On November 15, the 12th China Human Resource Management Annual Conference and the 9th China Academy of Human Resource Management Award Ceremony co-hosted by the Business School of Renmin University of China and Bison Talent Management Research Institute came to a perfect end in Beijing. At the meeting, Zhou Dan, president of Bison Talent Management Research Institute, made a wonderful speech entitled "2019 Annual Observation of China Talent Management". The following text is excerpted from Dean Zhou Dan's speech.
I. What will enterprises focus on in terms of talent management in 2019?
The positioning and role of human resource department has shifted from the "employee level" to the "organizational level". This does not mean that HR does not pay attention to the work at the employee level, but that its role has become more diversified and strategic.
1. What do enterprises of different sizes focus on
Compared with large-scale enterprises, small-scale enterprises with fewer than 100 employees pay more attention to "work collaboration process sorting", "management mechanism such as performance appraisal and incentive" and "core leadership team training", and enterprises of all sizes pay similar attention. However, relatively speaking, the smaller the scale, the more important it is, and the more likely it is to optimize the transformation in the future.
The larger the enterprise scale, the more obvious the demand for HR technology/digital transformation. In fact, digital transformation is divided into stages. When each company has its own business form and maturity, its investment in this field and many evolments and attempts in this field are also different.
The larger the organization is, the more urgent it will be for digital transformation and technology application, and the more attention it will pay to "people effectiveness improvement".
2. What do companies in different industries focus on
Compared to last year, the maturity of Internet companies has improved greatly. Many Internet companies focus on "organizational structure design/organizational effectiveness improvement" and "HR technology/digitalization".
The heavy industry/processing manufacturing industry is more likely to be transformed and optimized in terms of "performance appraisal, incentive and other management mechanism optimization".
Apart from the Internet/e-commerce industry, enterprises in other industries pay similar attention to "cultural value shaping/reshaping", especially in the fast-moving consumer goods industry.
3. What do enterprises of different nature focus on
Different types of enterprises pay slightly different attention to talents. Compared with other types of enterprises, state-owned enterprises and private enterprises pay more attention to organizational transformation, including "organizational efficiency improvement/architecture design", "work collaboration process sorting", "performance appraisal, incentive and other management mechanism optimization" and "cultural values shaping/reshaping".
More state-owned enterprises, private enterprises and joint ventures focus on "HR technology/digitalization" and are more likely to carry out digital transformation. Private enterprises and public institutions pay relatively high attention to "talent introduction", and more enterprises may have the intention of related transformation and optimization.
2018 is the year of organizational change. There are a lot of enterprises in the reorganization. This year, the attention on the organizational ability of sustainable development has received unprecedented attention. Human resource teams need To balance two parts: on the one hand, To level B, such as organizational ability, process mechanism, culture, system, structure, etc., and on the other hand, to level C, such as employee experience, employee empowerment, talent retention, talent portrait, recruitment, training, etc. For human resource workers, it is very important to balance the efficiency of the organization and the activation of employees' abilities.
2. What challenges will Chinese enterprises face in talent management?
Key words: Organizational effectiveness, cultural concentration, digital revolution, ability reconstruction.
1. There is an unprecedented focus on organizational effectiveness
In the face of friction, China's economic slowdown and other major economic situations, the Chinese market is still the market that global investment institutions pay the most attention to, despite the great uncertainties in the development prospects of enterprises.
The maturity of talent management system in Chinese enterprises has been improved, and the planning of enterprise talent demand planning has been significantly improved. Some enterprises begin to realize that planning is indispensable for future adaptability and flexibility.
In this context, organizational effectiveness must be the core of management, organizational effectiveness is not equal to layoffs, not equal to blindly reduce costs, to improve organizational effectiveness is to let the organization resources and business to achieve the best match.
2. The challenge of labor cost increases
Institutional reforms such as the "third period of Golden tax", "Social security income tax" and "individual income tax declaration" have brought unprecedented pressure to many enterprises, especially smes.
Enterprises generally have low satisfaction with employees' efficiency.
In addition, more and more enterprises are considering flexible employment, including traditional forms, as well as their own work segmentation and subcontracting. However, there are still many problems in flexible employment mode, such as difficult recruitment, training and management, as well as possible compliance risks in flexible employment.
3. The news of layoffs and recruitment reduction is emerging, and the career development and empowerment of employees are discussed in all walks of life
Organizational layoffs can effectively reduce enterprise costs in the short term, but for the long term, whether the organization really has a good traction, it needs to be a question mark. One is the retention of existing employees, and the other is the rebuilding of the entire organizational atmosphere.
As for the existing employees, the enterprise should realize that they are the "fresh force" that the enterprise relies on after "optimization" adjustment. It must face up to the long-term impact of layoffs on the existing employees and maintain the long-term stability of the organization.
Another interesting point is that after structural adjustment in the past two years, some super-large enterprises are now increasing staff and making other structural adjustments. In fact, every period of economic uncertainty is a new opportunity for enterprise reform and development.
4. In terms of organizational structure reform, focus on management and control effectiveness and relationship building
In organizational effectiveness, there are two important points:
First, when enterprises adjust the organizational structure, they generally think about the problem of centralization and decentralization: what power belongs to the headquarters, which power belongs to the region and so on.
Too centralized, the organization standardization and organizational ability will be better, but flexibility will be destroyed;
Too much decentralization, organizational management mechanism may be destroyed. Therefore, enterprises should make specific adjustments according to their different business forms and development stages.
The second is to carry out reform oriented by relationship establishment. In organizational change and redesign, the most important thing is how to reshape customer relations and employee relations.
5. In terms of process mechanism optimization, focus on direct results and closely connect business
The process mechanism optimization focuses on some relatively high urgent work, that is, the management process that will have a significant impact on employees and business in the short term, including performance, recruitment and compensation; Less attention is paid to non-urgent but important tasks such as talent inventory, development, succession planning and employee service.
Process design, taken together, needs to be result-oriented. The process needs to be simplified and the results need to be correlated. In addition, it is also necessary to do a good job in the management of talent demand, a good enterprise for talent demand is relatively more clear, clear here is not only the designation of posts, more attention should be paid to the definition of core talent, input and output, talent supply chain operation.
6. The existing performance management process of enterprises is simultaneously transforming to agility
In many aspects, such as the role of managers, performance management tools, performance goal setting, performance goal feedback and incentive, performance evaluation and result application, the existing performance management changes in the market coincide with the characteristics of agile performance management to a large extent.
It can be said that no matter whether enterprises in the market consciously carry out performance management reform, agility is the current consistent choice of most enterprises. Agility of performance is reflected in agility of goals, transparency of goals, agility of feedback, and the ability to connect with digital platforms.
Many companies are also thinking about smarter ways to achieve agile performance, through performance management systems that allow you to use your mobile phone to see how well your personal goals relate to the CEO's goals and how far you've come.
7. The failure of person-post matching brings about "negative effectiveness". A good person-post matching will drive employee engagement
Person-post matching has been the core driving factor of employee engagement for many years. Person-post matching significantly drives employee retention (employees are willing to stay and develop in the organization), effort (employees are willing to make efforts to ensure the realization of business objectives) and challenge (employees are willing to achieve business challenges and breakthroughs in work).
8. The "four-step" gripper for improving organizational effectiveness:
Structure adjustment: strategy oriented, efficiency oriented
Process management: Focus on business and operations
Strong performance: Focus on performance and motivation
Optimal matching: do a good job of dynamic matching
Third, culture is the core of an organization's lasting foundation
1. Culture is the primary focus of organizational transformation
Why are we talking about culture so much this year? In the process of investigation, we found that when enterprises re-choose the channel and reconsider the strategy, culture has become a very important point, and its value and influence in the organization are increasingly valued by enterprises.
In the past, when the enterprise was in the period of rapid development, as long as the "thing" itself was right, it could start to act, but in the period of organizational change, the whole organization needs to reach a consensus, so as to have efficient coordination and action force. It can be said that the driving force behind cultural change is more from the inside out.
2. The challenge of cultural implementation runs throughout
The implementation of culture is difficult from the initial extraction, promotion, and system construction. The implementation of culture needs to go deep into the "brain" of the organization (management system, process mechanism, organizational structure), rather than just stay in the "skin" of the organization (symbols, stories, benchmarking).
According to the data, in the process of the implementation of corporate culture, the cooperation degree between the employing department and the HR department has been improved, but the overall cooperation degree is still at a low level. Talent management is not only a one-man show for the HR department, the employing department also needs to actively cooperate with the HR department, so that the corporate culture can really go deep into the organization.
3. Engagement is an opportunity for cultural activation
Cultural vision is one of the core factors driving employee engagement. Enterprises have realized and increasingly valued the two factors that influence the success of enterprises -- customers and employees. Only when customer recognition and employee engagement are grasped, enterprises can survive and make profits.
4. Digital transformation begins to infiltrate the business scene
Throughout the digitization process, the biggest change we've seen is in technology. Let me show you a data, which is the four factors in our maturity survey, culture, system, technology and HR team. Among these four big factors, we track them every two years, and technology has made the biggest improvement in the past two years.
▲ Picture from 2018-2019 Chinese Enterprise Talent Management Maturity Survey Report
1. Technical talent continues to be in demand
In the whole big digital closed loop, a very central key point is the employee. Employees are an indispensable part of the digital process.
With the acceleration of digitization, technical talent is particularly in demand in the talent supply chain. Three years ago, most of them were Internet companies. This year, no matter what industry, a large number of enterprises are recruiting technical personnel.
Linkedin Big Data research found that the top ten emerging skills with the fastest growth mainly include digital science, cloud computing, risk management, interaction, artificial intelligence, blockchain, etc., including digital marketing, full stack development, etc., among which the growth of full stack development and blockchain is the most obvious, which is likely to be the biggest battlefield for talent competition in the next three years.
2. Digital transformation is more at the primary "digital workplace" level
The main challenges of digital transformation continue to come from the fundamentals of internal management, including cultural awareness, clarity of offline processes, and the data base of the enterprise.
We will see for example, digital operations, human-computer interaction, as well as the intelligent enterprises that we most expect, human resources decision-making, relatively speaking, still accounts for a relatively low proportion, especially in the decision-making area of the attenuation of ten percent, these companies are relatively large companies.
3. The maturity of talent management technology in Chinese enterprises has been improved
The application of information-based talent management tools and integration platform is deepening, which has become indispensable in the daily work of HR. The financial performance excellence group is moving faster on the road of enterprise human resource informatization, with higher quantitative management maturity and deeper data mining.
5. Building talent supply chain is still the cornerstone of talent management
It is still the cornerstone of talent management to build talent supply chain and continuously improve talent ability. Combing talent standards, establishing talent evaluation system, talent input, talent sustainability, and organizational activation are the basic skills of human resources. How to better operate and be efficient in the future is also a very important reform.
1. Higher recruitment requirements (higher risk aversion)
The shortage of talent is still growing: recruitment is a big problem. Although organisations are now cutting staff and improving performance, recruitment is becoming harder. As companies become more demanding in hiring, risks that were bearable in the past are now intolerable.
Talent's attitude to job change is not optimistic: the vast majority of professionals do not stop looking for opportunities, a significant number of employees are moving on, and many are looking for new opportunities. Successful transformation plans are lower than in the past, many expectations are changing, but the organization's requirements are higher, the business value for risk is high, and this match is a pretty big risk.
2. In terms of the management of the core team, it is necessary to win the talent war from within
The core talent team is the core competitiveness of the organization and an important force leading the development direction of the organization. In terms of the management of this part of talent, the enterprise will consider more ability/leadership transformation, motivation, stability and cultivation, rather than external introduction.
3. In the management of the post-1995 generation, we need to pay attention to their unique portraits
Personality: Willing to work with a team, like changing working environment, looking forward to being a team leader.
Engagement: The post-1995 generation has a low level of engagement, expecting a sense of achievement in interesting work; The post-1995 generation has a higher expectation on factors related to work returns, and person-post matching is also the core driving factor for the post-1995 generation to stay and work hard.
4. More and more "intelligent" personnel training and learning mode
Richer content: integration with work, crossover, fast iteration
More diversified carrier: online and offline intelligent platform, multi-terminal connection
More cutting-edge technologies: machine learning, AI push, smart alerts
Better experience: the use of gamification, virtual reality, etc
Finally, I would like to give you a word from Peter Drucker: No one can control the change, only go ahead of the change.
Bison recently officially released the 2018-2019 Chinese enterprise Talent Management Maturity Survey Report, aimed at helping Chinese enterprises find a successful path in talent management, and in-depth exploration of the secret key of talent management, so that talent management truly serve the enterprise's operation and development, please pay attention to the wechat public account of Bison Talent Management Research Institute.
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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.
