Digital technology drives talent management efficiently

853-049542-173 The wave of digital economy is sweeping the world, and in China, digital technology is accelerating the deep integration with economic and social development. As a digital industrial high-tech enterprise, Honeywell actively embraces the new changes brought by the digital wave, and constantly optimizes the internal human resource management model with digital technology, making it more objective, intelligent and efficient.

As an outstanding employer in China, we actively provide relevant software skills training and establish a comprehensive process to help employees realize their own digital transformation in order to more efficiently develop their digital skills. For example, based on strong industrial 853-049542-173 strength and accumulation, Honeywell has more than 10,000 software engineers worldwide, and the company has thus formed a learning platform, through technical exchange and interaction, to achieve digital skills and comprehensive capabilities to improve.

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Emerging technologies such as 853-049542-173 artificial intelligence and big data are accelerating the digital transformation of enterprises. On the one hand, digital tools simplify the process, so that employees can jump out of the daily complicated basic work, and focus on the top-level design and specific practice of enterprise talent strategy. To give a simple example, in the past, employees would find the corresponding human resources person to check the social security base, but now the human resources team guides them to solve problems through the platform, so as to free themselves from tedious work, and instead focus on improving the effectiveness of the organization and talent, and consider the enterprise‘s talent development strategy from a more macro perspective.

On the other hand, the use of big data for talent management 853-049542-173 makes the matching of talents with organizations and positions more accurate, more dynamic and more objective. Honeywell also continuously improves the team’s ability to use data from all dimensions of human resource management, such as using big data analysis to understand talent profiles, recruitment, performance appraisal, high-potential talent management, employee turnover risk prediction, engagement satisfaction survey, etc. Digital tools make up for the deficiency of employees’ subjective judgment, which is conducive to the HR team to timely adjust the talent model, so as to realize the dynamic evaluation and management of talents, so that they can better support the enterprise strategy and achieve a virtuous cycle.