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          如何打破職場(chǎng)壁壘,釋放員工潛能

          如何打破職場(chǎng)壁壘,釋放員工潛能

          Jacob Morgan 2013年12月02日
          因?yàn)橐恍┳晕覐?qiáng)加的條條框框,大多數(shù)公司無法挖掘員工的潛力。如何打破這些壁壘?它既需要觀念上的改變,也需要實(shí)實(shí)在在的行動(dòng)。

          ????從控制管理轉(zhuǎn)變?yōu)榇蚱票趬?/strong>

          ????領(lǐng)導(dǎo)者必須時(shí)時(shí)刻刻提醒自己:“這對(duì)于我們打破壁壘的愿景是否有幫助?”如何改變公司的員工?如何改革人才管理?或許,應(yīng)該像電信公司TELUS的做法一樣,新員工入職的時(shí)候,必須通過一個(gè)尋寶游戲,找到和聯(lián)系位于世界各地的同事。如果我們放棄半年一次的績效評(píng)估,借助協(xié)作平臺(tái)采用實(shí)時(shí)反饋的系統(tǒng),結(jié)果又會(huì)如何?為什么不圍繞健康與保健設(shè)立一個(gè)公司的排行榜,讓不同地理區(qū)域的員工可以相互對(duì)比?讓員工公開“敘述”他們的工作,讓其他所有人都能了解他們?cè)谧鍪裁矗芊癞a(chǎn)生好的效果?每一個(gè)內(nèi)部管理流程都是挖掘員工更大潛力的機(jī)會(huì)。

          ????釋放員工的潛力就能轉(zhuǎn)化成新的競(jìng)爭優(yōu)勢(shì)。但說起來容易,做起來難。管理層只是泛泛而談“人才是我們最寶貴的資產(chǎn)”,而這遠(yuǎn)遠(yuǎn)不夠。每一位領(lǐng)導(dǎo)者都必須努力打破壁壘,重新思考有關(guān)工作的一些根深蒂固的假設(shè)。

          ????你或你的公司如何打破限制員工潛力的壁壘?歡迎在MIX的無限人類潛能挑戰(zhàn)項(xiàng)目中分享你的故事和觀點(diǎn)。(財(cái)富中文網(wǎng))

          ????本文作者雅各布?摩根是社交媒體咨詢公司Chess Media的聯(lián)合創(chuàng)始人,并著有《協(xié)作型組織》一書。

          ????譯者:劉進(jìn)龍/汪皓

          ????From controlling management to boundary-breaking work

          ????At every turn, leaders must ask themselves, "How does this support our vision of breaking down boundaries?" How can employee onboarding be changed? What about talent management? Perhaps when employees are brought on board they are taken through a scavenger hunt where they must find and connect with colleagues around the world; something telecommunications company TELUS does for new recruits. What if, instead of semi-annual reviews, you go with a system of real-time feedback through a collaborative platform? Why not create a company leaderboard around health and wellness so that different geographic regions can see how they compare to one another. What if employees "narrated" their work in a public way so that everyone and anyone can see what they are working on? Every built-in management process is an opportunity for unleashing more human potential.

          ????Unlocking human potential is the new competitive advantage. But it's not as simple as expressing good intentions. And it's not enough for executives to proclaim, "our people are our most important assets." Every leader must do the hard work of breaking down boundaries and rethinking the most deeply held assumptions about work.

          ????What are you or your organization doing to break down the boundaries that constrain human potential? Share your stories and ideas in the Unlimited Human Potential Challenge at the MIX.

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