领导者如何开发资深员工的特殊人力资源价值

发布时间：2018-06-21 00:55

本文选题：员工管理 + 人力资源价值　；参考：《领导科学》2016年13期

【摘要】：正资深员工虽然没有走上领导岗位,但因为工作时间长、熟悉情况、业务熟练、人脉较广,所以拥有一定的威望。如果领导者善于使用资深员工,就可以发挥出资深员工传、帮、带的特殊优势,有助于新员工的成长和单位事业的发展。值得注意的是,一些资深员工虽然熟悉单位情况,但因为职位的限制,无法从更高的层次领会决策意图,往往基于自己的层面发表意见,在行为上有意无意地违背规范、挑衅制度,甚至因为其部分见解吻合了一部分员工的利益需求而备受推崇,在部门里自立山
[Abstract]:Although senior staff did not step into leadership positions, but because of long working hours, familiar with the situation, skilled in business, a wide network, so has a certain prestige. If leaders are good at using senior employees, they can give full play to the special advantages of senior employees passing, helping and bringing with them, which is conducive to the growth of new employees and the development of the business of the unit. It is worth noting that although some senior employees are familiar with the situation of the unit, they are unable to understand the decision intention at a higher level because of the limitations of their position. They often express their opinions on their own level and violate the norms intentionally or unintentionally in their behavior. The provocative system is even respected because some of its views are in line with the interests of some of the employees, and they stand on their own feet in the department
【作者单位】：湖北工程学院教育与心理学院;
【分类号】：C933

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