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奈何桥de旋律
2025-08-24
$小米集团-W(01810)$
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奈何桥de旋律
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奈何桥de旋律
2023-03-17
66
@经济观察报:聽職場心聲，談企業轉變
奈何桥de旋律
2023-03-15
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奈何桥de旋律
2022-12-08
$纳斯达克(.IXIC)$
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普華永道認爲，企業未來需要從關注員工“完成工作”，到幫助員工看到工作“價值感”，而要做到這一點，企業首先需要有自身明確的價值導向，該價值導向可簡稱爲企業的“人設”。在此基礎上，企業也需要重新思考與員工之間的關係。 l 定義“人設”，並有效傳播和引導：通常“人設”可以被理解爲企業的使命、願景、價值觀，企業需要首先回答的問題是：“我存在的價值是什麼？”，然後才能去吸引和自己人設能夠產生共鳴的員工，並幫助員工看到自身工作的價值。需要注意的是，在“人設”的傳播和引導之前，需要管理層首先共識“人設”的具體定義，這樣才能保證在傳播過程中不走偏，最終實現企業價值和個人價值的鏈接。 與此同時，公司也應該明確自身的價值觀底線，如某科技公司的“Don’be evil（不作惡）”主張，這樣可以更好地幫助一線員工感受到日常工作應該堅守的標準。 l 重塑企業和員工之間的關係：價值感是個性化的，企業不一定能滿足所有人的價值感，但是一定會有部分員工和企業長久同行，員工在工作的過程中會經歷人生的不同階段，因此企業與員工之間的關係需要從以往單純的“交易”視角發生轉化，如企業需要關注員工的well-being(身心健康)，給予員工空間去嘗試不同的方向，幫助員工發現自己的潛能。所以，建議企業跳出來看“人才保留”這個話題，當企業做到真心爲員工身心健康和職業發展着想，纔可以真正獲取員工忠誠度。 02堅持“以人爲本”，構建數字化願景，營造數字化體驗與場景，塑造“形散神不散”的生態組織 組織形態正在從流程化變成數字化，數字化是去中心、開放、共享的。普華永道認爲，要在遠程辦公的需求背景下去構建“形散神不散”的組織，一方面需要藉助有效的數字化工具，此外還要堅持“以人爲本”的理念，在這個過程中如果一味單純追求人效，可能會形成僞命題。例如把人看做是機器上的零部件，","listText":"01構建企業“人設”，重塑和員工之間的關係 普華永道認爲，企業未來需要從關注員工“完成工作”，到幫助員工看到工作“價值感”，而要做到這一點，企業首先需要有自身明確的價值導向，該價值導向可簡稱爲企業的“人設”。在此基礎上，企業也需要重新思考與員工之間的關係。 l 定義“人設”，並有效傳播和引導：通常“人設”可以被理解爲企業的使命、願景、價值觀，企業需要首先回答的問題是：“我存在的價值是什麼？”，然後才能去吸引和自己人設能夠產生共鳴的員工，並幫助員工看到自身工作的價值。需要注意的是，在“人設”的傳播和引導之前，需要管理層首先共識“人設”的具體定義，這樣才能保證在傳播過程中不走偏，最終實現企業價值和個人價值的鏈接。 與此同時，公司也應該明確自身的價值觀底線，如某科技公司的“Don’be evil（不作惡）”主張，這樣可以更好地幫助一線員工感受到日常工作應該堅守的標準。 l 重塑企業和員工之間的關係：價值感是個性化的，企業不一定能滿足所有人的價值感，但是一定會有部分員工和企業長久同行，員工在工作的過程中會經歷人生的不同階段，因此企業與員工之間的關係需要從以往單純的“交易”視角發生轉化，如企業需要關注員工的well-being(身心健康)，給予員工空間去嘗試不同的方向，幫助員工發現自己的潛能。所以，建議企業跳出來看“人才保留”這個話題，當企業做到真心爲員工身心健康和職業發展着想，纔可以真正獲取員工忠誠度。 02堅持“以人爲本”，構建數字化願景，營造數字化體驗與場景，塑造“形散神不散”的生態組織 組織形態正在從流程化變成數字化，數字化是去中心、開放、共享的。普華永道認爲，要在遠程辦公的需求背景下去構建“形散神不散”的組織，一方面需要藉助有效的數字化工具，此外還要堅持“以人爲本”的理念，在這個過程中如果一味單純追求人效，可能會形成僞命題。例如把人看做是機器上的零部件，","text":"01構建企業“人設”，重塑和員工之間的關係 普華永道認爲，企業未來需要從關注員工“完成工作”，到幫助員工看到工作“價值感”，而要做到這一點，企業首先需要有自身明確的價值導向，該價值導向可簡稱爲企業的“人設”。在此基礎上，企業也需要重新思考與員工之間的關係。 l 定義“人設”，並有效傳播和引導：通常“人設”可以被理解爲企業的使命、願景、價值觀，企業需要首先回答的問題是：“我存在的價值是什麼？”，然後才能去吸引和自己人設能夠產生共鳴的員工，並幫助員工看到自身工作的價值。需要注意的是，在“人設”的傳播和引導之前，需要管理層首先共識“人設”的具體定義，這樣才能保證在傳播過程中不走偏，最終實現企業價值和個人價值的鏈接。 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在國內礦業界資深專業律師、北京大成律師事務所能源、自然資源及環境專業組負責人李曉峯博士看來，儘管競爭已經相當充分，但現在仍然還有一個窗口期。對中資來說，如果再不抓住機會，可能全球鋰上游的市場格局就基本定型了。 競爭格局 經濟觀察報：目前，爭奪鋰礦的競爭主要發生在哪些國家？ 李曉峯：南美的話重點發生在阿根廷和智利這兩個國家，在澳大利亞也比較厲害，因爲澳大利亞有產能比較大的鋰礦，其他國家就是非洲的一些國家，如津巴布韋、尼日利亞有一些產能，南非和納米比亞有少量的產能，剛果金的資源量潛力很大，但還沒有形成產能。 經濟觀察報：現在相關企業在海外爭奪鋰礦競爭的格局是什麼樣的？ 李曉峯：現在的格局就是，已經基本不分國籍了，只要是一個礦，各主要大國及相關礦企都在爭。在智利，主要是雅寶、SQM這幾家壟斷性的企業，因爲它特有的法律體系的原因，相對來說外資很難進入上游。南美、澳洲和非洲是競爭比較激烈的區域。澳洲本土的市場格局基本定型了，在澳洲和加拿大上市的鋰礦企業的資產還有一些變數，但中資參與的難度較大。非洲的競爭格局還處於初步階段，還在進一步演化中。 經濟觀察報：阿根廷是中國企業去得最多的地方嗎？ 李曉峯：如果從項目的家數來說，阿根廷最多，它是比較開放的一個礦業國家。早先中企投資到澳大利亞的項目也不少，比較有名的如天齊鋰業和贛鋒鋰業等。 經濟觀察報：你剛剛說全球的企業都在","text":"經濟觀察報 記者 王雅潔 隨着國家對新能源汽車領域的大力支持，國內新能源行業蓬勃發展，身爲動力電池主要原材料的鋰，價格一路飆升。 以主要鋰鹽之一的電池級碳酸鋰爲例，據上海有色網歷史報價顯示，截至本文發稿時，電池級碳酸鋰現貨均價報60萬元/噸，較2020年年初的5.3萬元/噸，漲幅驚人。 高價攀升的鋰，催生了中國礦企及商人圍獵全球鋰礦的雄心，目及南美、非洲、澳洲，均能發現中國尋鋰企業和商人的身影。 在國內礦業界資深專業律師、北京大成律師事務所能源、自然資源及環境專業組負責人李曉峯博士看來，儘管競爭已經相當充分，但現在仍然還有一個窗口期。對中資來說，如果再不抓住機會，可能全球鋰上游的市場格局就基本定型了。 競爭格局 經濟觀察報：目前，爭奪鋰礦的競爭主要發生在哪些國家？ 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普華永道認爲，企業未來需要從關注員工“完成工作”，到幫助員工看到工作“價值感”，而要做到這一點，企業首先需要有自身明確的價值導向，該價值導向可簡稱爲企業的“人設”。在此基礎上，企業也需要重新思考與員工之間的關係。 l 定義“人設”，並有效傳播和引導：通常“人設”可以被理解爲企業的使命、願景、價值觀，企業需要首先回答的問題是：“我存在的價值是什麼？”，然後才能去吸引和自己人設能夠產生共鳴的員工，並幫助員工看到自身工作的價值。需要注意的是，在“人設”的傳播和引導之前，需要管理層首先共識“人設”的具體定義，這樣才能保證在傳播過程中不走偏，最終實現企業價值和個人價值的鏈接。 與此同時，公司也應該明確自身的價值觀底線，如某科技公司的“Don’be evil（不作惡）”主張，這樣可以更好地幫助一線員工感受到日常工作應該堅守的標準。 l 重塑企業和員工之間的關係：價值感是個性化的，企業不一定能滿足所有人的價值感，但是一定會有部分員工和企業長久同行，員工在工作的過程中會經歷人生的不同階段，因此企業與員工之間的關係需要從以往單純的“交易”視角發生轉化，如企業需要關注員工的well-being(身心健康)，給予員工空間去嘗試不同的方向，幫助員工發現自己的潛能。所以，建議企業跳出來看“人才保留”這個話題，當企業做到真心爲員工身心健康和職業發展着想，纔可以真正獲取員工忠誠度。 02堅持“以人爲本”，構建數字化願景，營造數字化體驗與場景，塑造“形散神不散”的生態組織 組織形態正在從流程化變成數字化，數字化是去中心、開放、共享的。普華永道認爲，要在遠程辦公的需求背景下去構建“形散神不散”的組織，一方面需要藉助有效的數字化工具，此外還要堅持“以人爲本”的理念，在這個過程中如果一味單純追求人效，可能會形成僞命題。例如把人看做是機器上的零部件，","listText":"01構建企業“人設”，重塑和員工之間的關係 普華永道認爲，企業未來需要從關注員工“完成工作”，到幫助員工看到工作“價值感”，而要做到這一點，企業首先需要有自身明確的價值導向，該價值導向可簡稱爲企業的“人設”。在此基礎上，企業也需要重新思考與員工之間的關係。 l 定義“人設”，並有效傳播和引導：通常“人設”可以被理解爲企業的使命、願景、價值觀，企業需要首先回答的問題是：“我存在的價值是什麼？”，然後才能去吸引和自己人設能夠產生共鳴的員工，並幫助員工看到自身工作的價值。需要注意的是，在“人設”的傳播和引導之前，需要管理層首先共識“人設”的具體定義，這樣才能保證在傳播過程中不走偏，最終實現企業價值和個人價值的鏈接。 與此同時，公司也應該明確自身的價值觀底線，如某科技公司的“Don’be evil（不作惡）”主張，這樣可以更好地幫助一線員工感受到日常工作應該堅守的標準。 l 重塑企業和員工之間的關係：價值感是個性化的，企業不一定能滿足所有人的價值感，但是一定會有部分員工和企業長久同行，員工在工作的過程中會經歷人生的不同階段，因此企業與員工之間的關係需要從以往單純的“交易”視角發生轉化，如企業需要關注員工的well-being(身心健康)，給予員工空間去嘗試不同的方向，幫助員工發現自己的潛能。所以，建議企業跳出來看“人才保留”這個話題，當企業做到真心爲員工身心健康和職業發展着想，纔可以真正獲取員工忠誠度。 02堅持“以人爲本”，構建數字化願景，營造數字化體驗與場景，塑造“形散神不散”的生態組織 組織形態正在從流程化變成數字化，數字化是去中心、開放、共享的。普華永道認爲，要在遠程辦公的需求背景下去構建“形散神不散”的組織，一方面需要藉助有效的數字化工具，此外還要堅持“以人爲本”的理念，在這個過程中如果一味單純追求人效，可能會形成僞命題。例如把人看做是機器上的零部件，","text":"01構建企業“人設”，重塑和員工之間的關係 普華永道認爲，企業未來需要從關注員工“完成工作”，到幫助員工看到工作“價值感”，而要做到這一點，企業首先需要有自身明確的價值導向，該價值導向可簡稱爲企業的“人設”。在此基礎上，企業也需要重新思考與員工之間的關係。 l 定義“人設”，並有效傳播和引導：通常“人設”可以被理解爲企業的使命、願景、價值觀，企業需要首先回答的問題是：“我存在的價值是什麼？”，然後才能去吸引和自己人設能夠產生共鳴的員工，並幫助員工看到自身工作的價值。需要注意的是，在“人設”的傳播和引導之前，需要管理層首先共識“人設”的具體定義，這樣才能保證在傳播過程中不走偏，最終實現企業價值和個人價值的鏈接。 與此同時，公司也應該明確自身的價值觀底線，如某科技公司的“Don’be evil（不作惡）”主張，這樣可以更好地幫助一線員工感受到日常工作應該堅守的標準。 l 重塑企業和員工之間的關係：價值感是個性化的，企業不一定能滿足所有人的價值感，但是一定會有部分員工和企業長久同行，員工在工作的過程中會經歷人生的不同階段，因此企業與員工之間的關係需要從以往單純的“交易”視角發生轉化，如企業需要關注員工的well-being(身心健康)，給予員工空間去嘗試不同的方向，幫助員工發現自己的潛能。所以，建議企業跳出來看“人才保留”這個話題，當企業做到真心爲員工身心健康和職業發展着想，纔可以真正獲取員工忠誠度。 02堅持“以人爲本”，構建數字化願景，營造數字化體驗與場景，塑造“形散神不散”的生態組織 組織形態正在從流程化變成數字化，數字化是去中心、開放、共享的。普華永道認爲，要在遠程辦公的需求背景下去構建“形散神不散”的組織，一方面需要藉助有效的數字化工具，此外還要堅持“以人爲本”的理念，在這個過程中如果一味單純追求人效，可能會形成僞命題。例如把人看做是機器上的零部件，","images":[],"top":1,"highlighted":1,"essential":1,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/650145213","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":2330,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":650988965,"gmtCreate":1678845109461,"gmtModify":1678845109461,"author":{"id":"3487918975260179","authorId":"3487918975260179","name":"奈何桥de旋律","avatar":"https://static.tigerbbs.com/1c738ccea94214fdf7747f66822b4d19","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3487918975260179","idStr":"3487918975260179"},"themes":[],"htmlText":"🤣🤣🤣","listText":"🤣🤣🤣","text":"🤣🤣🤣","images":[{"img":"https://static.tigerbbs.com/c1f36d3eff00e31596eb08aba1ddea65","width":"1440","height":"650"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/650988965","isVote":1,"tweetType":1,"viewCount":2846,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"EN","totalScore":0},{"id":629606507,"gmtCreate":1670461605716,"gmtModify":1676538372501,"author":{"id":"3487918975260179","authorId":"3487918975260179","name":"奈何桥de旋律","avatar":"https://static.tigerbbs.com/1c738ccea94214fdf7747f66822b4d19","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3487918975260179","idStr":"3487918975260179"},"themes":[],"htmlText":"<a 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