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VBA处理excel工作表中的注释信息
以下代码可实现：
将当前工作表中的所有注释内容复制到新工作表的单元格中，复制后的内容在同一列由上向下排列
Attribute VB_Name = "当前工作表内所有注释复制到新工作表" Sub CopyCellCommentsToNewSheet() Dim wsSource As Worksheet Dim wsTarget As Worksheet Dim i As Long Dim r As Range Dim lastRow As Long ' 设置源工作表为当前活动工作表 Set wsSource = ActiveSheet ' 创建新工作表并设置为目标工作表 Set wsTarget = Sheets.Add(After:=Sheets(Sheets.Count)) wsTarget.Name = "Comments" ' 遍历源工作表中的所有单元格 i = 1 For Each r In wsSource.UsedRange If Not r.comment Is Nothing Then ' 如果单元格有注释，将其内容复制到新工作表的A列 wsTarget.Cells(i, 1).Value = r.comment.Text ' 更新i以指向新行 i = i + 1 End If Next r ' 计算新工作表中最后一个非空单元格的行号 lastRow = wsTarget.Cells(wsTarget.Rows.Count, 1).End(xlUp).Row ' 可选：自动调整列宽以适应内容 wsTarget.Columns("A").AutoFit ' 可选：清除新工作表中的空白单元格 If lastRow < wsTarget.Rows.Count Then wsTarget.Range(wsTarget.Cells(lastRow + 1, 1), wsTarget.Cells(wsTarget.Rows.Count, 1)).ClearContents End If ' 可选：提示用户完成操作 MsgBox "所有注释已成功复制到新工作表。", vbInformation, "完成" End Sub -
KPI vs. OKR: Comparison and Analysis of Two Appraisal Methods
In modern business management, KPI (Key Performance Indicators) and OKR (Objectives and Key Results) are two common appraisal methods used to measure the performance of employees and organizations. Although they are both tools used to set and measure goals, they have different characteristics and applicable scenarios in practical application. In this article, we will compare and analyze KPI and OKR to help you better understand these two appraisal methods.
KPI (Key Performance Indicator)
KPI is a traditional performance management method, which is usually used to measure the performance of an employee in a specific task or duty.KPIs are usually specific and quantifiable indicators, such as sales, customer satisfaction, etc., which are used to assess whether an employee has achieved the predetermined performance objectives.The characteristics of KPIs include:
- Specificity: KPIs are usually specific indicators that clearly measure employee performance.
- Quantifiable: KPIs are quantifiable and are able to reflect employee performance levels through numbers.
- Short-term oriented: KPIs are usually associated with short-term goals and are used to assess employee performance in the short term.
OKR (Objectives and Key Results)
OKR is a goal management methodology designed to help organizations set and achieve challenging goals.OKR consists of Objectives, which are challenging and motivating macro-objectives, and Key Results, which are specific metrics used to measure how well a goal has been achieved.OKR characteristics include:
- Motivational: OKR goals are usually challenging and can motivate employees to pursue higher achievements.
- Transparency: OKRs are usually open and transparent, enabling the entire team to understand and contribute to goal achievement.
- Flexibility: OKRs are flexible and can adapt to changing market conditions and business needs.
Comparison and Analysis of KPIs and OKRs
In practical application, KPI and OKR have different advantages and applicable scenarios. Here is their comparison and analysis:
- Goal Orientation: KPIs are more applicable to measure employees’ performance in daily work, while OKRs are more applicable to set challenging long-term goals.
- Flexibility: OKRs are more flexible compared to KPIs and can be adapted to fast-changing market demands and business environments.
- Motivational: OKRs are usually more motivational and can inspire employees to pursue higher goals and achievements.
- Performance Evaluation: KPI focuses more on performance evaluation and reward/punishment mechanism, while OKR focuses more on goal achievement and learning and growth.
To sum up, KPI and OKR are both important performance management tools, but in practical application the appropriate method should be chosen according to the needs and characteristics of the organization.KPI is suitable for measuring daily performance, while OKR is suitable for setting motivational long-term goals. Combining and using these two methods appropriately will help to improve the performance performance of both the organization and the employees.
When it comes to KPIs and OKRs, it is also crucial to understand how to combine and apply them effectively. Below we will further explore how to fully utilize these two appraisal methods in real-world situations and present some best practices:
How to combine KPIs and OKRs
- Clear Objective Hierarchy: Ensure that there is a clear hierarchical relationship between KPIs and OKRs. Often, KPIs can be used as key metrics to support OKRs and help measure progress towards goal achievement.
- Set Challenging Goals: When setting OKRs, ensure that the goals are challenging and motivating to stimulate team innovation and effort.KPIs can serve as specific indicators to measure goal achievement.
- Set Key Results: Set clear key results for each goal so that the degree of goal achievement can be quantified. These key outcomes can be combined with KPIs to provide specific metrics for goal achievement.
Best Practices
- Regularly review and update: Review progress on KPIs and OKRs on a regular basis and adjust and update goals in a timely manner to ensure they are aligned with the strategic direction of the organization.
- Promote Transparency and Communication: Share information about KPIs and OKRs in an open and transparent way to promote communication and cooperation among teams and ensure that everyone understands the goals and results.
- Reward and Recognition: Establish a reward mechanism to motivate employees to achieve KPIs and OKRs, while giving timely recognition and feedback to encourage continuous efforts and growth.
Successful Cases
Many well-known companies have successfully combined KPIs and OKRs and achieved remarkable results. For example, Google is a great example of successful OKR application. They have achieved long-term success by setting challenging goals and key outcomes that inspire innovation and teamwork among employees.
Conclusion
In today’s competitive business environment, managing and measuring performance effectively is crucial to the success of an organization. KPIs and OKRs, as two different appraisal methods, have their own strengths and application scenarios. Combining and applying these two methods can help organizations achieve their strategic goals and motivate their employees to continuous growth and innovation.
Hopefully, these further contents can help you better understand how to combine and apply KPI and OKR to improve the performance of your organization and employees. If you have any other questions or need to discuss further, please feel free to contact me!
Translated with DeepL.com (free version)
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KPI与OKR：两种考核方法的比较与分析
在现代企业管理中，KPI（关键绩效指标）和OKR（目标与关键成果）是两种常见的考核方法，用于衡量员工和组织的绩效表现。虽然它们都是用于设定和衡量目标的工具，但在实际应用中，它们有着不同的特点和适用场景。本文将对KPI和OKR进行比较与分析，帮助您更好地理解这两种考核方法。
KPI（关键绩效指标）
KPI是一种传统的绩效管理方法，通常用于衡量员工在特定任务或职责中的表现。KPI通常是具体的、可量化的指标，如销售额、客户满意度等，用于评估员工是否达到了预定的绩效目标。KPI的特点包括：
- 具体性：KPI通常是具体的指标，能够清晰地衡量员工的表现。
- 可量化：KPI是可以量化的，能够通过数字来反映员工的绩效水平。
- 短期导向：KPI通常是与短期目标相关联的，用于评估员工在短期内的表现。
OKR（目标与关键成果）
OKR是一种目标管理方法，旨在帮助组织设定并实现具有挑战性的目标。OKR由目标（Objectives）和关键成果（Key Results）组成，目标是具有挑战性和激励性的宏观目标，而关键成果则是用于衡量目标实现程度的具体指标。OKR的特点包括：
- 激励性：OKR的目标通常是挑战性的，能够激励员工追求更高的成就。
- 透明度：OKR通常是公开透明的，能够让整个团队了解并对目标达成贡献。
- 灵活性：OKR具有一定的灵活性，能够适应不断变化的市场环境和业务需求。
KPI与OKR的比较与分析
在实际应用中，KPI和OKR有着不同的优势和适用场景。下面是它们的比较与分析：
- 目标定位：KPI更适用于衡量员工在日常工作中的表现，而OKR更适用于设定具有挑战性的长期目标。
- 灵活性：OKR相对于KPI更灵活，能够适应快速变化的市场需求和业务环境。
- 激励性：OKR通常更具有激励性，能够激励员工追求更高的目标和成就。
- 绩效评估：KPI更侧重于绩效评估和奖惩机制，而OKR更侧重于目标达成和学习成长。
综上所述，KPI和OKR都是重要的绩效管理工具，但在实际应用中应根据组织的需求和特点选择合适的方法。KPI适用于衡量日常绩效，而OKR适用于设定激励性的长期目标。合理结合和使用这两种方法，将有助于提升组织和员工的绩效表现。
当谈到KPI和OKR时，了解如何有效地结合和应用它们也是至关重要的。下面我们将进一步探讨如何在实际情况中充分利用这两种考核方法，并介绍一些最佳实践：
如何结合KPI和OKR
- 明确目标层级：确保KPI和OKR之间有清晰的层级关系。通常，KPI可以作为支撑OKR的关键指标，帮助衡量目标实现的进展。
- 设定挑战性目标：在设定OKR时，确保目标具有挑战性和激励性，以激发团队的创新和努力。KPI可以作为衡量目标实现的具体指标。
- 制定关键成果：为每个目标设定清晰的关键成果，以便能够量化目标的实现程度。这些关键成果可以与KPI结合，为目标达成提供具体的衡量标准。
最佳实践
- 定期审查和更新：定期审查KPI和OKR的进展，及时调整和更新目标，确保其与组织的战略方向保持一致。
- 促进透明度和沟通：通过公开透明的方式分享KPI和OKR的信息，促进团队之间的沟通与合作，确保每个人都了解目标和成果。
- 奖励与认可：建立奖励机制，激励员工实现KPI和OKR，同时及时给予认可和反馈，鼓励持续努力和成长。
成功案例
许多知名企业已经成功地结合了KPI和OKR，取得了显著的成效。例如，谷歌就是一个成功应用OKR的典范，他们通过设定挑战性的目标和关键成果，激发了员工的创新和团队合作，取得了长期的成功。
结语
在当今竞争激烈的商业环境中，有效地管理和衡量绩效对于组织的成功至关重要。KPI和OKR作为两种不同的考核方法，各有其优势和适用场景。结合和应用这两种方法，可以帮助组织实现战略目标，激励员工的持续成长和创新。
希望这些进一步的内容可以帮助您更好地理解如何结合和应用KPI与OKR，提升组织和员工的绩效表现。如果您有任何其他问题或需要进一步讨论，欢迎随时与我联系！
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Nextcloud在线升级后报错一例
以下为后台错误提示：
数据库丢失了一些索引。由于给大的数据表添加索引会耗费一些时间，因此程序没有自动对其进行修复。您可以在 Nextcloud 运行时通过命令行手动执行“occ db:add-missing-indices”命令修复丢失的索引。索引修复后会大大提高相应表的查询速度。 Missing optional index “mail_messages_msgid_idx” in table “mail_messages”.
解决：
在Nextcloud安装根目录执行以下命令：
sudo -u www php occ db:add-missing-indices
此后问题解决。
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Liaoning Provincial Museum
Liaoning Provincial Museum
Introduction:
Liaoning Provincial Museum is the first museum established in the People's Republic of China. It was founded on July 7, 1949, initially named Northeast Museum. In 1959, it was renamed Liaoning Provincial Museum. In 2008, it was designated as a National First-Class Museum, and in 2009, it was listed as a nationally co-built museum by the central and local governments. The new building of Liaoning Provincial Museum is located at No. 157 Zhihui Third Street, Hunnan District, Shenyang City, covering an area of 83,200 square meters with a construction area of over 100,000 square meters. It is divided into five functional areas: exhibition, visitor services, cultural relic storage, cultural relic preservation, and comprehensive services. The exhibition area has three floors, with 22 modern exhibition halls and a display area of 24,000 square meters, making it one of the largest provincial museums in terms of building area and exhibition space.
Liaoning Provincial Museum currently houses nearly 120,000 cultural relics, including tens of thousands of precious artifacts. The collection mainly consists of archaeological artifacts from the Liaoning region and historical art objects. It is divided into twenty categories, such as calligraphy, painting, silk embroidery, bronze, and ceramics. Notably, the museum has a significant collection of ancient Chinese calligraphy and painting, Song, Yuan, Ming, and Qing dynasty silk embroidery, Hongshan Culture jade artifacts, buried bronze vessels from the Shang and Zhou dynasties, Liao dynasty ceramics, stone steles from various periods, Ming and Qing dynasty woodblock prints, ancient maps, and various historical currencies. The museum's collection of calligraphy and painting is highly regarded both domestically and internationally for its completeness, high quality, and outstanding masterpieces. Some notable works include the earliest surviving Kai script calligraphy manuscript "Eulogy to Cao E" from the Eastern Jin Dynasty, "Wansui Tongtian Tie" copied in the Tang Dynasty, the "Four Treasures of Ancient Poetry" by Zhang Xu, the unique manuscript of the cursive script by Song Huizong, the masterpiece "Lady with a Flower Hairpin" by Tang Zhou Fang, the Song dynasty copy of Zhang Xuan's "Lady Guoguo Enjoying the Spring," the representative work "Waiting to Cross the Xiajing Mountain" by Dong Yuan, the "Ruihe Tu" by Song Huizong, and many more, all of which are rare treasures.
Official Website: Liaoning Provincial Museum
Address: No. 157 Zhihui Third Street, Hunnan District, Shenyang City, Liaoning Province
Phone: 024-23205102-5100
Transportation:
Opening Hours:
Tuesday to Sunday: 09:00-17:00 (last entry at 16:30)
Closed on Mondays (except public holidays) and Chinese New Year's Eve
Official WeChat Account:
Reservation Method:
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整理一些沈阳的博物馆——辽宁省博物馆
辽宁省博物馆
简介：
辽宁省博物馆是是新中国建立的第一座博物馆，成立于1949年7月7日,建馆之初名为东北博物馆，1959年改称辽宁省博物馆，2008年被评为国家一级博物馆，2009年被列为中央与地方共建国家级博物馆。辽博新馆位于沈阳市浑南区智慧三街157号，占地面积8.32万平方米，建筑面积10万余平方米，分为陈列展览、观众服务、文物库房、文物保护、综合业务等五个业务区。陈列展览区分三层，有22个现代化展厅，展陈面积2.4万平方米，是国内建筑面积和展陈面积最大的省级博物馆之一。
辽博现有馆藏文物近十二万件，其中珍贵文物数万件，以辽宁地区考古出土文物和历史艺术类文物为主体，分为书法、绘画、丝绣、青铜、陶瓷等二十个门类，尤以晋唐宋元书画、宋元明清缂丝刺绣、红山文化玉器、商周时期窖藏青铜器、辽代瓷器、历代碑志、明清版画、古地图、历代货币等最具特色和影响。其中，历代书画收藏在国内外占有重要地位，素以体系完整、品质精良、精品荟萃而蜚声中外，如馆藏现存世界最早的楷书墨迹《东晋佚名曹娥诔辞》，《唐摹万岁通天帖》，“草圣”张旭《古诗四帖》，宋徽宗传世草书孤本《千字文》，传世人物画巨作唐周昉《簪花仕女图》，宋摹唐张萱《虢国夫人游春图》，五代时期中国南派山水画鼻祖董源的传世代表作《夏景山口待渡图》，宋徽宗《瑞鹤图》等，皆为稀世之珍。
地址：辽宁省沈阳市浑南区智慧三街157号
电话：024-23205102-5100
交通：
开放时间：
周二至周日： 09:00- 17:00 16:30停止入场
周一闭馆（除法定节假日）、除夕闭馆
官方公众号：
预约方式：
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整合NextCloud及腾讯云COS搭建私有云
<?php $CONFIG = array( 'objectstore' => array( 'class' => '\\OC\\Files\\ObjectStore\\S3', 'arguments' => array( 'bucket' => 'nextcloud-*******', // 存储桶名称（空间名称） 'autocreate' => false, 'key' => 'AKID***********', // 替换为用户的 SecretId 'secret' => '**********', // 替换为用户的 SecretKey 'hostname' => 'cos.<Region>.myqcloud.com', // 将 <Region> 修改为所属地域，如 ap-shanghai 'use_ssl' => true, ), ), 'instanceid' => 'oc82tpo2f', 'passwordsalt' => '2GdQCVNsIVYF1KLP3fT3woH69X', 'secret' => 'VSy0Y+/2wV7g4kvbiKSE0dSa2Yp1ajtvvZpgdV14Lsc', 'trusted_domains' => array( 0 => 'nextcloud.***.***', ), // nextcloud域名 'datadirectory' => '/www/nextcloud/data', // data路径，请根据实际情况修改 'dbtype' => 'mysql', 'version' => '27.1.5.1', 'overwrite.cli.url' => 'https://nextcloud.***.***/nextcloud', 'dbname' => 'nextcloud', 'dbhost' => 'localhost', 'dbport' => '', 'dbtableprefix' => 'oc_', 'mysql.utf8mb4' => true, 'dbuser' => 'nextcloud', // 数据库用户名 'dbpassword' => '******', // 数据库密码 'installed' => true, 'maintenance' => false, 'updater.secret' => '\$2y\$10\$0eTb6aJ4u3NAWwlQk2qkUOTlI3.0O6TGLwAQOCyUtH/wmCpC', 'theme' => '', 'loglevel' => 2, 'filelocking.enabled' => true, 'memcache.local' => '\\OC\\Memcache\\Redis', 'memcache.locking' => '\\OC\\Memcache\\Redis', 'redis' => array( 'host' => '127.0.0.1', 'port' => 6379, 'timeout' => 0.0, 'password' => '', // redis密码 ), 'mail_smtpmode' => 'smtp', 'mail_sendmailmode' => 'smtp', 'mail_from_address' => '****', // 请根据实际情况修改 'mail_domain' => 'outlook.com', // 请根据实际情况修改 'mail_smtpauth' => 1, 'mail_smtphost' => 'smtp-mail.outlook.com', // 请根据实际情况修改 'mail_smtpport' => '587', // 请根据实际情况修改 'mail_smtpname' => '*****', // 请根据实际情况修改 'mail_smtppassword' => '****', // 请根据实际情况修改 'enabledPreviewProviders' => [ 'OC\Preview\MP3', 'OC\Preview\TXT', 'OC\Preview\MarkDown', 'OC\Preview\OpenDocument', 'OC\Preview\Krita', 'OC\Preview\Imaginary', ], 'preview_imaginary_url' => 'http://<url of imaginary>', ); -
1992-2023沈阳市社平工资
1992-2023沈阳市社平工资
年度 沈阳市社会平均工资 沈阳市在岗职工平均工资 省社会平均工资 省在岗职工平均工资 1992 3345 2715 1993 3345 3305 1994 4402 4269 1995 4900 4877 1996 5198 5269 1997 5801 5591 1998 6090 5637 1999 6517 6067 2000 6995 6639 2001 8249 7444 2002 9811 13005 8888 2003 11630 14965 10184 2004 13815 17332 11911 2005 16393 19895 14068 17331 2006 19812 23392 16204 19624 2007 23754 27371 19462 23202 2008 29545 33544 23666 27729 2009 34281 38576 26988 31104 2010 38553 41899 30814 35057 2011 44585 45756 38154 38713 2012 48719 49900 41858 42503 2013 51042 52462 45505 46310 2014 54762 56590 48190 49110 2015 59515 61827 52332 53458 2016 65392 67444 56015 57148 2017 71898 74181 61153 62545 2018 57612 2019 62859 2020 68508 2021 76596 2022 82116 -
Some thoughts on Dr. Wenhong Zhang
“We could have fought to the end, but this could have led to a runaway earth engine, a situation which, if it happened, would have burned through the earth with excess fusion of matter or vaporized all the oceans, so we decided to surrender. We understand all of you, for it is indeed a luxury to remain sane forever in the midst of a difficult struggle that has been going on for forty generations and will continue for another hundred. But let all also remember us, these five thousand or so men who stand here, here the supreme consuls of the coalition government, and here the ordinary soldiers of the column, who have kept the faith to the end. We all know that we will not see the day when the truth is proven, but if mankind survives for ten thousand generations, all who come afterward will shed their own tears at our graves, and this planet, called Earth, will be our eternal monument!”
The huge sealed doors of the control center rumbled open, and the group of five thousand or so of the last of the Earth faction walked out, escorted by the rebels towards the coast. The road was packed on both sides, everyone spitting at them and pelting them with ice and rocks. The masks of some of their sealed suits were cracked, and the cold outside, over a hundred degrees below zero, numbed the faces of those men, but still they strove on. I saw a little girl lifting up a large piece of ice and slamming it with all her strength at an old man, her eyes shooting out crazy anger through her mask.
— Vagabond Earth
Before, I have always felt that Liu Cixin has a big brain and a wonderful story writing, but so many things have happened in the past three years, especially after the recent liberalization of the epidemic control, more and more I feel that no one understands human nature better than Da Liu.
Recently, the topic of Zhang Wenhong on the know-how is very noisy, some people are against him, out of a variety of compilation book, there are also people continue to support him.
In my impression, I have always been more resistant to Dr. Zhang Wenhong, from the time he said “the last winter”, I think it does not seem very reliable.
Looking back to 2021, the Indian epidemic resulting in inadequate medical oxygen supply, open burning of corpses, etc., all illustrate to us the horrific power of COVID-19.
And turn to the beginning of April 2022, in the early days of Shanghai sealing control, Zhang Wenhong repeatedly made the wrong prediction, and even threw out the “Shanghai epidemic inflection point” theory.
I had compared Shanghai’s and Taiwan’s outbreak data in 2022 on December 12, 2022 The number of deaths in Taiwan is more than ten times higher than that in Shanghai, and there are even deaths in all age groups, despite the fact that the two places have similar baseline conditions and even Taiwan’s dominance of the Omicron strain, which is also less potent than Delta.
Wenhong Zhang’s team has published a paper in which it was suggested that very few Omicron-infected patients have symptoms.
In one interview, Dr. Zhang Wenhong claimed that there were “no serious cases, not one case requiring hospitalization,” no different from the flu.
This is a data from Application of a 7-point rating scale to compare the severity of illness in patients hospitalized for influenza A and B (chinapneumonia.co.uk), which shows that the China-Japan Friendship Hospital enrolled a total of 574 eligible patients, including 369 (64.3%) influenza A cases and 205 (35.7%) influenza B cases. The overall hospitalization case-fatality rate was 9.8%. 113 cases (19.7%) were admitted to the ICU. median length of stay was 13 days (IQR 8-17 days).
At the same time, the mortality rate for influenza A was 0.02%, with an R~0~ of only 1.5 .
Even if we disregard the current medical and funeral squeeze, it is still confusing the facts and stealing concepts simply by the content of his statements in the interview.
I do not think that Dr. Zhang Wenhong has a direct influence on the national epidemic prevention and control policy, but under the strong push of the media, Dr. Zhang Wenhong’s remarks seem to be the Bible in the face of COVID-19.
I insist that there are many people precisely because of blind faith in Dr. Zhang Wenhong’s words, and wrongly believe that COVID-19 is not as good as the flu or even worse than a cold, that they are physically fit to stand up and get over it, and therefore did not prepare any medicines in advance. (Influenza and cold are two different diseases, and the severity of the former is much higher than the latter, but due to the Chinese context and the scientific literacy of most people, many people think that influenza and cold are equal.)
I insist that Dr. Zhang Wenhong, as a medical expert speaking to the public, has the obligation and responsibility to be responsible for public health, and at the same time, he and his team, should uphold the spirit of prudent science and be responsible for the results of his scientific research.
Of course, I am a small person and this website is hardly visited by anyone else, so my opinion cannot reverse anything or change anyone’s mind, but I will stand by my opinion.
Dr. Zhang Wenhong and his team should apologize to the public.
