First of all, I want to talk about the era of knowledge economy. Everyone is most familiar with a lot of information and their own knowledge in their daily work. Countless data is not information, and information and content are not knowledge unless they are transformed into knowledge. The most important point is that the knowledge mentioned by Mr. Drucker in his works is to be used by people. This is the most important thing to turn it into knowledge.
Knowledge economy has four main characteristics. Firstly, scientific research and development has become an important foundation of knowledge economy. Second, as we all know, information and communication technology is at the core of the development of knowledge economy. The rapid development of science and technology and the development of Internet. Third, the service industry plays an important role in the knowledge economy. Just now Professor Xin Rong told a case that the service industry plays a very important role in the knowledge economy. Fourthly, the quality and skills of talents have become a prerequisite for the practice of knowledge economy. Talking about talents is particularly important.
Second, knowledge economy embodies the core of human capital, knowledge and economic development. It means that value-added is no longer a simple transformation of laborers' physical strength, but a transformation of laborers' knowledge. On the contrary, it requires workers to have strong creativity and knowledge.
Third, in the era of knowledge economy, knowledge has replaced capital as the primary factor of production, that is, science and technology are the primary productive forces. As we all know, land is the primary factor of production in agricultural economy, capital is the primary factor of production in industrial economy era, and science and technology are the primary factor of production in knowledge economy era. Therefore, science and technology are the primary productive forces.
Here are some data. The proportion of information industry in the whole economy has risen from 1985 to 9.2% now. Compared with the overall export speed of the United States, information technology products, services and exports. Everyone has seen the development of science and technology. Let's briefly introduce the impact and changes brought by the knowledge economy.
This is American data. The industrial structure has undergone major changes, and high-tech industries are the pillars of the new economy. 1996, two-thirds of the new output value of American enterprises is created by high-tech enterprises like Microsoft, and its contribution rate to GDP has reached 27%. You can always think of changes in the labor force, because so much output value comes from high-tech industries, and the labor force has also undergone major changes. In the past 30 years, the blue-collar in the United States has decreased from 33% to 17%, and knowledge workers and knowledge workers have become the main body.
Third, science and technology and education have become the core of competition. Rejuvenating the country through science and education is the basic national policy of the country, especially when it comes to 1977, Deng Xiaoping pointed out that the key to modernization is to improve science and technology. Empty talk cannot achieve modernization, and knowledge and talents are necessary. 1988, he proposed that science and technology are the primary productive forces. From 65438 to 0995, the State Council first put forward the strategy of rejuvenating the country through science and education, and made it the primary task of this government.
In the 30 years since China's reform and opening-up, we have witnessed the changes in the whole economy of China. The role of science and technology and information industry in the whole economic development is immeasurable. There is a very important issue here, the formulation of intellectual talents and intellectual workers. This was not only in the 1990s, but as early as the end of 1950s, Mr Drucker foresaw that a new type of workers would emerge, namely the so-called knowledge workers and talents. He said that knowledge does not belong to one person as it does today. What they contain here can only be called information. Knowledge is always embodied by talents, created, revised, improved and applied by people. Therefore, in the process of the transformation from today's society to a knowledge-based society, people are placed in the middle position, and knowledge representatives are produced in this process.
Due to the emergence of new workers, how to manage them in the labor force and make them have high performance is also a new challenge and new topic for all business leaders.
Let's stop here. I think many people here can attribute ourselves to knowledge workers. Knowledge workers, what do we think? First of all, they received a lot of education. Second, they are open-minded, very open-minded, because they are exposed to many things. When they think about problems, they think completely outside the existing framework and tradition. Second, using knowledge to solve problems, knowledge can be carried. In many companies, especially companies like Microsoft and Google, employees go home every day, which means they take all their knowledge home, and they can take it to any enterprise or place. To some extent, enterprises need enterprises more than employees.
Knowledge and talent are more important than the work itself. Why? Among these knowledge workers, they think knowledge is the most important, they appreciate each other's strengths and talents, and work is just a job. But how can I apply my knowledge and talents in this job to create more value and realize my own value? This is the demand of knowledge workers themselves. They are very independent and demand autonomy, which cannot be stipulated by traditional management methods. He will be responsible for his work. I want to do this well, how to do it well. Hope to give me autonomy. Moreover, their creation and labor are of high value and there is labor that should be created. Their labor process is not like some simple jobs, and we are all familiar with them. For example, Ford invented the assembly line. The job of the assembly line is to break down the work into simpler and more standardized ones. You can do it by hand without thinking or thinking.
The work of knowledge workers is not like this, and the measurement of their labor results is relatively complicated. How to reward and motivate them will also bring greater challenges. A strong desire to realize self-worth, as I mentioned just now. They want me here. I have a dream. How can we realize our dreams and realize our values? Finally, I want to talk about the younger generation. After 80s and 90s, you are not born after 80s, and some people in your family are born after 80s. You can think about what they are exposed to, such as the Internet, which is totally different from what we were exposed to at that time. What is their way of thinking? For our current managers, in your future work, a large number of post-80s and post-90s employees will join the workplace. How do you manage them, stimulate their potential and make them very successful? This is the understanding of intelligent talents.
How to manage? Let me give you the simplest example. How to manage intelligent talents since they already exist? As an enterprise, whether I am a state-owned enterprise or a private enterprise, or a person who wants to start a business. First of all, I need to know what kind of management style I need and what kind of leadership I have. The simplest embodiment is how you design every job. Let me give you an example here. First of all, what will the traditional command and control management look like? It will simplify and standardize the work design. By specialization, I mean to set the work very professionally, compile the work programming into a manual, step by step. I know what to do, because they are told to do only one thing, and not to think about two or other things. Their general organizational structure must be a pyramid with many levels. Their quality depends on me to monitor and test the quality. Finally, we say that he treats people as machines, and I do things with your hands.
Another management style is called trust and participation. When they design their works, they will make them challenging and interesting. And these people, your design is self-motivated, and I will share some practices of some high-tech companies in managing their intellectual talents later. Self-control, self-management and self-adjustment, including their qualities. Only in this way can there be innovation. If everyone is talking about innovation, but your management style is still commanding and controlling, the boss has the final say, and the boss has all the answers, your enterprise can't be creative, and employees won't tell you good ideas, because you don't think he has the ability and you don't respect some of his ideas. Participatory management pays more attention to the use of employees' brains and potentials, followed by hands.
Besides, it's fashionable. Everyone is doing it. Now we don't talk about satisfaction, not to satisfy employees, but to be dedicated. What is dedication? It is knowledge. I took myself as an example when I came to the enterprise. If I am an employee and join this company, what do I hope to get? First of all, I can learn something. Is the company information transparent? Can I get all the information? If the information made by the enterprise is confidential, only the upper people know it, and the lower people don't know our so-called uninformed policy, then you can't have dedicated employees. Rights? What rights do I have? When the company makes many decisions, we can't hear our opinions clearly. What kind of reward do I get for doing well? Not only the result, but also his behavior. Together, these can arouse the real professionalism.
I put a big question mark here. As a manager and entrepreneur, I want to think about what kind of style my enterprise is and what kind of people in my enterprise belong to this kind of intelligent talents. This is not to say that trust and participation are the best, and orders are bad. No, why? If you are just starting, the initial initial development may be small and simple in some cases, and it is very effective to use command and control, but with your program and expansion, this management method limits your development. Why? You may have a company with 10 people today, only in a certain place, and you cross the region. Do you have such management ability? TCL buys a French company, Lenovo buys IBM, you can buy it, you have money, but do you have the talent to manage such an enterprise? This puts forward a requirement, what kind of mode to use in the end and what kind of mode to use under what circumstances, you have to have a consideration.
What is the most common model you see? There are several, the first cost and productivity. If I use command and control, I think my production line is very simple. I want the cheapest labor, whether it's making clothes or processing materials. Because you don't need high knowledge, it's cheap. Second, you don't need to spend a lot of time training. Long-term cost, because employees will not ask questions when they find them, and without participation, productivity will only be there, and there will be no great potential improvement. Quality is the same, it is monitored, not established by employees themselves. This is my quality. I want to find problems in a certain process, solve problems, and improve my quality and process.
Speed is more of a problem. If it is in a very stable situation, if it was produced decades ago, you can, and this traditional management is ok. But in such fierce modern competition, whether it is global competition or the rapid development of science and technology, everyone is talking about it every day. The only constant is change. In this case, if your employees and your workforce do not have the ability of self-management, self-learning and self-realization, it is difficult for them to compete with their competitors.
Who will innovate the traditional management? Experts and managers. Employees will say, because you are a manager and an expert, you didn't give me any rights, and your design itself didn't listen to any of my opinions. In the process of trust and participatory management, innovation is particularly important. With an open environment and a democratic culture, everyone can express their opinions and challenge authority, so that they can innovate and be different. That's all that matters. These are all mentioned. In the final analysis, everyone is talking about corporate culture. What kind of culture do I have? Slogan is one thing, but actual operation is the real culture. Your true culture is reflected in all processes and policies, including how you communicate languages, how many languages you communicate, and what role employees play in the end. That's all that matters. As many people know, you can only buy people for one month, two months, one year or two years with money. Real retention is not about money, but culture is the most important part.
Let's briefly share Google's own practices in talent management practice selection. Google's mission is to integrate global information so that everyone can get it and benefit everyone. You can see what the corporate culture is like. Everyone can use it, and everyone benefits. Innovation is the soul of this enterprise. Without innovation, there would be no Google today. In terms of innovation, he first said that the innovation we are talking about is not a little tinkering, but a breakthrough innovation, which is the most important. Second, give full play to your ability, that is, give full play to the ability of every employee, and tell them that you are a talent when you come. God gave me the ultimate useful talent. At the same time, tell everyone that the most important thing for us to attract talents here is that everyone can come here to realize their dreams and change the world. This is the most important aspect of Google. It is important to speak with data. It's no use just saying there is no data if you have a dream. Google particularly emphasized the data presentation. Google says I don't fight politics. I will look at the data.
It is very important that he regards many limits as the source of innovation. Many people say this is the limit, and it can't be better. He thinks that's why I want to change it. As many of you know, many companies are using many human resource management systems, and the smaller ones use platinum and so on. Google's own human resources system is designed by itself, so I will be different from others and do better than him.
The last point I made is that we don't delete items easily. Everyone on the engineering team can put forward their own ideas, and I have 20% time to do the projects I want to do.
The management of knowledge-based talents is very important. Your business wants to manage it well. I think human resource management is the most important. How to select what kind of people from these aspects and how to select talents. But many companies say that we all have people who specialize in recruitment, whether through headhunting or recruitment. No matter what we do, the most important thing is whether you know what kind of people you need and then select talents. How you choose talents is very important. When Google selects talents, the most important thing is that one person has the final say, and it is not the boss who has the final say, but a team to do the interview. Let's discuss the advantages and disadvantages together, and finally, let's score and decide, and maybe even veto it by one vote.
How do we evaluate performance? We are also different from many companies in performance appraisal management. What are we doing? In addition to the manager's evaluation, you should also make your own self-evaluation, and there are many colleagues' evaluations. The total score of performance evaluation and your future promotion play an important role. How to cultivate and develop talents is different from ours. Want to be different, Xinrong also talked about how to be different this morning. That's all that matters. If they are the same, they may recruit talents from different targets, but the most important thing is the operation details. When your team discusses candidates, how do you give them extra points? There is a special recruitment process system, which can record all employees, all applicants' information and everything.
We should adhere to unified standards and procedures, and it is everyone's job to find talents. We encourage every employee to introduce the talents he thinks are good. If the person you introduce is successful, there will be a big reward, not a few hundred dollars, but a big reward. It truly reflects our respect for talents. A more important part is to create a unique and people-oriented corporate culture. Many people are talking about people-oriented, but people-oriented should be reflected in all aspects. What we are talking about here is sharing goals and values. All the company's goals, everyone's performance goals, are online and visible. Moreover, the quarterly report of the company's board of directors is transparent to all employees and can be seen by all. Moreover, CEO and global employees will tell you at different times.
Second, a flat organizational structure and an equal culture. People-oriented, many companies say that because of your level, you have special benefits, and so on, Google does not. Open communication, everyone's communication is open, because we are doing the internet, we are open, everything can be discussed online in the company, and any voice can express opinions. Freedom to work and 20% time to do the project you want to do, the most important thing is the so-called top-down and bottom-up balance. You should have both democracy and centralization. How to strike a good balance is the most important thing.
We have done something very different in employee development. Google employees are called Google people. Everyone can say that I am good at something, which is very good. Many of our trainings are taught by employees. We teach employees and we reward them. This kind of reward is not economic, but a certificate. Therefore, we encourage everyone from this aspect, who are excellent talents and knowledgeable employees. They appreciate each other and each has its own uniqueness. Transparency is particularly important.
Finally, work-life balance. Google organizes many interesting activities. Many interesting activities are not organized by the company, but by employees spontaneously. I mean, miracles are created by people. I think it is very important to tell Mr. Drucker that management is fundamentally the management of people, and the most important thing for an enterprise is people, not your other assets.
Everyone, all enterprises are doing brain drain. What does the brain drain data tell you? What kind of analysis have you done? We have done the analysis, and we can see the two highest ones. The yellow bar chart is an important reason for employees to leave. We divide employees into two categories, one is high-performance employees and the other is ordinary employees. We can see that the main reasons for the best-performing employees to leave are career development and working environment, and the lowest is salary. As an enterprise manager, I know very well how to motivate outstanding employees, how to retain outstanding talents, where to spend some time and do something.
Everyone has his own outstanding performance, but what is achievement? Tissue energy. What are the characteristics of your business? These organizational abilities are all realized by people, and there is no one and no organization. Your ability, what kind of people have what kind of ability, you can do this. If there are many managers who do human resources work here, what kind of gap does our enterprise have? How can I design and plan my talent strategy? From the aspects of talent selection, talent training, performance management and incentive mechanism. Your performance will be further demonstrated if you do this.
Experts concluded that the networking and knowledge in the new economic era have changed the standard of measuring the wealth of enterprises, and knowledge has become the strategic asset of enterprises. As the carrier of knowledge, human resources are the most important resources of enterprises, and people are the most important.
Second, all the assets owned by an enterprise are nothing more than employees, their abilities and their professional networks. It is most important to respect employees and invest in them.
Third, employees have the knowledge, ability and network needed by the company to provide products and services to customers. Organizations rely more on employees than employees do on organizations. But many enterprises did not think of this. Mr. Jackson said this morning that I was the top executive of the largest enterprise. He's wrong. You're at the bottom. Whether it can maximize its efficiency and improve the performance of the organization is the key to the success or failure of the enterprise. It is very obvious that we emphasize two management styles, which will be helpful for future success.
I want to mention here that some private enterprises in China, in particular, want to be bigger and stronger. But the most important thing is that there is one of the biggest questions. Do you dare to challenge yourself and change your life first? If you can't change your life, it's hard for you to do it. Because you still have the final say, you have to take care of everything yourself, and you will be busy to death. My idea is that when we discuss this topic, we just want to think about how to manage my enterprise in the future and give full play to the role of human resources so that my enterprise can continue to succeed.
Summary of World No Tobacco Day Theme Publicity Activities 1
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