人工智能驱动的人才库参与：Randstad 案例研究

Menora Mivtachim, one of Israel's largest pension fund and insurance carriers, was facing a significant challenge due to demographic trends in Israel. The growing rate of retirement planning and services was putting unprecedented pressure on the already strained insurance sector. The pension claims process was bottlenecked with complexities, bureaucracy, and errors. Menora Mivtachim's existing pension process was heavily manual and spreadsheet-based, requiring a team of 10 full-time employees to manage. The process involved gathering applicant information, conducting personal surveys, compiling bank information, and finalizing agreements. To leverage the growing opportunity in the retirement sector and position themselves as innovative insurtech leaders, Menora Mivtachim needed to digitalize their process, streamline the claims experience, and reduce quote times through automated processes.

The mining industry, a significant contributor to global economic activity with revenues exceeding USD 500 billion, is facing a challenge of improving efficiency and profitability. The industry is gradually shifting its focus towards automation as the next area of opportunity. Boliden, one of the world's most successful mining companies, operates the Aitik mine, the largest open pit in Europe. The Aitik mine is expanding, and with the increase in production from 36 million metric tons of ore to 45 million metric tons, the amount of rock removed will also increase significantly. However, increasing the number of machines required for rock removal in a busy mine is not a straightforward task. Additionally, every blast creates toxic gases that need to dissipate before humans can enter the area and begin excavation. The challenge lies in improving efficiency, managing the increased production, and ensuring safety in the harsh mining environment.

ANZ Bank, one of the top 50 banks in the world and the fastest-growing bank in Indonesia, was facing a challenge with its rapidly increasing transaction volume. The bank's existing business processes and workflow were becoming overwhelmed. Like most banks in Indonesia, ANZ was manually handling document submission and verification. Customers filled out paper loan applications and supporting documents, then delivered them to bank branches by mail or courier. Branch officers traveled to the bank’s headquarters or used postal mail, email, and phone calls to submit loan documents for verification. Lost or inaccurate documents created more emails and phone calls. Additionally, ANZ had to adhere to strict verification and financial regulations, including the Foreign Accounts Compliance Act. This act requires that all banks outside the United States provide key information about U.S. clients, including citizenship validation, to the Internal Revenue Service–a complex yet crucial process.

Grossi Electric, a full-service electrical contracting company, was tasked with facilitating the hulling, dehydrating, and preparation processes at a walnut processing plant in Waterford, California. The company aimed to explore innovative options for creating cleaner and more efficient control panels that would eliminate the intensive time, labor, and costs associated with excessive point-to-point wiring. As a rapidly growing electrical contracting company, Grossi Electric was also concerned about managing risk and cost while attempting to establish a new and unfamiliar service offering in a mature market for control products. The walnut processing plant presented a prime learning opportunity for the company to discover the best way to build more tailored control panels for its customers. The challenge was to enable a lean automation process that was smarter, simpler, more effective, and of unique advantage for clients.

Dell Technologies, a global tech giant with over 160,000 employees, was grappling with high-volume and repetitive transactional HR processes. The company was seeking to improve efficiency and cost-effectiveness while freeing up HR employees for higher-value, strategic work. The challenge was to eliminate transactional work for end-to-end processes such as open requisition recruiter assignments, onboarding process reminders and status updates, and offer status management. This would allow HR employees to focus more on person-to-person interactions.

The global bank, based out of North America, was facing a significant challenge in managing its report repository connected to dozens of applications and database systems used across the enterprise. The bank, serving close to 20 million customers worldwide, had to manually download hundreds of thousands of reports from these applications to a centralized location for use on a weekly basis. The file formats were typically unstructured data, usually in text or PDF, with no consistency in report formats across the different applications, or even for reports created using the same application. End users would then manually copy data from the text / PDF formats to Excel-based reports used for reconciliation, attestation, financial reporting, journal entries and other uses. This process was time-consuming, prone to human error, and inefficient.