How to build a super staff team?

  In the new digital age, employees in addition to their own skills and knowledge reserves, with the help of technology to develop new capabilities. However, as the integration between employees and technology deepens, the gap between employees and companies becomes more apparent. Most companies that invest in digital transformation still use the talent management approach before digital transformation. According to the Accenture Technology Outlook 2019 survey, more than two-thirds of Chinese executives admitted that the digital maturity of employees is higher than the company itself, and companies need to catch up.
  Leading companies are working to fill this gap. Nearly half of the world’s executives surveyed said they would use AI to help recruit human resources (HR) departments in two years to recruit, train and retain. The team of super employees who create “human skills + technology empowerment” is the core of the company’s new digital era.
  Super staff in “man-machine collaboration,”
  the construction of digital staff team is an important part of enterprise digital transformation. Technology helps employees strengthen their original skills and experience, creating new “super capabilities” for the company.
  Swisscom is Switzerland’s largest telecommunications provider and the first telecom operator in Europe to announce 5G services with 21,000 employees. How to share knowledge and quickly find experts to solve problems is a challenge that employees often face in their work. As a result, Swisscom has developed the “Ask the Brain” platform using “Starmind” artificial intelligence software. The platform can remember the employees of the company, be familiar with the expertise of each field, and understand what questions they can provide, which is equivalent to connecting the brains of tens of thousands of people and keeping them informed. When employees ask questions about this “super brain,” they can target relevant experts and automatically share questions. More than half of the questions are answered in less than two hours. More importantly, this intelligent knowledge sharing platform provides enterprises with the ability to access information flexibly and efficiently, helping them to cope with the increasingly dispersed knowledge network and the loss of knowledge caused by employee turnover.
  Some specific industries and types of work often rely on old experts who have a solid theoretical knowledge base and rich practical experience. Once the old experts retire or leave, they will take away this experience. A large oil and gas company has lost a lot of key industry knowledge due to the retirement of some corrosion engineers. Even if companies can predict their retirement deadlines, they can’t simply copy the work experience of these engineers and pass them on to other employees. To this end, the company uses a knowledge platform capable of natural language processing to index unstructured data such as refinery incident reports to gather employee knowledge and insights.
  All of these new methods “flow” corporate knowledge, helping employees learn quickly, improve efficiency and creativity, and stimulate the “1+1>2” aggregation effect.
  AI technology to help companies find the right person, with a person
  compared to traditional recruitment process, Unilever use technology to analyze some of the skills and potential candidates for entry-level positions, examining prospects for future development candidates.
  The company will first allow candidates to participate in a series of small games, to assess the candidate’s memory and stress resistance, and whether the candidate can accurately analyze the specific situation or the emotions of the relevant personnel to determine whether to hire. In this process, the company does not look at the resume, but uses the AI ​​tool to review the game results. There are no “correct” and “wrong” scores for the game; the results of the AI ​​review help Unilever better match candidates and vacancies.
  After the pilot program in North America, the recruitment rate has doubled in just 90 days, and the average recruitment time per candidate has been reduced from four months to four weeks. In addition, the proportion of candidates accepting offers has increased significantly, and the background of new employees has become more diverse. According to statistics, Unilever’s entry-level employees are mainly from 2,600 universities, compared with 840 a year ago. Unilever subsequently extended this recruitment method and program to 68 countries and regions.
  Companies can adjust their technology strategies to identify internal candidates who are qualified for vacant positions, and then provide candidates with the training they need to adapt to the role change.
  Technology helps companies train super employees
  According to today’s work trends, companies must start from the inside and develop their own employees into super employees in order to acquire new skills. Because the market can’t train these talents for the company. Companies must invest heavily in human resources, and this will be a solid foundation for companies to fill a new round of digital divide.
  Recruitment methods: The uniqueness of super employees makes it more difficult to recruit employees with specific skills. Instead, companies can use technology to focus on assessing the candidate’s potential.
  Training and developing a method of engagement: Companies must develop appropriate employee learning and training strategies to ensure that employees are able to adapt to different roles.
  Knowledge Management Approach: Companies need to develop new knowledge management strategies for the Internet+ era.
  Enterprises should adapt to the technology trend and actively adjust the talent strategy to better create a new digital age. Building a team of future super employees will be a “golden stone” to give full play to the key role of digital investment.