What is knowledge based human resources and why knowledge based employees are the new challenges of

The main characteristics of knowledge-based human resources are:

Rich work experience: knowledge talents usually work in a certain field for a long time, master basic skills and techniques, and are able to complete the work independently;

High self-learning and innovation ability: the field of knowledge talents usually requires professional knowledge and skills, constantly thinking and innovating in their work, being able to actively find and solve problems, and learn new things from them;

Pursue the realization of self-worth: knowledge-based talents have high professional skills, strong self-worth, and like to realize self-worth through challenging work, and obtain a sense of achievement and recognition from the enterprise and society.

Knowledge-based human resource management is mainly based on the background characteristics of knowledge-based enterprises to formulate strategic objectives, and through job analysis, human resource planning, employee recruitment, salary management, talent training and other systematic human resource management means to continuously improve the value of knowledge-based enterprises, in order to achieve the development goals of knowledge-based enterprises.

Knowledge-based human resource management has the following characteristics:

The first is the openness of the management model, in order to continuously integrate new ideas, new knowledge and new methods of other disciplines, so as to broaden the thinking;

The second is the development of the management process, and the human resource management of knowledge-based enterprises is developing and changing with the changes in the environment of the enterprise;

Third, the management method is scientific, due to the characteristics of knowledge-based, so that the use of IE engineering, mathematics and other methods to carry out work;

Fourth, the management means of human culture, the knowledge of the enterprise has more employees, they are the backbone and main force of the enterprise, is the necessity of the survival and development of the enterprise, so the knowledge of enterprises need to be more people-oriented.

Create three basic environments for human resource management in knowledge-based enterprises:

The first is to create a competitive environment for the survival of the fittest, so that employees of knowledge enterprises can flow vertically up and down and in and out horizontally;

The second is to create a growth environment for knowledge sharing, and achieve four "innovations", namely concept innovation, organizational innovation, system innovation and leadership innovation;

The third is to create a scientific and open incentive environment, including providing challenging work and establishing a performance-linked salary management mechanism.

I would like to give you a general introduction to the information available on the China Management Learning Network:

Detailed explanation of past questions. Intensive exercises.

Case Introduction. Detailed explanation of the real test questions.

Coaching exercises. Chapters are explained in detail.

The basics. **Review.

Relevant laws and regulations.

Exam dynamics. Exam information (registration method, time, place, conditions, exam introduction, question type...)

Provincial results inquiry.

Famous teachers talk about it.

Organizations should follow the following principles when determining the remuneration of personnel:

1) The principle of cost compensation. This principle requires: remuneration should be able to sustain the reproduction of the employee's labor force; Remuneration should be able to compensate for the economic exertion in the process of forming the capacity to work.

2) The principle of combining efficiency first and fairness. On the premise of insisting on determining remuneration based on the production efficiency of employees, it is necessary to prevent excessive disparities in labor income among employees.

3) The principle of combining short-term interests with long-term interests. In order to maintain a long-term advantage when the profit margin is high, the organization should first increase the level of profit retention, rather than increasing the salary of employees first; In the event of business difficulties, we will try our best to maintain the actual level of remuneration for employees.

4) The principle of harmonizing wage growth with labor productivity growth. The level of growth in remuneration should generally be lower than the level of growth in labour productivity.

5) The principle that monetary wages correspond to actual wages. Real wages refer to those that can be exchanged for monetary wages over a certain period of time.

Commodity. and the amount of service. The principle that monetary wages and actual wages are compatible. Requirements: Employees should be paid in monetary terms; The employee's actual salary level for the current period shall be equal to or greater than the actual salary level of the previous period.

2.On the role of human resources in the process of social wealth creation.

Manpower. Resources, like natural resources, are not only a source of wealth for society, but.

Human resources play a decisive role in the creation of social wealth.

Manpower. Resources are the determinants of the transformation of natural resources into social wealth. Social wealth is made up of products that have a use value for the material and cultural life of human beings. Natural resources do not have this usefulness, people only through labor, i.e., manpower.

The consumption of resources to cause, adjust and control the process of material transformation between man and nature, so that natural resources become wealth.

Manpower. Resources are the determining factor in the amount of wealth in a society. The volume of human resources is equal to the product of the number of workers and its level of competence.

When the working capacity of the laborer is fixed, the number of people involved in the process of wealth creation in social training is large, and the wealth that is "transformed" is more, and vice versa, the less; When the number of workers is fixed, the working ability of the workers increases, and the wealth "transformed" will be more, and vice versa, less.

Human resources are a decisive factor in the diversification of social wealth. People's colorful life needs to be guaranteed by colorful use value, that is, useful things. A variety of useful things are created in the production process by laborers with a variety of labor capacities.

Human resources are the decisive factor in the appreciation of social wealth. Once wealth is transformed into a commodity, wealth is expressed not only as useful things, but also as values, i.e., the condensation of undifferentiated human social labor. Complex labor is multiplied simple labor.

Improving the labor skills of workers, and thus increasing the complexity of labor, is a decisive factor in increasing the value of commodities.