A Giant Leap Forward in the Enterprise’s Digital Transformation and Upgrading
The outline of the national 14th Five-Year Plan proposes fostering new strengths in the digital economy, fully leveraging the advantages of massive data and rich application scenarios to empower the transformation and upgrading of traditional industries. This aligns perfectly with the Sales Company’s vision of “building a modern management system with academic promotion capabilities”. As one of the three pillars of the modern management system, the Human Resource Management System focuses on the enterprise’s organizational capabilities. How to scientifically construct a digital organization and empower business development has become a key link in the enterprise’s digital transformation and upgrading.
Most traditional human resource management tools are upgraded based on the enterprise’s informatization foundation, such as the realization of single-point functions like face recognition for attendance checking. They are limited to the informatization transformation of a single module, making it difficult to exert an overall effect and take the whole situation into account. With the implementation of a large number of digital scenarios such as online recruitment, remote office work and electronic contracts, traditional human resource management tools are stretched thin in the face of current practical difficulties, exposing many shortcomings and even requiring a lot of human resources to make up for them. As a professional national pharmaceutical sales enterprise, Xianju Pharmaceutical Sales has a huge organizational structure and employees scattered across the country. Especially in the post-pandemic era, the choice of digital transformation for the enterprise’s human resource management is not a matter of whether to do it, but a matter of having to do it.
Breaking Down Data Silos Across Modules to Drive Efficiency Reform
Xianju Pharmaceutical Sales collaborated with Yilu Human Resource Technology Co., Ltd. Through six months of efforts, all projects of the first phase of the EHR system were successfully launched, including core HR, time management, salary accounting and other modules. This realized the linkage of organizational management with employee entry, transfer, promotion and resignation, while connecting with the comprehensive compensation system.
In terms of communication, mobile-based entry and resignation procedures, electronic signing of labor contracts and other functions have further shortened temporal and spatial distances; each employee can independently inquire about their relevant human resource data by logging into their personal account; employees can maintain their personal information independently, realizing information completeness checks and associated maintenance.
In terms of execution, the construction of a time-axis-based data system allows the enterprise to easily trace and review its past history, and also implement future corporate strategic plans into the system in advance. Industry salary data is synchronized in a timely manner, the salary system is dynamically optimized, and the total salary control is realized. HR data is updated in real time to ensure the accuracy and timeliness of salary payment and social insurance declaration.
Dual Closed-Loops of Performance Empowerment and Employee Development: Activating Teams and Retaining Talents
In 2023, the EHR system will further complete the construction of two major modules: performance management and talent development.
In terms of performance management, a performance closed-loop of “goal decomposition, process execution and result application” will be built to ensure that the company’s strategy runs through the organization and individuals, and activate the executive power of the team. A digital incentive model will be launched to ensure timely and effective incentives, and improve input-output efficiency with the orientation of sustained performance empowerment.
In terms of talent development, based on job competency, job and employee portraits will be constructed, and a unified competency standard will be adopted to realize the “selection, employment, training and retention” of talents. A corresponding training system will be established, providing training courses closely linked to business needs and creating interesting personalized employee “learning maps”. This helps and motivates employees to form a work atmosphere of active learning, meeting the needs of employees’ career development while achieving a win-win situation for individual and organizational performance goals.
Ultimately, the realization of full data interaction supports the company’s strategic planning and decision-making. Management can conduct analysis by viewing the data presentation of various modules and carry out more efficient and scientific management:
- Controllable Organization: Achieve intelligent organizational portraits, easy office collaboration, and orderly and controllable organizational management;
- Clear Overall Situation: Monitor organizational dynamics through data, identify potential organizational problems, and realize foresight, perception and proactive action;
- Identifiable Causes: With interconnected data, in-depth analysis helps management timely identify organizational problems affecting business operations and gain insights into business trends through these organizational problems.
On January 1, 2023, the EHR system was officially launched, marking a successful first step for the digital transformation and upgrading of the human resource management of the Sales Company. In 2023, the 20th anniversary of the founding of the Sales Company, the continuous improvement of the human resource management system will provide stronger support for the company’s business development and strategic implementation.
