In order to travel safely, we should pay attention to "flight safety tips"

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Realize personal value? At present, although the behavior of buyers is dominant in the labor market? State-owned enterprises can find qualified talents by screening a lot of information, but how to give full play to their potential and value is still the bottleneck for state-owned enterprises to improve their performance. Only by breaking this bottleneck can we really put the development of state-owned enterprises on the fast track? Quickly form the core competitiveness of state-owned enterprises, fully realize the social welfare and social responsibility brought by economic growth, and make the whole society develop healthily? State-owned enterprises can also operate on the new platform and remain invincible in international competition? Our society is stepping into the era of knowledge economy. The development of social economy takes human brain, heart and wisdom as the core, starting from people, developing people and serving people. Human wisdom and innovation will become the first capital, the first resource, the first goal and the first wealth of the whole society. People's wisdom and innovation have begun to fully show their great energy and value. As a factor of production, human resources are playing an increasingly important leading role in enterprises and society, and become the most basic source for enterprises to create extraordinary benefits and value-added. The development, utilization and management of human resources, the confirmation and measurement of the value of human resources, and the distribution of income and rights and interests according to the value of human resources have become an urgent and urgent problem. Peter drucker, a famous management scientist, asserted: "Traditional personnel management is becoming a thing of the past, and a new personnel revolution centered on human resource development is coming!" Two? Solved problem

At present, more and more organizations have realized the importance of human resources development and management, but the present situation of human resources development and management in state-owned enterprises in China is worrying. However, China's state-owned enterprises still lack sufficient understanding and effective measures on how to attract, develop and use talents and how to comprehensively improve employees' enthusiasm and work efficiency. Mainly reflected in the following aspects: 1. Arrangement of training funds.

At present, all the training expenses are borne by state-owned enterprises, but compared with foreign-funded enterprises, the investment is obviously insufficient? According to the national regulations, the training expenses can't meet the training needs? Funding has become an important factor restricting enterprise training? If conditions permit, should state-owned enterprises consider raising training funds through multiple channels, or should employees bear a small part of the expenses? This will not only reduce the burden on state-owned enterprises, but also make the talents participating in the training truly become stakeholders in the operation of the training platform and fully stimulate their enthusiasm? Of course, this requires arranging high-quality training courses? 2. Pay attention to fairness and efficiency in the selection of training objects.

At present, state-owned enterprises pay too much attention to management when dealing with human resources, and fail to realize that the development of organizations depends on the development of human resources. At present, in our country, especially in the theoretical circle, we pay too much attention to human resource management and ignore the problem of human resource development. When using raw materials, we should consider the supply after consumption, and when using machinery and equipment, we should consider wear and depreciation. Most state-owned enterprises in China do not attach importance to the training and continuing education of employees, and do not regard talent training as the most important capital construction in the era of knowledge economy. The talent training of enterprises has never been linked with the professionalism, management ability, innovation spirit and self-improvement of employees.

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The concept of "daily management is training" and "lifelong training" has not been established. Some enterprises even have some training, but the training content is not high in science and technology, and there is also a lack of specific requirements and specific incentive mechanisms, which makes the teaching form single and lacking in diversity. Training often goes through the motions, without paying attention to actual results. Some enterprises often consider recruitment or training only when the staff is insufficient or the quality of personnel can't keep up with the needs of enterprise development. They take various measures to attract talents when they are in urgent need, and consider how to reduce labor costs when they are not needed. What followed was the lack of innovation motivation of employees, which led to a large number of brain drain. So fairness and efficiency are an ancient and basic economic problem, but also a social problem that we must face up to and solve? In view of the substitution relationship between fairness and efficiency to a certain extent, we should give consideration to both efficiency and fairness in the selection of training objects, and one-sided emphasis on efficiency is not conducive to the cultivation of employee loyalty, which also violates the original intention of training; Too much tendency to be fair can not achieve the performance of the enterprise well, and it is also a blow to the enthusiasm of competent employees? Therefore, how to choose a balance point is crucial. 3. Establish a monitoring mechanism in the process of tracking and evaluating the training effect.

Under the traditional planned economy mode, the management of employees by state-owned enterprises in China is just like our traditional marriage mode: a person graduates from school and is assigned to an enterprise by the state, and marries a chicken with a chicken and a dog with a dog. Enterprises will not easily fire a person, and employees will not easily leave the enterprise, just as couples will not easily divorce. Emphasize "obeying arrangements" and deny personal needs and personality. The operating mechanism of management is top-down, and this "vertical" mode emphasizes the will and needs of superiors. Personnel management only carries out the personnel deployment orders issued by superiors, and loses the initiative of management. As the object of management, subordinates are just passive "chess pieces". The management process values things over people. Take the transfer-in and transfer-out of people and job placement as the central content of management activities, take things as the center of gravity, and reduce people to "machines that execute instructions"; It is more important to treat people as collective property than to own them. The awareness of talent discovery and utilization is quite weak. Although there are activities such as selection, rewards and punishments, training, etc., its standards are subjective and arbitrary, and form is more important than substance. Management system is often influenced by the personal will of leaders, and the management process is often interrupted by people. The end result is that the original enterprise and employees are as close as lips and teeth. Because enterprises don't know how to care about employees and how to motivate them, employees don't care about the rise and fall of enterprises. If you become a monk for a day, you are me and you are me. In the end, you only end up with a bitter ending. As mentioned above, although it is necessary to follow up the training results, it is obviously unwise to supervise the whole process from the perspective of cost? Because of the distribution of information, it is difficult for us to fully grasp the information we need? Then, in the case of limited information, how to effectively monitor the training effect? How to establish such a mechanism? Is the next problem to be solved?

Thirdly, combined with the training projects of foreign advanced enterprises, this paper puts forward a solution to build a talent training platform for state-owned enterprises in China.

(1) Establishment of learning organization

Enterprise competition in the era of knowledge economy mainly depends on human capital, which has become one of all economic resources.

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The most important resource, state-owned enterprises should learn from foreign-funded enterprises, put education and training at the center of enterprises, do a good job in the development and management of human resources, and strive to build a learning organization? The purpose of training for some large foreign enterprises is not only to enhance the competitiveness of enterprises? In order to create profits, they regard education and training as a powerful means to realize lifelong education and establish a learning organization? Like Nestle? Unilever and other companies, in the presentation of recruiting new employees, put enterprise training in a more important position than salary, and take personal development opportunities and training opportunities in enterprises as attracting talents? A powerful weapon to retain talents? Really establish the concept of "people-oriented". "People are the core and motive force of management and an important guarantee for enterprises to be invincible in the increasingly fierce competition." In order to survive and develop, state-owned enterprises must establish the concept that human resources are the first resource and regard human resources as the most important resource of enterprises. Create a good environment for each employee, let them give full play to their strengths and create greater achievements. At present, most enterprises are facing difficulties, and the sign of successful management activities depends not only on whether the enterprise goals are achieved, but also on whether the employees' personal goals are achieved. Whether employees can tide over the difficulties with the manager with one heart and one mind is the main problem we are facing. Enterprises should establish the people-oriented concept, which needs to be persistent, not constantly changing, and should be constantly cultivated and improved to make it a long-term development strategic policy of enterprises. As a part of building corporate image, they should increase external publicity and realize brand effect, so as to attract more and better talents to serve the enterprise. At the same time, establish a "people-oriented" management concept and attach importance to the development and management of human resources. It is necessary to firmly grasp the three links of cultivating talents, attracting talents and making good use of talents, establish a scientific and rigorous employee training system, an incentive system and a flexible management strategy that adapts to people and things, so that employees can fully share the benefits brought by the growth of enterprises, provide a stage for employees to display their potential and talents, make employees feel successful and happy, realize respect for their personality, and consciously cultivate a good atmosphere of pioneering and innovative, love and dedication. (2) Establish a regional linkage training platform.

In order to ensure the vitality of the training platform, the government should give more financial support and build a large regional training platform, which will be managed by specialized institutions? Paying attention to enterprises with financial difficulties tendentiously can not only help enterprises with financial difficulties, but also make the society develop harmoniously? At the same time, it can effectively avoid the emergence of "Konikin's Law" and better realize the coordinated growth of local economy? Establish a perfect salary management mechanism. The new distribution system refers to the labor market price, focusing on key management, scientific research and technical posts and major production posts of enterprises, and widening the wage gap between posts. By introducing the labor price mechanism into the internal wage distribution, the labor price can adjust the wage level and gap of all kinds of personnel. Establish a salary system with post salary as the main form, clarify post responsibilities and skill requirements, and implement post-based salary. The design of post salary standard pays attention to post differences and takes into account ability differences. According to the job responsibilities, determine the post salary standard of managers and professional technicians, widen the post income gap between managers and professional technicians at the same rank, and solve the "big pot" in the distribution of managers and professional technicians. The post salary of operation service personnel should be determined according to the post and skill requirements, and the income gap between employees in the same post should be appropriately widened according to the different skill levels, so as to fully mobilize the enthusiasm of operation service personnel to learn technology and business. In the excellent performance of employees

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Give timely praise and encouragement to expand the positive influence of positive behavior, strengthen the positive performance of employees, and give employees an opportunity to recognize their work; When employees are not performing well and have not finished their work, they should also point out in good faith in time to remind employees that they need to correct and adjust. The whole post salary system is value-oriented, encouraging employees to continuously improve their professional ability and work performance and get higher remuneration. (3) The training content should keep up with the needs of the times.

Besides professional skills training, you can also increase foreign languages? Computer? Law? Management? Psychological assistance and other training, comprehensively improve the quality of employees, and establish a reasonable talent echelon? And can "flow" high-level management talents and work as temporary workers in multiple enterprises? Increase the human capital stock of professional managers and cultivate compound talents? Increase the training of employees. Employee education and training is an effective way for enterprises to improve labor productivity and increase the value of human capital. To strengthen staff training, enterprises must first establish the concept of continuous innovation in terms of ideas, means, methods, talents, organization and strategy, and combine their own reality to truly implement the selection, education, employment and retention of people, instead of empty talk. Secondly, there is a comprehensive plan and systematic arrangement for training, which organically combines education and training with the assessment, promotion and promotion of employees to improve the enthusiasm of employees to participate in training. For those employees with development potential, the purpose of training is to make them take on more important jobs. Therefore. Employees who have participated in training and achieved excellent results should be transferred to more important positions or promoted. Third, we should combine training with work needs. Staff training must be combined with the work needs and abilities of each employee, and the principle of teaching students in accordance with their aptitude should be adopted. At the same time, it is necessary to strengthen the training of front-line employees and improve their knowledge and skills, not just training upper-level managers. Only by combining training with work needs and personal ability can we have a clear aim, enhance the effect of training and truly meet the needs of enterprise production and operation development. (4) Cooperate with universities and make full use of university resources.

In order to make the management talents of state-owned enterprises in China have the qualities of entrepreneurs? We should also adopt part-time or full-time forms and rely on the powerful scientific research strength and learning resources of colleges and universities to conduct centralized training for middle and senior professionals? Further improving the human capital stock of middle and senior talents will help to form the strategic core competence of the whole enterprise, improve the diversified incentive mechanism and fully mobilize the enthusiasm and creativity of employees. People's actions are dominated by thoughts and their behaviors are restricted by motives. And people's needs are multi-faceted and multi-level, but they are basically two aspects: material and spiritual. Adhere to the principle of encouragement and require the combination of material encouragement and spiritual encouragement. If state-owned enterprises want to retain and attract talents, they must achieve: (1) salary incentives. By adjusting the internal income distribution of state-owned enterprises and implementing a special salary system, we will speed up the process of integrating the salary and treatment of top-notch professional and technical personnel and senior skilled personnel with market prices, attract talents and stabilize the backbone. (2) Career incentives. Create opportunities and conditions to ensure that all kinds of talents can display their talents and meet their motivation for achievement. Take scientific and technological talents as an example. They all want to make achievements in their own majors, and their demand for improving their achievements, reputation and corresponding status is stronger than material benefits. (3) Learning motivation. Have a plan and a goal

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Effectively carry out off-the-job training for outstanding talents and send them to colleges and universities for further study. In order to establish the concept of "training investment benefit", state-owned enterprises should not only play an incentive role in training, but also strive to improve the training benefit from the perspective of pursuing returns. In addition, respect and understanding for employees, good communication environment and teamwork atmosphere can also effectively cultivate employees' loyalty and trust in the enterprise, thus encouraging employees to make more contributions to the enterprise.

Finally, the tracking and evaluation of training effect.

After the training activities, the enterprise should make a summary evaluation or inspection of the training effect? Feedback employees' satisfaction with the training, evaluate employees' learning situation at the same time, formulate corresponding incentive mechanism, and reward the effectiveness of the training? And take this as an important reference for employees' promotion and salary increase? In addition, should the performance of these employees be tracked? Evaluate the effect of this activity through cost-benefit analysis, so as to make a better training plan next time?