In September, at the 2023 Extreme Banner Conference, the annual event of Chinese's human resources industry, hosted by HRFLAG, a leading human resources think tank in China, Mr. Sun Yibin, Senior Consulting Director of DDI Greater China, not only brought a keynote speech to people from all walks of life attending the conferenceTake the momentum and go far: the new proposition of the times for HR leadersAt the 2023 Extreme Banner Award Ceremony, the annual flagship award, delivered a keynote speech on behalf of DDI, which is the judging partner of this year's Extreme Banner Awards. The following is a wonderful transcript of his speech.
The past three years have seen the business environment swing, suggesting that every organization must evolve and iterate on new capabilities. As in the past year, cost reduction and efficiency have become the key words for many organizations. So,What does the business environment give us for HR leaders?
For more than 20 years, DDI has always adhered to the global large-scale leadership survey Global Leadership Outlook to help HR and leaders look forward to the present, look forward to the future, and help organizations take the momentum to go far. In the latest 2023 Global Leadership Outlook China Report, we use data to find that the role of HR is changing.
In the survey, we divided the role of HR in an organization into three categories – reactor, partner, and anticipator
Responder:Develop and ensure employee compliance with policies; respond to business needs; Deploy essential initiatives to manage talent.
Partners:Collaborate with business units to achieve common goals; Share issues with the business about talent gaps; Provide HR solutions.
Expected by:Collaborate with business units to achieve common goals; Share issues with the business about talent gaps; Provide HR solutions.
Looking back at the changes in the role of HR in the past decade, especially in the past three years of the pandemic, we are pleased to see that although this journey has not been easy, more HR partners have become real business partners. But another data worth alarming about is that over the past 10 years, the number of expectants has been decreasing. Indeed,The more we focus on the adversity in the present, the less likely we are to focus on the long-term future.
The more we want to see the situation in VUCA business environment, the more anxious we want to see the short-term situation in front of us, and the easier it is to fall into VUCA business environment and be coerced by the environment. So, for HR leaders,The next proposition is how to become a forward-looking anticipator of the control system.
We've summarized three key elements to share with our HR partners:
Regarding the talent challenge, if we look at the talent problem from a single point of view, it is often that there is a lack of one person in the east or one less person in the west. But if we look at the talent challenge from the perspective of the system, it is completely different. The DDI divides the systemic talent challenge into 4 categories and 13 sub-categories (as shown in the figure below).
The systemic talent challenges that organizations face are nothing more than thatAging problems, fault problems, churn problems, and mismatch problems. For example, the manufacturing industry may pay more attention to the key roles needed for digital transformation; For another example, if an enterprise wants to go overseas, it will encounter the challenge of a global talent gap. Systemic talent challenges will also be reflected in the business phenomenon of the enterprise, and the essence of the problem should be graspedTo grasp problems, we must also grasp systemic problems
Talent density is crucial for organizations to build a dynamic high-potential pipeline, but how do you build talent density? The bench strength of high-potential talent is critical, andThe key to bench strength is dynamism
Global Leadership Outlook 2023 Data from the survey shows that since 2011, the bench strength of global companies has not been optimistic. However, 12% of companies with strong bench strength are far better than others in terms of business performance, attracting and retaining talent, and preventing burnout.
So, how can we improve the strength, potential and vitality of the organizational bench? The following two key points are worth paying attention to: First, we need to unleash our potentialCultivating high-potential talent starts early. Potential will either be tapped early or buried early, so we have to race against time. If you find that the high-potential talent is selected and fails to make the organization feel the vigor and vitality that the high-potential talent should have, then it is possible that their vitality has been exhausted in advance by the organization's processes, mechanisms, seniority, etc.
Second, every company will have a portrait of high-potential talent when talking about high-potential talent. But it needs to be reminded that when it comes to selecting high-potential talents,Having standards doesn't mean it's going to be standardized. Not all high-potential talents are carved out of a mold, so it is good to have standards, but blindly pursuing standardization may make high-potential talents in the enterprise lose their due vitality.
There are standards but not standardization, where should I start? DDI has found that there are often four types of high-potential talent that are most in demand in today's business environment:Explore directional talents, drive growth talents, strengthen executive talents, and shape environmental talents. These four types of talent have their own strengths, so it is necessary to put them on the right battlefield, carry out targeted development, and do a good job of teaching them according to the differences of the four types of talents, and at the same time, it is also necessary to do a good job of management and early warning according to their individual personality characteristics to avoid falling into pits.
The 300,000+ learning Xi data of the 300,000+ learning Xi product of DDI Mobile Learning reveals the key factors affecting the learning Xi and training effectThe number of practice Xi scenes, the number of Xi sessions, the scenario simulation score and the stability of the scenario score.
Every enterprise does not buy training, but the transformation of training effect; What businesses want is not a curriculum, but the ultimate growth of leaders. So, when we found the ultimate leverage-Scenario-based XiDDI focuses on multi-point Xi training, progressive intelligent operations, situational simulation, intelligent sparring, etc., and these are all integrated into the development of the entire academic Xi.
We firmly believe that when we use data to drive Xi, use data to drive success, and create a data-driven growth environment, the learning and Xi growth of leaders will occur together with the work.
Based on half a century of leadership scientific research, academic works and practical experience, DDI actively develops online assessment and training products based on a huge database and research results, and continuously launches leadership and enterprise digital transformation solutions in the digital era, which have won numerous awards and are widely recognized by customers.
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