Overview of employee quality
1. The concept of employee quality
The word quality is a physiological concept, which refers to people's innate physiological and anatomical characteristics, mainly referring to the characteristics of nervous system, brain, sensory organs and motor organs. Quality is the premise of the development of psychological activities. Without this material basis, psychological development is impossible.
The so-called employee quality refers to the knowledge, skills and quality that employees need to have when doing something (behavior). These behaviors and skills are inherent characteristics of people and will have a key impact on the personal performance of employees and the successful development of enterprises.
The famous American psychologist McLelland put forward the famous mass iceberg model in 1973. He divided people's quality into six levels from top to bottom, namely: knowledge, skills, social role, self-image, quality and motivation. Knowledge and skills are easy to observe, measure and perceive, which we call dominant quality; Social role, self-image, quality and motivation are potentials that are difficult to observe, measure, be excavated and perceived, which we call recessive qualities.
2. Staff quality classification
To measure a person's comprehensive quality, we should consider four aspects: cultural quality, ideological quality, technical quality and physical quality. Cultural quality is the consideration of employees' personal education level, which is generally distinguished by academic qualifications and is directly proportional to technical quality. The ideological quality of employees is the consideration of employees' social morality and professional ethics, and it is the most important core quality of enterprise employees; The improvement of cultural quality can solve the problem that employees can learn. The improvement of technical quality can solve the problem that employees can do things, and the improvement of ideological quality can solve the problem that employees want to do things.
Second, the analysis of the current situation of the quality of employees in state-owned enterprises
1. Problems in the cultural quality of employees
The entry channels of state-owned enterprise personnel are basically the same, which are generally divided into four types: first, students who graduated from national universities and technical secondary schools; Second, cadres and soldiers demobilized from the army; The third is the unified recruitment of personnel by the society; The fourth is other personnel.
2. The ideological quality of employees.
Some employees have backward ideas and can't keep up with the trend of competition and development of state-owned enterprises. First, the sense of hardship is poor. Do ordinary employees have blind corporate superiority and sequelae of planned economy? Lack of due understanding and sense of crisis in the grim situation of the company facing fierce competition in domestic and foreign markets. Second, the sense of competition is weak. Some employees are insensitive to their work. In the face of difficulties and problems, they talk too much, do too little and perform poorly. With the establishment and further implementation of the state-owned enterprise system, competition for posts will become the main way for state-owned enterprises. Third, the concept of learning is backward. With the arrival of knowledge economy and the concept of lifelong education, it is necessary to constantly study and practice to adapt to the new knowledge and culture of modern state-owned enterprises and comprehensively strengthen the cultivation of comprehensive quality.
3. The technical quality of employees.
Some employees have weak professional quality. First, the theoretical foundation is not solid. Front-line employees rarely have comprehensive full-time study, some employees have not received standardized and strict professional education, and their study of laws and regulations is dogmatic and isolated, and they can't connect before and after, and they work entirely on their own experience. Second, the ability to deal with emergencies under abnormal circumstances is poor. Third, the development potential is insufficient. In the face of new technology and equipment, employees show obvious inadaptability, can't keep up with the changes of new technology, and the technical department is skilled, so there are difficulties in the process of realizing the high integration of modern knowledge and skills.
4. Analysis of staff quality problems
The quality problems of employees in state-owned enterprises are as follows: some employees' cultural level is low and state-owned enterprises' technology is fast, which leads to some employees' quality not meeting the requirements of enterprises; Some employees of state-owned enterprises lack competition consciousness, which leads to their own level stagnation and can't keep up with the requirements of the development of state-owned enterprises; Different state-owned enterprises adopt different attitudes and methods to improve the quality of state-owned enterprise employees, which may also lead to uneven quality of state-owned enterprise employees. Therefore, in order to maximize the quality of employees in state-owned enterprises, enterprises must attach importance to it and employees must cooperate.
Third, the importance of improving the quality of employees.
The competition in the market, in the final analysis, is the competition of talents, which is also a concrete contest of the quality of employees. Improving the quality of employees is a necessary task for state-owned enterprises to survive and develop.
1. Times need high-quality employees.
Since entering the era of knowledge economy, the competition among enterprises has become increasingly fierce, and the quality of employees in state-owned enterprises often determines the survival and sustainable development of state-owned enterprises. Human resources are increasingly becoming the source for state-owned enterprises to establish competitive advantages and obtain sustainable development. The high quality of employees makes state-owned enterprises have strong core competitiveness, which makes enterprises in an advantage in the competition in the same industry.
2. Technological innovation objectively requires high quality of labor force.
In recent years, with the continuous development and changes of new technologies and new equipment, the content of new technologies and new knowledge is increasing, and the aging process of knowledge is accelerating, which requires employees to adapt to their posts with higher and higher quality.
3. Enterprise development needs the simultaneous improvement of employees' quality.
State-owned enterprises urgently need a group of high-quality employees to make them more powerful and gain greater benefits. The quality of employees is the key stage of the company's reform and rapid development.
Fourth, ways to improve the quality of employees
To improve the quality of employees, we should take two steps, namely, the recruitment of employees and the improvement of the quality of on-the-job employees.
1. Recruitment link
Recruitment is the main channel for state-owned enterprises to replenish fresh blood, and it is also the main method to obtain high-quality talents and enhance the core competitiveness of enterprises. The high-quality talents here are high-quality employees of state-owned enterprises. If state-owned enterprises recruit high-quality employees, it will obviously be of great benefit to improve the overall quality of employees in state-owned enterprises and also help to improve the core competitiveness of state-owned enterprises.
2. Improve the quality of employees.
To improve the explicit quality and implicit quality of employees, we must make employees establish the concept of lifelong learning, constantly study and practice to adapt to the new knowledge and culture of modern state-owned enterprises, comprehensively strengthen comprehensive quality training, and enhance the overall quality of individuals, thus improving the competitiveness of state-owned enterprises.
Verb (abbreviation of verb) conclusion
The quality culture of some employees in state-owned enterprises is not high, which can't keep up with the comprehensive quality of state-owned enterprises, lags far behind others, and their professional and technical quality is relatively weak. Most employees go to work directly without standardized training, which is not conducive to the long-term development of state-owned enterprises, greatly weakens the comprehensive competitiveness of enterprises, and hinders their sustainable development and career development. Therefore, state-owned enterprises should strengthen the cultivation of employees' cultural quality and professional and technical quality, actively cultivate employees' sense of responsibility and professionalism, stimulate employees to learn new knowledge and technology, strengthen effective pre-job training, on-the-job training and continuous learning for employees in state-owned enterprises, and promote employees' continuous learning and accumulation in life and work, thus improving their personal quality. This is one of the fundamental ways that state-owned enterprises need to do well in order to seek the development of state-owned enterprises and obtain greater benefits.