Question 2: What is integrated marketing? "Integrated marketing" should be "joint marketing". The difference is that the products and services of several companies are integrated and turned into a new thing. Then these companies use their respective advantages to jointly market.
For example, if you buy a car and I work in a gas station, let's discuss it. As long as you buy a car and come to my place to refuel, I will give you a discount. As long as you refuel a car here, you will also give you a discount. Note that this is not called fusion. Let's give this bundled thing a new name, such as "discount car", and this will be fusion.
By the way, if my understanding is correct, this integrated marketing is not in line with the market rules, and it is hard to say whether it violates the Anti-Monopoly Law.
Question 3: What is the meaning of personnel outsourcing? Human resource outsourcing (HR Outsourcing Managed Service) means that an enterprise outsources one or several human resource management tasks or functions according to its needs and hands them over to other enterprises or organizations for management, so as to reduce labor costs and maximize efficiency.
Talent leasing, for outsourcing companies, talent is its product, it sells this "special" product to customers, thus generating profits. "According to the needs of customers, providing customers with suitable talents is the living space of talent outsourcing enterprises."
Talent outsourcing actually involves the balance of interests between two cooperative companies and outsourcing personnel. Because there is no unified industry standard, balancing the interests of the three parties mainly depends on the guarantee of two contracts. One is the contract between the outsourcing company and the outsourcing talent, and the other is the contract between the outsourcing company and the target cooperative company. It is very important to ensure personal interests and maintain talents, and the contract between outsourcing companies and individuals is the determination and guarantee of the responsibilities, rights and interests of the three parties.
Management challenges after the dispatch of talents.
Of course, the three parties can rest easy without signing a strict contract. In the whole outsourcing process, there are still many management problems.
For example, they spend most of their time working in an overseas company. Therefore, although the outsourcing personnel have signed a contract with the outsourcing company and established a labor relationship in law, it is difficult for them to really feel a sense of belonging to the outsourcing company. Outsourcing companies naturally don't want employees to leave them and sign contracts directly with each other. However, in reality, this phenomenon is almost inevitable, because in this emerging industry, there are not only legal gaps, but also the lack of professional ethics. This also brings challenges to outsourcing companies in talent management.
Service is also a challenge. For example, customers usually have high requirements and standards for outsourced personnel, which requires outsourcing companies to establish a good talent export channel. After the other party's recruitment, the integration of the working methods and habits of the expatriates and the target enterprises may cause new problems, and usually every expatriate has a probation period. When the target company feels that it is not appropriate to send personnel, then the talent outsourcing company must reassign a more suitable personnel to the target company. Therefore, how to avoid the recurrence of such problems and better coordinate the integration between expatriates and customers is also a very challenging problem.
Recruiting talents is a troublesome thing for companies, and it takes a lot of time and energy to recruit people, so people have come up with a good idea, that is, organizing professional talents together and renting them out directly to companies in need, and the talents are all high-tech. So a company rents a talent from a leasing company, which is called talent outsourcing.
Question 4: How can we get along with the people inside the company? You can blend in at ordinary times, but you can get majesty at critical times. It's enough to do it.
Question 5: How to achieve the integration of work, personnel and feelings in institutional reform? Holy shit, how is it possible? You can't understand my interests
Question 6: How to make it easier for new and old employees to integrate? First of all, you must know the thoughts of new and old employees, and then you can find ways to solve these gaps between them. Try to satisfy their ideas, new employees will definitely not adapt when they first go, but these will become delicate and arrogant in the eyes of old employees, and try to make new employees adapt to the environment here as soon as possible. Put an end to the old employees' style of selling their old ones.
Question 7: How to solve the problem of the integration of new and old employees _ How do new employees quickly integrate? A few years ago, there was a hit TV series called "Don't talk to strangers". This is a bizarre psychological drama, in which the hero, an Jiahe, an expert in surgery, stipulates that his wife, Mei Xiangnan, is not allowed to talk to strangers. In his opinion, nothing will happen if his wife doesn't talk to strangers. Growth enterprises recruit a large number of new employees every year. To the old employees, these new employees are "strangers". Although no one stipulates not to talk to new employees, the code of conduct of many old employees is very similar to "Don't talk to strangers" in this TV series. When eating, the old employees eat together, and the new employees are not invited to eat together; During the meeting, the old employees sit together and don't discuss with the new employees; At work, if you have something, look for an old colleague you are familiar with, although the old colleague is not responsible for it and can't provide much help. Over time, interpersonal circles and two types of people have emerged in enterprises according to the time of entry: one is homogeneous old employees, and the other is new employees who are very different from them. The relationship between old employees is getting better and better, but the integration of new employees is getting harder and harder. There are many such examples among my clients. Old employees are very close to each other, but they hardly communicate with new employees, so new employees and new ideas they may introduce cannot take root in the enterprise. New employees came in batches and left in batches. Over the past few years, although the external environment has changed greatly, the people and practices of enterprises have basically not changed. Although the external environment has given enterprises great opportunities for development, enterprises have missed the opportunity because of their invariability. The fundamental reason behind this is that new employees cannot integrate into the company and bring new vitality to the company. It is not a bad thing that the old employees are getting better and better, but it is a very problematic thing if they become old employees to "bully" new colleagues and "* * *" new colleagues to bring new practices. Therefore, the integration of new and old employees is a problem that every company that wants to grow and develop must solve. Why are old employees unwilling to "talk to strangers" and help new employees integrate into the company? From a psychological point of view, this is human nature. Everyone doesn't like to leave their comfort zone, and they don't want to spend the effort to meet a new person. Eating, meeting and working with old colleagues are very labor-saving, because we have been running in for a long time and have formed a tacit understanding, but we need to spend more time running in with new colleagues, whether for business or private affairs. New colleagues must do it because they are newcomers; Old colleagues already have their own circles, so there is no need to do it. In this way, naturally, the company will give new colleagues the impression that old colleagues are unwilling to talk to them and cannot integrate themselves. If new colleagues lack some initiative, the integration of new and old colleagues will be almost impossible. There is usually another reason for old employees to do this, that is, self-protection consciousness, fear that new colleagues will do better than themselves, fear that new colleagues will bring changes, and fear that new colleagues will take their jobs. Many people still believe in an outdated truth until today, that is, "take the apprentice and starve the master." What many old employees subconsciously do is not to let newcomers survive in the company, at least not to help them survive in the new company. How to solve the problem of integration of new and old employees? I think that no matter the managers of enterprises, new employees and old employees, everyone should take action to solve this problem. My advice to managers is to help new and old employees "talk to strangers", to create opportunities for new and old employees to know and trust, and to design a reasonable incentive system for old employees to eliminate their worries that helping new people is harmful to them. My advice to new employees is to "talk to strangers", get to know old employees actively, seek help actively and integrate into new groups actively. My advice to old employees is also, "talk to strangers", because helping new colleagues is ultimately helping themselves, and not helping new colleagues is ultimately hurting themselves. Only when new colleagues are constantly integrated can the company grow and develop, and the development of the company can also bring opportunities for individuals, whether it is making money, promotion or other things. A company without new people will not develop, and a company without development will definitely be a dangerous company. Even if an individual is now highly valued in such a company, if the ship of the company sinks, the individual will lose everything. The development of any enterprise and any individual actually follows the same natural law: if you don't advance, you will fall back. Therefore, don't think about "protecting" anything. The best self-protection is actually continuous progress.
Question 8: How do new managers integrate with old employees? The management level is changing, and upgrading the management level is the goal that managers pursue. How to improve your own management 4. Interpersonal skills: Good at communication and integration with people, and have affinity. 5. Organizational skills: Good at organization.
Question 9: What do you mean by 3-day frozen embryo fusion? The fused embryo is developed after the original frozen embryo is thawed. It can be said that it is the prophase of blastocyst and a stage of development. The laboratory is usually called morula. Tightening is about embryos. I am not in contact with embryo technology in clinic. Please ask the laboratory staff specifically. Sorry.
Question 10: What is Unified Communication of Converged Communication (UC for short)? It is also often translated as Unified Communication.
Integrate all kinds of communication methods, such as company phone, home phone, mobile phone, SMS, email, etc., so as to keep in touch with each other anytime and anywhere, no matter where the contact party is.
From the point of view of the communication business of enterprises, it mainly includes two aspects: one is the communication between internal staff of enterprises, which mainly aims at effective cooperation; Second, the communication between enterprises and customers generally exists in the form of contact center/call center, and closely cooperates with the CRM (Customer Relationship Management) system of enterprises, so that enterprises can maximize customer satisfaction and loyalty, thus bringing more business opportunities to enterprises.
Whether it is internal communication between enterprises or communication between enterprises and customers, it will be a huge application field of unified communication.