Building a Digital Talent Echelon to Advance Enterprise Capabilities
At present, industrial digitization has become the greatest certainty of economic development. Under the guidance of policies such as “new infrastructure”, the infrastructure and resource elements centered on the digital economy and information economy are gradually enriched, and industries such as manufacturing, logistics, retail, finance, and agriculture have experienced considerable efficiency improvements in the process of digital transformation. Therefore, the cultivation of digital talents has become the main bottleneck for enterprises to achieve digital capabilities due to the highly personalized skill scenarios and the non-nesting of talent cultivation and organizational environment. Therefore, it is extremely important to construct a portrait of digital talents, sort out and establish a personalized ability model, analyze and build a digital talent echelon, and help enterprises improve their digital capabilities through the cultivation of digital talents, and realize the improvement of production efficiency and the optimization of organizational structure. .
The lack of digital talents has become a major constraint
Building a digital talent echelon faces many difficulties, mainly including the lack of external sources of talent, highly personalized skills realization scenarios, weak long-term centripetal force of talents, and lack of nesting of talent training and organizational environment.
Digital talents and their skills determine whether digital technology can realize the derivative value of data assets in the production process of enterprises, and also guarantee the implementation and management of digital strategies and digital organizations. They are the key to enterprises’ digital capabilities.
Digitalization puts new demands on business managers and leaders
As companies strive to leverage digital to create competitive advantage, the demands on leaders are changing. Senior management must have the ability to re-adapt to the new demands of work and allow the organization to transform accordingly to achieve more ambitious goals. This means fundamentally changing not only the executives themselves, but also the way the executive team works together to manage and lead the business.
The digital transformation of traditional enterprises faces challenges in terms of talents:
Enterprises often retain some of the original large-scale systems, the job settings also need to be gradually adjusted, and there are still a large number of low-skilled employees;
Skill training is highly targeted: companies need targeted, systematic, and long-term internal training to match the talent skills needs of the digital age;
Shorter skill rebuilding cycle: Popular occupations in the digital age, such as software engineers and big data scientists, urgently need skill rebuilding every 12-18 months.
What kind of talents are needed in the digital age?
Digital talents in the modern sense are the integration of ICT professional skills and ICT supplementary skills, and they are more inclined to realize the value of ICT supplementary skills—that is, they have data-based thinking and the ability to manage and use diverse massive data, and then Interdisciplinary professional talents who transform valuable information and knowledge in specific fields.
Five types of roles to realize digital capabilities: To build digital capabilities, enterprises need to extract five types of roles from the perspectives of digital leadership, digital value realization capabilities, and digital operation capabilities, including digital strategy directors, technology implementation experts, cross-domain translation talents, Data professionals, organizational security personnel, etc.
Take manufacturing as an example:
With the gradual deepening of digital transformation, the vertical integration of data is currently the main focus. With the rapid advancement of the integration of industrialization and industrialization and the application of industrial Internet, the digital capabilities of my country’s manufacturing enterprises have been significantly enhanced, and they are in the stage of connection and visualization.
The value of data is reflected in the entire process of production and circulation, and data assets become the means of production throughout the entire manufacturing chain. Enterprises that have not yet established a digital system lack data support in corporate decision-making and lack competitiveness in the development of the digital economy era.
The standardization degree of digital jobs is low, the professional skills span is large, and the requirements for talents are getting higher and higher. It is necessary to have planning and management capabilities, digital interconnection technology, process visualization automation, digital twins, big data drive, preventive maintenance and other multi-dimensional capability models.
How to build a talent echelon suitable for the scene
Digitization is not only a skill improvement, but also a restructuring of organizational capabilities, involving systematic changes in ways of thinking, collaboration, and organization. Enterprises need digital transformation to guide all employees in the company to form a cultural atmosphere, so that all employees must talk about numbers, and all employees must understand numbers, so that these talents who have been nurtured by digital culture can promote the high-quality development of enterprises.
The construction of a digital talent echelon should first establish a clear macro goal for skill improvement, and on this basis, implement personalized and localized skill improvement for employees; secondly, focus on helping talents grow in the long term, and establish dynamic and rapid effect feedback detection mechanism; finally, fully integrate localized skill improvement with systematic system reform and cultural construction to create a learning organization nested with each other.
Against the backdrop of a structural shortage of talents, it is not enough to rely solely on the introduction of digital talents from the outside. Enterprises need to gradually build their own digital talent development system, activate the thinking mode of employee growth, fully apply digital technology, and create an open, The success of the digital business model can only be obtained by sharing a new environment for talent development. The prosperity and development of digital technology has injected new vitality into the talent development of enterprises, and has also created more possibilities for the construction of future enterprise talent and development systems.
Based on the existing technological trends, we can see that the future digital talent training and development model will build a more interconnected, more open, more shared, and more sustainable learning culture through technological iteration, activate people’s learning momentum, and then drive Businesses are constantly moving forward.
