北京海洋馆：一波三折的人力资源管理数字化
案例编号：
CN_2022_4107
被浏览次数：
1611
案例名称：
北京海洋馆：一波三折的人力资源管理数字化
译名：
Beijing Aquarium: The Twists and Turns of Digitization of Human Resource Management
案例作者：
冯云霞、张霞，王烜，吴春磊、曹文博
作者单位：
中国人民大学商学院，北京海洋馆，易路公司
译者：
-
案例企业：
北京海洋馆
行业：
服务业
学科领域：
数字化转型、人力资源管理、其他
规模：
中小型
案例语种：
中文
案例类型：
微案例
中文关键词：
-
英文关键词：
-
中文摘要：
为了快速响应新的商业环境和外部变化，北京海洋馆把数字化转型作为企业的战略核心。首先成立“标准化”办公室，对包括人力资源管理在内的各个业务流程进行标准化改造。完成后，人力资源部开始进行供应商选择，最终选定了一家国际知名系统供应商S公司和本土供应商易路公司联合打造海洋馆数字人力资源管理系统。但是数字化完成之后，S公司开发的人事和绩效两大子系统运行效果与期望相差甚远，表现出强烈的水土不服。海洋馆果断弃用这两大子系统，和S公司终止合作，改由易路公司重新实施。最终所有子系统成功上线，数字化改造完成。随后几个月的运营，效益显现，人力资源数字化改造和其他业务的数字化改造一起为北京海洋馆在疫情中成功突围，实现营收逆转立下了汗马功劳。
英文摘要：
In order to rapidly respond to new business environments and external changes, Beijing Aquarium took digital transformation as its strategic core. First, it established Office of Standardization, conducting standardized transformation of all business processes including human resource management. After that, Human Resource Department began to select suppliers, and finally decided to choose Company S, an internationally renowned system supplier. However, after digitization, it turned out that the operation result was not as good as expectation: The system design was complicated, which was not easy for users to operate independently, and what’s more important, the management concept of the system was not suitable for the Aquarium. The Aquarium resolutely gave up these two subsystems, terminating the cooperation with the Company S. The Aquarium collaborated with the local supplier, E-road company. Jointly working should-by shoulder, all subsystems were successfully launched and the digital transformation was completed. In the following few months, the operation of system has enabled the Aquarium to earn money and become profitable again. The digital transformation of human resources management, together with other business has made contributions to the successful breakthrough of Beijing Aquarium in the Epidemic time.
适用对象：
本科、专业硕士
编写方式：
采编
开发时间：
2022
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