Enterprises should actively attach importance to the individual differences of knowledge workers. 2 1 century is the century of new economy. Under the new economic conditions, human resource management faces such a huge management group: these employees in the organization have received higher education, have special knowledge and skills, and specialize in the activities of producing, creating, expanding and applying knowledge, bringing value-added knowledge capital to enterprises and taking it as their profession. These people are what we call knowledge workers. According to the consensus of scholars, knowledge workers have the following typical characteristics: first, from the educational point of view, they have received systematic theoretical education and professional skills training, have a reasonable and effective knowledge structure, and have the ability to fully absorb modern scientific and technological achievements and quickly transform them into real productive forces; Second, every era is always supported by the corresponding leading factors of production. If the agricultural economy era is land and the industrial economy era is capital, then in the new economic era, knowledge and human capital are duty-bound to shoulder the heavy responsibility of leading production factors. Today, the value and driving force generated by land and capital are far lower than the efficiency generated by knowledge and human capital. As knowledge workers who master and use knowledge and information, they will be the main driving force of this era. Third, for them, pay according to performance is the main distribution method, so knowledge workers generally have high pay and are the direct and real beneficiaries of the principle of "distribution according to work"; Fourth, the pursuit of autonomy, independence, diversity and creativity requires managers to provide them with a relaxed and independent working environment that can give full play to their talents; Fifth, the number of this class has expanded rapidly, and it has gradually become the largest management group in human resource management. For example, Microsoft 1% is engaged in production, 2% is engaged in marketing, 6% is engaged in market research, and 9 1% is engaged in innovation. Knowledge workers account for the vast majority in this enterprise. Sixth, the training cost of knowledge workers is high, the management is difficult, and the use risk is also great. This is because knowledgeable employees must go through long-term training and high investment in order to gain knowledge that ordinary people do not have, special ability to engage in complex work and job-hopping potential. At the same time, due to the development of information and communication technology, the work of knowledge workers will be more and more unrestricted by work place and time, and it will be more and more difficult to organize their management and evaluation. Therefore, the use and management of knowledge-based employees must build a working platform that adapts to the characteristics of knowledge-based work and knowledge-based employees in order to win the lasting loyalty of knowledge-based employees to the enterprise. Most knowledge workers are the new generation after 80s, and they are all very individual groups. This is in conflict with the 50 million people who are currently engaged in HR work. At present, more than 80% of these 50 million groups have not been trained. They have not received systematic study of human resources and psychological knowledge. Although most enterprises have human resources departments, they are actually like the labor departments of state-owned enterprises in the past. They usually make salaries and pay social security to employees. I once met the personnel director of a group. During the exchange, I asked him how many people in his department were doing personnel work. He said that he was the only one in the whole group company doing personnel work, and the following enterprises were all done by office staff part-time. It makes me laugh. How to manage these employees separately? I think the best way is to encourage and respect. First, creative demand and independent creative demand are the essential differences between human activities and animal activities. As knowledge workers, their work is the most challenging, which requires them to have a strong creative desire to adapt to the work. Once their needs are transformed into certain behaviors, it means that their creative needs are rapidly transformed into the appreciation of knowledge capital, which is the most precious wealth and inexhaustible power source of enterprises. However, in this transformation process, knowledge workers need a very relaxed and independent environment, so that they can engage in their original work according to their own personality characteristics, professional advantages and hobbies. For enterprises, knowledge workers must be given full autonomy according to this characteristic, and the method of target management should be fully implemented in management mode to control the input and output of knowledge capital, but there is no need for too much intervention in the process; For managers, they should not appear as a parent company, but should act as guides, coordinators and waiters to provide the best service for their creative work. In fact, empowering knowledge workers independently is the full trust and great encouragement of enterprises to knowledge workers, which is conducive to stimulating their creative desire and enthusiasm, enabling them to create more new knowledge, new technologies and more valuable ideas for enterprises, and can also effectively prevent the creativity of knowledge workers from being stifled by excessive supervision, control and restraint. Judging from the current situation, it is feasible to give knowledge workers autonomy as an effective incentive means. 2. Achievement demand and enterprise reward system Achievement demand is a spiritual pursuit of knowledge workers, and reward is an external factor to meet the rich needs of knowledge workers. In traditional management, rewards are usually associated with meeting people's physiological needs. However, it is very complicated to look at people's demand structure from the psychological point of view, both spiritual and material. Spiritual needs must be based on the satisfaction of material needs, and material needs must rise to the spiritual level to have real value. For knowledge workers, the amount of compensation they get not only means the absolute amount of material they have, but also is one of the objective measures to measure their knowledge and value, which to some extent marks a person's actual position in the enterprise or society. Therefore, an incentive salary system should not only accurately reflect the performance and value of knowledge-based employees, but also meet their performance needs from salary, bonus, equity, dividends, physical distribution, welfare and other aspects. At the same time, this reward system has gone beyond the distribution connotation of piecework wage system in the era of industrial civilization, and linked the amount of reward with individual's ability, achievement, value and loyalty to enterprises. In fact, no matter how much the company pays, it may not be able to buy the loyalty of knowledge workers and the desire for career success. On the contrary, the excessive salary of knowledge workers may have negative effects. If the salary is raised to an inappropriate level, it may lose its value as an incentive factor, just as some professional sports have inspired people: in a certain period of time, paying double salary to some athletes will not improve their competitive level. Therefore, only from the perspective of knowledge workers' achievement needs can we formulate a suitable salary system and play an incentive role. Third, respect for needs and group environment In the structure of people's needs, respect for needs belongs to high-level needs, including work status, social identity, respect from superiors, recognition from colleagues, personal prestige and so on. Knowledge workers have a stronger desire to be respected by others than ordinary employees, which is related to their education level, professional nature and personality characteristics. However, to meet the demand of respect, we must have a harmonious group environment with high development level, otherwise we will not get satisfactory incentive effect. The group environment incentive for knowledge workers mainly refers to a series of ways such as establishing a good internal communication network, frequent and timely praise and reward, fully coordinating interpersonal relationships, and benign internal competition. In particular, the sincere respect, understanding, care and trust of enterprise managers for knowledge workers plays an important role in creating a good group environment. Because knowledgeable employees usually judge their actual position and value in the enterprise through the attitude of managers towards them. In fact, the real value of anyone's survival and development lies in whether it is accepted and recognized by the organization and its members on which he depends. Only when such psychological needs are met can they really have a good psychological environment and group environment. Therefore, with the support and understanding of colleagues and the understanding and concern of leaders, creating a good group environment is the best intangible incentive for knowledge workers. It should be noted that the contribution of knowledge workers to enterprises is determined by their personal abilities and environmental conditions. If the respect needs of knowledge workers are met, they can play a self-motivation role in improving their ability and exerting their functions, but the respect needs of knowledge workers cannot improve the group environment. Therefore, creating an inspiring group environment is an important mission of enterprise managers. Four. Self-development needs and enterprise promotion mechanism In the development of knowledge economy, knowledge workers actively improve themselves by constantly learning and updating their knowledge, constantly exploring and pursuing new technologies. Their motivation to voluntarily "recharge" comes from constant self-suggestion and constant encouragement of self-development. The goal of knowledge workers' desire for self-development is not only to satisfy their existing posts and be competent for their existing jobs, but to lay a good foundation and create conditions for their future career development. Therefore, it is the best external incentive for enterprises to formulate a practical career development system for knowledge-based employees and satisfy their desire for self-development. The main contents of the career development system are the employee position or position promotion mechanism, employee training system and employment system. Whether the career development of knowledge workers can be realized depends on the degree of individual struggle driven by self-development desire and the standardized and reasonable operation of enterprise career development system. Therefore, when making career development plans, enterprise managers should guide knowledge workers to skillfully combine personal development with organizational development, so that they can feel that their personal development direction and organizational development direction tend to be consistent, so that their personal potential will be better and their development opportunities will be more. Similarly, only when the individual's ability is brought into full play can the organization have a good overall development. The promotion concept of senior management is to let employees grow together with the enterprise, share the benefits brought by the growth of the enterprise, and provide more stage and space for employees to display their talents. In short, the needs of knowledge workers are multidimensional and colorful, and the incentive system of enterprises should also be three-dimensional and multifaceted. The needs of creation, achievement, respect and self-development are the most prominent needs of knowledge workers. On this basis, enterprises must determine the incentive methods and measures in a targeted manner to form a broader, more complete and more perfect incentive system, so as to fully mobilize and give play to the initiative, enthusiasm and creativity of knowledge workers. However, due to the individual differences of knowledge workers, various incentive factors play different roles on different objects in different periods and situations. Therefore, only by proceeding from reality and adopting flexible incentive measures and methods according to the specific conditions of knowledge-based employees in enterprises can the creativity and enthusiasm of knowledge-based employees be effectively activated and their intelligence be fully exerted.