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阿里云阿里云智能-CTO HRG专家-北京

社招全职7年以上云智能集团地点:北京状态:招聘

任职要求


• 能够通过与主管和员工开展有效的沟通交流,及时感知团队温度、洞察组织问题,推动及时解决
• 能与业务leader就生产关系矛盾、人才评估和发展、排兵布阵等方面展开对话,提出解决思路和方法;能够抓住时机促成问题的解决
• 基于对阿里云业务的深度理解,能预判业务关键问题,通过多渠道的调研和验证问题
• 能理解问题的关键争议点,多维度评估影响,找到解决问题的突破点
• 针对跨部门的复杂问题,能结合应用场景,制定某一领域的解决方案,并留有预案,和不同部门的业务leader、HR达成共识
• 能分析行业竞对在相同模块业务的组织架构与人员构成,识别人才能力差距,推动排兵布阵优化
• 能掌握所支持业务的核心人员来源和分布(内部/竞对/校招),识别潜在人才,定向链接、持续运营
• 能支持业务leader,基于人才标准开展人才盘点,共同识别优秀人员进入人才培养池
• 熟练掌握数据分析方法,独立执行HR专业领域相关的复杂性数据分析,能发现问题并找到根因,输出改进建议
• 熟悉现有的数据看板等系统产品,能提出系统产品的优化改进建议,提升工作效率

工作职责


能力建设、价值创造,以身作则、感同身受、敏捷组织、简单文化,让每个加入阿里云的同学成为更好的自己,成就生生不息的阿里云。

战略落地陪伴:
1、理解业务战略,组织业务战略通晒,确保战略层层落地,不变形。
2、了解一线员工对业务战略的反馈,通过组织沟通场促进员工对业务战略的理解。
3、目标管理,协助业务搭档通过OKR工具来确保组织战略目标层层落地,促进上下游的目标拉通,同时使得员工有清晰的目标和实现路径。
4、组织阶段性复盘,通过会议及沟通场的组织,协助业务搭档及时审视和调整业务战略的执行。

组织设计:
1、理解业务,熟知行业竞对在相同模块的业务的组织架构、人员能力和差距,根据业务组织发展的需要,配合业务一号位,梳理上下游生产关系,设计好组织架构、排兵布阵。
2、定岗定编,支持业务leader制定岗位及人才标准,进行人员的选、用、育、留、汰。
3、从业务出发,推动业务搭档做好业务取舍和聚焦,并形成相匹配的工资包策略和HC规划。日常做好工资包/HC管理。

人才供应与发展:
1、掌握所支持业务核心人员的来源和分布(不局限于内部、竞对、校招),分别运营好核心人才群体,做好链接。
2、用好人才系统,帮助业务团队做好人才的即时供应,保留业务所需的关键人才,促进人才新陈代谢。
3、人才发展,做好新人landing和融入,对管理者有识别赋能跟踪链接,推动支持团队的专业能力成长。

组织文化与温度:
1、深入理解文化价值观并身体力行,促进员工对文化价值观的理解、认同、共识与践行。
2、帮助管理者成为业务、组织、文化一号位,做到以身作则、感同身受,让团队同学成为更好的自己。
3、建立与员工的链接,成为员工与组织的桥梁,增强员工归属感和团队凝聚力。
4、妥善处理好各类员工事件和廉正合规事件,在组织中引导积极、正向的风气。

机制设计与数据驱动:
1、围绕业务端和组织端的各类场景,配合业务搭档建设和调优各类机制(包括沟通、决策、月报、汇报等机制),推动业务建立管理者和员工的常态化沟通、辅导、目标对齐等机制。
2、配合业务发展需求,建立奖惩机制,并在过程中不断审视和调优,激发团队战斗力,坚守底线。
3、通过数字化方法优化工作流程,提升效率,有高质量的数据洞察和结论输出。
4、使用数据看板等工具,发现问题并推动问题的解决,并提出对数据系统的优化建议。
包括英文材料
数据分析+
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