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上世纪90年代,联想集团一直把“让员工与企业共同发展”作为企业的重要使命。2000年4月,从联想正式拆分出来的神州数码继续秉承这一使命,在IT服务业务中不断尝试、探索“多车道”的员工职业发展实践。神州数码是一家拥有约3000多名技术员工的IT企业,其软件业务每年有多个千万级的大型项目。这些项目对高级专业人才产生了大量的需求,同时也为技术人员的职业发展提供了得天独厚的土壤,IT技术人员的职业发展管理成为公司发展软件业务的一项重要内容。本文将向读者分享神州数码职业发展项目的具体实施过程,希望能对业界准备或正在实践员工发展管理活动的企业起到借鉴作用。
90s of last century, Lenovo Group has been “let employees and enterprises for common development” as an important mission of the enterprise. In April 2000, Digital China, which was officially split up from Lenovo, continued to uphold this mission and constantly tried its best in the IT services business to explore the “multi-lane” employee career development practice. Digital China is an IT company with more than 3,000 skilled employees, and its software business has several tens of millions of large-scale projects each year. These projects have a lot of demand for senior professionals, but also for the professional development of technicians provides a unique soil, career development and management of IT technicians as the company an important part of the development of software business. This article will share with readers the specific implementation process of Digital Career Development Project in China, hoping to draw lessons from those enterprises that are prepared or who are practicing staff development and management activities in the industry.