As the global economy enters the period of digital transformation, digital transformation has become a necessary topic for traditional enterprises to take action. Driven by digital transformation, both industrial change and technological iteration are constantly accelerating. It is estimated that the compound growth rate of the global digital economy will reach 36 percent in the past 2018-2022. By 2022, global digital GDP will reach $46 trillion, accounting for 46% of the total economy. Digital transformation is the core driver of the digital economy, and direct investment in digital transformation will reach $5.5 trillion from 2019 to 2022. Therefore, it also means that the digital transformation 2.0 era has arrived.
In the era of digital transformation 2.0, the future enterprise has become the goal we want to build, and the core feature of the future enterprise is to accelerate the realization of large-scale innovation, which requires the enterprise to promote the digital transformation from the five dimensions of culture, customer, intelligence, operation and work.
IDC puts forward that digital transformation is currently showing a variety of new trends: digital technology is redefining industries and industries, digital products and services will become the mainstream, supply chain and intermediary restructuring will double efficiency, ecosystem will promote enterprises to create new value, talent competition and future work will become more intense.
According to IDC, the Future of Work is a change in nature that will affect employee behavior, organizational change, and corporate culture. The future work environment is not limited by time and space, while giving employees greater autonomy, and constantly promoting man-machine collaboration. At its core are future corporate culture, future work space and future workforce.
Zhou Dan, president of Bison Talent Management Research Institute and senior vice president of Bison Cloud Computing, believes that "in the future enterprise, there will be no employees and only talents. The core goal of an organization is to connect talents and organizations to create value together. The core task of HR is to carry out top-level design and talent management ".
China's talent market is entering a period of adjustment. Internet industry layoffs, recruitment reduction news frequently headlines, large enterprises talent management related system adjustment action frequently, national examination shrinkage, traditional industry enterprises gradually downsize, recruitment positions issued by shrinking demand, the disappearance of demographic dividend, talent shortage has become a major problem faced by global organizations, talent flow willingness to reduce, Talent competition in new technologies and new ecological fields is becoming more intense. How should enterprises cope with the current situation of internal talent shortage and external talent competition squeeze?
In this case, organizational structure adjustment has become a hot topic of the year. More and more leading enterprises begin to carry out high-profile organizational structure adjustment and talent reshuffle, and HR departments also begin to restructure themselves, from talent management to talent operation, in order to support organizational reform. At the same time, with the rise of flexible employment, new employment modes help enterprises to ease the pressure, and the diversity of talents such as generational, gender, region and culture has become one of the hot words of talent management in the world, which also brings great changes to the relationship between people and organizations. So, what can HR organizations and HR individuals do to prepare to help organizations meet challenges?
The attendant employee benefits and new experiences are constantly evolving; Invest in "growth" benefits to make talent knowledge-intensive and help employees meet the challenges of lifelong learning; By investing in employee career development to engage employees, do these companies really get the return they expect from their investment in employee experience?
In addition, talent management providers are exploring new technologies and are eager to innovate, and more and more companies are focusing on how to use AI to improve efficiency/productivity. However, the breakthrough point of technology-enabled talent management has not yet arrived, and technology is still on the way to liberate productivity. So in Chinese enterprises, what is the first new technology to play a role in the field of HR?
On November 13th, the 5th Future Talent Management Forum and the Award Ceremony of China's Outstanding Talent Management Enterprises will be held in Shanghai jointly by Bison Talent Management Research Institute, the Business School of Renmin University of China and Harvard Business Review. More than one thousand HR elites, top enterprise CHO, HR management masters will gather together to explore the new paradigm of talent management, talk about the Chinese wisdom of talent management, and drive the Chinese innovation of long-term business ideas. At the same time, the practices of 43 annual model enterprises are shared here to witness the infinite possibilities brought by changes to human resource management and expand the boundaries of thinking. On November 13th, Shanghai, the "Fifth" Future Talent Management Forum and China Talent Management Model Enterprise Award Ceremony, the registration channel will be opened soon. For more details, please refer to Bison official.
About Bison Talent Management Institute
Founded in 2004, Beisen is a professional research institute with deep insight into the Chinese market, and is actively committed to the research and development of truly suitable for local talent management technology. The research members are composed of nearly 100 masters and doctors from Cambridge University, Peking University, Beijing Normal University, Institute of Psychology of Chinese Academy of Sciences, East China Normal University, Fudan University and other well-known institutions of higher learning. His research field covers talent management technologies such as talent evaluation, recruitment management, succession planning and leadership development, and cutting-edge Internet application technologies and solutions such as SaaS and cloud computing.
About Beisen
Beisen, an integrated talent management cloud platform, provides enterprises with integrated SaaS software and services covering the whole process of HR business, such as assessment, recruitment, organizational personnel, compensation, leave attendance, performance, succession, investigation, On-boarding, etc., and meets the personalized and independent development needs of medium and large enterprises through its own PaaS platform. Every day, more than 5,000 medium and large enterprises, more than 160,000 HR employees and more than 15 million enterprise employees are using Beisen's innovative HR technology products and services. Beisen Cloud platform adds nearly 10 million talent evaluation data and hundreds of millions of recruitment data every year, and processes more than 1 billion pieces of data every day. For more information, please visit our website.
