釋放人力數(shù)據(jù)價值助力企業(yè)數(shù)字化轉(zhuǎn)型楊東升

ElvisSAP

HXMCoEINTERNAL–SAPandCustomersonly2022.11HR的現(xiàn)有職能都能外包或轉(zhuǎn)移到直線部門來獲得高效回報；HR無法很好地滿足企業(yè)內(nèi)部顧客，沒有成為業(yè)務(wù)部門的合作伙伴；HR沒有擔(dān)當(dāng)起戰(zhàn)略性思考的責(zé)任，可以提升給高管層去負(fù)責(zé)。HR必須考慮轉(zhuǎn)型，否則只能面對死亡。(夸張、視角單一、警醒為主)1996年，托馬斯·斯圖沃特在《財富》發(fā)表專欄文章我們?yōu)楹卧骱轍R?人力資源人員“既不是戰(zhàn)略人員也不是領(lǐng)導(dǎo)者”；人力資源主要側(cè)重于行動而不是結(jié)果；人力資源不會講業(yè)務(wù)語言，更不會CEO的語言。新的人力資源技術(shù)也未必能解決這些問題2005年，哈蒙德教授在《Fast

Company》發(fā)表專欄文章It’s

TimetoSplitHR2014年，拉姆·查蘭在《哈佛商業(yè)評論》發(fā)表專欄文章大家都認(rèn)為HR無法為管理提供有價值的數(shù)據(jù)，應(yīng)該將HR拆分，讓行政人力資源（HR-A）負(fù)責(zé)薪酬和福利，直接向CFO匯報；讓領(lǐng)導(dǎo)力與組織人力資源（HR-LO）關(guān)注提高員工的業(yè)務(wù)能力，直接向CEO匯報。人力資源應(yīng)該“將員工和業(yè)務(wù)數(shù)據(jù)聯(lián)系起來，從而找出企業(yè)的優(yōu)勢和劣勢”DoNotSplitHR–AtLeastNotRamCharan’s

Way2014年，戴維.尤里奇在《哈佛商業(yè)評論》發(fā)表專欄文章，反駁拉姆.查蘭“當(dāng)HR能夠在?才、領(lǐng)導(dǎo)?和組織能???為?層領(lǐng)導(dǎo)提供洞察時，他們就在創(chuàng)造巨?的價值。”——

戴維.尤里奇從HR

Scorecards

到數(shù)據(jù)驅(qū)動業(yè)務(wù)的一場革命今天2000年以前2005

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–

樣例1人力資本分析標(biāo)準(zhǔn)指標(biāo)

–

樣例1人力資本分析標(biāo)準(zhǔn)指標(biāo)

–

樣例2人力資本分析標(biāo)準(zhǔn)指標(biāo)

–

樣例2什么是

People

Analytics為決策提供一切與員工有關(guān)的痕跡Businessstrategy,KeyJobStrategy,PayPhilosophy,PerformanceManagement,…戰(zhàn)略ResearchMethod,SurveyDesign,ExperimentDesign,Theory…PeopleAnalytics方法論系統(tǒng)HRIS,Reporting,SurveyTool,Visualization,…T-Tests,Correlation,Regression,PredictiveModels,…統(tǒng)計學(xué)讓PA強(qiáng)化HR對公司的業(yè)務(wù)支持能力，驅(qū)動業(yè)務(wù)數(shù)字化轉(zhuǎn)型為不同業(yè)務(wù)階段的引入匹配的分析能力從0到1增長放緩增長遇到瓶頸數(shù)據(jù)驅(qū)動業(yè)務(wù)找到新目標(biāo)和增長發(fā)力點(diǎn)實(shí)驗(yàn)評估助力業(yè)務(wù)迭代直覺驅(qū)動業(yè)務(wù)野蠻生長投石問路業(yè)務(wù)缺少方向感孕育期嬰兒期學(xué)步期青春期盛年期穩(wěn)定期貴族期官僚期?

數(shù)據(jù)分析跟在直覺后面跑，?

以BI角色為主，通場以T+1及

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具備計劃、what-if分析，內(nèi)容方面業(yè)務(wù)時反應(yīng)業(yè)務(wù)指標(biāo)即可

對標(biāo)模型，業(yè)務(wù)指標(biāo)庫等?

實(shí)時業(yè)務(wù)AB對比，模擬對業(yè)務(wù)的影響，?

深度思考，幫助分析師找到關(guān)鍵問題?

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