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人才理念:

人(ren)适其(qi)位(wei),位(wei)适其(qi)人(ren);扬长(zhang)避(bi)短,人(ren)尽其(qi)才;

beat365 家(jia)具非(fei)常关(guan)注员工(gong)(gong)(gong)的(de)(de)现在、发展和未(wei)来,选(xuan)择员工(gong)(gong)(gong)会(hui)遵从因岗择人(ren)(ren)(ren)的(de)(de)原则,将合适的(de)(de)员工(gong)(gong)(gong)放在合适的(de)(de)岗位(wei)上,让员工(gong)(gong)(gong)的(de)(de)个(ge)人(ren)(ren)(ren)能力(li)(li)(li)得到充分(fen)的(de)(de)发挥。工(gong)(gong)(gong)作能力(li)(li)(li)提升(sheng)之后,会(hui)根据个(ge)人(ren)(ren)(ren)能力(li)(li)(li)大(da)小和成长(zhang)(zhang)结果,提供岗位(wei)进(jin)行竞聘,优胜劣汰,进(jin)一步提升(sheng)员工(gong)(gong)(gong)的(de)(de)成就感。秉承(cheng)尊重人(ren)(ren)(ren)才、和谐创新的(de)(de)理(li)念,不(bu)唯(wei)学历重能力(li)(li)(li),不(bu)唯(wei)学历重水(shui)平,用人(ren)(ren)(ren)看(kan)(kan)长(zhang)(zhang)处,看(kan)(kan)业(ye)绩,看(kan)(kan)能力(li)(li)(li),看(kan)(kan)潜力(li)(li)(li)。通(tong)过建立(li)公平的(de)(de)竞争机制和良好的(de)(de)文化环境(jing),用人(ren)(ren)(ren)所长(zhang)(zhang),充分(fen)调动(dong)每一位(wei)员工(gong)(gong)(gong)的(de)(de)主动(dong)性(xing)、创造(zao)性(xing),让员工(gong)(gong)(gong)爱其职而尽其能,个(ge)人(ren)(ren)(ren)价值(zhi)实(shi)现较大(da)化。

用人策略

我(wo)们的用(yong)人(ren)(ren)方式(shi):善于用(yong)人(ren)(ren)、用(yong)对(dui)人(ren)(ren)、用(yong)好(hao)人(ren)(ren)、留住(zhu)人(ren)(ren)、培(pei)养人(ren)(ren)。

我们的用(yong)人原则:用(yong)人之长,避人之短,活用(yong)偏(pian)才(cai),重视全(quan)才(cai)。

我们(men)的用人律条:发现、培(pei)养出(chu)人才者有奖,埋没、压抑人才者受罚。

我们(men)的用人制(zhi)(zhi)(zhi)度(du):动态转换制(zhi)(zhi)(zhi)度(du);在位监控(kong)制(zhi)(zhi)(zhi)度(du);届(jie)满轮流制(zhi)(zhi)(zhi)度(du);海豚式升迁制(zhi)(zhi)(zhi)度(du);竞争上岗制(zhi)(zhi)(zhi)度(du)和动态股权激(ji)励制(zhi)(zhi)(zhi)度(du)。

我们考核评价(jia)人(ren)才(cai)公(gong)式:个人(ren)综合(he)素质(zhi)=学(xue)识+能(neng)力+业绩+公(gong)论。把绩效(xiao)管理与员工评议、领导评价(jia)结合(he)起来,注重(zhong)综合(he)评价(jia)效(xiao)果,建立(li)科学(xue)的人(ren)才(cai)评价(jia)指(zhi)标体(ti)系。



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