In the era of industrial Internet, it is more important to select people than to train them. It is necessary to build a talent supply chain to find the smartest and most capable people, but also to construct a firewall for talent being poached (talent protection chain).

1, the challenge of building a talent supply chain

Recruitment department expertization. Traditional enterprises are actively applying Internet technology for transformation and upgrading, business transformation, the most scarce talent is the leading business talent and Internet technology research and development talent, how to search for and identify those who are the smartest, the most capable, the most interested, is the core proposition facing the talent recruitment department. This puts forward new requirements for the talent recruitment department's ability to select people, the technology of selecting people, and the standard of selecting people. Now that many companies are recruiting global talent, the level of specialization of the HR department itself is also a huge challenge.

Cross-border talent thinking. In the past, the use of talent may be based on the industry, based on the characteristics of the enterprise itself, to the industrial Internet era, is the real economy talent and virtual economy talent intermingling, enterprises to produce good products to meet the needs of consumers, the need for different areas of the participation of top talent, the use of cross-border thinking is needed. For example, Huawei cell phone design department in Europe, invited a lot of historians, aestheticians, musicians, design experts, completely cross-border combination of talents.

Fan human capital. It is unrealistic and difficult for an enterprise to recruit and own all the talents needed in all aspects, but it can be achieved by accumulating fan human capital, looking for talents who can provide us with product innovation and creativity among the fans of the enterprise and the fans of the products, and constructing a special fan human capital community, so that the human capital is not only confined to the internal enterprise, but also be able to make full use of the global human capital. In a sense, employees are customers and customers are employees. The iterative innovation of the product requires the participation of fans and customers, and human capital needs to be expanded to customers, looking for fans in customers, and approaching the real needs of consumers in the process of interaction with fans.

Talent potential secondary development. Then, based on the transformation of the Internet as well as industrial transformation, the need for talent must be transformed and ability to improve. This includes the potential development of stock human resources, ability transformation and new leadership development, as well as secondary development and assessment of incremental talent. For example, an Internet technology talent to the traditional enterprises, not simply let him go to do e-commerce, or let him simply go to do the Internet technology, in fact, to his ability to secondary development, better adapted to the requirements of the enterprise.

2, the challenge of constructing a talent protection chain

The traditional economy, the real economy and the virtual economy in the process of mutual integration, enterprises are bound to face the competition for talent, how to construct the firewall of the talent to be poached by the enterprise is another challenge. To retain high-quality human capital, to retain those special human capital, just simply with the salary has not been effective, the need to use options, golden handcuffs to keep people, including the establishment of *** with the investment fund, the development of human resources flow trend model, the same industry to stop as well as the signing of a number of agreements not to poach each other, and so on the initiative to avoid the loss of talent. Enterprises should not only dig people globally, but also prevent talent from being dug.

Second, the new mode of thinking and the challenge of cultural integration

Industrial Internet era, the biggest problem faced by enterprises, is the Internet professionals and traditional industrial talents of cultural conflict and integration. How to improve the survival rate of airborne talents, how to improve the success rate of Internet technology talents in traditional enterprises?

1, thinking mode to make fundamental changes

First of all, is the human capital value way of thinking. Traditional enterprise human capital cost is low, and the Internet talent generally high salary, parachuted Internet talent and traditional talent treatment difference is very large, how to balance the ground troops and parachuted troops between the two treatment differences, is the problem that has to face.

Secondly, the Internet era emphasizes the priority of customer value, you have to burn money first. Traditional entrepreneurs are concerned about the cost of money to see and feel the investment, investment in the hope that the short-term can see the actual results, but we know that the Internet is the first large amount of money, which makes those who have been in the "inputs have to see the return of the" thinking of traditional entrepreneurs do not have the bottom of the heart.

Once again, the Internet talent personality respect and authorization. In the traditional industry, the emphasis on staff obedience, standardized operations, while the Internet talent is accustomed to personality respect, effective authorization. In the atmosphere of the traditional industry, how to effectively stimulate the innovation of Internet talent and realize customer value, we have to think about. This also involves new communication and leadership styles, and entrepreneurs in traditional industries have to learn to communicate positively and effectively with Internet talents, which is a difficult problem.

Finally, it is the contradiction between low fault tolerance and high fault tolerance. Many things in the traditional industry are standardized and are not allowed to make mistakes, but in the Internet era, they need to be allowed to make mistakes, and it is a constant trial and error process to keep approaching the goal in iterative innovation.

2, constantly optimize the survival of talent soil

First of all, the cultural openness and tolerance. Traditional enterprises to the Internet business integration process, the brunt of the corporate culture change and integration, optimize the ecological environment of talent.

Secondly, we should help Internet talents find the value creation point. This is the key to the survival of Internet talent in traditional industries. Enterprises should help Internet talents to understand traditional industries, so that talents can find their own value creation point. The real application of Internet technology to traditional industries is to transform the operation of enterprises with Internet thinking and Internet technology, transform the enterprise organization, transform the supply chain and value chain, which is more demanding than in the traditional e-commerce era of Internet technology and Internet talents. To the traditional industry Internet talent should not be second-rate third-rate, should be super first-class talent.

Once again, the new leadership development of the executive team. Recently, I touched a few companies are facing this problem, the introduction of talent and the executive team can not communicate, facing based on the Internet thinking, how to the traditional industry entrepreneurs and the executive team to carry out the development of new leadership to improve.

Finally, we must get used to the value of human capital. Must accept the reality that the Internet organization is human capital value dominant, while the traditional industry is money capital dominant, so in the traditional industry and the Internet industry in the process of integration, the traditional industry should gradually get used to the value of human capital dominant, so that the human capital has a greater say in corporate decision-making.

3, to give new functions of human resource management

We need to innovate the working environment, innovative talent evaluation and incentives, the traditional industry's evaluation mechanism, evaluation method is not applicable to evaluate the new innovative talents, including the need to innovate the training mechanism of the talent to achieve cross-border human resource management.

Third, the role, positioning, functional transformation and the challenge of new capabilities

Transformation is not a one-step process, it is not possible to say that the transformation can be easily realized, we need to carry out systematic changes from the idea, concept, technology, business system innovation.

1, facing the new role of the conversion and new positioning

In the era of industrial Internet, the human resources department in the end what role to play, how to re-position, how to functional transformation and ability to improve, these are traditional enterprises in human resource management of the new issues. From the perspective of the overall development trend of human resource management, human resource management is gradually moving towards the role of strategic and business partners, towards the expert center and **** enjoyment center positioning.

2, the new trend: human resource management platform (three-pillar model)

Currently some outstanding domestic enterprises, such as Huawei, Tencent, have begun to implement the three-pillar model, in accordance with the three-pillar model to give human resource management new functions.

The three-pillar model divides human resource management into three departments, one of which is the human resources center of expertise (COE), like Huawei now has a dedicated global COE center, the COE center includes strategic participation, process optimization, system development, determination of standards, and cultural training. The second is the HR *** Enjoyment Platform Department (SSC), which is responsible for recruitment management, training management, compensation management, performance management, and so on. Tencent no longer calls it the HR Platform Department, it is called SDC, or **** enjoyment delivery center, so that each molecule company and each business unit underneath needs to **** enjoy some human resources services all put into the platform department to carry out. The third one is HR Business Partner (HRBP), which is mainly responsible for the finalization of HR policies and systems, understanding the needs of each business system, and providing business support for each business system, and it is a dispatching organization to provide personalized solutions for HR. All these changes mean a revolutionary change in the organizational structure of human resources.

3, most traditional enterprises are difficult to meet the conditions of the three-pillar model

First, the scarcity of expert talent. Three-pillar model construction is based on the customer's process-oriented organization, the strategic level of human resource management and business-driven. Its application is suitable for highly talent-intensive, high level of human resource management enterprises, while the vast majority of Chinese enterprises have not even established the professional functions of human resources. You want to engage in human resources expert center, the enterprise should be established within the expert authority, so that experts have the right to vote on major policy development, company decision-making. Many of our human resources department status itself is very low, can not participate in corporate decision-making, the design of the policy system is usually not recognized by the senior management, in addition to the expert talent itself is very scarce, so the expert center is virtually null and void.

Secondly, the foundation of human resource management based on big data is weak. Establishment of the human resources platform *** enjoyment of service center is big data human resources management, the platform needs to realize the informationization of human resources, intensification, modularization, standardization and process authority. Many of our group companies, even how many employees, employees basic information are not, let alone what big data. But as a development trend, the future of human resources to improve efficiency, or to embark on a platform, *** enjoy the road.

Third, the shortage of HRBP professional ability. The current status quo is that HRBP is basically some of the business personnel without professional training in human resources, no systematic study of professional knowledge of human resources, no systematic theoretical and technical framework system, resulting in HRBP no professional self-confidence, but also makes the HRBP really sent to the various business systems, can not play a role. Like Huawei, Tencent are facing this problem, not to mention other domestic enterprises.

4, the three systems face a huge challenge of synergy and closed-loop operations

Many companies on the three-pillar model, still facing the three departments of synergy, closed-loop operations of the dilemma.

The core of the three-pillar model is based on customer value, the real talent as a customer for them to provide **** enjoy interactive services, on the docking strategy, for the company's strategic services, under the staff services, services for business managers. The entire enterprise process system, must be based on internal customer relations to build human resources business processes, and we are now many companies' business processes, not at all based on customer value to build human resources business process system, so that the three systems can not be realized between the effective synergy and closed-loop operation.

In addition, after the establishment of the three systems, where are the value creation points of the expert center, platform center and HRBP? Many enterprises simply have not found. First of all, as an expert center, its value creation point is the strategic human resources product development, cross-team consultation on difficult issues, research company strategy, based on strategy, based on changes in the external environment, the formulation of human resources policy. For example, for each subordinate company, whether the expert center is capable of solving all kinds of HR problems. Secondly, as a *** enjoyment service platform center, whether the HR product services based on big data can meet, firstly, to help improve the effectiveness, and secondly, to provide modular and standardized product service support for each business system. Finally, as HRBP, it is the provision of personalized HR business solutions, which test the professional ability of HRBP.

So, the three departments **** the same are based on strategy and customer value to achieve effective synergy, in the past is the selection of breeding and retention, and now is based on the synergy between the three pillars. Therefore, we have to change dramatically in the process, in the management mechanism, the operating system.

5, philosophy, concepts, technology, business system of system innovation

Entering the era of industrial Internet, our HR department more and more tends to network, modularization, human resource management work style also changed, towards project management, and no longer functional human resource management. In Tencent and Huawei, are now project team system, the organization around customer demand, around the company's strategy, what kind of products need to be developed, to carry out what kind of human resource management functional activities, are carried out through the project team. Project team members, some from the COE center, some from the HRBP center, some from the *** enjoyment service center, some from other business departments, project-based operation breaks down the border wall of human resources functions, the organization of the project task force and the business sector as a whole, human resources management is presented as a project-based management model and distributed network structure.

Including performance appraisal is also going to change. I call it composite performance. Here are both job performance and project performance.

All of these traditional functions of human resource management, as well as the operation of human resource management, the way of organization have put forward a new challenge. In short, the three-pillar model is in line with the industrial Internet era, an inevitable development direction of the transformation of human resources functions, the transformation is not overnight, it is impossible to say that the transformation can be easily realized, we need to carry out a systematic change from the concept, concepts, technology, and innovation of the business system.

Four, the challenge of human capital value management

Human capital value prioritization era, the core issue is still to human capital for effective value management. No matter how the times change, or to return to the classic three elements of human resources value management: value creation, value evaluation, and value distribution.

1, human capital sharing rights and decision-making rights continue to grow

Into the industrial Internet era, human capital has become the dominant element of enterprise value creation, such a premise, the human capital is bound to have two rights, one is the right to distribution of residual value, and the other is the right to make decisions.

In the traditional economic conditions, money capital is dominant, the distribution of surplus value of money capital, accounting for 70%, 80%. Into the era of human capital value, the situation has changed, human capital is not willing to share only 20%, want to share 50%, 60%, which is faced with in the end how to price human capital, human capital in the whole enterprise value creation, how to determine the proportion of distribution. This is a new problem facing the distribution of human capital value.

Human capital has become the dominant element of value creation, it will require greater corporate decision-making power, corporate voice. Stranger's founder Tang Yan, the company's equity before the IPO is 39.8%, the decision-making power is also 39.8%, but after the U.S. IPO, the equity was diluted to 26.3%, but the right to speak to 78%, that is to say, in the board of directors of the right to vote to 78%, which means what? Human capital has a greater say in decision-making than monetary capital. In the past, it was called equal shares and equal rights, but now it is equal shares and different rights. Human capital not only participates in corporate profit sharing, but also has to have a greater voice than monetary capital. Therefore, the definition of the right to speak has posed a new challenge to the enterprise, especially in the traditional enterprise, monetary capital still dominates the premise, how to solve the human capital pricing, the right to set is a new topic.

2, human capital on the infringement of monetary capital

Many enterprises are introducing human capital partnership system, human capital has more benefit-sharing, a greater discourse space. In the past is the capital exploitation of labor relations, now we gradually found that human capital in turn in the infringement of the interests of monetary capital, especially now many listed companies, due to insider control, many listed companies arbitrarily violate the interests of small and medium-sized shareholders. In the past, we studied how monetary capital exploits human capital, and now we have to study how human capital exploits monetary capital.

How to realize the value of monetary capital and human capital balance is now human resource management needs to be studied at a deep level. In the past called capital strong, now it is human capital due to internal information control, resulting in human capital infringement of the interests of monetary capital, and even the emergence of human capital rights are infinitely amplified. This is also a matter of concern.

3, the exploration of talent pricing model challenges

Industrial Internet era, a lot of new concepts, like talent crowdfunding, talent IPO, talent investment banking and so on, so in the talent pricing model, faced with a large number of innovations and attempts.

4, the new theory of value management

So, when entering the era of human capital value priority, the core issue is still to human capital for effective value management. In my opinion, no matter how the times have changed, we still have to return to the classic three elements of human resource value management: value creation, value evaluation, and value distribution. I am here to share with you my recent summary of the "six laws of value management".

The Six Laws of Value Management

Who defines value: not the company itself, but the customer.

Who can create value: not only entrepreneurs and executives, everyone is a value creator in the Internet era.

How to create value: business model innovation and organizational model innovation, activate the value creation of human capital.

How to create value efficiently: from individual heroes to ***sharing and synergy, human capital and monetary capital can realize "***creation, ***governance, ***sharing".

How to evaluate the value: metrication and full recognition of evaluation.

How to distribute the value: balance and share the relevant interests, sharing is the best control. Both to prevent monetary capital from infringing on the interests of human capital and to prevent human capital from infringing on the interests of monetary capital, sharing is the ultimate key to the resolution of all conflicts.

V. The challenge of decentralization, self-organization, and creativity to the competency-based qualification

After the "Internet+", especially after the industrial Internet, the enterprise organization mode has changed, and the new organization mode is decentralization, self-organization, and creativity, so the competency-based qualification is Therefore, the competency-based qualification is a brand-new challenge.

1, the challenge of qualification standards: the day after tomorrow

In the past, when we build qualification standards, we are standing in yesterday to see tomorrow, the design of various human resources qualification standards, based on excellent performance to summarize the best practices, the formation of qualification system. Based on the success of the past to see tomorrow, to select talent for tomorrow.

In the era of industrial Internet, we need to stand in the thinking of the day after tomorrow. Qualification standards need to be ahead of the curve, need to be based on the future, to be based on the interpretation of corporate strategy, cultural interpretation, and no longer just the success of the key events to distill.

2, qualifications and project-based organization of the contradiction

Internet era, talent can not clearly describe the career development channel. In the traditional functional organizational structure, people's careers can be very clearly planned out. But the project as the core of the organizational structure, like in millet, not even positions, everyone is an engineer position, which is facing the traditional qualification hierarchy in the Internet era is facing a challenge, the transformation of traditional enterprises in the end still want to continue to insist on engaging in qualifications.

Also for example, in the past, a lot of qualifications are based on the ability to develop channels, is based on the post, but now people may be one-third of the time in the post, two-thirds of the time in the various projects. Today in this project team, tomorrow in that project team, the qualification itself, how to establish a composite talent standard qualification, to create a new growth chain has become a huge problem.

In the past, the requirements of our position on the person has a series of standard actions. Now it's more of an optional action, which can't be determined in advance, and this is also the challenge of duty design.

3, career development channels and the contradiction of employee creation

Internet era, many companies do not have a center, decentralization, employee creativity, employees have a creative idea, the company believes that the good, you can give you a project, do a good job, you can develop a company, and finally the employee becomes the boss. This model of creativity contradicts the traditional career development channel, completely subverting the old qualification system.

And the qualification is still the basic work of human resource management, need to give a new meaning, need to innovate the content of the qualification, to innovate the method of qualification, as well as innovation in the network, project-based organization, the qualification of the operation of the basis.

Sixth, the challenge of employee satisfaction, dedication

New concept: return-based needs to meet. Both based on the contribution to the return also to meet the needs of employees in many ways. Establishment of *** creation, *** governance, *** win culture, to build the employee service chain and service value experience.

1, based on the return to meet the needs

Traditional enterprises are now facing a big problem, is how to improve employee satisfaction and dedication. Is the design of compensation based on the return or the fulfillment of employee needs? This question seems to be very simple, but it involves the reconstruction of the whole HR compensation system. In fact, there has been a theoretical dispute.

In Huawei, this point is very clear, compensation is a kind of return, not a kind of needs fulfillment. But in Internet companies, it's based on employee need fulfillment to develop HR products and services.

So traditional enterprises are now faced with the dilemma of designing compensation, is it the contribution of employees to the enterprise to give you a return? Or first to meet the needs of employees, and then require employees to contribute to the enterprise? The unavoidable fact is that many companies now human resources is based entirely on how to first go to meet the needs of employees, to improve the value of human resources products and services to employees experience. Objectively speaking, the enterprise labor costs are certainly rising sharply.

At the same time can not be ignored is that the most famous world-class enterprises are HP, and Nokia, these enterprises are based on employee demand to build the human resources system, resulting in the transition of welfare, high labor costs, the results of their downfall.

So, I now put forward the concept of return-based demand satisfaction, both based on the contribution to the return also to meet the needs of employees in many ways. Like building a culture of ***creation, ***governance, ***winning, creating an employee service chain and service value experience and so on.

2, comprehensive recognition of incentives

Another important initiative is to recognize the full range of employee incentives. The value of the organization's contribution and work efforts, in a timely manner to give special attention, recognition or reward, from motivating employees to develop potential, create high performance, enhance employee satisfaction, dedication. Like employees as long as they make things that are conducive to the company, customer value, and self-growth, are given recognition or rewards, recognition of the following: performance recognition, employee development recognition, management improvement recognition, cultural recognition, employee care recognition, cooperation recognition, customer recognition, and so on. Including the use of mobile Internet at any time on the phone to evaluate recognition, micro-recognition.

Seven, the challenge of innovative talent activation

How to solve the problem of declining vitality, sustained activation, how to innovate sustained activation of human resources mechanisms and systems is the core key.

In the Internet era, there is another challenge is how to continue to activate the problem of innovative talent. The capital market to create a large number of rich employees, when these employees are rich, enterprises rely on what to continue to motivate them?

Internet companies emphasize petty cash, the pursuit of work-life balance, traditional enterprises emphasize the wolf, Internet talent and traditional enterprises, a combination of wolf and petty cash between how to achieve effective coordination? For example, the Internet enterprise a cup of coffee to achieve effective communication, the traditional enterprises that coffee, tea is the cost.

Now to do business more need to respect human nature, insight into human nature, but ultimately to return to the value creation as the basis. Can emphasize the petty, more to introduce competition elimination mechanism. I think the competition elimination mechanism is to continue to activate the enterprise an eternal truth of human resource management.

Enterprises often claim that they want to make their employees happy and experience value, the key is to make who is happy and experience value. If this enterprise makes lazy people, mediocre people, do not create value people are happy, this enterprise is not far from death.

Eight, the overall challenge of human resources effectiveness

The last challenge is the Internet era will eventually return to the management of human resources effectiveness, how to optimize human resources based on big data **** enjoyment of services, how to enhance the value of the talent creativity and combat effectiveness, how to develop the human resources effectiveness assessment system, which is now our human resources management is faced with a new This is a brand new challenge we are now facing in human resource management. The time relationship will not be expanded.