随着技术的快速发展，全球各个部门都受到数字化的影响，组织所做的一切事务都面临着这样的影响。无论是新的数字化商业模式，数字化业务流程，还是使用数字化技术来提高客户和员工的体验，几乎每个组织都将注意力放在发展数字化的成熟度上。
许多组织认为更加数字化，就像投资创新技术一样容易，却没考虑到现实状况相对复杂很多。成为一个真正的数字化组织确实需要投资于技术，但也需要建立新的合作伙伴关系，如新的流程、组织、领导、团队及个人能力等等。
在组织层面，竞争通常来自非传统的威胁，要保持领先的状态需要真正的创新。这不是一件容易的事情，因为创新不可避免地需要让企业文化转变。创新需要对风险评估作改变，许多组织，特别是在管理严谨的行业，大多不太能接受这个概念。创新还需要敏捷性，立即的决策和快速缩短项目的周期时间。这种创新的概念，证明在任何组织中都是具有挑战性的，并且在传统和管理严谨的组织中，更甚如此。
成为数字化的组织，使团队的工作类型以及型态需要更加优化与彻底改变。当团队启动更多的创新项目时，意味着他们发现自己经常处在冲突中以及做从来没有做过的事情，此时，他们将承受更大的压力，希望更快地达到成果。但是要成功，可能需要新的或不同的技能和与知识。
为了达到成果，目前的趋势是广泛的运用承包商或其他生态系统的合作伙伴资源。团队必须快速地融入与承包商或其他生态系统伙伴的合作环境，这样的环境常与他们以前的经验不同，必须有效地与多样化的团队一起工作，并展现敏捷性，在紧迫的时间内实践具有挑战性的目标。
数字时代中，组织要如何善用人才？
- 把适合的人才配置在适合的工作上
- 培养具有高负责感的领导者
- 教导团队要更有效率
- 组织要勇于主动面对改变
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当企业面对环境变化，因商业策略或任务要求需改变人力资源分配或组织重组时，
常面临到人力精简与资遣的议题。
IMC精英与具有50年专业经验、全球最具规模与历史的转职辅导顾问公司 LEE HECHT HARRISON（LHH）合作，提供员工转职服务，协助企业及其员工顺利度过组织变动与个人职涯计划，并从资遣通知到离职的过程中，为企业提供专业支持，可减少组织或人事变动对企业运作造成的影响，增加在职员工对于公司的认同，维持团队士气与生产力，维护企业形象与声誉。
想更了解「员工转职辅导」服务？欢迎直接与我们联系。
(出处：Lee Hecht Harrison (LHH) - Leveraging Human Capital to Win in the Digital Age)
Leveraging Human Capital to Win in the Digital Age
MICHELLE MOORE
As the pace of technological advancement accelerates, organizations in every sector around the globe are facing the impact of digitization in almost everything they do. Whether it be new digital business models, digitized business processes or the use of technology to improve client and employee experiences—almost every organization has shifted their attention to evolving their digital maturity.
Many organizations make the mistake, however, of thinking that becoming more digital is as simple as investing in new and innovative technology. The reality is far more complex. While becoming a truly digital organization does require investments in technology—it also requires new partnerships, processes, and different organizational, leader, team and individual capabilities.
Becoming a more digital organization impacts the type of work that teams do, and how teams work together must be optimized and radically changed as they focus on becoming digital. Launching more innovation projects means that teams will frequently find themselves in conflict and doing things they have never done in the past. They will also have more pressure to achieve results more quickly. To be successful, new and different skills Leveraging Human Capital to Win in the Digital Age MICHELLE MOORE and knowledge may be required. To get things done the current trend is to parachute in contractors or resources from other ecosystem partners. These individuals must assimilate quickly within
environments that are often quite dissimilar from where they have come. They must also effectively work within diverse teams that demonstrate agility to achieve challenging goals with tight timelines.
At an employee level, pressure is increasing on both leaders and individual contributors to evolve their mindset and upgrade their skills to work more efficiently and effectively in the new digital environment. Research has proven, that
for innovation to truly succeed everyone in the organization needs to adopt an owner’s mindset. People also need to continuously think in a client centric way, constantly looking for opportunities to do new and innovative things that benefit their customers, exceeding their expectations, while delivering better business results. At the employee level, they must learn to better leverage technology tools to increase personal productivity, and work in more collaborative ways with a broader group of stakeholders.
In this new and demanding reality there are four things that human resources professionals and business leaders can do to increase the likelihood of success:
1. Put the right people in the right jobs
Talent has never been more critical. Organizations must be proactive and think carefully about structure, job roles and the skills and expertise required to plan and execute a digital strategy. They also need to find the right people, place them in the right roles, and ensure they thrive.
The starting place for a new talent strategy should be to understand and explore the talent that already exists inside the organization. To do this HR leaders need to ensure that tools and processes exist (or are rapidly implemented) to help leaders and employees have effective career conversations. Redeploying current talent can be a great way to accelerate success and build stronger engagement by matching skills and interests of current employees with the needs of the organization.
If outside talent is required, organizations need to think carefully and creatively about the best way to find and get what they need. As dramatically different skill sets may be necessary throughout a digital transformation, planning shorter term strategic assignments to be completed by experts may be more effective than hiring one person permanently who may not possess all of the capabilities required. Leveraging talent that exists within the organizations of ecosystem partners is also a good option.
Finally, as the barriers between humans and machines disappear, HR professionals and business leaders will have to learn to leverage technology, automating different tasks to complement the human workforce.
2. Grow strong accountable leaders
Strong leadership at all levels is another key factor in success. Organizations need to first establish if they have the right leaders—those who can beat the competition and avoid disruption by setting and executing an innovative strategy. Strategic workforce planning capabilities and complete succession plans that consider emergent skills
are imperative to ensure business continuity as leaders retire or move into new roles either within or outside of the organization.
Accountability is imperative at all leadership levels. Competing in the current business environment is more challenging than ever before, and leaders need to be prepared to make tough decisions and hold themselves and others accountable for results.
3. Teach teams to be more effective
Without effective teamwork and cooperation, innovation will not work. Collaboration does not come naturally to everyone, and teams are becoming more diverse, which can lead to conflict and prolong the time to becoming fully productive. Organizations need to make sure that individuals and teams learn how to work iteratively and synergistically, and to minimize or avoid unproductive behaviors. Training that focuses on teaching team leaders how to align their teams and maximize individual and group performance needs to become part of onboarding and the leadership curriculum. Early identification of underperforming teams is important with the provision of appropriate support to get back on track.
4. Manage change proactively
As organizations continue to evolve, HR professionals and business leaders cannot forget about the importance of change management. In today’s world, change is not an event, it is continuous, and will only increase in pace. Neglecting change management during times of digital transformation can lead to employee disengagement, increased employee turnover, innovation project failure and dissatisfied customers. In best practice organizations, formal change programs and processes are part of all digital planning, and skills like resiliency are taught to all employees to ensure everyone is keeping pace in the new normal.
Conclusion
Surviving and thriving in the digital business world is not without its challenges. Digital transformation, however, also presents tremendous opportunities for organizations to better meet current and emerging client needs and even reinvent industries. What is important to remember is that the organizations that succeed won’t be the ones focused on technology alone. Those who harness the power of human capital within the rapidly changing context will be the winners in the digital age.
About Lee Hecht Harrison (LHH)
Lee Hecht Harrison helps companies simplify the complexity associated with transforming their leadership and workforce so they can accelerate results, with less risk. We do this by helping their employees navigate change, become better leaders, develop better careers, and transition into new jobs. As the world’s leading integrated Talent Development and Transition company, we have the local expertise, global infrastructure, and industry leading technology required to simplify the complexity associated with executing critical talent and workforce initiatives, reducing brand and operational risk. Teams in more than 60 countries around the world leverage our proven programs and global experience to deliver tailored solutions to clients that align talent with the needs of their business.