Human Resource Management of Innovation _2253 -

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Human Resources Management of Innovation

Thinking vary, therefore, the configuration of talent and jobs to pay attention to science, job requirements and characteristics of personnel should be considered together. Optimize human resource allocation, all categories of personnel can fully mobilize the enthusiasm and creativity. Fifth, the implementation of Cheng by the system,[link widoczny dla zalogowanych], the introduction of competition mechanism. There is no competition, there is no vigor and vitality. The abolition of competition past nepotism, unfair distribution of the old model, that can can not break the rigid employment system under. Library to create a competition to encourage staff to allow personnel to emerge in the environment. Business and personnel system reform through the implementation of two-way choice positions, management positions through competition. Special personnel to implement special policies, l42 by age, qualifications, education, job title and other restrictions, and fully mobilize the enthusiasm of the museum staff. In an open, fair and just under the premise of the whole museum staff positions announced under the Pavilion level in the number of job level and the positions of quantitative indicators, combined with their own strengths and conditions of their favorite departments and positions, the staff director for the report , for the entire museum staff to express their policy speeches, the staff report based on a candidate's policy speech, and the credibility of the report, will invest in their sacred vote trusted director, and finally Hall office staff to vote according to the results of the meeting, the overall quality of the candidates decided to appoint Director. Director The term of three years, from morality, ability, diligence, and to assess performance director, to truly become the director of library development of the backbone. Sixth, decentralization,[link widoczny dla zalogowanych], management at different levels. For the healthy development of libraries to be decentralization, give full play to the middle backbone of the initiative. Comrades pointed out, bloated, overlapping, inefficient and so the \Therefore, to scientific and rational division of authority, streamline administrative and business relationship, the relationship between departments, so that the construction administrative services for business. The responsibilities, rights and interests appropriately delegated to the middle key have a relaxed working environment and a certain degree of autonomy consistent with its responsibility, fulfill their duties in order to make the library efficient functioning institutions. . Seventh, establish a strict examination system and after employment management system. Over the years, more or less a kind, Ganhaoganhuai a kind, has been the wind and the Office of Museum Museum of efficiency. Establishment of an examination system is the induction of staff employed after the main content management, but also strengthen the human resources management, an important part of improving efficiency. Departments usually do a good job, year,[link widoczny dla zalogowanych], duration of employment within the assessment work, the job evaluation results and the movements of cadres, the representation of employees linked to the gradual formation of a \to stimulate the initiative of librarians. Eight is the implementation of incentives to break the average distribution of the situation. Any manager knows that the efficiency depends critically on the lower level of absence in higher performance, depending on their direction in the absence of more specific time still to play an active and creative. A wide range of library services, departments busy uneven pressure is different, only through incentives, develop evaluation indicators,[link widoczny dla zalogowanych], grade, evaluation methods and procedures, the real break egalitarianism, the implementation of evaluation and distribution linked to ground penalty award lazy-performance, labor, creativity to be allocated more rationally, to make employees work really play their enthusiasm and creativity to ensure that the cause of sustainable development. Ninth, the establishment of talent training mechanism, the implementation of continuing education. In terms of personnel development, job and compensation is the first lever, learning and improving is the second lever. The real talent will never be complacent, always looking for new goals. Library professionals can give to the duties, titles and compensation are always limited, and the high standards of the community lags far behind. To retain the best talent, we must provide them with learning opportunities and conditions to enable them to continuously improve adaptability,[link widoczny dla zalogowanych], creativity and operational levels to continue to meet the challenges of new knowledge, but also whether to continue the education should be employed as a system in a rigid condition. In summary, the knowledge economy and the process of building an innovative country is facing unprecedented challenges in the library, is also facing a good opportunity for development, improvement and innovation in library human resources management is imperative for libraries to survive in the competition development of strategic significance. Only optimized Human Resource Management, for the library functions of sublimation, the changing role of librarians to provide a good premise to assume the knowledge economy and building an innovative country given the historical mission of the library.

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