changes in mechanism innovation are mainly reflected in two aspects:
(1) is a business and data-driven talent service. The data of human resources is far more than any field of enterprise internal management, and the data in other fields are periodic and disappear after a certain period of time. However, the data of human resources is maintained in the whole life cycle, from entry to training, to related performance appraisal, to daily work and even reimbursement data will be saved. Can these data form the basis of enterprise decision? We serve employees, that is, we serve enterprises better. Solving the problems that employees care about is to solve the problems that customers care about.
(2) Design with organizational ability as the goal. Can enterprises make decisions for front-line employees who create value or those who can hear gunfire through digital tools? This requires sufficient information circulation, and also requires enterprises to establish mechanisms to empower front-line talents who create value.
Taking the practice of a national power investment group as an example, it mainly includes four aspects:
A. agile talent adaptation. Actively push some new jobs in real time, instead of passively sending a notice to find suitable talents.
B. data-driven talent planning. Put the data first.
C. interactive personalized talent training. In the process of talent training, let employees participate in immersion.
D. intelligent all-round employee service. Fully realize the online and automatic processing of employee affairs, and realize self-service at your fingertips.
Third, intelligent embedding and data empowerment.
1. Collect human resources related data comprehensively. Mining the relationship between data, drawing accurate portraits of talents, and developing various monitoring and analysis models to provide support for selecting and employing people and business work.
2. Transform the existing scene with intelligent technology. Explore and innovate in intelligent recruitment, resignation analysis, self-service, talent enjoyment, knowledge recommendation, intelligent teaching and personality encouragement. To promote the digitalization of talent team and employment mode with the digitalization of management service means.
Fourth, develop digital talents.
Digital technology has changed the business logic of an organization. Digital transformation is reshaping or adjusting organizational strategy, and the talents who implement organizational strategy also need to be redefined. With the help of the role and trend of digital technology in the field of human resource management, it is an inevitable choice for human resource management departments to meet the challenges of talent management in the digital age by using "digital thinking" to conform to the trend, building a talent supply chain that matches the organizational strategy and establishing a management mechanism that conforms to digital talents.
1, talent attraction and recruitment. On the one hand, enterprises need to create an employer brand image with popularity and reputation to attract more outstanding talents; On the other hand, talent recruitment in the digital age is no longer a mechanical operation, and artificial intelligence technology helps recruiters to automatically screen and identify people; Video technology, virtual reality and other interview technologies enable candidates and recruiters to communicate more efficiently; Use big data technology to help leaders make talent decisions more clearly through benchmarking talent reports and salary reports.
2. Staff learning and development. The traditional learning management system based on process and function will be transformed into a learning management platform based on employee socialization and knowledge management. The enterprise learning and development department makes full use of the characteristics of the digital platform to complete the internal training operation of the enterprise, build a learning organization and empower employees.
Strategic transformation, talent first. In the digital transformation of enterprises, human resources departments should not be passive participants, but should be promoters and leaders. /s/0BWdQiqH_0a04MpiUfgA7g
Enterprises can realize the digital transformation of human resources through nailing intelligent management system. Nail intelligent personnel system can provide one-stop comprehensive personnel solutions for enterprises, involving nine functions of HR daily work (leave, SSC, job transfer, entry, resignation, regularization, roster, promotion and employee care), and fully help HR digital work management mode. /oasite/register_new.htm？ lw from = 20 190729200945 1 1002 & amp； source = 100 1 & amp； bucket=i#/
This is very simple. Through the software platform, all employees' information and work records are uploaded to the platform and then managed on the platform, which can greatly improve the efficiency of human resource management. Most domestic enterprises use nails. /oasite/register_new.htm？ lw from = 20 190729200945 1 1002 & amp； source = 100 1 & amp； bucket=i#/
Now HR in every company will use some office software to help them improve their work efficiency, but human resource management is a very complex field with many things, so more and more HR will want to have a software that can cover most functions to ensure their work. So I think we can try to use nails, because nails are free and fully functional, and all human resources management can be completed inside. /oasite/register_new.htm？ lw from = 20 190729200945 1 1002 & amp； source = 100 1 & amp； bucket=i#/