Growing impact and scale with ChatGPT

HiBob（在人力资源技术领域为 5,000 多家全球客户提供服务）已将 AI 作为业务运营的核心部分。超过 90% 的员工积极使用 ChatGPT Enterprise（企业版）来更快达成交易、缩短入职时间，并挖掘与收入相关的追加销售机会。

关键在于，推动内部采用的同一套 GPT 也帮助 HiBob 原型化并设计面向客户的功能。通过在 ChatGPT Enterprise 中构建与测试这些解决方案，然后使用 OpenAI 的 API 将其实现，HiBob 在 Bob 平台中交付了 AI 驱动的功能，其他人力资源负责人每天用这些功能以对话方式与数据互动，并在几分钟内做出决策，而不是几天。

在这种从采用到产品化的循环背后，是一个为规模化构建的系统：它为每位员工提供将 AI 转化为业务价值的工具、结构和支持。

用 GPT 解决各团队问题

HiBob 的结构化 GPT 策略推动了一个由代理创建、内部影响和产品创新组成的自循环——这一切从定制 GPT（Custom GPTs）开始。

在内部，GPT 支持每项员工任务，从战术准备到战略规划。公司各团队每天使用这些 GPT，并由了解其角色与工作流程需求的员工持续改进。

几个示例包括：

• 会议准备 GPT：从 CRM 系统、会议转录和笔记中提取数据，为销售与客户成功团队生成简报。这每周节省数小时准备时间。
• 追加销售 GPT：分析使用模式和客户行为，标记扩展机会并帮助营收团队优先安排外联。
• VBO 项目经理助理：总结入职通话转录、创建任务清单并跟踪进度，以改进交付与客户满意度（CSAT）。
• SEO 助手：连接到网站分析 API，生成关键词建议、差距分析和绩效洞见。
• 路线图 GPT：汇总产品路线图数据并将其转化为面向市场团队的可行洞察。

HiBob 并不将 GPT 孤立或当作一次性工具，而是将其纳入由 AI Mind 团队领导的不断扩展的系统。成功的 GPT 会被版本化、改进并跨多个职能采用，成为共享学习循环和持续优化的一部分。

帮助员工将 GPT 转化为可复制步骤的“代理”

除了简单授权访问外，HiBob 通过为每位员工提供工具和结构，让他们构建所需内容，从而将 AI 打造成核心能力。在 AI Mind 团队的带领下，公司引入了一个五步流程，把 GPT 从概念转化为解决实际业务问题的数字代理（HiBob 称之为“数字伙伴”）。

该框架包括：

1. 想法与概念验证：员工提出基于具体痛点的 GPT 点子。
2. 构建：工程师使用 ChatGPT Enterprise 与内部系统创建安全、合规的代理。
3. 采用与赋能：为每个 GPT 提供文档、培训，并指定负责人。
4. 维护：通过反馈循环优化性能并确保相关性。
5. 扩展：有效的代理被添加到可搜索的内部目录以便重用与改编，经验证的“代理构建器”GPT 会发布到内部目录供各部门复用。

通过该系统已构建数百个 GPT，并在销售、人力、市场、产品、法务和设计等团队中被积极使用。每一个都像数字队友一样被对待，具有明确角色、负责人和与业务结果相关的目标。

“我们关注的是让人们用更多的资源做更多的事，”负责 AI 采用与洞察的 Ori Simantov 说。“每个代理都有其角色，就像每位员工一样。这就是系统可持续的原因。”

（图示：以“自定义 GPT”为中心，连接六个角色：操作、所有者、AI 领导、安全、影响和上下文。）

当 AI 被所有人拥有时，它会实现规模化

HiBob 的 AI 方法围绕可衡量的结果构建。每个 GPT 都以绩效目标来设计，从节省的工时到创造的收入，并在每个代理的生命周期中进行跟踪。采用为默认（员工可选择退出），且基础设施使 GPT 开发快速、安全且可复用。

HiBob 的关键洞察是：当员工不仅仅是使用者时，AI 才最有效。给予团队所有权——并以结构、工具和问责支持——会带来更快的采用、更高的影响力和持续改进的文化。

迄今为止的成果包括：

• 超过 90% 的员工积极使用 ChatGPT Enterprise
• 构建了 2,500+ 个实验性 GPT，成功向内部工作流部署了约 200 个
• 利用 GPT‑4o 的 AI 功能已嵌入面向客户的 Bob 平台
• 内外部关键绩效指标与收入影响、入职效率和客户满意度挂钩

“AI 不会抢人们的工作。会的，是那些懂得与 AI 共事的人，”联合创始人兼 CEO Ronni Zehavi 说。

HiBob 的模式不把技术与文化分开。它赋能人们用 AI 构建、在组织中应用，从而为团队和客户带来更好的结果。

想了解更多关于 ChatGPT 商业版的信息？ 请与我们的团队联系（https://openai.com/contact-sales/）。

HiBob⁠, an HR technology company serving more than 5,000 global customers, has made AI a core part of how the business operates. More than 90% of employees actively use ChatGPT Enterprise to close deals faster, reduce onboarding timelines, and surface upsell opportunities tied to revenue.

Crucially, the same internal GPTs that drive adoption also help HiBob prototype and design customer-facing features. By building and testing these solutions in ChatGPT Enterprise, then implementing them with OpenAI’s API, HiBob delivers AI-powered features in the Bob platform that other HR leaders use daily to interact with their data conversationally and make decisions in minutes instead of days.

Behind this adoption-to-product cycle is a system built for scale: one that gives every employee the tools, structure, and support to turn AI into a driver of business value.

Using GPTs to solve problems across every team

HiBob’s structured GPT strategy fuels a flywheel of agent creation, internal impact, and product innovation—and it starts with custom GPTs.

Internally, GPTs support every employee task, from tactical prep to strategic planning. They are used daily by teams across the company and are continuously improved by employees who understand the needs of their roles and workflows.

A few examples include:

• Meeting Prep GPT. Pulls data from CRM systems, transcripts, and notes to generate briefings for sales and CS teams. This saves hours of prep per week.
• Upsell GPT. Analyzes usage patterns and customer behavior to flag expansion opportunities and help revenue teams prioritize outreach.
• VBO Project Manager Assistant. Summarizes onboarding call transcripts, creates task lists, and tracks progress to improve delivery and CSAT.
• SEO Assistant. Connects to web analytics APIs to generate keyword recommendations, gap analyses, and performance insights.
• Roadmap GPT. Aggregates product roadmap data and turns it into actionable insights for go-to-market teams.

Rather than keep GPTs isolated or disposable, HiBob incorporates them into a growing system led by their AI Mind team. Successful GPTs are versioned, improved, and adopted across multiple functions to become a part of a shared learning cycle and continuous refinement.

Helping employees turn GPTs into agents with repeatable steps

Beyond simply giving access, HiBob has turned AI into a core capability by giving every employee the tools and structure to build what they need. Led by their AI Mind team, the company introduced a five-step process to turn GPTs from concept into digital agents—what HiBob calls digital companions—that solve real business problems.

The framework includes:

1. Idea and proof of concept. Employees propose GPT ideas grounded in specific pain points.
2. Build. Engineers create secure, compliant agents using ChatGPT Enterprise and internal systems.
3. Adoption and enablement. Each GPT is supported with documentation, training, and a named owner.
4. Maintenance. Feedback loops help refine performance and ensure relevance.
5. Scale. Effective agents are added to a searchable internal directory for reuse and adaptation, and proven “agent builder” GPTs are published to an internal directory for reuse across departments.

Hundreds of GPTs have been built through this system and are actively used across teams including sales, HR, marketing, product, legal, and design. Each one is treated like a digital teammate, with a defined role, an owner, and goals tied to business outcomes.

“We’re focused on allowing people to do more with more,” says Ori Simantov, who leads AI adoption and insight at HiBob. “Each agent has a role, just like each employee does. That’s what makes the system sustainable.”

When AI is owned by all, it scales

HiBob’s approach to AI is built around measurable outcomes. Every GPT is designed with performance goals, from hours saved to revenue generated, and are tracked across the lifecycle of each agent. Adoption is opt-out, and the infrastructure makes GPT development fast, secure, and repeatable.

HiBob’s key insight is that AI becomes most effective when employees are more than just users. Giving teams ownership—backed by structure, tooling, and accountability—leads to faster adoption, higher impact, and a culture of continuous improvement.

Results to date include:

• Over 90% of employees actively using ChatGPT Enterprise
• 2,500+ experimental GPTs built to deploy 200 successfully into internal workflows
• AI features, leveraging GPT‑4o, embedded across the customer-facing Bob platform
• Internal and external KPIs tied to revenue impact, onboarding efficiency, and customer satisfaction

“AI isn’t going to take people’s jobs. Humans who know how to work with AI will,” said co-founder and CEO Ronni Zehavi.

HiBob’s model doesn’t separate technology from culture. It empowers people to build with AI, apply it across the organization, and deliver better outcomes for their teams and customers.

Interested in learning more about ChatGPT for business?

Generated by RSStT. The copyright belongs to the original author.

Source