这是一个颠覆无序、创新无限的时代。任何一个行业都很难常青，都可能被革命；任何一个职位也很难稳定，都可能被替代。以人工智能、大数据、云计算、区块链等为代表的新一代数字化技术正颠覆着人类的生产和生活方式，正在重塑一切。数字化转型网www.szhzxw.cn
人力资源作为企业管理的重要组成部分，也在经历着数字化带来的深刻变革。
面对新经济、新组织、新人类，人力资源如何利用新技术进行数字化转型，来提升员工体验，赋能新人类？来实现团队的的智慧协同？如何来激活组织、打造组织的创新力？
即日起，盖雅时间将撷取来自不同行业的企业人力资源数字化转型故事，以飨读者。这一期，我们将要为大家分享的是阿特斯的人力资源数字化转型实践。以下，Enjoy：
阿特斯的「阳光之梦」
太阳之于人类，好比水之于鱼。它给予世间以温暖，让生命得以延续。今天，太阳又被赋予了新的意义：以自身的光与热，让能源得以持续，让地球更加洁净。
「让太阳能走进千家万户，让子孙后代享有一个更干净、更美丽的地球。」这是阿特斯的「阳光之梦」，也是它的使命。数字化转型网www.szhzxw.cn
从2001年创立至今，阿特斯已走过18年发展历程，在光伏领域一直处于领导者地位。
通过全球战略和多元化市场布局，目前阿特斯在全球六大洲20个国家和地区建立了分支机构。除了作为领先的太阳能光伏组件制造商和太阳能整体解决方案提供商，阿特斯在世界各地还拥有丰富的公用事业规模太阳能光伏电站项目储备。在近日发布的「2019全球新能源企业500强榜单」上，阿特斯阳光电力集团位列第35位。
作为一个拥有13000多名员工、分支机构遍布全球20多个国家的国际化和全球化企业，阿特斯在全球化的过程中面临很多挑战，HR就是其中很重要的一个方面。要实现企业使命，就要先突破人员管理这一难关。
那么，如何为 HR 部门赋能，使其强大到足以支撑企业未来全球化的发展？
一、数字化转型，为全球化战略提供落地支撑
2015年以来，阿特斯一直在思考人力资源的战略转型，希望从传统的模块化人力资源管理向三支柱模式过渡。在阿特斯产业全球化发展的背景下，为了更好地推动公司战略落地，提高组织效能，项目组希望通过系统化的人力资源系统工具来打造规范化标准化的人力资源管理核心系统，来解放HR的事务性工作、提高工作效率，从而让HR更好地为推动业务发展提供核心价值。数字化转型网www.szhzxw.cn
在进行人力资源系统建设初期，阿特斯就树立了目标：从长期的投入产出比统筹考虑阿特斯人力资源系统建设的费用，建立标准化、统一化的人力资源管控系统，同时引入系统化的目标管理及绩效管理工具，为公司的人才发展战略提供落地支撑，最终打造全球化的人力资源管理系统。
而从配合业务发展角度出发，优先解决劳动力管理、员工新文化及福利管理，与员工的主数据及薪酬管理就显得尤为重要。不积跬步无以至千里，只有先做好劳动力管理、提高员工敬业度和幸福度，完善 HR 基础事务性工作才能为 HR 的战略转型提供基础。基于此，阿特斯人力资源部门从员工考勤、员工薪酬管理两方面开展了一系列项目。
二、升级考勤系统，筑好员工高效体验的堡垒
作为盖雅工场2011年开始服务的客户企业，阿特斯在升级前使用的考勤系统已经运转了超过7年。作为一套内部安装的管理软件套装系统，多年来的各种需求有不少都是通过定制化开发来实现的。而这次升级后将实现一个平台覆盖全国所有员工的新目标，也对这次系统升级的稳定性提出了更高的要求。
硬件方面，随着员工人数的增多，为保证跨厂区员工考勤的可行性，项目组对本地服务器的部署也进行了大量投入。同时，为了满足企业进行数字化劳动力管理以及实现人力资源的数据分析与共享，阿特斯决定在2018年对考勤系统进行升级。
1. 目标及挑战
此次盖雅考勤系统上线涉及阿特斯在国内的所有事业部，包括苏州、常熟、盐城、洛阳、包头。正式上线前，项目组设定了以下目标：
√ 配合 EHR 实施增加工作流模块，在盖雅考勤系统中实现加班、请假、打卡异常工作流；
√ 配合 EHR 实施增加手机端模块，能够满足加班、请假、打卡异常的手机端签核对，同时让员工能够自主查询相关假期请假信息；数字化转型网www.szhzxw.cn
√ 根据重新梳理的考勤规则，进行配置，优化系统，做到统一管控；
√ 升级后，达到系统配置简单化，报表开发迅速化；
√ 升级后，确保软件和公司现有浏览器兼容。
除了产品功能上的一些小的适配外，此次升级的项目最大的挑战在于将原来的考勤机打卡考勤升级为手机 App 蓝牙考勤。与有些企业仅将移动考勤面向办公室白领员工不同，这次项目覆盖了阿特斯中国区的所有工厂及员工，参与人数高达8000人。多个工厂大量员工的上、下班时间集中， App 打卡及数据传输面临着瞬间峰值的压力，对于从未进行过类似操作的阿特斯项目团队来说，这是一次成功性要求非常高的项目上线动作。
此外，系统部署方式也从本地安装切换到 SaaS 云，考勤打卡数据的唯一性和时间属性导致其事先无法做如此大规模的数据实地模拟测试处理，一旦出现问题，也没有额外的补救办法。
在项目计划及实施方案中，项目组群策群力充分认识到该项目的难度之高、任务之重，多次召开全体会议，明确并细化项目任务，同时所有 HRBP 参与到新的考勤政策/系统的宣传推广中，在上线时全部参与员工的宣导及应急处理过程中，确保考勤项目的平稳上线。
2. 规范考勤规则
在系统升级过程中，项目组对考勤规则进行了集团性的统一与规范。新的考勤规则更为严格，对员工考勤异常处理的时效性要求也更高。比如，将员工异常申诉次数从原先的5次降到2次，将员工的考勤异常处理时效性规范到2个工作日内。此外，系统也优化了考勤审批流程，减少审批流程节点、提高考勤管理效率。数字化转型网www.szhzxw.cn
升级之后，阿特斯使用的系统从最初盖雅工场的 HR One 1.0系统升级到了 Gaia WFM 云服务平台，部署模式从原来的企业内部安装（inhouse模式）转变为全云端的 SaaS 云服务模式，Gaia WFM 除了大幅度提高了系统性能与迭代升级时的系统稳定性以外，也同步实现了对各地区多样性需求的更新加强。
与此同时，盖雅考勤系统还根据阿特斯公司的考勤制度，进行了一系列的设置调整。比如：采用「蓝牙打卡」的考勤方式，不仅减少了员工上下班时间段的排队高峰，还减少了考勤卡的制作成本，是企业降本增效的一个亮点。
3. 系统升级成效 数字化转型网www.szhzxw.cn
盖雅考勤系统升级带来最大变化是考勤自助管理「移动化」，即更走近员工了。原本只有办公室员工可以自助查询打卡记录、假期额度、线上请假等，现在产线员工通过手机 App 也可以进行查询。
另外，团队管理者也可以查看团队成员的出勤、休息、假期额度等信息。通过企业内部考勤制度、考勤规则及逻辑的进一步统一规范，Gaia WFM 云服务平台已经能够通过简单的配置满足各地区多样性的考勤需求，同时得益于 SaaS 产品的优势，阿特斯已无需再去投入人力物力解决硬件、软件、网络等问题，这使其 HR 能够脱离于事务性的工作，专注于劳动力管理。
上线之后的盖雅考勤系统已达到了项目组的预期目标。2019年起，阿特斯开始进行 APAC（泰国、越南、台湾）工厂的升级切换工作。即该项目将拓展至海外，几个国家的数据库并为一个数据库，这将优化用户体验和考勤管理（海外派驻人员的考勤管理），也为将来做全局深度数据分析建立重要基础。数字化转型网www.szhzxw.cn
三、上线薪酬管理，驱动企业实现长远业务目标
阿特斯此前采用的方式是考勤数据整合后给到第三方人力资源服务公司进行算薪，但这存在诸多问题，如薪资外包服务费用较高且产生的价值低， HR 无法快速地为业务部门提供准确信息以助力业务部门的决策。同时，阿特斯 HR 也无法快速有效地梳理全球化的组织架构。
随着数据时代的发展及人力资源数字化转型的需求，这种模式已经不能满足目前大数据分析及人力成本管理的要求，所以项目组希望通过上线 SAP 的相应系统来打造未来的集团人力资源核心工具，并建立全球化的专业规范系统管控，降低现有 E-HR 成本，提高工作效能，同时推动、加速人才培养和绩效改善。
在上线算薪与人事数据维护系统时，项目组主要考虑以下几个原则：
前瞻性：即新系统需满足未来3年的发展要求；
扩展性：新系统需易于扩充；数字化转型网www.szhzxw.cn
先进性：确保新系统的设计思路先进，供应商能够提出科学建议；
统一性：统一平台，统一人事数据标准，统一薪酬与考勤制度。
具体来看，在新系统中，员工个人主数据可以通过 SuccessFactor 系统维护，然后将考勤需要的人事字段传输至盖雅考勤系统中，待到每个结薪点时，再由盖雅将考勤数据提供至 SAP HCM 进行算薪，形成完整的闭环。
通过 SF 与 HCM 的混合部署，在 HCM 端可以生成薪资相关的各类分析报表，在 SF 端则可以生成基于人员数据/绩效考核/招聘等的各类分析报表。
通过报表分析，阿特斯的HR可以得到更多有价值的管理数据，并用这些数据来配合企业的人事管理工作，最终驱动其为达成企业愿景而向前迈进。
四、持续优化，成就企业全球领先地位
阿特斯项目组在进行一系列的系统升级与优化过程中不断尝试着用创新的方式吸引用户/员工使用，并简化其工作、提升工作效率，具体来看，这些创新可以概括为以下几点：
首先，贴近用户需求，使得用户能在多个端口使用，如微信端、企业微信端等；
其次，简化用户操作，尽可能集成和整合相关的系统，减少用户在不同系统中的切换；
最后，推广游戏化的管理方式，将管理工作化繁为简，贴近新生代劳动力用户的需求和习惯。
目前，项目组正在建立集团的考勤中心，希望通过考勤中心来进一步提升劳动力管理的效率，减少考勤业务的人力投入，同时通过考勤业务权限下放及智能排班，进一步通过系统手段来优化劳动力、提高人员劳动效率，进一步促进阿特斯更精细化、更专业化和更效益化的人力资源系统管理，促使其实现长远的业务目标，成就企业在全球的领先地位。
翻译：
Yes, they can be replaced. The new generation of digital technologies represented by artificial intelligence, big data, cloud computing and blockchain are subverting human production and lifestyle and reshaping everything.
As an important part of enterprise management, human resources are also undergoing profound changes brought about by digitization.
In the face of new economy, new organization and new human, how can human resources make use of new technologies for digital transformation to improve employee experience and empower new human beings? To achieve the intelligent collaboration of the team? How to activate the organization and build the innovation ability of the organization?
From now on, Gaia Time will capture the digital transformation stories of human resources from different industries for readers. In this installment, we are going to share with you the practice of digital transformation of human resources. Enjoy the following:
Artes’ Dream of Sunshine数字化转型网www.szhzxw.cn
The sun is to man what water is to fish. It gives warmth to the world and allows life to continue. Today, the sun has taken on a new meaning: to use its light and heat to sustain energy and make the Earth cleaner.
“To put solar power in every home, so that future generations can enjoy a cleaner, more beautiful planet.” This is Artes’ Sunny Dream, and its mission.
Since its establishment in 2001, Arthas has gone through 18 years of development and has been in a leading position in the field of photovoltaic.
Through global strategy and diversified market layout, Artes has established branches in 20 countries and regions on six continents. In addition to being a leading manufacturer of solar PV modules and a provider of total solar solutions, Arthas has a rich portfolio of utility-scale solar PV power plant projects around the world. In the recently released “2019 Global Top 500 new energy Companies list”, Artes Solar Power Group ranked 35th.
As an international and global enterprise with more than 13,000 employees and branches in more than 20 countries around the world, Artes faces many challenges in the process of globalization, of which HR is a very important aspect. To realize the enterprise mission, we must first break through the difficulties of personnel management.
So, how to empower the HR department so that it is strong enough to support the future development of the company’s globalization?
1. Digital transformation provides landing support for globalization strategy
Since 2015, Artes has been thinking about the strategic transformation of human resources, hoping to transition from the traditional modular human resources management to the three-pillar model. In the context of the global development of Attus industry, in order to better promote the implementation of corporate strategy and improve organizational effectiveness, the project team hopes to create a standardized core system of human resource management through systematic human resource system tools, so as to liberate the transactional work of HR and improve work efficiency, so that HR can better provide core value for promoting business development.
At the early stage of human resource system construction, Artes set the following goals: From the long-term input-output ratio, we should consider the cost of human resource system construction of Attus, establish a standardized and unified human resource management and control system, and introduce systematic target management and performance management tools to provide practical support for the company’s talent development strategy, and finally build a global human resource management system.数字化转型网www.szhzxw.cn
From the perspective of business development, it is particularly important to give priority to labor management, employee new culture and welfare management, and employee master data and salary management. Only by doing a good job in labor management, improving employee engagement and happiness, and improving basic transactional work in HR can we provide a foundation for the strategic transformation of HR. Based on this, the human resources department of Attus has carried out a series of projects from the aspects of employee attendance and employee compensation management.
2. Upgrade the attendance system to build a fortress of efficient experience for employees
As a client of Gaia since 2011, Arthas used an attendance system that had been in operation for more than seven years before the upgrade. As a set of internal installation of management software suite system, many of the various requirements over the years are realized by customization development. After this upgrade, the platform will achieve a new goal of covering all employees in the country, which also puts forward higher requirements for the stability of the system upgrade.
In terms of hardware, with the increase of the number of employees, the project team also invested a lot in the deployment of local servers in order to ensure the feasibility of cross-plant employee attendance. At the same time, in order to satisfy the enterprise’s digital labor management and realize the data analysis and sharing of human resources, Artes decided to upgrade the attendance system in 2018.
Goals and challenges
The Gaea attendance system online involves all the business units of Attus in China, including Suzhou, Changshu, Yancheng, Luoyang, Baotou. Before the official launch, the project team set the following goals:
√ Cooperate with EHR to add workflow module, and realize overtime work, leave and abnormal punching workflow in Gaia attendance system;
√ Cooperate with EHR to add a mobile terminal module, which can satisfy the check of overtime work, leave and abnormal clocking on the mobile terminal, and enable employees to independently inquire relevant leave information;
√ Configure and optimize the system according to the re-sorted attendance rules to achieve unified control;数字化转型网www.szhzxw.cn
√ After the upgrade, the system configuration is simplified and the report development is rapid;
√ After upgrading, make sure the software is compatible with the company’s existing browsers.
In addition to some minor adaptations in product functions, the biggest challenge of this upgrade project is to upgrade the original attendance machine punch time to mobile App Bluetooth attendance.
Unlike some companies that only offer mobile attendance to white-collar office workers, this project covers all factories and employees of Atlas China, with up to 8,000 participants. A large number of employees in several factories concentrated their on-off and off-work time, and App clocking and data transmission faced instantaneous peak pressure. For the Artes project team, which had never carried out similar operations, this was a highly successful project launching action.
In addition, the system deployment mode is also switched from local installation to SaaS cloud, and the uniqueness and time nature of the clock-in data makes it impossible to do such a large scale of data simulation processing in advance, and there is no additional remedy in case of problems.
In the project plan and implementation plan, the project team fully realized the high difficulty and heavy task of the project, held plenary meetings for many times to clarify and refine the project tasks. Meanwhile, all HRBPS participated in the promotion of the new attendance policy/system, and all participated in the publicity and emergency treatment process of the staff when launching, to ensure the smooth launch of the attendance project.
Standardize attendance rules
In the process of system upgrade, the project team unified and standardized the attendance rules of the group. The new attendance rules are more strict, and the timeliness requirements for staff attendance exceptions are also higher. For example, the number of employees’ abnormal complaints is reduced from the original 5 times to 2 times, and the timeliness of employees’ abnormal attendance handling is standardized to 2 working days. In addition, the system also optimizes the attendance examination and approval process, reduces the approval process nodes, and improves the attendance management efficiency.
After the upgrade, the system used by Arteus was upgraded from the original HR One 1.0 system of Gaia Works to the Gaia WFM cloud service platform, and the deployment mode changed from the original internal enterprise installation (inhouse mode) to the all-cloud SaaS cloud service mode. Gaia WFM not only greatly improves system performance and system stability during iterative upgrades, but also synchronously realizes the updating and strengthening of the diverse needs of various regions.
At the same time, Gaia attendance system also according to the company’s attendance system, a series of Settings and adjustments. For example, the adoption of “Bluetooth punch” attendance mode, not only reduces the rush hour of the queue, but also reduces the production cost of attendance card, is a highlight of the enterprise cost reduction and efficiency.
System upgrade effect数字化转型网www.szhzxw.cn
The biggest change brought by the upgrade of Gaya attendance system is the “mobile” attendance self-service management, that is, closer to the staff. Originally, only office employees could check the punch record, leave quota, online leave, etc., but now production line employees can also check through mobile App.
In addition, the team manager can also view the team members’ attendance, rest, vacation quota and other information. Through the further unification and standardization of the internal attendance system, attendance rules and logic, Gaia WFM cloud service platform has been able to meet the diverse attendance needs of various regions through simple configuration. Meanwhile, thanks to the advantages of SaaS products, Artus no longer needs to invest manpower and material resources to solve the problems of hardware, software, network and so on. This enables HR to focus on workforce management away from transactional work.
The Gaea attendance system has reached the expected goal of the project team. Since 2019, Artes has been upgrading and switching its APAC (Thailand, Vietnam and Taiwan) plants. That is to say, the project will expand to overseas databases of several countries and become one database. Which will optimize user experience and attendance management (attendance management of overseas stationed personnel). And also establish an important foundation for future global in-depth data analysis.
3. On-line salary management to drive enterprises to achieve long-term business goals
Artas used to integrate attendance data and send it to a third-party HR service company for salary calculation, but there were many problems. For example, the cost of payroll outsourcing service was high and the value generated was low. And HR could not quickly provide accurate information to the business department to help the business department make decisions. At the same time, Arthas HR is unable to sort out the global organizational structure quickly and effectively.
With the development of the data era and the demand of digital transformation of human resources. This mode can no longer meet the current requirements of big data analysis and human cost management. Therefore, the project team hopes to build the core tool of human resources of the group in the future by launching the corresponding system of SAP. And establish a global professional and standardized system control to reduce the existing E-HR costs. Improve work efficiency, while promoting and accelerating talent training and performance improvement.
The project team mainly considers the following principles when going online to calculate salary and maintain personnel data system:
Forward-looking: the new system needs to meet the development requirements in the next 3 years;数字化转型网www.szhzxw.cn
Scalability: The new system needs to be easy to scale;
Advanced: Ensure that the design ideas of new system are advanced and suppliers can put forward scientific suggestions;
Unity: unified platform, unified personnel data standards, unified salary and attendance system.
In particular, the new system allows SuccessFactor to maintain individual master data. Which then transfers the required personnel fields to Gaia’s attendance system. At each pay point, Gaia provides attendance data to SAP HCM for payroll.
Through the hybrid deployment of SF and HCM, various analysis reports related to salary can be generated at the HCM end. And various analysis reports based on personnel data/performance appraisal/recruitment can be generated at the SF end.
Through statement analysis, the HR of Attus can get more valuable management data. And use these data to cooperate with the personnel management work of the enterprise. And finally drive it to move forward to achieve the enterprise vision.
4. Continuous optimization to achieve global leading position
In the process of a series of system upgrades and optimizations, Artas project team has been trying to attract users/employees in innovative ways, simplify their work and improve work efficiency. Specifically, these innovations can be summarized as follows:
First, close to user needs, so that users can use in multiple ports. Such as wechat terminal, enterprise wechat terminal, etc.
Secondly, simplify user operations, integrate and integrate related systems as far as possible. And reduce the switching of users in different systems;
Finally, gamified management mode should be promoted to simplify management work and meet the needs and habits of the new generation of labor users.
At present, the project team is establishing the attendance center of the group, hoping to further improve the efficiency of labor management and reduce the manpower input of attendance business through the attendance center. At the same time, through delegating the authority of attendance business and intelligent scheduling. Further optimize the labor force and improve the labor efficiency of personnel through systematic means. To further promote more refined, more specialized and more efficient human resource system management of Attus. To promote its long-term business objectives, to achieve the company’s leading position in the world.数字化转型网www.szhzxw.cn
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