Under the impact of the international financial crisis on China's real economy, steel overcapacity has intensified and the demand growth rate has continued to slow down. The fundamental reversal of supply and demand has become the main operating feature of the iron and steel industry entering the "low profit era". Implementing the strategy of transformation and upgrading and accelerating the transformation of economic development mode is the only way for iron and steel enterprises to break through the siege of the market.
First of all, the development strategy of Hangang is outlined.
After more than 50 years of construction and development, especially in the period of adapting to the transition of socialist market economy system, Handan Iron and Steel Co., Ltd. set up a factory in 1958 and made remarkable achievements. "Han Steel Experience" is famous all over the country. On 20/200812, Handan Iron and Steel Company basically completed the "industrial transformation and equipment upgrading", which laid a material foundation for the construction of modern Handan Iron and Steel Company with international advanced level. In the past five years, with the total number of employees basically unchanged, the total labor productivity of Handan Iron and Steel Company has increased from 256.6 tons/person in 2008. In 2006, it increased to 508.7 tons/person in 20 12. In 2000, the labor productivity nearly tripled, which made a useful exploration for the traditional state-owned steel enterprises to get out of the predicament as soon as possible.
During the Eleventh Five-Year Plan period, according to the national iron and steel industry development policy and the iron and steel industry adjustment and revitalization plan, Hangang formulated the Master Plan for structural optimization and industrial upgrading of Hangang, which was formally approved and implemented by the National Development and Reform Commission at the end of 2005. In 2008, Handan Iron and Steel and Tangshan Iron and Steel Group were reorganized to form Hebei Iron and Steel Group, and the first phase of the new area of Handan Iron and Steel Co., Ltd. and Baosteel was completed. Under the guidance of the master plan, Hangang has accelerated the pace of "eliminating backward production capacity and upgrading equipment". By the end of the Eleventh Five-Year Plan, a qualitative leap has been made in management mode, equipment level, technical indicators, product structure, profitability and environmental governance, and the goal of scientific development of demonstration enterprises has basically been achieved.
20 1 1 is the first year of the 12th Five-Year Plan of Handan Iron and Steel Company. The overall strategic goal of the 12th Five-Year Plan is to build a national model of circular economy, break through the bottleneck of changing the economic development mode, innovate and promote the development mode of Hebei Iron and Steel Company, build a resource-saving, environment-friendly and intensive benefit-oriented enterprise, and take scientific and technological innovation as the theme, tap the potential and increase efficiency as the main line, and make its comprehensive competitiveness enter the top three in China. Establish the management concept of precision, high efficiency and pursuit of Excellence, create the corporate culture of * * * hand in hand with * *, and fully realize the strategic goal of building an international advanced modern Handan Iron and Steel Company (see figure 1).
Second, the strategic planning of human resources based on enterprise strategy.
Human resource planning is an extension of the overall development planning strategy of Hangang and a functional component of the company's strategic management activities, which belongs to a nested relationship (see Figure 2). Scientific and reasonable human resource planning is helpful to reduce the future uncertainty of the company's overall development strategic planning and improve the effective allocation of human resources and other resources.
1. The 11th Five-Year Plan for Human Resources.
During the "Eleventh Five-Year Plan" period, according to the development situation of the industry and the development strategy of the company, the human resource management of Hangang was clearly planned and positioned (see Figure 3). The general idea is to vigorously implement management innovation, deepen and improve the three system reforms, and establish a management system and organizational structure that adapts to the market economy system.
The main goal of the plan is to implement modern labor organization mode, strengthen training to improve the overall quality, cultivate cutting-edge operational skills talents, scientifically improve the performance appraisal system, and continuously improve the labor productivity of all employees. After the new district is put into production, the total number of employees in the main steel industry in this department will be controlled within 20,000. At the end of the 11th Five-Year Plan, the per capita steel output of this department reached 550 tons/year. Specific measures, first, to implement "centralized and consistent" management and flat institutional setup, and control the proportion of management personnel at the two levels below 6%, and technical business personnel within 10%. The second is to optimize the quality structure to meet the needs of building a modern sustainable development strategy of Handan Iron and Steel Company with international standards. The third is to improve the salary system, while increasing the benefits of enterprises, to achieve sustained and moderate growth in employee income. Actively explore ways for capital, technology and other factors of production to participate in distribution. At the end of the Eleventh Five-Year Plan, the average income of employees reached 50,000 yuan/year, including 70,000 yuan/year for key positions and special talents. See figure 3.
2. The 12th Five-Year Plan of Human Resources.
According to the national macro-economic development policy and the Twelfth Five-Year Plan of Hebei Iron and Steel Group and Hangang Company, the strategic goal of the Twelfth Five-Year Plan of Hangang's human resources is to build a talent base with international advanced level to support the development of modern Hangang.
The specific measures are as follows: First, according to the "Golden Orange Blue" talent implementation plan of SASAC and the Group, relying on the company's "Twelfth Five-Year Plan", we will build a domestic leading talent team with reasonable resource structure and excellent quality structure, build a modern talent base with international advanced level, and establish a sustainable human resources strategic management system of Handan Iron and Steel. Second, around the company's overall strategic plan of "focusing on the main business, expanding functions, building a high-quality steel enterprise and building a national circular economy demonstration zone", the strategy of "improving quality, reducing costs and increasing efficiency, strengthening enterprises with talents" was implemented, and the theme activities of Hebei Iron and Steel Aircraft Carrier "Pioneer" and "6S" lean management activities were deepened to achieve the goal of "first-class performance and first-class salary". Third, actively implement the strategy of "strengthening enterprises with talents", strengthen the reserve and training of talent teams, and build a ladder for the growth of all kinds of talents. Fourth, according to the actual needs of Hangang's transformation of economic development mode, we should balance human resources reasonably, organize scientifically, tap potential deeply, and focus on "optimizing institutions, streamlining posts and strengthening allocation" to ensure the basic needs of the company's production and operation and technological transformation projects. Fifth, by the end of the 12th Five-Year Plan, the number of employees in the main steel industry will be controlled at10.5 million, and the per capita steel output will reach 800 tons/person. In, the labor economic and technical indicators reached or maintained the level of domestic advanced iron and steel enterprises.
Third, the specific implementation of human resources planning.
According to the national iron and steel industry development policy, Handan Iron and Steel Co., Ltd. has developed by leaps and bounds for five consecutive years from the strategic start in 2008 to the strategic maturity in 20 12, and has made brilliant achievements in the process of comprehensively transforming the economic development mode. The application of rolling technology and dynamic programming in human resource planning of Handan Iron and Steel Company has made the rolling leap-forward development of Handan Iron and Steel Company take three solid steps. The first step is to comprehensively adjust the industrial structure and change the mode of economic development at the beginning of the company's strategic development in 2008. The second step is to completely eliminate backward production capacity in the implementation of the company's strategy in 2009 and strengthen the period of "tapping the potential of human resources" for energy conservation and emission reduction; In the third step, the company's strategy is mature for 20 1 1, and the "human resource saving" period of iron and steel main business, circular economy and emerging industries is comprehensively promoted. See figure 4.
1. human resources revitalization period.
According to the construction progress of the project, the first phase of the new area of Hangang was completed and put into operation at the end of 2008. According to the rolling development plan of human resources, employment in the construction of new district has become the focus of human resources operation in 2007-2008. How to implement dynamic planning, scientifically operate and optimize the combination of controllable resource elements, digest internal natural attrition, shortage of historical personnel and structural defects, and form the best dynamic planning route with value and operability and the best predictable and controllable dynamic planning effect has already been mentioned in the agenda of human resource management in Handan Iron and Steel Company.
Dynamic programming is one of the basic methods of management operations research, and its basic principle is to try to realize the best dynamic selection of the current link. The dynamic optimal selection of the current link is not subject to the decision results of the previous link, nor is it affected by the decision behavior of the next link. It is real-time and efficient. Based on the principle of dynamic programming, the resource structure under the jurisdiction of the company in that year was systematically counted, and the staffing required for the first phase of the new district project was systematically investigated. On the basis of fully considering the substitution effect of modern equipment technology application and deepening the improvement of labor capacity Standard of Hangang, adhering to the principle of "all imported equipment is qualified according to foreign standards, and domestic equipment is qualified according to domestic first-class standards", the staffing plan for the preliminary design of the new district was strictly examined and approved, and the staffing was finally approved to be 3,806 by experts in management, technology and operation of the company. In line with the principle that the personnel needed for the new district are mainly transferred from the old district, it is decided to transfer 2,000 people from the old district in advance to support the construction of the new district, which will be carried out in stages according to the progress of the project. According to 20~30% of the total number of personnel needed in the new area, the backbone will be prepared in advance, and other personnel will be in place five months before the trial production at the end of 2008. See table 1 for the composition of human resource management elements and the specific measures to revitalize apparent resources in 2008, and see figure 5 for the dynamic planning decision-making route.
2. Mining period of precipitation resources.
Due to historical reasons, the human resource management of Handan Iron and Steel Co., Ltd. has lacked innovation and vitality for a long time.
When Handan Iron and Steel Co., Ltd. and Baosteel cooperated to build a factory, we took advantage of the situation, took the new district construction as an opportunity, broke the silence for many years, comprehensively studied Baosteel's modern enterprise management experience, and promoted the modern enterprise human resource management model. On the basis of full investigation and demonstration, the focus of work in 2008 is determined as "taking stock of resources and revitalizing resources". A series of documents have been issued, such as Opinions on Standardizing Labor Organization, Preliminary Plan for Equipment Site Maintenance of Handan Iron and Steel Co., Ltd. and Regulations on Human Resources Market Management of Handan Iron and Steel Co., Ltd., which attach importance to the strategic study of human resources and formulate the preliminary plan of "strengthening enterprises with talents". Due to strict incentive policies and institutional measures, in 2008, human resource management made gratifying achievements in merging inefficient posts, centralized inspection of public and auxiliary departments, equipment maintenance, online contracting and streamlining and optimizing institutions, and the "floating wealth" of human resources in Handan Iron and Steel Company almost disappeared. On the basis of digesting the factor of "unable to make ends meet", 3 134 people were provided for the construction of new areas, the transformation of old areas and the shortage of jobs, of which 1687 people were revitalized. In the rolling promotion plan of human resources, the deep-seated contradiction of human resources management gradually emerges. Under the unified deployment of the company, the company has comprehensively carried out machine optimization, functional integration and post streamlining, clearly based on "labor capacity Standard of Hangang" and taking post labor efficiency as a means. If it fails to reach 6.5 hours/person, All positions with standard working hours will be streamlined. On the basis of "grasping weaknesses and determining measures", we will continue to intensify our efforts in tackling key problems in such aspects as inefficient post merger, integration of post operation and inspection, regional cooperation of working procedures, post development training, implementation of chief operator system, centralized inspection system for public and auxiliary services, spot inspection and maintenance of equipment, online signing system for equipment, and streamlining and optimization of institutions. During the period of "precipitation and tapping potential" of human resources, we will build new areas and transform old areas through balanced optimization and replacement of controllable resources. Among them, 1574 people tap the potential, and the rolling promotion plan of "precipitation tapping the potential" of human resources has achieved remarkable results. See Table 2 for the composition of human resource management elements and the specific measures to tap the resource potential in 2009-20 10, and see Figure 6 for the decision-making route of dynamic planning.
3. Talent resource conservation period.
After two stages of development, namely "activating apparent resources" and "tapping potential by depositing resources", the human resource management of Hangang entered the 12th Five-Year Plan development period on 20 1 1. With the official introduction of the company's strategy of "strengthening the enterprise through talents", the human resources of Hangang timely adjusted the departmental planning strategy and dynamically revised the implementation direction, and "human resources saving" became the "Twelfth Five-Year Plan" of Hangang. Therefore, specific measures such as "comprehensively innovating management system, vigorously promoting talents to strengthen enterprises, scientifically improving performance appraisal, solidly implementing lean management, continuously deepening distribution mechanism, developing innovative training mode, effectively protecting employees' rights and interests, improving information network function and building harmonious labor relations" have been formulated. Fully implement the overall plan for the implementation of "golden orange blue" talents in SASAC and Iron and Steel Group. Focusing on the general requirements of the company to "focus on the main business, expand functions and create excellent products" to build a national circular economy demonstration zone, we will implement "improving quality, reducing costs and increasing efficiency, strengthening enterprises with talents" and strengthen the construction of three talent teams and expert systems in management, professional technology and operation skills. Balance resources, save resources, focus on optimizing institutions, streamlining posts, strengthening allocation, ensuring supply, controlling the number of employees, introducing talents in short supply and supporting policies, effectively promoting the independent transfer of personnel between factories, organizational allocation and resource adjustment, and solving 537 people who are late in the construction of new areas, sporadic renovation of old areas, and lack of personnel in key positions, of which 1078 people are contributed by talent saving measures. The composition of human resource management factors and specific measures for saving human resources are shown in Table 3. The dynamic planning decision route is shown in Figure 7.
The dynamic planning and implementation of human resources in Hangang 2008-20 12 is the concrete application of enterprise management operations research. The dynamic process of planning implementation spans two five-year plans of the company, and has experienced the initial stages of "activating apparent resources", "tapping potential by depositing resources" and "saving human resources". Through five years of dynamic planning and implementation, the company has provided 65 19 workers for new posts. Among them, 4,339 people benefited directly from the implementation of the scheme, and the labor cost was 80,000 yuan/person. On an annual basis, the direct benefit is 347,654.38+0.2 million yuan. Undoubtedly, in the special period of China's comprehensive economic transformation and upgrading and the transformation of economic development mode, Hangang's exploration is forward-looking and feasible. Experience is created by practice, and theory is innovated by practice. Practice has proved that the dynamic planning and implementation of human resources in Hangang has achieved obvious economic, management and social benefits.
With the gradual advancement of the rolling plan of human resources, time has brought human resources management in Handan Iron and Steel Company into a new year, and "saving human resources" has also entered a new stage of development. 20 13 is a crucial year for Handan iron and steel co., ltd. to carry out the "twelfth five-year plan" and to speed up the construction of an international advanced modern Handan iron and steel co., ltd. to lay a solid foundation. The company will take "green transformation, innovation and efficiency" as the main theme, and "system comprehensive efficiency maximization" as the goal to further innovate and develop "Handan Iron and Steel Experience".
;