" knowledge-based employee management "
Have you encountered such a situation
1. Groups of employees with high levels of knowledge in enterprises are a special group
2. Lack of systematic understanding of this special group of staff
3. Obstacles to communicating with this category of staff in their daily work
4. These employees usually work hard, but they're always hard to deal with
5. It was felt that such persons were less interested in loyalty to the enterprise
They often jump out of their jobs and choose to leave the company
Businesses love these people, but sometimes are impatient
I don't know what these people think of the business
9. There is no systematic management strategy for this group in the company
1, to help business managers learn international advanced employee management concepts
2. Understanding the importance and specificity of the human capital of enterprises
3. To properly understand and recognize the knowledge-based workforce and to master appropriate methods of managing it。
4 to enable managers to properly accept the concept of managing human capital - the hardest to manage in modern firms is professionals in businesses
To shift the management focus of managers to the management of key employees and to ensure that enterprises are continuously competitive。
6, to help managers understand the continuous upgrading of their managerial staff skills and staff loyalty in the organization
7, slow down the leap of knowledge workers to extend their service in the enterprise
Proper use of assessment tools to assess their own teams
Being a good professional, the lecturers taught the theory of management in combination with the work experience of the top 500 international companies
Accompanying on-the-spot guidance to the participants so that they are aware of the prevention gaps in their work
1. Staff management theory that managers must master
Q management theory of the age of the knowledge economy
Qhr capacity contribution to social wealth
Q talent mobility in terms of staff attrition rates
Q management is about to change management philosophy
What's an effective management theory
Q professional and personal character of employees
Q who's a knowledge worker
Q knowledge-based employee characteristics
Q questions for knowledge-based staff
Needs of knowledge-based staff
Q knowledge-based employee self-incentive sequencing
Q how to analyze the morale of knowledge-based employees
Q's view of the trough of a knowledge-based employee
Evolution of q capital patterns and learning organizations
Q learning organization and knowledge staff
Elements of a learning organization
Distinction between learning and performance organizations
Q-right variant management
Q personnel behaviour analysis
Q changes in enterprise value systems
Q manager management role change
Five principles of human management
Q people-centred entrepreneurship
Q management continuum
Q management of knowledge-based staff
2 manager character analysis
2 manager-to-staff communication skills
2 management errors common to managers
2. Understanding the maturity of employees
2. How to apply scenario leadership skills
2 staff motivation methods and techniques
2 staff delegation model
Elements of a mandate
Five types of 2 employees
Four motivations for 2 employees
2 lets staff learn how to jump
The course is highly operational, and the lecturers speak of administrative management with their own personal case in management, which is of great value. With questions, participants can learn from a systematic management approach in the classroom and analyse the way they respond to the situation in their own enterprises。
Enterprise managers
Mr. Kiri jianhua: vocational training
Authorized lecturer at alamo, the largest training company in the united states
Authorized lecturer, american leadership research centre
Authorized lecturer, corvi training corporation, usa
A 15-year history of management and leadership has long been in the hands of large foreign enterprises in the top 500 international firms. Also in joint ventures, private enterprise management experience. In the it industry, in communications, in securities and in machinery. The main management tasks are enterprise training, human resource management, manufacturing, plant environmental management, administration (procurement, renovation works, building property, motorcade, offices)。
Previous:
Chongqing zhongsheng motorcycle group vice president
Director, human resources manager, training centre, taipen securities corporation, shenzhen
Executive manager of the personnel administration of the ltechnological cable company, director general of production
Manager, department of administration, hewlett-packard, china, and human resources, sub-company
Previous positions:
A member of the board of directors of the china business training and management association
Member of the beijing foreign human resources association
Member of the chinese association of financial talents
Member of the american administration association
