随着大数据、云计算、物联网、人工智能等新技术的发展，人类社会逐步进入全新的数字化时代。这些技术带给企业的影响，并不是简单的生产力提升和信息系统的升级换代，而是生产关系长远而深刻的变革。人力资源，作为一个以“人”作为标的物的管理学科，新生代员工对于雇佣关系的认知改变和对个人价值的追求，对传统的人力资源管理模式提出了极大挑战。在这种管理诉求和变革背景下，人力资源需要从理论到实践进行彻底的重构，才能实现真正的数字化转型。目前国内的人力资源数字化转型研究，大部分还在处在转型的早期阶段，越来越多的企业希望通过数字化转型，增强员工的体验感，提升员工满意度，同时实现降本增效和便携式协同交互，突显人力资源对于企业的真正价值。国内大部分企业，还处于人力资源的信息化阶段，在数字化转型中处于相对前沿位置的企业以大型的高科技、互联网行业为主，而中小企业更多处于线上化阶段。关于数字化转型相关的研究，目前国内也并没有相对成熟、完整的理论框架和优秀实践，众多学者的探讨集中在趋势分析、方法探讨、理论构建等领域。Z公司是一家目前还处于成长期的小微企业，目前的员工只有100余人，员工以知识密集型为主。尽管公司业务近两年都在持续增长，但缘于业务性质的因素，公司对于人才管理的诉求在于高素质人才的引进和使用，而非员工数量的极速扩张，因此未来3年员工总数预计不会超过200人。但该公司对于人力资源的定位，并非停留在事务性工作层面，而是通过多个管理变革项目，在多个人力资源模块均有较为深入的研究和应用。同时，该公司在2024年初提出了“数字化转型”的战略目标，人力资源作为其中一个模块，进行数字化变革也是势在必行。本研究基于Z公司的现实情况，提出应当制定未来1-3年数字化转型方案并分步骤实施。人力资源的数字化转型目标，应当以员工在企业中的生命周期为主线，实现人力资源各个模块工作的闭环管理。基于每个管理场景，从输入、加工、输出三个维度，明确每个模块工作的数据联系和关键指标，从而构建三层人力资源指标体系。基于上述工作流程和管理要求，建立数据管理规则，明确原始数据的采集、清洗，并通过可视化的数据平台，实现全部数据的整合管理，搭建人力数据库。最后，基于人力资源的业务逻辑，建立关键数据点，以点为单位进行发散式的数据分析，从而构建完整的人力分析体系。
With the development of new technologies such as big data, cloud computing, the Internet of Things (IoT), and artificial intelligence (AI), we are entering a new digital era. Technology helps enterprises enhance productivity and upgrade information systems; more importantly, it signifies a profound and enduring transformation of production relations. Human resources management (HRM), as a management subject that focuses on "people", faces significant challenges from changing perceptions of employment relationships and the pursuit of individual value among generation Z employees. Against this backdrop of evolving management demands and transformations, human resources management must undergo a thorough reconstruction, from theory to practice, to achieve a true digital transformation.Currently, the HRM digital transformation in China is mostly still in the early stages. An increasing number of enterprises are looking to enhance employee experience and satisfaction through digital transformation, while also achieving cost reduction, efficiency improvement, and collaborative interactions with portable devices, thereby highlighting the true value of HRM to the enterprise. The majority of domestic companies are dominated by information-based HRM. Large high-tech and internet companies are leading the way in digital transformation, while small and medium-sized enterprises (SMEs) are more in the phase of online management. For the research on digital transformation, there is currently no relatively mature and complete theoretical framework or outstanding practices. Scholars mainly focus on trend analysis, method exploration, and theoretical construction.Company Z is a knowledge-intensive small and micro enterprise that is currently in the growth stage, with just over 100 employees. Although the Company's business has continued to grow over the past two years, due to the nature of the business, the demand for HRM lies in the recruitment and appointment of high-quality professionals rather than in the staff augmentation, so the total number of employees will not exceed 200 in the next three years as expected. The HRM in the Company goes beyond the routine administrative work and extends to the in-depth research and practice of digital transformation in various modules of human resources management through several management change programs. Meanwhile, the Company put forward the strategic goal of "digital transformation" at the beginning of 2024, and as one of the transformation modules, it is imperative to carry out HRM digital transformation.Based on Company Z's situation, this study proposes that a digital transformation program should be developed and implemented in steps for the next 1-3 years. The goal of HRM digital transformation is to realize the closed-loop management of each HRM module based on the life cycle of employees in the enterprise. For each management scenario, clarify the data linkage and key indicators of each module from the three aspects of input, processing and output to build a three-tier HRM indicator system. According to the above workflow and management requirements, establish the data management rules, improve the collection and cleaning of raw data, realize integrated data management and build the human resource database through the visualized data platform. Based on the business logic of HRM, identify key data points and carry out dispersed data analysis around such key points to construct a complete human resource analysis system.
