On May 8, CDP Group, as the leader of China's HCM SaaS+ platform, was invited to attend the [2025 Rainbow People's Meeting - HONG Dialogue] State-owned Enterprises Human Resource Management Innovation Summit, where Feng Bo, the Chief Revenue Officer of CDP Group, delivered a keynote speech on “Observations and Practices on the Road of Digital Transformation of Chinese Enterprises”. With the core of "data tracking value, scene reshaping experience, and security building base", the speech directly hit the pain points of HR digital transformation, and shared a number of headline enterprise practice cases and breakthrough methodology.

Summit Info:

This conference is one of the series of activities of [2025 Hongrenhui - HONG Talk], which is jointly organized by Shanghai Minhang District Human Resources and Social Security Bureau, Shanghai South Hongqiao Investment and Development (Group) Co. The meeting took “HR Management Innovation and Digital Intelligence Transformation of State-Owned Enterprises” as the core topic, aiming to open up the barriers of cooperation between enterprises and service agencies, and stimulate talent-driven organizational effectiveness, attracting nearly 100 HR managers of state-owned enterprises, industry experts, and government representatives to gather in Shanghai to explore the way to break the talent management situation.

Keynote Speech Highlights

One,

Digital Transformation: From “Technology Stacking” to “Value Creation”

Currently, 92% of companies have introduced digital tools to empower HR management, but the effectiveness is significantly differentiated:

• Efficiency dilemma: 65% of enterprises' HR SSC average annual efficiency improvement is less than 10%, and 48% of enterprises' person-to-service ratio is less than 1:200 (Source: Deloitte Research);
• Paradox of the heart: disconnect between technology and business goals, resulting in “high digital inputs and low value outputs”.

Feng Bo pointed out that transformation needs to be centered around three key elements:

1. User experience culture: Reconstruct service logic with employees and managers as core users;
2. Cross-discipline talent pool: breaking down professional barriers and promoting the deep integration of technology and business;
3. Data-driven decision-making process: establish quantifiable goals and validate transformation effectiveness with data.

Two,Breaking the ice: four critical paths to action

Breaking Point 1, Quantifying transformational value by starting with the end in mind

• Quantifiable dimensions: e.g., person-to-service ratio, payroll accuracy, involuntary separation rate within 6 months;
• Soft indicator tracking: analyze the participation rate of employee activities and the number of cross-regional visits through the platform's “data burial points” to reflect the effectiveness of the cultural program.

Breaking Point 2,Competing for users“ time: from ”office hall“ to ”cultural hub"

Feng Bo pointed out that one of the major pain points of HR digital transformation in enterprises today is that they do not pay attention to integration, and it is common to have one system for one board, which is cumbersome and redundant to manage, and employees suffer from using it.

Pre-integration:More than 10 decentralized systems, peak daily activity only “payday”;

Integrated:

• Unified Portal: Integrate payroll, benefits, reunion, and learning platforms into CDP WorkLife;
• Explosive point of operation: daily push “punch card blessing” “welfare spike”, daily activity reached 78% (close to WeChat 92%);
• Cultural reconstruction: upgraded from “office hall” to “staff life hub”, online activities reach rate increased by 300%.

Consolidation of employee lifecycle scenarios into a single port of call will be realized through the CDP WorkLife platform:

• Daily Activity (DAU) is the lifeline: integrate decentralized systems to create a unified portal (e.g. CDP WorkLife platform);
• Case effect: After a customer integrated the portal, the daily activity reached 78% (close to WeChat's 92%), realizing the seamless integration of corporate culture and business scenarios.

Breaking Point 3,Co-Creation Workshop: Cracking the Cross-Disciplinary Collaboration Problems

• Invite employees, business side, and management to co-design user experience journeys (e.g., travel scenarios integrating systems like Ctrip);
• Improve end-to-end service efficiency through “scenario-based service front-end + component-based technology middle-end”.

Breaking point 4,Sticking to the Lifeline: Balancing Data Value with Compliance and Security

• In the globalization layout, it is necessary to simultaneously meet multiple compliance requirements such as China's data exit restrictions, GDPR, ISO audits, and so on;
• Establishment of a “security base” to ensure that sensitive data such as salary and privacy can be controlled along the entire chain.

III. State-owned enterprisesTransformational Insights: Reconstructing from Tools to Ecology

Feng Bo stressed that digital transformation is not a single system upgrade, but an ecological reconstruction of “user experience, data integration and organizational collaboration”:

• Cultural level: Delivering comprehensive compensation value through digital platforms (e.g., integrating salary, benefits, and growth resources to form an “employee bill”);
• Strategic level: data insights to drive talent strategy in tandem with business growth.

HR digitization is not a lonely marathon, but an ecological battle that needs to be built by employees, service providers, and managers.

--Feng Bo, Chief Revenue Officer, CDP Group

This speech provides a “top-level design - landing path - eco-cooperation” for the HR transformation of Chinese enterprises.Full chain reference. In the future, CDP Group will also respond positively to the Hongqiao Human Resource Service Industrial Park will continue to build a government-enterprise docking platform to help state-owned enterprises activate the new momentum of talent management.