HR如何通过数字化转型重塑自我?数字转型是各行各业当先面临的迫切问题，HR深入其中，成为必须的一部分。
为更好的传递观点，我们使用AI翻译了下面的文章与您分享。英文原文可以访问HRTechChina.com 了解更多
作者：
Jason Averbook
根据人力资源思想领袖Jason Averbook的说法，围绕数字人力资源转型的组织内部存在大量混淆，他解释说，许多公司正在努力实施真正有意义的数字化转型，从而推动可持续的竞争性业务优势。
人力资源有两种数字化转型，Averbook表示，在实践中它实际上意味着“仍然存在一大堆混乱”。
“在数字化人力资源转型方面，有一个'大T'和'小T'，”Averbook说，他是咨询公司LeapGen的首席执行官。
“'大T'是关于我们如何将自己重组为人力资源部门，以便在数字世界中工作，而'小T'则是关于我们如何实际采用数字优先心态为员工提供能力。”
Averbook是最近一系列 关于数字化转型和未来工作的ServiceNow活动的一部分 ，他说组织在人力资源数字化转型的“小T”方面通常更为成功，但在成功时却不太成功。重塑HR以在数字世界中成功地工作。
“人们花费数百万，数百万美元将自己重组为不同类型的卓越中心和不同类型的服务中心 - 只是意识到，当他们自己进行重组时，这已经过时了。要去，“Averbook说。
“总的来说，我会说我们处于数字化思维模式的早期采用阶段，我甚至不打算将其称为数字化人力资源转型。
“谈到人们的服务，这个'数字优先思维'空间只会在未来一到五年内爆发。”
“总的来说，我会说我们处于数字化思维模式的早期采用者阶段”
Averbook表示，人力资源数字化转型的变化步伐将会加快，预计未来五年内人们对人力资源技术领域所知的所有事情将在未来五年内发生重大变化。
他给出了员工和经理自助系统的例子，并解释说，不是通过桌面计算机登录系统工作，而是转向SMS聊天，Skype，Chatter或员工可以使用的其他平台和应用程序，无论他们身在何处。
“当我们考虑员工服务体验时，人力资源技术的世界将从专注于交易的领域转变为必须专注于经验而人力资源是静脉注射（IV）饲料的领域，以便为组织提供任何能力。
“所以，如果我想向一名旨在增加参与度的员工提供一些内容，那么它将会经历那个IV，”他说。
“在过去，我们在建立从组织到员工的沟通渠道方面做得很差。
“展望未来，为了提供任何数字化能力，我们将不得不以非常，非常顺利的方式铺平这条道路，以满足员工的需求，并以对他们来说非常自然的方式。”
Averbook解释说，在员工体验方面，战略与执行之间也存在巨大差距。
“人们想出这个想法，他们将创造这种员工体验，但他们不知道如何到达那里，”他说。
“因此，战略与执行之间不仅存在差距，更多的是”鸿沟“，人力资源面临的挑战是将重点放在员工和经理身上，而不是集中在组织之外。
“如果他们能够让员工和管理人员知道人力资源部门正在提供能够使工作场所和员工队伍变得更好的事实，那么人力资源部门将获得的数据将比他们今天获得的数据好10倍，”他说。说过。
“因此，当人力资源开始与我讨论员工的经历时，他们真正谈论的是人们如何获得人力资源的支持或服务或答案”
ServiceNow的人力资源产品销售负责人Mark Souter解释说，员工和经理都希望人力资源能够以快速和可预测的方式获得正确的答案。
“人力资源部正在寻求将客户服务经验的学习应用到内部员工服务体验中，但他们正在使用尚未为此构建的系统来实现这一目标，”他说。
“市场中的核心HCM在人力资源数据，参考记录和关键人力资源基础知识方面做得很好。”
然而，这样的系统并没有满足大多数员工的服务需求，Souter表示这推动了市场对于参与系统以及HCM产生的记录系统的需求。
他解释说，经理和员工正在寻找合适的支持，人员，设备或系统，以快速，可预测的方式获得他们的查询答案。
“当人们谈论员工的经历时，往往被定义为相当迟钝或差劲，或以多方面的方式，”苏特说。
“因此，当人力资源开始与我谈论员工的经历时，他们真正谈论的是人们如何从人力资源部获得支持或服务或答案。”
Souter补充说，这个过程历来以非结构化的方式进行，多个系统包括内部网，对于特定人员的角色以及其他HR和HCM系统具有有限的上下文相关性，导致员工和经理的脱节，有时令人沮丧的体验。
人力资源团队也一直专注于高价值的活动，如人才管理，学习和发展，以及劳动力分析和规划，苏特表示，虽然这些非常重要 - 人力资源部门“可能错过了一步”围绕人们如何以对他们有意义的方式获得问题答案的方向。
“为什么他们在组织之外的经历不是作为消费者反映在内部？”他问道。
“我们之所以这样做，是因为我们一直在与他们讨论HCM系统和参考记录，以及与他们接触并围绕该参考记录建立经验的方式。”
以上由AI翻译，仅供参考！
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Jason Averbook on how can HR reinvent itself through digital transformation
There is a significant amount of confusion within organisations around digital HR transformation, according to HR thought leader Jason Averbook, who explained that many companies are struggling with the implementation of real and meaningful digital transformation which drives sustainable, competitive business advantage.
There are two kinds of digital transformation for HR and Averbook said there is a “still a boatload of confusion” as to what it actually means in practice.
“When it comes to digital HR transformation, there is a ‘big T’ and a ‘little T’,” said Averbook, who serves as CEO of consulting firm LeapGen.
“The ‘big T’ is about how we reorganise ourselves as an HR function to work in a digital world, while the ‘little T’ is about how we actually take a digital-first mentality to deliver capabilities to the workforce.”
Averbook, who was speaking as part of a recent series of ServiceNow events on digital transformation and the future of work, said that organisations are generally more successful when it comes to the “little T” of digital transformation for HR, but less successful when it comes to reinventing HR to successfully work in a digital world.
“People are spending millions and millions and millions of dollars reorganising themselves into different kinds of centres of excellence and different kinds of service centres – only to realise that by the time they’ve reorganised themselves, this is already dated from where they’re trying to get to,” said Averbook.
“Overall, I would say that we’re in the early adopter phase of a digital-first mindset, and I’m not even going to call it digital HR transformation.
“When it comes to people services, this ‘digital-first mindset’ space is only going to explode in the next one to five years.”
“Overall, I would say that we’re in the early adopter phase of a digital-first mindset”
Averbook said the pace of change in digital transformation for HR is only going to pick up and predicted that everything known about the world of HR technology for the past 20 to 30 years is going to change significantly in the next five years.
He gave the example of employee and manager self-service systems and explained that rather than logging into systems via desktop computers to work, this would shift to SMS chat, Skype, Chatter or other platforms and apps employees can use regardless of where they are located.
“When we think about the employee service experience, the world of HR technology is going to change from one that’s just focused on transactions to one that has to focus on experience and HR being an intravenous (IV) feed to deliver any capability into the organisation.
“So, if I want to deliver some content to an employee which is designed to increase engagement, then it’s going to go through that IV,” he said.
“In the past, we have done a poor job in building that line of communication from the organisation to the employee.
“Moving forward, in order to deliver any digital capability, we’re going to have to pave that road in a way that’s very, very smooth, that meets employees where they are and in a way that is very natural to them.”
Averbook explained that there is also a significant gap between strategy and execution when it comes to the employee experience.
“People come up with this idea that they’re going to create this employee experience but they have no idea how to get there,” he said.
“So, there is not just a gap between strategy and execution, but more of a ‘chasm’ and a challenge for HR in this is focusing inwards on employees and managers, rather than focusing outside of the organisation.
“If they can get employees and managers to buy into the fact that HR is delivering capabilities to make the workplace and workforce better, the data HR will get out of that is going to be 10 times better than the data they get today,” he said.
“So when HR starts talking to me about the employee experience, what they’re really talking about is how are people getting the support or service or answers from HR”
Mark Souter, HR product sales lead for ServiceNow, explained that both employees and managers are looking to HR to get the right answer in a way that is both quick and predictable.
“HR is looking to apply learnings from the customer service experience to the internal employee service experience, but they’re doing it in ways using systems which haven’t been built for this,” he said.
“Core HCMs in the marketplace do a great job with HR data, records of reference and key HR fundamentals.”
However, most employee service needs are not met by such systems, and Souter said this is driving a need in the market for both a system of engagement as well as a system of record produced by an HCM.
Managers and employees are looking for the right support, person, device or system to get the answer to their query in a quick and predictable way, he explained.
“When people talk about the employee experience, it is often defined either fairly obtusely or poorly, or in a multifaceted way,” said Souter.
“So when HR starts talking to me about the employee experience, what they’re really talking about is how are people getting the support or service or answers from HR.”
Souter added that this process has historically been approached in a very unstructured way, with multiple systems including intranets with limited contextual relevance for a specific person’s role as well as other HR and HCM systems, resulting in a disjointed and sometimes frustrating experience for employees and managers.
HR teams have also been focusing heavily on higher-value activities such as talent management, learning and development, as well as workforce analysis and planning, according to Souter, who observed that while these are very important – HR has “probably missed a step” around the orientation of how people get answers to questions in a way that is meaningful to them.
“Why isn’t their experience outside the organisation as a consumer reflected inside?” he asked.
“The reason for this is that we’ve that, is that we’ve been talking to them about HCM systems and records of reference, versus ways to engage them and build that experience around that record of reference.”
重塑
2018年09月10日
重塑
向沃尔沃学习：通过招聘来重塑自己
来源：HRB，本文由HRTechChina编译，转载请注明出处。
很多传统公司都希望转型为敏捷型、人才第一型的公司。但是当一些CEO站在他们的位置去观察他们的员工时，他们发现了一个问题：很大一部分他们的团队没有必要的技能或改变并勇于面对新挑战的能力。
发展“人才并购战略”是克服以上现象的方法之一。沃尔沃在过去十年的转机中为我们提供了一个非常好的案例。这些年，沃尔沃的品牌处在一个艰难的境地。沃尔沃汽车不属于像奔驰、宝马、奥迪一类的奢侈品品牌，同时也缺乏相关能力与拥有大型市场的领导品牌例如丰田和通用汽车比拼。在新所有者（沃尔沃在2010年被福特汽车卖给了吉利）的管理下，这家瑞典汽车准备通过成为一家高端玩家来改变其生产线。CEO Stefan Jacoby和CHRO BjörnSällström严格审查了沃尔沃现有的员工队伍。结果很显然：有进入高端品牌层面，沃尔沃需要不同技能的各种人才。“技术层面上，现今的汽车与十年前的改变非常巨大”，我们在我们书《人才制胜》（Talent Win）中曾经采访过的Sällström说到，“曾经，你需要有机械工程师，而现在则对软件工程师有着更大的需求，因为汽车就相当于是一台大型电脑。”Sallstrom还有第二个在外部寻求人才的原因：他和Jacoby认为只有注入新鲜人才才能将沃尔沃的文化转变为创业型文化。
沃尔沃采用了三个紧要手段来确认他们引进人才的转变方式是否有用。首先是将Sällström置于倡议的核心位置，CHRO需要处在从外部获得人才的中心地位。对于纯粹的人才收购来说这是事实，例如在硅谷如此受欢迎的收购者。但对于更传统的并购行业来说也是如此，在这些并购领域，首席人力资源官往往是旁观者，而不是核心策略的驾驶者。今天的人才驱动型公司知道人才是推动价值增加的原因。这就是为什么他们将财务和人力资本部署在一起，将两者联系起来以获得最大的影响。在这些公司中，CHRO在任何形式的收购中都扮演着重要的角色。虽然沃尔沃并未通过收购公司来寻找外部人才，但CEO Jacoby及其继任者HåkanSamuelsson依靠Sällström来寻找公司以前从未开发过的产品所需的东西。
这使我们迈出了第二步：扩大公司的周边视野。为了获得所需的技能和变革力量，沃尔沃望向了汽车之外行业。Sällström绘制了外部行业图，寻找具有相关技能的人。他很有创造力，有时还会采取一些与寻常不同的行动。他聘请了谷歌的销售人员和营销人员，他们将沃尔沃在这些领域的技术和社交媒体应用进行了改造。聘请的习惯于用思考数字形式吸引消费者的诺基亚工程师，重新设计了无线电和导航系统。他和Samuelsson开始瞄准时装行业，聘请手工匠人，并通过雇佣那些曾设想并在大公司进行重大的战略转变的高管来撼动管理层。2011年至2015年期间，沃尔沃增加了3,000名工程和开发新人。、
第三，公司开发了一个强大的体系来整合新人才。他们认为沟通是至关重要的：Jacoby首先描述了沃尔沃300名关键员工的战略转变，而Samuelsson在他的前任领导下与员工定期进行实时聊天。培训也是必不可少的：Jacoby和Sällström实施了一系列举措，旨在将员工的思维模式转变的更具创业精神，并且每300名关键领导人都拥有一位私人教练。通过公司网络实施变革也有所帮助。雅各比创建了一个主要由年轻员工组成的三十人“催化小组”，并向组织中的其他人展示工作可以以不同方式完成。例如，他的成员问道为什么汽车每改变一次设计都需要十几个人签名，并且，他还设法将这个数字减半。 “转型中的小事情会发出一种信号。”Sällström说道。两年后，沃尔沃开始思考如何更具创业性，同时催化小组随之解散，这也进一步证明该公司开始取消不必要的开销。
现在说沃尔沃品牌肯定会恢复过来还为时过早。Sällström说：“即使有了这些外在的人才，想要改变组织的思维方式也是一段漫长的旅程，这仍然是一项需要持续进行的工作。”但沃尔沃的金融信息无疑正标志着他们走在正确的方向。 2017年沃尔沃净收入创历史新高，利润连续三年上涨。 去年该公司销售了57.1万辆汽车，比2010年的37.3万辆增加了许多。沃尔沃已经在引入自动驾驶汽车的竞赛中取得了一席之地，它的汽车好评如潮。据Edmunds称，是XC90 SUV这款车让沃尔沃回归到游戏竞赛中去。
沃尔沃的行为提供了一个教科书式的案例，告诉人们如何从公司外寻找新的人才来完成转型举措。CEO必须要为人才并购准备一个好的策略，那就是，他们如何积极的瞄准外部人才库从而领先新策略所带来的机会。这意味着需要扩大人才视野，尤其是当最大的威胁和机会在传统行业领域外来临时。同时这也意味着需要小心执行转型过程，从而避免外部人才的“排异反应”。通过外界进行企业转型有时是必要的，但是往往也是复杂的。沃尔沃在此为我们提供了一份行为导图。
How Volvo Reinvented Itself Through Hiring
Many legacy companies would like to transform themselves into agile, talent-first organizations. But when some CEOs in this position look at the people they employ, they discover a problem: a swath of their existing team doesn’t have the necessary skills or metabolism for change to meet the new challenges.
Developing what we call an “M&A strategy for talent” is one way to overcome this. Volvo’s turnaround over the last decade offers a great example. For years, Volvo was a brand stuck between a rock and a hard place. Its cars didn’t match up well with those of top luxury brands like Mercedes, BMW, and Audi, yet the company lacked the capacity to compete with mass-market leaders like Toyota and GM. Under new ownership (Volvo was sold to China’s Geely by Ford in 2010), the Swedish automaker decided to transform its product line by becoming a premium player. CEO Stefan Jacoby and CHRO Björn Sällström rigorously examined Volvo’s existing workforce. The result was clear: to move into the premium-brand tier, Volvo needed new people with different skills. “Technically, cars today are very different from ten years ago,” says Sällström, whom we interviewed for our book, Talent Wins. “Once, you needed mechanical engineers. Today, there’s a greater need for software engineers because cars are computers more than anything else.” Sallstrom had a second reason for looking outside the company: He and Jacoby believed that only an infusion of fresh talent could transform Volvo’s culture into an entrepreneurial one.
Volvo took three critical steps to ensure that its outside-in transformation would work. The first was to put Sällström at the heart of the initiative. The CHRO needs to be at the center of any acquisition of talent from the outside. This is true for pure acquisitions of talent, like the acquihires that are so popular in Silicon Valley. But it’s also true for more traditional M&A, where CHROs are too often sidelined, rather than being central to driving strategy. Today’s talent-driven companies know that talent is what drives outsized value. That’s why they deploy financial and human capital together, aligning the two for maximum impact. At these companies, the CHRO plays a central role in any kind of acquisition. While Volvo didn’t acquire companies as it went looking for outside talent, CEO Jacoby, and his successor, Håkan Samuelsson, counted on Sällström to find what the company needed in places it had never explored before.
That brings us to the second step: expanding the company’s peripheral vision. To get the skills and change agents it needed, Volvo looked outside the automotive industry. Sällström mapped outside industries, looking for people with pertinent skills. He was creative and, in some cases, counterintuitive. He hired salespeople and marketers from Google, who transformed Volvo’s use of technology and social media in those disciplines. He hired Nokia engineers, who were accustomed to thinking about what digital forms appeal to consumers, to redesign radio and navigation systems. He and Samuelsson looked to the fashion industry, hired craftsmen, and shook up the managerial ranks by hiring executives who had conceived and executed significant strategic shifts at bigger companies. Between 2011 and 2015, the company added 3,000 new people in engineering and development.
Third, the company developed a strong system for integrating that new talent. Communication was vital: Jacoby first described the strategy shift to Volvo’s key 300 employees, while Samuelsson, following his predecessor’s lead, holds regular live chats with employees. Training was also essential: Jacoby and Sällström implemented a range of initiatives designed to shift the staff into a more entrepreneurial mindset, and each of the 300 key leaders was given a personal coach. Implementing change through the company’s networks also helped. Jacoby created a thirty-person “catalyst group,” mostly of younger employees, and charged it with showing others in the organization that work could be done differently. For example, its members asked why every design change in a car required a dozen signatures and managed to cut that number in half. “The small things in a transformation,” says Sällström, “can send a signal.” After two years of getting the company to think more entrepreneurially, the catalyst group disbanded—further proof of the company’s new aversion to unnecessary overhead.
It’s still too early to say that Volvo has definitely turned itself around. Says Sällström: “Even with all this outside DNA, it’s a long journey to change the mindset of an organization. It’s still a work in progress.” Financial signs are certainly pointed in the right direction. Net revenue hit an all-time high in 2017, and profits rose for the third consecutive year. The company sold 571,000 cars last year, up from 373,000 in 2010. Volvo has carved out a spot in the competition to introduce autonomous cars. And its cars are winning rave reviews: According to Edmunds, the XC90 SUV “puts Volvo right back in the game.”
Volvo’s actions offer a textbook case in how to go outside the company to retool your workforce for a transformational initiative. CEOs must have a strategy for “talent M&A”—that is, how they will aggressively target pools of external talent to keep ahead of new strategic opportunities. This means expanding their talent horizon, especially when the biggest threats and opportunities may come from out their traditional industry. And it means implementing the transition with care to avoid “organ rejection” of externally sourced talent. Reaching outside to transform your company is sometimes necessary, but it’s always complicated. Volvo offers a road map of how to pull it off.
重塑
2018年03月14日
重塑
Word 天哪，人工智能机器人已经开始帮助IBM 做好新员工入职啦！据硅新社报道：IBM 的人力资源部门开始使用人工智能语音机器人，提升新员工的入职体验，包括寻找附近的同事作为导师，Chatbot 还可以回答任何岗位最常见的200个问题。
很多大公司都有HR Operations team，他们的工作就是回复员工各种各样的问题。据报道，美军也在采用类似的 chat bot，回复士兵的各种问题。虽然这些问题在员工手册和公司的规章制度里都可以找到答案，但是大多数人不愿意看，喜欢问HR。
2017年将是一次巨大变革的一年！机会所有的人力资源科技市场都会迎来巨大的变革。移动计算、视频、AI人工智能、各种传感器正在加速融合，同时我们需要密切关注员工敬业度、企业文化、员工健康等话题！
记住科技将会彻底重塑！Will totally reinvent what HR technology—and HR itself—can do.
在中国大陆，有一些HR科技公司开始尝试引入各种新的技术帮助企业改进流程，提升员工体验。比如优面宝，一款针对面试管理的轻型高效工具，从面试邀约到面试现场管理，再到面试体验的整个过程，通过机器学习的方式，帮助企业更好的选择人才！在发起一次面试邀约的过程中，umianbot会帮助HR自动完成面试邀约，候选人信息分析等诸多帮助！可以有效帮助企业提升效率，提高面试体验，找到好人才！有兴趣的可以直接点击注册：http://umian.me/k3YE22
人力资源科技产品正在大跨步的迈入人工智能时代，通过自然语言处理例如Echo\Siri\Viv等将各个系统信息流整合到业务流程中，That process may include prehire assessment; interviewing; onboarding; new-hire orientation; and the first six months of training, meeting people and learning.
重塑
重塑
重塑
重塑
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