万达集团创立于1988年，已发展成为以现代服务业为主的大型跨国企业集团，旗下包括商管集团、文化集团、投资集团，其中商业中心、影视、体育、儿童产业等处于世界领先地位。
进入新世纪，面对全球经济低迷，商业地产竞争激烈的大背景，万达集团积极把握时代契机，迎接挑战，谋求变革，逐步由单一的传统地产集团，转型成为集商业、文化、地产、金融于一身的新型商业管理型公司，保持了良好的发展势头，走在了传统劳动力密集型企业探索数字化转型升级的道路上，走在了行业的最前沿。
关于万达集团的数字化转型成功之道，人力共享中心总经理张广聪认为，动态发展的世界没有一成不变的商业模式，万达集团是必要的推动了一场数字化的转型，以应对竞争环境变化，从住宅地产转型商业地产，从商业地产转型服务行业，都是基于对行业动态发展的认知。
在这个涅槃的过程中，除了一个成功的商业模式方法论之外，为达成转型目标采取的人效信息化、管理数字化改革，也发挥了关键的作用。
“万达已经全面向服务行业转型，已经从传统的地产行业变成了服务行业的公司，所以从我们人力资源管理角度来讲，人效始终是一个非常重要的课题。”张广聪说到。
一、以高人效、高人事管理质量为基础，开展数字人资建设
万事开头难，而对于因“万达速度”在业界家喻户晓的万达集团而言，深厚的管理文化积淀让集团迅速迈出了转型的第一步。
基于企业文化和内部经营管理的制度流程，万达一直都高度重视内部信息化，在提升内部运行效率和提升整个工作合规性方面始终在行业名列前茅。张广聪将之归结为企业的基因使然。
一方面，万达高度重视信息化和数字化建设，从最初的地产集团到后期全面转向服务行业，都在积极探索使用内部模块管理、信息化的各种解决方面，升级对一线员工的服务，包括对于员工后备梯队的培养培训等服务。
另一方面，为迎接全面向服务行业转型带来的内部整体变化，万达从2018年开始，完善一系列的内部人力资源数字化的项目，包括岗位竞聘系统、在线学习平台——内部企业大学、劳动力管理系统；2020年，建成集团范围内的人力共享服务平台。
“面对业务转型，我们的应对策略其实目的很简单，一个就是提高人效，另一个就是从员工体验的角度去提升我们整体的人事服务质量。”张广聪总结到。
二、苦炼内功，引入外援，双剑合璧完善人效方法论
无论是人效发掘，还是人事管理能力的锤炼，掀起一场成功的数字化变革，离不开数字技术与产品的支持。“船大难调头”当万达巨轮驶入人效数字改革深水区时，领导变革需要面临的挑战和压力，远非开局阶段可比。
（一）统一界面，终结服务工具碎块化
万达集团内部的微信公众号、各个服务平台、以及面向员工的一些服务入口，分散的承担着集团旗下各个业态的员工服务，入口分散，缺乏统一界面，员工服务体验不佳，影响人效提高。
（二）优化人事流程，消除人事服务孤岛
改革前，万达集团各地员工服务自成一体，由各地BP承接，不另设专人负责。存在专业知识短板，对员工需求响应不及时，受人员更迭影响较大。
万达在意识到人效改革存在的短板后，将人效和人事管理服务建设上升到战略高度，以“集团一盘棋”、“多场景、全流程互联互通、协同发展”为基调，针对集团业务场景和人事管理所需，设计相应解决方案，而通过统一的管理界面，优化的人事流程，串联了集团各部门、各业务场景的碎块化管理力量，大幅提升人效。
除了内生优化改革外，万达集团也积极选择符合自身需求的第三方数字化产品。以人效关键场景“考勤”为例，以往万达集团采用分散考勤审核方式，需要进行二次数据归集，才能最终形成月度或者年度考勤记录，流程冗长，效率低下，数据兼容性差。
经过考察市场，万达集团选择了一个第三方系统解决方案，高度集成的服务页面和便捷的的数据手机模式，大大提供了员工体验。
张广聪表示，使用后，效果显著，原有管理模式，单个公司考勤数据的审核平均下来可能每个月需要1~2天，但是有考勤系统后，这个时间就会缩短到半天。”
（三）目标、本地化、人本精神，后疫情时代人效改革破局必由之路
见微知著，围绕考勤的人效升级，只是万达集团人力资源管理数字化改革工程的“冰山一角”，不过从中已经可以管窥到万达集团对人效改革的独到见解。
张广聪看来，围绕人效的企业集团数字化改革，需要明确战略战术目标、高度本地化融合的数字解决方案、强有力的组织协同和体现人本精神的人性化设计。
1、明确目标：
在探索企业集团人效数字化改革路径时，首先应该明确发力的目标和实施路径。如降本增效、提高人效等，并自上而下，围绕核心目标，推动企业集团的数字化改革。
2、本地化工具服务：
任何一家企业集团在选择数字化解决方案时，要充分考虑与自身业务和需求的匹配优化，既要匹配用户习惯，也要与业务场景与管理场景的高度契合。
张广聪说：“对于优秀的第三方工具，既要有拿来主义精神，也要做好本地化融合，避免南橘北枳，需要与我们的管理系统深度集成。”
3、人本精神：
数字化转型最终需要人的推进和执行。类似万达集团这样规模庞大，员工文化背景多样化，职工年轻化，大量95后、00后入职的现状，员工成分存在较大差异，因此，任何人效改革工具的使用，既要考虑契合企业所需，也要考虑符合员工习惯。如果说战略目标推动需要自上而下，那么这种以人为本的人性化设计，则需要更多自下而上的优化。
张广聪透露，“我们（万达）推出一些新功能的时候，可能还需要去更多了解员工的一些真实体验，这对我们来讲确实还是挑战比较大的。因为有时候众口难调，往往推出一些新的功能，对于不同业态的人员、不同年龄层级的人，他们的需求都是不太一样的。所以对我们后期功能设计的话，可能从功能设定、界面，包括交互体验上，都需要多次不断地迭代升级，最后才能达到一个比较好的预期的效果。”
今天，在明确战略目标和成功解决方案的加持下，万达集团的人效数字化之路已经渐入佳境。在疫情全球化趋势下，万达集团正继续加速公司向服务行业的全面转型，实现人工成本、人事效率的双提速。“从阶段性的人员岗位调配、内生人才培养到阶段性的人工成本的管控和预警，这些工作其实我们内部都是一直在持续推进中”张广聪说到。
翻译
Founded in 1988, Wanda Group has developed into a large multinational enterprise group focusing on modern service industry. It include business management group, cultural group and investment group. The business center, film and television, sports, children’s industry is in a leading position in the world.
In the new century, in the face of the global economic downturn and the fierce competition in commercial real estate, Wanda Group actively grasped the opportunities of The Times, met the challenges and sought for reform, gradually transformed from a single traditional real estate group into a new business management company integrating commerce, culture, real estate and finance, and maintained a good momentum of development. In the traditional labor-intensive enterprises to explore the road of digital transformation and upgrading, walking in the forefront of the industry.
As for the successful way of Wanda Group’s digital transformation, Zhang Guangcong, general manager of Human Resource Sharing Center, believes that there is no static business model in the dynamic development of the world, Wanda Group is necessary to promote a digital transformation, in order to cope with the changes in the competitive environment, from residential real estate to commercial real estate, from commercial real estate to service industry, are based on the recognition of the dynamic development of the industry.
In the process of nirvana, in addition to a successful business model methodology, the reform of human-effect informatization and digitalized management to achieve the transformation goal also played a key role.
“Wanda has been transforming into a service industry from a traditional real estate industry to a service industry company, so from the perspective of our human resource management, human efficiency is always a very important subject.” Zhang Guangcong said.
On the basis of high personnel efficiency and high personnel management quality, digital human resources construction should be carried out
Everything is difficult at the beginning, but for Wanda Group, which is known in the industry for its “Wanda speed”, its profound management culture has enabled the group to quickly take the first step of transformation.
Based on corporate culture and internal operation and management system and process, Wanda has always attached great importance to internal informatization, and has always been among the best in the industry in terms of improving internal operation efficiency and improving the compliance of the whole work. Zhang Guangcong attributed it to the genes of the company.
On the one hand, Wanda attaches great importance to informatization and digital construction. From the initial real estate group to the later stage, Wanda has been actively exploring various solutions of using internal module management and informatization, and upgrading its services for front-line employees, including training and other services for staff reserve echelon.
On the other hand, in order to meet the overall internal changes brought by the comprehensive transformation to the service industry, Wanda has improved a series of internal human resources digital projects since 2018, including job competition system, online learning platform — internal enterprise university, labor management system. In 2020, we will build a human-sharing service platform within the group.
“In the face of business transformation, our strategy is actually very simple. One of it is to improve people performance. And the other is to improve our overall HR service quality from the perspective of employee experience.” Zhang Guangcong concluded.
Practice internal skills, introduce foreign aid, and perfect the methodology of human effectiveness
Whether it is the exploration of human efficiency or the tempering of personnel management ability, a successful digital revolution cannot be achieved without the support of digital technology and products. When Wanda enters the deep water of human-effect digital reform, the leadership reform needs to face challenges and pressure, far from the initial stage.
Unified interface, end service tool fragmentation
Wanda Group’s internal wechat official accounts, various service platforms and some service entrances for employees are scattered to undertake the staff services of various business forms of the group. The entrance is scattered. the lack of unified interface, and the staff service experience is not good. It affects the improvement of staff efficiency.
Optimize personnel process, eliminate personnel service island
Before the reform, Wanda Group’s local staff services are self-integrated, undertaken by local BP, no other person responsible for. Lack of professional knowledge, not timely response to the needs of employees, greatly affected by personnel change.
After realizing the shortcomings of human efficiency reform, Wanda elevates the construction of human efficiency and personnel management service to a strategic height. Based on the key of “the group plays chess”, “multi-scene, whole-process interconnection and collaborative development”, Wanda designs corresponding solutions according to the needs of the group’s business scenarios and personnel management. Through a unified management interface and optimized personnel process. It connects the fragmented management power of various departments and business scenarios of the group and greatly improves human efficiency.
In addition to internal optimization reform, Wanda Group also actively selects third-party digital products that meet its own needs. Take “attendance” as an example. In the past, Wanda Group adopted a decentralized attendance audit method. It requires secondary data collection to finally form monthly or annual attendance records. This resulted in a lengthy process, low efficiency and poor data compatibility.
After inspecting the market, Wanda Group chose a third-party system solution. It highly integrated service page and convenient data mobile mode, which greatly provided the employee experience.
Zhang Guangcong said, after use, the effect is significant. The original management mode, a single company attendance data audit down on average may need 1~2 days a month. After the attendance system, this time will be shortened to half a day.”
The goal, localization and human spirit are the only way to break the situation in the post-COVID-19 era
As a result, the improvement of human efficiency around attendance is only the “tip of the iceberg” of Wanda Group’s human resource management digital reform project. However, Wanda Group’s unique views on human efficiency reform can be seen from it.
According to Zhang Guangcong, the digitalization reform of enterprise groups centering on human efficiency requires clear strategic and tactical objectives, highly localized and integrated digital solutions, strong organizational coordination and humanized design reflecting the spirit of humanity.
Clear goals:
When exploring the path of human efficiency digitalization reform in enterprise groups, we should first clarify the goal and implementation path of power. Such as cost reduction and efficiency improvement, and improve human efficiency, and top-down, around the core goals, promote the digital reform of enterprise groups.
Localization tool services:
When selecting a digital solution, any enterprise group should fully consider the matching and optimization with its own business and needs. It should not only match user habits, but also be highly compatible with business scenarios and management scenarios.
Zhang Guangcong said: “For excellent third-party tools, we should not only have the spirit of bringing in the spirit, but also do a good job of local integration. To avoid the south orange, north immature, we need to be deeply integrated with our management system.”
Humanistic spirit:
Digital transformation ultimately requires human propulsion and execution. Wanda Group has a large scale, diverse employee cultural background, young employees. And a large number of post-1995 and post-2000 employees have entered the workforce. Therefore, there are great differences in the composition of employees. Therefore, the use of personal reform tools should not only be in line with the needs of enterprises, but also in line with the habits of employees. If strategic goals need to be driven from the top down, then this people-oriented design needs more bottom-up optimization.
“When we launch some new functions, we may need to know more about the real experience of our employees, which is really a big challenge for us,” Zhang Guangcong said. Because sometimes it is difficult for everyone to agree, some new functions are often introduced. For different types of personnel, different age levels of people, their needs are not quite the same. Therefore, for our later functional design, we may need several iterations and upgrades in terms of function setting, interface, including interactive experience, so as to finally achieve a better desired effect.”
Today, with the support of clear strategic goals and successful solutions, Wanda Group’s digital human effect road has gradually entered a good stage. Under the trend of the globalization of the epidemic, Wanda Group is continuing to accelerate its comprehensive transformation into the service industry and realize the double acceleration of labor cost and personnel efficiency. “From phased personnel post allocation and endogenous talent training to phased labor cost control and early warning, we have been continuously pushing forward these work,” said Zhang Guangcong.
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