前不久,有个高科技外企的人力资源总监打来电话,诉说她目前在知识型员工管理方面面临的挑战,探讨解决办法。其公司是一家软件企业,员工主体都是来自清华、北大等国内外知名高校的博士、硕士研究生。随着公司业务的快速发展,行业也逐渐变得成熟并有利可图,于是,一批竞争对手开始涌现,公司的核心技术骨干开始流失,有些直接流向了竞争对手,而骨干的流失也造成了现有技术人员的人心波动,队伍的不稳定迹象日益明显。老板很着急,要她迅速想办法解决这个问题,以留住公司骨干,并激励他们真正能够“出工又出力”。 Not long ago, a human resources director at a high-tech foreign company called to tell her the current challenges facing knowledge-based staff management and to explore solutions. The company is a software company, the main staff are from Tsinghua University, Peking University and other well-known domestic and foreign universities doctoral and master’s degree students. With the rapid development of the company’s business, the industry has gradually become mature and profitable, so a number of competitors began to emerge, the core of the company’s technology backbone began to lose some of the direct flow to competitors, and the loss of backbone also caused The fluctuations of the hearts of the existing technical personnel and the signs of instability among the teams have become increasingly apparent. The boss was in a hurry, asking her to find a solution to the problem quickly enough to retain the company’s backbone and motivate them to truly “work and contribute.”