Free mobile phones for permanent miner in 2019

3. Hello, if it is identified as a swipe. That can only be used carefully in the future. Because their system will detect the same IP address, and then judge as abnormal.

4. You can download Antu rabbit or Master Lu, and you can know whether it is a real mobile phone or not by running for one minute.

5. 1、 The challenge of building talent supply chain and talent protection chain
in the era of instrial Internet, selecting talents is more important than cultivating talents. We should not only build a talent supply chain to find the smartest and most capable people, but also build a firewall (talent protection chain) where talents are poached
1. The challenge of talent supply chain building
recruiting department experts. Traditional enterprises actively use Internet technology for transformation, upgrading and operation transformation. The most scarce talents are leading business talents and Internet technology R & D talents. How to search and identify the most intelligent, capable and interested people is the core proposition of talent recruitment department. This puts forward new requirements for the ability, technology and standard of talent recruitment department. Nowadays, many enterprises recruit talents from all over the world, and the level of expertise of human resources departments is also a great challenge
cross border talent thinking. In the past, the employment of talents may be based on the characteristics of the instry and the enterprise itself. In the era of instrial Internet, it is the integration of real economy talents and virtual economy talents. In order to proce good procts to meet the needs of consumers, enterprises need the participation of top talents in different fields, and employment needs cross-border thinking. For example, the design department of Huawei mobile phone in Europe has invited many historians, aestheticians, musicians and design experts. It is a cross-border talent pool
human capital. It is unrealistic and difficult for an enterprise to recruit and possess all the talents needed in all aspects. However, through the accumulation of fans' human capital, we can find the talents who can provide us with proct innovation and creativity from the fans of the enterprise and procts, and build a special human capital community, so that human capital is not limited to the enterprise, We should make full use of the global human capital. In a sense, employees are customers and customers are employees. The iterative innovation of procts needs the participation of fans and customers. Human capital needs to expand to customers, find fans in customers, and approach the real needs of consumers in the process of interaction with fans
the second development of talent potential. Then, based on the Internet transformation and instrial transformation, we need to transform and enhance the ability of talents. This includes the potential development of existing human resources, ability transformation and new leadership development, as well as the secondary development and evaluation of incremental talents. For example, when an Internet technician comes to a traditional enterprise, he is not simply asked to do e-commerce or Internet technology. In fact, he has to develop his ability for the second time to better meet the requirements of the enterprise
2. The challenge of talent protection chain construction
in the process of the integration of traditional economy, real economy and virtual economy, enterprises are bound to face the competition of talents. How to build a firewall for talents is another challenge. In order to retain high-quality human capital and those special human capital, it is no longer effective to simply use wages. We need to use options and gold handcuffs to retain people, including the establishment of joint investment funds, the development of human resource flow trend model, peer competition and signing some non poaching agreements to avoid brain drain. Enterprises should not only dig people all over the world, but also prevent talents from being g< In the era of instrial Internet, the biggest problem faced by enterprises is the cultural conflict and integration between internet professionals and traditional instry talents. How to improve the survival rate of airborne talents and the success rate of Internet technology talents in traditional enterprises< First of all, it is the thinking mode of human capital value. The cost of human capital in traditional enterprises is low, while Internet talents are generally paid high salaries. There is a big difference between the treatment of airborne Internet talents and traditional talents. How to balance the treatment difference between ground troops and airborne troops is a problem we have to face
secondly, the Internet era emphasizes the priority of customer value and the need to burn money first. Traditional entrepreneurs focus on cost, and they want to see and feel the investment of money. They want to see the actual effect in the short term. But we know that the investment of Internet is to burn a lot of money first, which makes those traditional entrepreneurs who have been in the thinking of "investment is to see the return" have no bottom in their hearts
thirdly, the personality respect and authorization of Internet talents. In traditional instries, it emphasizes employees' obedience and standardized operation, while Internet talents are used to personality respect and effective authorization. In the atmosphere of traditional instries, we have to think about how to effectively stimulate the innovation of Internet talents and realize customer value. It also involves new ways of communication and leadership. It is a difficult problem for entrepreneurs in traditional instries to learn to communicate with internet talents actively and effectively
finally, there is the contradiction between low fault tolerance rate and high fault tolerance rate. A lot of things in traditional instries are standardized, and they are not allowed to make mistakes. However, in the Internet era, they need to be allowed to make mistakes. It is a process of trial and error to keep approaching the goal in iterative innovation
2. Continuously optimize the survival soil of talents
firstly, open and inclusive culture. In the process of integration from traditional enterprises to Internet enterprises, the first thing to bear the brunt is to carry out the transformation and integration of corporate culture and optimize the ecological environment of talents
secondly, we should help Internet talents find value creation points. This is the key to the survival of Internet talents in traditional instries. Enterprises should help Internet talents understand traditional instries and let them find their own value creation points. The real application of Internet technology to traditional instries is to transform enterprise operation, enterprise organization, supply chain and value chain with internet thinking and Internet technology, which is higher than the requirements for Internet technology and Internet talents in the era of traditional e-commerce. Internet talents in traditional instries should not be second rate and third rate, but super first-class talents
thirdly, the new leadership development of TMT. Recently, several enterprises I met are facing this problem. The introced talents and the top management team are unable to communicate with each other. They are faced with how to develop and enhance the new leadership of entrepreneurs and the top management team in traditional instries based on Internet thinking
finally, we should get used to the value orientation of human capital. We must accept the reality that the value of human capital is dominant in Internet organizations, while monetary capital is dominant in traditional instries. Therefore, in the process of integration of traditional instries and Internet instries, traditional instries should graally get used to the value dominance of human capital, so that human capital can have a greater voice in enterprise decision-making
3. Endow human resource management with new functions
we need to innovate the working environment, the evaluation and incentive methods of innovative talents, and the evaluation mechanism and evaluation methods of traditional instries are no longer suitable for evaluating new innovative talents, including the cultivation mechanism of innovative talents, so as to realize cross-border human resource management< Third, the challenges of role, positioning, function transformation and new capabilities
transformation can not be achieved overnight. It is impossible to say that transformation can be achieved easily. We need to carry out systematic changes in concept, concept, technology and business system innovation
1. Facing the new role transformation and new positioning
in the era of instrial Internet, what role does the human resource department play, how to reposition, how to function transformation and ability improvement, these are the new topics of human resource management in traditional enterprises. From the overall development trend of human resource management, human resource management is graally moving towards the role of strategy and business partner, and towards the positioning of expert center and sharing center
2. New trend: human resource management platform (three pillar model)
at present, some excellent enterprises in China, such as Huawei and Tencent, begin to implement the three pillar model, and endow human resource management with new functions according to the three pillar model
the three pillar model divides human resource management into three departments. One is the human resource expert center (COE). For example, Huawei now has a Global COE center, which includes strategic participation, process optimization, system formulation, standard Determination and cultural cultivation. The second is the human resource sharing platform Department (SSC), which is responsible for recruitment management, training management, salary management, performance management, etc. Tencent, for example, is no longer called the human resources platform department, SDC or shared delivery center. Some human resources services that need to be shared by the following sub companies and business units are all put into the platform department. The third is human resource business partner (hrbp), which is mainly responsible for the establishment of human resource policies and systems, understanding the needs of various business systems, and providing business support for various business systems. It is an agency that provides personalized solutions for human resources. All these changes mean that the organizational structure of human resources has undergone a revolutionary change
3. Most traditional enterprises are difficult to meet the requirements of the three pillar model
first, expert talents are scarce. The construction of three pillar model is based on the process organization of customers, the strategic level and business driving of human resource management. Its application is suitable for enterprises with high talent density and high level of human resource management, while the vast majority of enterprises in China have not even established the professional functions of human resources. If you want to establish a human resource expert center, you need to establish expert authority within the enterprise, so that experts have the right to vote in major policy-making and company decision-making. The position of human resources departments in many of our enterprises is very low. They can't participate in enterprise decision-making at all. The policies and systems designed by them are usually not recognized by the senior management. In addition, expert talents are very scarce. Therefore, the expert center is in vain
Second, the foundation of human resource management based on big data is weak. The establishment of human resource platform sharing service center is a big data human resource management platform, which needs to realize the informatization, intensification, molarization, standardization and process authority of human resources. Many of our group companies don't even have the number of employees and basic information of employees, let alone big data. However, as a development trend, in order to improve the efficiency of human resources in the future, we should go on the road of platform and sharing< Thirdly, hrbp is short of professional ability. The current situation is that hrbp is basically done by some business personnel who have not received professional training of human resources, who have not systematically learned professional knowledge of human resources, and who have not systematic theoretical and technical framework system. As a result, hrbp has no professional self-confidence and can not play a role when hrbp is really sent to various business systems. Huawei and Tencent face this problem, let alone other domestic enterprises
4. The three major systems are facing great challenges of collaboration and closed-loop operation
many enterprises are still facing the dilemma of collaboration and closed-loop operation among the three departments after they have adopted the three pillar model
the core of the three pillar model is based on customer value, which truly regards talents as the shared interactive services provided by customers. It is necessary to connect strategies, serve the company's strategies, serve employees and serve business managers. The whole process system of an enterprise must be based on the internal customer relationship to build the business process of human resources, and many of our business processes are not based on customer value

6.

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