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Digital Culture, Talent and Skills: the Cross-Industry Human Resource Perspective

A recently convened global Human Resource summit, focused on the banks, telecommunication, and medical industries, revealed that digital leadership and culture are converging in all these sectors. All are facing similar transformation challenges, including:

  • How to increase automation in processes, systems and platforms to help talent achieve their transformation objectives
  • How to effectively catalog—and share—experience and knowledge assets
  • How to use digital tools and analytics to manage human capital intelligently

The 4th Annual Strategic HR Summit was held between May 23 and 25 in Berlin, Germany. Over 60 human resource executives and experts from such firms as Google, AXA, TFE Hotels, Tesco, Credit Suisse, AbbVie, and Huawei focused on how to foster and maintain innovation, leadership development, talent management and recruitment in a dynamic world. Participants discussed the common challenges they face the critical task of transforming their culture, talent and skills for the digital age.

HR Summit

Kelvin Yeung, Open ROADS Community is giving the speech

Kelvin Yeung of the Open ROADS Community—a cross-industry forum which incubates digital transformation best practices—and Su Min of Huawei Global Learning Services spoke to the conference on culture and skills development and the Open Digital Maturity Model (ODDM), the Community’s digital transformation assessment framework.

The attendees expressed great interest in the ODMM framework, and how it can be used to evaluate an enterprise’s digital culture and capabilities, who found the comprehensive description of skills and talent assets required for digital culture and talent transformation helpful.

Several of the human resource executives in attendance joined the Open ROADS Community. Many intend to join its digital culture, talent and skills working group, a collaborate platform established for community members to share experiences and verify insights around challenges such as talent acquisition and retention management. 

Participants shared a wide breadth of observations and best practices around digital culture transformation:

Google

  • Google’s corporate culture is grounded in three principles:
    • Mission: Google's mission is to organize the world's information and make it universally accessible and useful. Employees understand this mission, and all senior leadership projects are designed around the mission.
    • Transparency: all the company’s documents are available across the organization.
    • Equality: everyone can create their own content, and provide feedback to their peers.
  • Google’s HR team uses Design Thinking to help each project team define its organizational and personnel competencies, and determine the right way to execute change.
  • Google uses internal tools to evaluate training effectiveness, including internal inquiries, online research assessment, and data analysis. Although Google is an Internet company, much of the company’s training is conducted face-to-face.

AXA

  • The future of the organization is to create links between people, not between people and the company. While aligning the company's organizational goals, we should focus more on employee experience and perceptions;
  • People, innovation, assignments, challenge, and culture are the focal points for HR in the future;
  • Agile, digital and automated technologies enable organizational change, while human resource direct the course of change

Pak Atiq and Pak Desnaidi, Senior Human Capital Development executives at Telkom Indonesia provided attendees with an overview of their organization’s digital culture transformation journey.

The Open ROADS Community is initiated by Huawei, and brings together leading voices from across the industry to answer the question posed by the transformation to digital business. Our intent is that the Open ROADS Community will be the incubator for digital transformation best practice.

Open ROADS Community

 


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