Artificial intelligence and big data have penetrated into various fields. From traditional manufacturing to service industry, from marketing to retail logistics, countless scenarios have been changed by AI technology. As a leading brand of intelligent HR service software in China, Shanghai Liaoqin, in addition to continuously improving the quality of product service and optimizing the product rapid generation, has also creatively put forward the concept of "efficient workforce management", which combines AI and big data thinking with the concept of enterprise talent management in depth.
At the 2017 HRSalon Awards held by HRsalon recently, Mr. James Wang, Director of Lloyd's Labor Power Management Institute and Co-Founder of Shanghai Lloyd's Information Company Limited, elaborated on his own understanding of "Efficient Workforce Management" and delivered a speech on the theme of "Thinking in the Era of HR Change".
An ABC Era of HR
AI, Big data, Cloud Computing
The topic of HR transformation has been discussed since last year, but the transformation of human resources has always been a matter of only hearing the sound of the stairs and not seeing the people coming down the stairs. We all know that the technology of AI and big data has gradually matured and been applied in a large number of applications, it is no longer just a concept, but a real impact on our every day.
So what impact will the advancement of smart technology have on HR's daily life? That's what I want to share with you, an ABC era for HR has arrived.
First of all, I think you all know very well that an enterprise HR every day to face, are a large number of data organization work, attendance data organization, error data comparison, paper data into digital analysis form, which is quite a heavy manual burden. Then if we can through a logical planning and development, so that the original manual paper work, through the assistance of intelligent equipment, will be a huge number of data into a clear and clear data, then the identity of HR at this time will no longer be the collection of figures, but upgraded to data analyzers.
Next, the data analysis through the AI technology convergence, the original intricate or seemingly unrelated events, with the data comparison presentation, we will be able to in a very short period of time, to understand and analyze each impact on corporate revenue events behind the real situation. For example, in a large factory, the scheduling of personnel in each workshop seems to be similar. However, with the help of AI and Big data, we can see that each production line requires different manpower, technical skills, and professional proficiency. In this case, HR can assist front-end operation managers in making manpower allocation recommendations, which can greatly reduce the company's intangible losses and enhance the value of each production line's production capacity. Help HR break through the limitations of previous thinking. In the past, many problems may have been identified but not solved, but not anymore.
HR
Will face the challenge of upgrading its functions
In a recent issue of McKinsey Quarterly, a leading U.S. healthcare company recently struggled to hire more nurses and to reduce high employee turnover. Patients have suffered as a result, and revenue has begun to decline.
Instead of putting out fires, the company's human resources department conducted an in-depth study of the group's nurse population and found a striking correlation between length of service, pay and performance.
Human resources leaders quickly identified the source of the problem and a solution. They raised the minimum bonus for employees with a short tenure and adjusted the total bonus for older employees, resulting in more retention of short-tenured, high-performing employees. When the company implemented the program at a broader level, employee engagement improved and earnings jumped by $100 million.
This case demonstrates the difference that can be made when HR stops reacting to day-to-day business needs and instead takes a strategic role in trying to drive value through talent. Many companies have been trying to make this shift in recent years because talent is a company's most valuable resource, and these company leaders are trying to put this truth into practice.
So how can HR shift its role from being reactive to being proactive?
HR
How to break away from the day-to-day and become proactive
Analyzing from our experience of serving more than 1,000 medium-sized and large companies, the first step is to understand what the projects that take up the most of HR's time are, which are generally scheduling, error removal for time and attendance events, backtracking of abnormal figures, and organizing of daily time and attendance data.
Taking scheduling as an example, general employee scheduling is based on personal preferences to make arrangements, but if we can through the aid of AI intelligent analysis, we can dynamize the capacity of the employees, such as employees like to watch soccer, that the period of the World Football Championships will inevitably affect his normal rest and relaxation, that we ignore these factors, according to the provisions of the mandatory scheduling of the time, will face a significant decline in his capacity! The company's newest product is a new, more advanced version of its previous product, which is now available for sale in the U.S. and other countries.
At present, many domestic medium and large enterprises have begun to adopt the intelligent prevention mechanism, through the logical design of the software and hardware configuration, to collect a large amount of labor duty information for them, with quick calculation and simplified chart output, so that the production capacity can be effectively managed and risk prevention.
Human capital winter, HR how to stay and stay
In addition, we often see employees because of scheduling, overtime, or for their own overtime repair norms do not know enough, which is also one of the main causes of the flow of personnel, when an employee leaves the job, the equivalent of the loss of a manpower year, from the re-recruitment, recruitment, interviews, onboarding to the training to be able to hold their own, it takes about a year. It takes about a year. This cost of attrition is something that leaders and HR must keep in mind.
So how do we solve this seemingly insoluble problem? Actually, it's back to human nature. Let employees have the scheduling, overtime hours for salary change or change the independent power of compensatory time off, the leadership and HR only through the system of intelligent analysis, to master the market off-peak seasons, assembly line or service site manpower quality level line, a certain degree of autonomy of the staff scheduling, to create mutual trust between labor and management mechanism, you can effectively enhance the satisfaction of the employees' labor services, reduce the risk of employee turnover.
Summary
Transformation can not be delayed, the future of HR change has come
Finally, I would like to make a brief 3 summary for you
1
HR is no longer just a passive organizational task post, it is possible to provide the business with the profundity of talent insights through the use of data-based insights and systematic solutions.
2
Delivering strategic organizational talent insights and work initiatives through continuous improvement of skills in system operations.
3
By adopting a more agile systems management approach to resource utilization, HR can dramatically improve productivity, focusing efforts and resources on key initiatives that are proven to be value-relevant.