The management of knowledge workers is worth exploring.

50 years ago, Drucker pointed out the importance of knowledge workers. In addition, he believed that enterprise capabilities are essentially proprietary to knowledge. Only knowledge can ultimately explain core competitiveness, only knowledge and knowledge workers are the final logical home and only source of the enterprise's core capabilities that are generated and constantly developed and surpassed. Only enterprises can provide the best means to fully stimulate the enthusiasm and creativity of knowledge workers. by stimulating the internal motivation of knowledge workers, the knowledge can be absorbed, shared, and innovated to form the unique competitiveness of the Organization, promote the formation and continuous development of organizational competitive advantages.

First, "people in charge" should change to "Administrative Matters" to fully reflect personal wishes and values. In the traditional enterprise management process, employees are often more demanding to follow rigid and rigid work rules and strictly supervise "people" to achieve "work purpose ", it is easy to ignore personal wishes and values. For ordinary employees in the traditional sense, such management has indeed played a positive role of standardization and constraint. However, today, with more and more knowledge employees, it is clear that such management is out of date and is not compatible with the "people-oriented" management we advocate. Therefore, we need to embody the "humanization" principle in management, change from "person in charge" to "person in charge", and achieve the goal of "person in charge" through "Case Management, it is necessary to focus on the supervision work progress, quality and results, rather than being too rigid and rigid to demand and constrain people. In the Work Design of the Organization, efforts should be made to reflect the personal wishes and values of employees, create a safe and comfortable working environment for employees as much as possible, and try to work flexibly, increase the scalability of work time and the flexibility and variety of work places, and establish a company style and corporate culture that focuses on Team friendship, so that employees feel that work is a pleasure. Only by showing your skills at work and realizing your own value can you give full play to the enthusiasm and creativity of employees. Some people are worried that excessive emphasis on autonomy will bring about the negative effect of "laissez-faire". This relies on strong supervision over the work progress, quality, and results to achieve easy control, otherwise, the system will go into a situation where "one pipe will die, and one pipe will be messy.

Second, we need to establish a "Horse Racing" mechanism to activate the subjective initiative of individuals. The highest level of management is "governance without failure ". For knowledge employees, we should not only abandon the traditional rigid management methods, but break through the original thinking and operation modes, in addition, diversified, humanized and flexible management is needed to stimulate knowledge staff to actively devote themselves to innovation. First, we must establish a fair, just, and open "Horse Racing" mechanism. Haier advocates the management philosophy of "everyone is a talent, and horse racing is not a horse", which has high applicability in modern enterprise management, especially for the management of knowledge employees. The core idea is to establish and create a fair, just, and open internal competition environment, and place all employees on the same starting line, allow all employees to compete fairly, fairly, and openly in the face of established rules that everyone agrees with, and to survive the fittest in a sufficient space for development. Of course, this requires you to boldly break the limits of education qualifications, titles, qualifications, and other rules. Second, we should establish a sound system that is conducive to interpersonal communication and advocate two-way communication between managers and employees. Relying on understanding and respect, building relationships between managers and employees by virtue of a noble personality and an interactive mind, and through this kind of spiritual communication and emotional recognition, enable Knowledge workers to actively exert their potential enthusiasm and creativity voluntarily.

Third, we need to improve the salary incentive mechanism and fully implement performance appraisal management. In the new situation where talent competition is becoming increasingly fierce, an important task of managing knowledge employees is to enrich existing incentive methods and achieve multi-dimensional development of the incentive system, in order to meet the multi-level individual needs arising from the continuous improvement of employees' quality, this will stimulate the enthusiasm and creativity of Knowledge Employees. First of all, we must strictly implement the "pay-as-you-go and easy-to-pay" salary and employment system, promote the high integration of the salary and employment system with the market, and retain people through "treatment and feelings, career retention, Career Design, and other means to reflect the value of knowledge employees. Second, we need to comprehensively implement performance appraisal management that is "linked to revenue and performance, and is allocated to" three highs ". We need to closely tie the contributions and benefits of employees with the development prospects of enterprises, share risks, share interests, and share common responsibilities. At the same time, you can also try to share ownership of employees, and share knowledge.

Fourth, the combination of on-the-job education and career design creates a vast space for realizing self-value. In the era of knowledge economy, in-service training and education are important factors for enterprises to attract and retain talents. To this end, while giving full play to the role of knowledge employees, enterprises need to strengthen all-round training for them so that they can grow along with the development of the enterprise and take responsibility for future development. At the same time, it is necessary to fully understand the individual needs of talents and the willingness of career development, and provide them with challenging development opportunities. Knowledge Employees should be given fair job promotions or opportunities to create new careers, so that they can clearly see their development prospects in the Organization.

Today, people-oriented has become the concept of national governance. We should profoundly recognize the great differences between knowledge workers and ordinary employees in the traditional sense in terms of management. Based on the characteristics of knowledge employees, we must break through rigid management thinking, fully implement human-oriented management, and create a fair, just, and open internal competition mechanism, by means of "supervision of work progress, quality and results + Performance Management", the personal potential and creativity of Knowledge Employees are activated to promote the improvement of work performance and the realization of self-value, so as to promote the healthy, sustainable and rapid development of enterprises.