2018年11月10日深夜，许多窗口的灯光还在亮着，犹如深夜里面的繁星点点。
今天是个不平凡的日子，因为有一个天才发明了一个奇怪的节日：“光棍节。”这个节日是最早似乎起源于学校，是没有谈恋爱的光棍们的重要日子，在这天中国的网民发明了诸如脱单等网络用语，但不知怎么回事，这个最早的光棍节逐渐为电商利用，变成了全体国民的剁手节。
这一天成为中国虚拟经济的重大节日，是中国经济组织形式发生深刻改变的见证。这一天供应商、消费者通过电商平台形成的网络，完成了市场经济条件下，价格和资源的配置优化，形成了多赢的局面，对经济发展的贡献已经绝对不可小觑了。
在国外实施多年的绩效管理，在十几年前通过吸收、引进、消化之后，基本变成了绩效考核，与国外不同的是，在没有工资法、薪酬法等保护的情况下，绩效基本变成了企业节约人工成本的工具，变成了企业克扣雇员的工具，并没有发挥绩效管理在国外的基本功能，实现企业与员工共同成长、战略的沟通与落实。绩效与薪酬挂钩，导致的问题远远大于简单的人工成本的克扣与节约。
中国企业的变革通常是在不得不变的情况下开始的。对于民营企业而言，通常是面临产品、市场、服务的竞争力下降，导致企业生存出现问题，因此，被逼上了企业变革的道路；对于国有企业而言，通常是基于国家政策、方针出现重大调整，国有企业必须按照国家的相关规定，退出或者进入某些经济领域，无论哪种企业，缺失了对变革发动的技巧，通常导致最后的变革努力的彻底失败。
行动学习作为一种群体小组学习工具，在上个世界被产业界广泛的运用于工作场地质量改进、工作氛围调整、工作流程优化等的基础性学习工具，国内可能到目前为止，尤其是大型的国有企业，主要运用于培训方向，需要知道的是，行动学习在国外组织变革中甚至是战略落地的主要工具。无论再好的管理工具，在现实观管理实践中，都需要一定的前置条件，才能使这种管理工具发挥出作用。
企业实施认可激励需要一些前提，首先，预算是必须的，虽然，认可激励是非货币化激励措施一种，但是绝对不意味着不需要预算；其次，企业需要有明确的、书面的价值观的表述，因为，认可激励体系中，更多的是企业对雇员产生的符合企业核心价值观的行为的认可；再次，如管理层对认可激励的认知、操作经验，这些操作层面的，可以通过培训获取。
从国外引进的管理理念中，理解最为混乱的就是认可激励。以至于，当专业顾问在一块讨论认可激励的时候，每个人的理解都是不一样的，这样非常不利于认可激励的实施，不利于企业建立、调整、修正其认可激励体系。
发达国家在上个世纪八九十年代开始将制造业、污染型行业向发展中国家转移，留在发达国家的基本从事研发与设计的。在面临在后工业的产业环境、劳动力市场结构性变化的特点等，国外开始逐步实施认可激励计划，来提升工作场地的生产效率、组织氛围、员工敬业度等。
As China began to shift economic growth more to innovation and entrepreneurship, more and more hi-tech company merging and more and more knowledge worker ,whose service is vital for new economic growth, occupy the labor force. However, the predicament manifested which how to makes those well-educated young people motivated and engaged.
Business consulting company, by nature of consultancy, should advocated and influence client to adapt advance business management methodology and practice. In reality, business consulting company also face difficulty in compensation system and performance management. Due to complexity of business consultancy, some of predicament remains unsolved and serious consideration should be given.
继续阅读“Commission for Business Consulting Project Should Revised”
Sharing working skill and knowledge in some industry, such as IT Company, Biotech Company, is of vital importance of their survive, prosperity and successful innovation. But reality of workplaces skill and knowledge sharing is discouraging and dim. In a survey conducted by our project in a hi-tech company shows that about 85% of respondent says they had never shared skill and knowledge with collogue in the past year and about 89% will not share with theirs collogue in the next year. To solve the problem, some strategy is design and implemented.
Incentive system holds immediately impact on employee’s behavior and should be examined carefully. Employee faced with great pressure of performance appraisal and force distribution is most reluctant to share their knowledge. In order to change situation of knowledge sharing, performance system should be redesigned. Sharing skill and knowledge should be included in the system, and results come from knowledge sharing should be evaluated and rewarded accordingly. Other incentive system also should be close look at, such as compensation system. Now existing compensation system encourages selfness and egoism, new system should be introduced, and employee should be pay not only according to their diplomas or qualification, but to their authentic contributions to company’ successful innovation.
Mentorship impact skill and knowledge formation, the skillful and seasoned should take responsibility of mentoring green hand and guide their vocational growth according to company’ strategy. If implemented successful, mentorship system can benefit both mentor and mentee, and helpfully can establish knowledge sharing culture. The difficulty of mentorship system is to evaluate mentorship result and effectiveness, both in term of individual and organizational level.
For sunrise industry, working place learning and knowledge sharing is crucial factor for survive and sustainable growth, new methodology and practice should be introduced to encourage and guarantee knowledge sharing among employee and foundation of incentive system should be revised according to new embarrassment encounter in knowledge times and knowledge workforce.