傳統(tong)管理是(shi)通(tong)過制(zhi)度和手(shou)段來制(zhi)服員(yuan)(yuan)工(gong)(gong)，KPI沒少(shao)定OKR也上(shang)過了(le)(le)，各種手(shou)段也沒少(shao)用。結果呢，員(yuan)(yuan)工(gong)(gong)該上(shang)心還是(shi)不(bu)上(shang)心，干部該負責還是(shi)不(bu)負責，為(wei)什么會這樣？因(yin)為(wei)真正(zheng)的(de)(de)管理是(shi)激發出員(yuan)(yuan)工(gong)(gong)的(de)(de)潛能，激發出員(yuan)(yuan)工(gong)(gong)的(de)(de)內(nei)在(zai)動力(li)。通(tong)過科學激勵機制(zhi)，讓(rang)員(yuan)(yuan)工(gong)(gong)為(wei)自己的(de)(de)目標，努(nu)力(li)奮斗的(de)(de)同時，實現公司想要實現的(de)(de)目標，讓(rang)企(qi)業(ye)與員(yuan)(yuan)工(gong)(gong)成(cheng)為(wei)利(li)益共(gong)同體互利(li)共(gong)贏。你過去和員(yuan)(yuan)工(gong)(gong)僅(jin)僅(jin)是(shi)通(tong)過工(gong)(gong)資維系(xi)勞資關(guan)系(xi)，公司跟他個(ge)人的(de)(de)價值貢(gong)獻(xian)沒有強(qiang)關(guan)聯(lian)，甚至沒關(guan)聯(lian)。你每(mei)個(ge)月發的(de)(de)工(gong)(gong)資購(gou)買的(de)(de)不(bu)是(shi)價值貢(gong)獻(xian)，不(bu)是(shi)目標實現，而只是(shi)購(gou)買了(le)(le)時間(jian)和指標。
于(yu)是(shi)就出現了員(yuan)(yuan)(yuan)工(gong)(gong)(gong)按(an)時點(dian)卯打卡，他(ta)們(men)想方設法(fa)滿足你(ni)的(de)指(zhi)標，你(ni)管得松，他(ta)們(men)就務(wu)虛摸魚，你(ni)管得嚴，他(ta)們(men)就離職走人。員(yuan)(yuan)(yuan)工(gong)(gong)(gong)滿足你(ni)購買時間，購買指(zhi)標的(de)要求錯在哪里？是(shi)你(ni)的(de)傳統(tong)管理模式，把員(yuan)(yuan)(yuan)工(gong)(gong)(gong)推向了對(dui)立面，那該如何改(gai)變現狀？真正激發員(yuan)(yuan)(yuan)工(gong)(gong)(gong)動力(li)呢(ni)？只有(you)在企業目(mu)標和自(zi)己切身利益(yi)緊密掛(gua)鉤，并且利益(yi)關聯(lian)足夠強(qiang)的(de)時候，員(yuan)(yuan)(yuan)工(gong)(gong)(gong)才會(hui)有(you)為(wei)自(zi)己干的(de)想法(fa)和動機，他(ta)才會(hui)有(you)自(zi)驅動力(li)，才能激發他(ta)的(de)潛能。最好的(de)激勵方式就是(shi)讓(rang)(rang)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)真正為(wei)自(zi)己干，才能激勵媒介，數字激勵機制，讓(rang)(rang)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)個人的(de)利益(yi)目(mu)標跟(gen)公司目(mu)標強(qiang)關聯(lian)捆綁在一(yi)起(qi)，成為(wei)利益(yi)共同(tong)體共贏體。
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