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。
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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。”
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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.”
Jason Averbook
Jason Averbook
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