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企业绩效管理、劳动用工风险控制与3E薪酬体系设计32实战特训班(ENTERPRISEPERFORMANCEMANAGEMENT,LABORRISKCONTROLAND3ESALARYSYSTEMDESIGN,32COMBATSPECIALTRAININGCOURSES)ORGANIZATIONSENTOPTRAININGNETWORKSENTOPTRAININGADVISORYSERVICECENTERFEE4800YUAN/PERSONINCLUDING3DAYSTRAININGFEES,TEXTBOOKFEES,CONFERENCEFEES,ACCOMMODATIONANDCAREWITHAUNITOFMORETHAN3PARTICIPANTSCANENJOY5OFFDISCOUNTCHARITYGIFTALLPARTICIPATEINTHECOURSEOFENTERPRISEVALUEEVALUATIONREPORTWILLBEELIGIBLEFORAPERSONAL“SPONSOREDBYTHEPRIMOTALENTMANAGEMENTMECHANISM“TELO2O34O7125O,34O71978ADVANCEREGISTRATIONCANENJOYMORECONCESSIONS,WELCOMETOINQUIRE“ENTERPRISEPERFORMANCEMANAGEMENT,LABORRISKCONTROLAND3ECOMPENSATIONSYSTEMDESIGN“32“COMBATTRAININGCOURSES“CURRICULUMOUTLINECHENGXIANGYANGLECTURETHREEDAYSANDTWONIGHTS,TEACHERREADING,ARIADNE,QWEHELPSTUDENTSCOMPREHENDTHESIGNIFICANCEANDCONNOTATIONOFEMPLOYEERELATIONSHIPMANAGEMENT,IMPROVETHEINTERNALRELATIONSHIPANDTHERELATIONSHIPBETWEENINSIDEANDOUTSIDEITHELPSSTUDENTSTOGRASPTHEINTERNALCORRECTPROCESSINGENTERPRISEEMPLOYEERELATIONSHIPCONFLICT,CRISISANDDISPUTESEFFECTIVELYANDDISMISSALANDRESIGNATIONMANAGEMENTWEHELPSTUDENTSTOHELPTHESTUDENTSMASTERHOWTODESIGNTHESALARYSYSTEMOFTHEENTERPRISE,HOWTOMAKEFULLUSEOFINCENTIVECOMPENSATIONANDHOWTOEMBODYTHEPRINCIPLEOFFAIRNESSTHECURRICULUMOFTEACHERSCHENGXIANGYANGBACHELOROFSCIENCEINPSYCHOLOGY,RENMINUNIVERSITYOFCHINAHUMANRESOURCESGRADUATEUNIVERSITYOFBALLARAT,AUSTRALIAMBA,EMPLOYEERELATIONSHIPMANAGEMENTANDHUMANRESOURCEOUTSOURCINGEXPERTTHEFIRSTISTHEHUMANRESOURCESMANAGEMENTEXPERIENCEOFTHEWORLDSTOP500COMPANIESLABORLAWEXPERT,FORMERKAFKRAFTANDOTHERINTERNATIONALWELLKNOWNMULTINATIONALFOODCOMPANYHASLONGBEENENGAGEDINHUMANRESOURCEMANAGEMENTANDTRAININGWORKMETHODSTHEWAYTHETEACHERTOTEACHSTUDENTSADVOCATEDTOSOLVEPRACTICALPROBLEMSTHROUGHTHEDAILYWORKINTHEACTUALCASEWHOHASIBM,DURACELL,PHILIPS,WHIRLPOOL,AIA,COCACOLA,PINGANINSURANCE,HUAWEIANDOTHERWELLKNOWNENTERPRISESTOPROVIDETRAININGANDCONSULTINGSERVICES,ANDWASINVITEDTOTHEINTERNATIONALLABOURORGANIZATION,TSINGHUAUNIVERSITYANDOTHERWELLKNOWNINSTITUTIONS,ANDCONSULTINGSERVICESWELLRECEIVEDBYSTUDENTSTHENIGHTINSEPTEMBER24THAND“LABORRISKCONTROLANDEMPLOYEERELATIONSHIPMANAGEMENT“,THENEW“SOCIALINSURANCELAW“AND“BYELAWOFINDUCTRIALINJURYINSURANCEANDENTERPRISERISKANALYSISZHENGLIZISENIORCONSULTANTCHINAHRTOP100GOLDMEDALTRAINER,PEKINGUNIVERSITY,GUANGHUASCHOOLOFMANAGEMENTEMBA,“AMEMBEROFTHEAMERICANCOMPENSATIONASSOCIATION,MRZHENGHASSERVEDINTHEFAMOUSMANAGEMENTCONSULTINGCOMPANIES,INCLUDINGONEOFTHEFIVEMAJORINTERNATIONALACCOUNTINGFIRMSDDTANDSIEMENSCONSULTINGMANAGEMENTINSTITUTEASHUMANRESOURCESEXPERTSONCHINESEENTERPRISEOPERATIONOFTRANSNATIONALCORPORATIONS,ESPECIALLYINTHEJOBANALYSIS,JOBEVALUATION,PERFORMANCEMANAGEMENTANDCOMPENSATIONDESIGNFIELDHAVEDEEPUNDERSTANDINGANDRICHCONSULTINGEXPERIENCE,CUSTOMERSINVOLVEDINHIGHTECH,FINANCE,MANUFACTURING,REALESTATEANDOTHERINDUSTRIESONCESUCHASDONGFENGAUTOMOBILELIMITEDBYSHARELTD,COSCOSHIPPINGANDOTHERLARGELISTEDCOMPANIESTOPROVIDECOMPENSATIONCONSULTING,ATTHESAMETIME,THETHEORY,METHODSANDPRACTICEINPROVIDINGTRAININGTOCUSTOMERSBYTHEPRAISEPERFORMANCEMANAGEMENTANDEVALUATIONOF“ENTERPRISE“BYSEPTEMBER25THZHANGSHOUCHUNMASTEROFTHENEWJERSEYSTATEUNIVERSITYHUMANRESOURCESMANAGEMENTATTENDEDGRADUATION,“AMEMBEROFTHEAMERICANPAYROLLASSOCIATION,SERVEDASTHEWORLDFAMOUSMULTINATIONALCOMPANIESLUCENTGROUPHUMANRESOURCESHEADQUARTERSLOCATEDINNEWJERSEYPAYROLLMANAGER,UNILEVER,GMANDOTHERINTERNATIONALWELLKNOWNENTERPRISESANDFAMOUSITCOMPANIESCHINAREN,SOHUOFHUMANHUATAIINSURANCERESOURCEMANAGER,DIRECTOROFHUMANRESOURCESGOODATTHEHUMANRESOURCESMODULECURRICULUM,TRAININGMORETHAN100STUDENTS,MORETHAN4000HASSERVEDENTERPRISESYILIGROUP,COCACOLA,OLYMPUS,FUJITSU,ESSO,NETCOM,ABB,DATANGTELECOM,HUNANTAIZINAI,BEIJINGHXXDSOFTWARELIMITEDBYSHARELTDETCRICHEXPERIENCE,WELLRECEIVEDBYOURCUSTOMERSTHEDESIGNOF3ECOMPENSATIONSYSTEM“BYSEPTEMBER26THTHESYLLABUS“LABOREMPLOYMENTRISKANDEMPLOYEERELATIONSHIPMANAGEMENT“BYCHENGXIANGYANGSEPTEMBER24TH,NINEAM5PMTHEBASICPROBLEM,EMPLOYEERELATIONSHIP1,THECONNOTATIONANDMEANINGOFEMPLOYEERELATIONSHIPTHREEELEMENTSAND2,ANALYSISOFEMPLOYEERELATIONSHIP3,THEDEFINITIONOFEMPLOYEERELATIONSHIPMANAGEMENT,4,EMPLOYEERELATIONSHIPMANAGEMENTTENETANDBASICTASKTWO,THELABORCONTRACTMANAGEMENTANDLABORDISPUTESETTLEMENT1,AWRITTENCONTRACTMANAGEMENT2,PSYCHOLOGICALCONTRACTMANAGEMENT3,EMPLOYEEINCENTIVEMANAGEMENTMETHODANDSYSTEM4,EMPLOYEESSKILLS5,THELABORDISPUTEHANDLINGANDEFFECTIVEPROOFTHREE,DISCIPLINEANDASTAFFMANAGEMENTANALYSISOF1,ANDAPSYCHOLOGICALDISCIPLINE2,INTENTIONALMISTAKESANDTHREATSBOSSPROBLEM3,HOWTOPAYANDTRANSFERANDTRANSFERKONG4,ABNORMALPSYCHOLOGICALCOUNSELLINGANDMANAGEMENTSTAFFSHARE5,JIANDAWONDERFULCASEMANAGEMENTFOUR,ILLEGALPROCESSINGSTAFF1,KICKBACKSANDBRIBERYPREVENTIONANDCONTROL2PREVENTIONANDCONTROL,SELFDEALINGTHEPREVENTIONANDCONTROLOFSECRETINTELLIGENCEANDTECHNOLOGYBUSINESS,34PREVENTIONANDCONTROL,THEFTANDFRAUDFIVE,EMPLOYEEDISMISSALANDRESIGNATIONMANAGEMENT1,DECENTDISMISSALANDDISMISSAL2,THERESIGNATIONOFEMPLOYEESMANAGEMENT3,STAFFMANAGEMENT4,HUMANRESOURCESCRISISMANAGEMENT,THETIMELYPROCESSINGOFALLKINDSOFDISPUTESANDACCIDENTSSIX,INTERNALCOMMUNICATIONANDTRADEUNIONORGANIZATIONMANAGEMENT1,THEENTERPRISEINTERNALANDEXTERNALCOMMUNICATIONMANAGEMENT2,MANAGEMENTSTAFFCOMPLAINTS,ANDMAXIMALLYSOLVEEMPLOYEECONCERNS3,EMPLOYEESATISFACTION,LOYALTYANDENGAGEMENTMANAGEMENT4,PSYCHOLOGICALCOUNSELINGSTAFFANDMANAGEMENTEQEMOTIONALMANAGEMENTTHEEVENINGOFSEPTEMBER24TH18002030MRCHENGXIANGYANGTHEMOSTAUTHORITATIVEINTERPRETATIONOFTHENEWPROVISIONSOFTHE“SOCIALINSURANCELAW“AND“BYELAWOFINDUCTRIALINJURYINSURANCEANDOLDLAWDIFFERENCESANDCOUNTERMEASURESOFENTERPRISESSEMINAR1,THEBASICPENSIONINSURANCENEWREGULATIONSANDOLDLAWPROVISIONSOFTHESIMILARITIESANDDIFFERENCESANDHIGHLIGHTSANALYSISOF2,MEDICALINSURANCE,“INJURYINSURANCEREGULATIONS“THELATESTCHANGESANDINJURYTREATMENTPRACTICE3,MATERNITYINSURANCEANDUNEMPLOYMENTINSURANCE,INTERPRETATIONANDAPPLICATIONOF4CORPORATESOCIALINSURANCEPLANNINGSTRATEGY5,“SOCIALINSURANCELAW“PROMULGATEDONENTERPRISETHEINFLUENCEANDCOUNTERMEASURESOFENTERPRISES6,EMPLOYEERELATIONSHIPMANAGEMENTDIFFICULTIESANALYSISANDTREATMENTSTRATEGYOF7,COLLECTIVELABORDISPUTESCAUSEANALYSISANDPREVENTIONANDTREATMENTSTRATEGIES“ENTERPRISEPERFORMANCEMANAGEMENTANDEVALUATION“SPEAKERZHENGLIZISEPTEMBER25THNINEAM5PMTHEFIRSTUNITSUPERVISORANDPERFORMANCEMANAGEMENTWHYSHOULDTHE1,THECOMPANYSPERFORMANCEMANAGEMENT2,TOUNDERSTANDWHYTHEDEPARTMENTINCHARGEOFPERFORMANCEMANAGEMENT3,THEDEPARTMENTINCHARGEOFTHEPERFORMANCEMANAGEMENTCONCEPTCHANGE4,THEDEPARTMENTINCHARGEOFPERFORMANCEAPPRAISALOFTHERESPONSIBILITY,RECORD,ASSESSMENT,RECOMMENDATIONSTANDARDSETTERSTOESTABLISHAPERFORMANCEEVALUATIONMECHANISMOFUNITPERFORMANCEMANAGEMENTPROGRAMSECOND1,IMPLEMENTTHEPRINCIPLESOFPERFORMANCEMANAGEMENT2,THEPERFORMANCEMANAGEMENTPROGRAMIMPLEMENTATION3,ESTABLISHPERFORMANCEEVALUATIONMECHANISM4,PERFORMANCEAPPRAISALAGENCYPERSONNELRESPONSIBILITIESTHETHIRDUNITPERFORMANCEMANAGEMENTANDAPPRAISALSYSTEMPROCESSESANDPROCEDURES1,HOWTOCHOOSETHECORRECTPERFORMANCEMANAGEMENTTOOLS2,HOWTODETERMINETHEAPPROPRIATECONTENTSOFPERFORMANCEMANAGEMENT3,HOWTOMAKEAREASONABLEPERFORMANCEAPPRAISALCYCLEMETHODSFOURTHUNITDEPARTMENTPERFORMANCEAPPRAISAL1,THERELATIVEEVALUATIONMETHOD2,THEABSOLUTEEVALUATIONMETHOD3,WHATISTHEPERFORMANCEAPPRAISALINDEXKPI4,THEDESIGNPRINCIPLESOFKPISYSTEM5,KPIISIMPORTANTFORENTERPRISESTHEESTABLISHMENTANDIMPLEMENTATIONOFTHEPERFORMANCEAPPRAISALSYSTEMOFKPIUNITFIFTH1,THEESTABLISHMENTOFPERFORMANCEAPPRAISALSYSTEMOFKPISTEPS2,THEIMPLEMENTATIONSTEPSANDMETHODSOFPERFORMANCEAPPRAISALSYSTEMOFKPI3,HOWTOUSEKPITOENHANCEITSPERFORMANCEINDEXTHESIXTHUNITPERFORMANCEEVALUATIONTHEGENERALSTEPSANDPROCESSEVALUATION,12,THEASSESSMENTSHOULDBETAKENTOAVOIDPROBLEMSDISTRIBUTIONANDEVALUATIONOFLEVEL3,PERFORMANCEEVALUATIONRESULTSAPLANTOIMPROVETHESEVENTHUNITPERFORMANCEINTERVIEWANDPERFORMANCE1,TOCHANGETHECONCEPTOFPERFORMANCEINTERVIEWERROR2,INTERVIEW3,HOWTOGRASPTHEBESTTIMETOINTERVIEW4,TOCARRYOUTEFFECTIVEINTERVIEWSKILLSMETHODS5,DEVELOPPLANSTOIMPROVEPERFORMANCETHEEIGHTHUNITSUPERVISORFORTHERESULTSOFTHEASSESSMENT1,THERESULTSOFPERFORMANCEEVALUATIONMODELBY2,PERFORMANCE,ABILITYANDATTITUDEASSESSMENTRESULTSTHEDESIGNMETHODOFSALARYSYSTEM,ASSESSMENTSYSTEMMATCHING34,THEPROMOTIONOFREWARDSYSTEMDESIGNTHEEVENINGOFSEPTEMBER25TH18002030PRIMOTALENTMANAGEMENTAGENCYSPONSORS“VALUEEVALUATIONREPORT“PERSONALJINGJIANGPRIMOTALENTISONEOFTHEEARLIESTCHINAFOCUSONPROVIDINGTALENTSFORENTERPRISESTOENHANCETHEQUALITYOFEMPLOYMENT,ANDLEADERSHIPDEVELOPMENTANDPROVIDEAFULLRANGEOFTALENTMANAGEMENTCONSULTINGSERVICESOFPROFESSIONALCONSULTANTSTHEIMPLEMENTATIONPROCESS1,UNDERSTANDTHESCIENTIFICEVALUATIONOFENTERPRISEMANAGERSANDEMPLOYEESTOADAPTTOTHEPOSTANDWORKINGPRESSURE2,PROFESSIONALINTERPRETATIONOFPERSONALVALUEREPORT3,STUDENTSTOTHEEVALUATIONOFTHEQUESTIONANSWERSEMINAR1,THEIMPORTANTROLEOFTALENTEVALUATIONANDASSESSMENTCENTERTECHNOLOGYINHUMANRESOURCEMANAGEMENT2,HOWTOESTABLISHTHEJUSTINTIMEMODELOFTALENTMANAGEMENT,DYNAMICRECONFIGURATIONOFENTERPRISETALENTSTHECONSTRUCTIONSTRATEGY3,WITHTHEABILITYANDQUALITYASTHECOREOFTHEHUMANRESOURCEMANAGEMENTSYSTEM4,ENTERPRISESCREATEAFAVORABLEINSTITUTIONALENVIRONMENTGUIDETHESALARYSYSTEMDESIGN“3ESPEAKERZHANGSHOUCHUNSEPTEMBER26THNINEAM5PMONE,PAYPHILOSOPHY1,THENATUREOFCOMPENSATIONINCENTIVEANDHOWTOLOOKATIT2,HOWTODOTHERELATEDDECISIONBASEDONSTRATEGICCOMPENSATIONSYSTEMDESIGNINTWO,THEDESIGNOFCOMPENSATIONSYSTEMOFTHREEEQUITY1,WHATIS3E,WHATISTHESALARYSYSTEMDESIGNTHREEFAIRPRINCIPLE2,EXTERNALCOMPETITIONANDEXTERNALBALANCECOMMONMISCONCEPTIONSANDMISTAKES3,THECOMPANYSSALARYLEVELPOSITIONINGINTHEMARKETHOWTODETERMINETHEWHATISTHE4TOMEASURETHEINTERNALEQUILIBRIUMFORMULA,ITWILLLEADTOTHEUNBALANCEDPROBLEMWHAT5,FOURKINDSOFMEASUREMETHODOFJOBVALUEWHATISTHETHREEPRINCIPLE6,SELECTTHEJOBEVALUATIONELEMENTSWHATARETHESIXSTEPSOF7,JOBEVALUATION8,HOWTOCHECKTHEPOSTEVALUATIONOFTHEREGRESSIONRESULTSAREACCURATE9,JOBGRADINGRANKCHARTHOWTODOHOWTODESIGNTHETECHNOLOGYANDMANAGEMENTOFPOSTSALARYSEQUENCE10,THERANKOFFIGUREINTHERECRUITMENT,PROMOTIONOFTHEUSEOFAPPROVEDWAGES11,THEPOSTEVALUATIONOFTHEGROUPTOFORM,INCLUDINGWHATMEMBERSOFCOMMONMISTAKES12,THEPOSTEVALUATIONOFATTENTIONANDCOMMONPROBLEMSTHREE,THECOMPENSATIONSYSTEMDESIGN1,HOWTODETERMINETHEENTERPRISEWAGELEVELNUMBER2,ENTERPRISESALARYLEVELHOWTOMARKET3,MAGNITUDEATALLLEVELSWAGESETTINGWHATTHELAWANDPRACTICALAPPLICATIONSIGNIFICANCEWHATISTHELAWANDTHEACTUALSIGNIFICANCEOFTHE4MAGNITUDEATALLLEVELSOFWAGESETTINGBETWEENTHE5ANDTWOGRADEWAGEOVERLAPDEGREEHOWTOSET,
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