When we were studying the digital transformation of enterprises, we thought of such a problem. No matter how good the system is and in the right direction, no one can't implement it, and it is difficult for enterprises to transform without corresponding talents.
In the digital transformation of traditional enterprises, 35% of the global average job skills are changing.
In this round-table forum, let's talk about the portrait of talents in the digital age and see what aspects of talents in our enterprise need to be transformed and upgraded.
First of all, let's listen to Dr. Ren Shan, Chairman of Ren Shan Information Group, Special Commentator of CCTV and Phoenix Satellite TV.
We know that the management foundation of small and medium-sized enterprises in China has been relatively weak, and both management awareness, manager level and process system need to catch up gradually.
The only opportunity that can produce leap-forward development for enterprises is digitalization.
For enterprise management, digital management is an important stage in the development of enterprise from chaos to precision, from simulation to digital precision management.
The digitalization of enterprises is not a result, but a continuous process.
The digitalization of enterprises needs ideas, tools and talents.
What is a digital talent?
Digital talents are interdisciplinary professionals who have digital thinking, can manage and utilize all kinds of massive data, and then transform them into valuable information and knowledge in specific fields.
The World Organization for Economic Cooperation and Development classifies the skills required by digital talents into three categories:
The first category, with the basic skills of information and communication.
This is the basic digital skill that we need to use in our work, such as our ability to quickly find information by using commonly used software and browsing the web.
The second category has professional skills in information and communication.
Having said that, I thought of the word "programmer".
In fact, its scope will be wider, mainly including the digital skills needed to develop information and communication products and services, such as programming ability, web design ability, e-commerce operation ability, big data analysis and cloud computing skills.
The third category is the auxiliary skills in information technology.
In other words, it is necessary to help solve some problems in the work of specific digital skills or digital tools and platforms, such as being able to handle complex information, communicate with partners and customers, and provide solutions.
The key of digital talents is not the skill itself, but the idea of digital connection.
Set digital labels between different resources to sort out and design an efficient matching model in the future.
Just like the digitalization of enterprise talents we mentioned.
Based on the basic information of current talent management, such as the name, gender, age, graduate school, past work experience, etc., these information labels are established.
Then, label everyone's work performance, continuous training experience, achievements, internal rewards and punishments, personality, expertise, etc., and establish a digital talent file.
From the analysis of the relevant elements of outstanding talents in enterprise work performance, the portrait of outstanding talents in the post is made, and compared with the existing posts, we know where to cultivate and improve.
These labels and elements should have basic data accumulation, especially rich label settings for manpower.
Every label dimension is to tap human potential.
I have also noticed that some foreign enterprises and institutions have taken the lead in educating digital talents.
Just like the Internet giant Google, it has launched a digital talent training program with the goal of training more talents who understand the digital marketing ecology.
They invited human resources experts to enhance the concept of digitalization through specific business models and supporting tools, and put everyone's performance into the database for analysis to determine the matching degree of future positions.
There is also the digital ability of online education shared by Finnish universities.
There are experts familiar with human resources, data labels for special analysis, and digital tools for accumulating and perfecting relevant data models to truly realize the digitalization of talents.
Ok, let's listen to Mr. Song Zi, a senior investor and columnist of Shanxing Bank.
Digitalization is developed on the basis of information technology.
In the development of the past 20 years, every 3-5 years, new IT hot demand and development technology appear, and the IT industry has been changing with each passing day.
Since 2 1 century, our country has experienced computer popularization, Internet era and mobile Internet era, and new technologies and trends such as 5G, Python, artificial intelligence, big data, cloud, VR/AR have emerged.
IDC predicts that by 2022, 65% of global GDP will be driven by digital technology.
In the planning of national new infrastructure strategy, the demand for digital talents in seven major areas, such as 5G, big data, artificial intelligence and industrial Internet, will be more urgent.
McKinsey's research report on executives of 800 enterprises around the world shows that 85% of enterprises are already accelerating digital transformation and empowering enterprises.
All walks of life are welcoming large-scale digital transformation, and a large number of jobs are in urgent need of digital empowerment, and digital talents will usher in explosive demand growth.
For example, AI engineers, data scientists, digital managers, digital operations, short video live broadcasts, etc. have all become hot jobs in the digital transition period, and there are a large number of talent gaps.
How to start the recruitment and training of digital talents in enterprises?
From the perspective of enterprise organizational structure and digital wave, I divide the talents needed by enterprises into three categories: digital professionals, digital application talents and digital management talents.
1. Digital professionals refer to those who are proficient in some hard-core technologies such as front-end, back-end and algorithm research, and are the cornerstone of digital transformation of enterprises.
For non-digital professional companies, this part can be outsourced.
2. Digital application talents can empower IT in specific fields, and the core is to improve business efficiency and value, such as finance, marketing, products and operations. , improve business efficiency and value;
3. Digital management talents are the core talents who know both technology and management, and are the core talents to promote the digital transformation of enterprises.
In addition to CEO, there are CTO, CIO and CDO. Each enterprise can introduce different talents and integrate external technical resources according to its own industry characteristics and strategic layout.
First, from the introduction of basic digital talents to the grasp of "engineer bonus", technology is brought into the business system and precipitated into subdivided application scenarios.
Finally, Mr. Shi Laomao, a senior entrepreneur and columnist of Shan Renxing.
Ge You has a classic line in the movie A Thief-Free World: What is the most expensive in 2 1 century?
The answer is: talent!
Experts to saints, generalists to compound talents, these so-called talents are valuable to enterprises.
However, when an enterprise needs to be transformed, if experts and generalists can't adapt to the development of the enterprise, whether it is to train or introduce talents, the enterprise needs to give up what one favours. After all, "it is easier to ask God than to send him".
In the era of digital economy, everyone is the beneficiary and user of the digital economy from the city to the countryside.
Smartphones have become a part of the body, even an organ of the body, and mobile payment is everywhere.
One person, one mobile phone, can realize commercial value.
So, what kind of talents does the digital economy need?
The formation of digital economy is natural and inevitable for policy response. Much like the game of "the eagle catches the chicken". When the eagle confronts the hen, when the eagle moves, the hen will flick its tail and the chicken will fall behind.
An enterprise just changes for the sake of change, changes for catering and changes for matching.
Is this right or wrong?
The key is to look at your industry and your requirements for the job.
More and more enterprises are just facing the problems of "serving us" and "serving us".
Make the past serve the present, make foreign things serve China, apply what you have learned, and that's all.
The logic of industrialization and digitalization is very similar to tradition and modernity. The logic of planting apples is different from that of selling apples. Selling apples can be ever-changing, and growing apples seems to be inseparable from sunshine, air and water.
A person can't write a good hand, but he can use the computer skillfully. There is no need for anyone to make irresponsible remarks. Do the criteria for judging talents match?
A person who wins the game by his own strength is not counting on his opponent's mistakes, nor is he blindly changing to meet the changing needs of the digital economy era.
A few days ago, a street survey was conducted on the basic knowledge of geography. This little video must have been seen by many people:
Which province is the capital of Xi?
The answer to such a simple question is ironic.
Is this a simple question? Isn't it ridiculous not to know geography?
The question itself caused me to think. I think the person who asked this question is old!
Changing for the sake of changing can also be counterproductive.
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Editor | Luo Yingfan
The pictures in this article are all from the Internet.