General situation of enterprises and the strategic process of sustainable growth incentive mechanism
Henan Xu Relay Group Co., Ltd. is a large-scale backbone enterprise that produces complete sets of relay protection, control and automation devices in the national power system. It is a high-tech enterprise group controlled by state-owned assets, which integrates science, industry and trade.
Xuchang Relay Factory, the predecessor of Xuji Group, was an old state-owned enterprise that moved from Acheng, Heilongjiang Province to Xuchang as a third-line enterprise in 1970. 1993 was reorganized into Xu Relay Co., Ltd. 1996, the parent company Xuji Group Co., Ltd. was established and began to move towards a modern large enterprise group. There are 2 1 subsidiaries of the group, among which Xu Relay Co., Ltd. was listed on Shenzhen Stock Exchange in April, 1997, and was rated as one of the top 50 listed companies with the most development potential in China in June, with 438+0999. Xuji Group has 4,458 employees, including 233 professional technicians with college education or above (accounting for 52% of the total employees), 29 masters 169 doctors and 8 national experts with outstanding contributions.
Since 1985, Xuji Group has seized the opportunity of reform and opening up, actively promoted and initially formed two changes-the product structure changed from traditional machining products to high-tech products, the internal organization changed from planned economy to modern enterprise system, and the enterprise entered the fast lane of sustainable development. The total profit of Xuji Group 1984 was 265,438+10,000 yuan, and 1999 reached1700,000 yuan, a year-on-year increase of 79.95 times. Sales revenue increased from 1984 to19.2 million yuan, an increase of 74.5 times. The state's total investment in Xuji Group is120,000 yuan. By 654.38+0999, the total value of state-owned assets of Xuji Group exceeded 3 billion yuan, and the value of state-owned assets increased by 249 times. With 20% employees in the whole industry, Xuji Group has occupied 40% of the domestic market and created 80% of the benefits of the industry.
The success of Xuji Group depends on the establishment of modern enterprise system, scientific management, sustainable human resources development strategy and effective internal distribution incentive mechanism.
Exploration formation stage (1978- 1990). Xuji Group always puts improving the overall quality of employees and cultivating outstanding scientific and technological talents in the first place in enterprise management. Since 1979, we have established cooperative training relations with many universities and started to explore ways and means of enterprise personnel training. From 65438 to 0985, enterprises began to reform the personnel system, starting with the reform of the cadre team, breaking the identity boundary between workers and cadres, breaking the tenure system and appointment system of cadres, and implementing the term limit of cadres, competitive appointment system, single-head responsibility system and percentage assessment system. And clearly put forward the principle of "attaching importance to academic qualifications and neglecting academic qualifications, attaching importance to ability and attaching importance to contribution" in the appointment of cadres. By the end of 1980s, the employment mechanism of "cadres can go up and down, employees can go in and out" was basically formed.
Development and perfection stage (199 1 year-1995). 199 1 after Deng Xiaoping's southern tour, the reform of state-owned enterprises has entered a reform stage centered on the construction of modern enterprise system. Taking this opportunity, Xuji Group carried out the company system reform, improved the employee training system, the cadre appointment system and the assessment system, successively introduced the full-time labor contract system, the term target responsibility system, the proportional elimination system, the dynamic distribution incentive mechanism and the assessment democratic supervision mechanism, and began to explore employee career development management and enterprise internal asset diversification.
Standardization improvement stage (1995 till now). After 1995, Xu Ji Group began to implement the "talent project" while accelerating the adjustment of product structure, increased the introduction of high-tech talents, and openly recruited all kinds of talents with high salaries (the annual salary of undergraduates1.5 ~ 20,000 yuan, the annual salary of masters/80,000 yuan, the annual salary of doctors 1.2 million yuan, and the annual salary of postdoctoral students/654,330 yuan).
The strategic content of human resources development for the sustainable development of Xuji Group.
The main contents of Xuji Group's sustainable human resources development strategy can be summarized into three aspects: 1) multi-level human resources development system based on property rights reform and employee stock ownership system; 2) Focus on the future human resources policy system and improve the staff training system; 3) Scientific evaluation system and effective incentive distribution system.
The advantages of Xuji Group are strong product development capability, advanced production equipment and scientific and strict management. The disadvantage is that the city is small and remote, and it is not easy to attract high-level talents. In order to overcome the shortage of objective conditions such as geographical location and give full play to its own advantages, Xuji Group has implemented the human resources development strategy of "introducing first-class talents with first-class treatment, creating first-class profits with first-class talents, and supporting first-class treatment with first-class profits" and established the talent strategy of "seeking, using and retaining talents". Xuji Group has formulated a series of income distribution systems to provide comfortable living and working environment for scientific researchers, which is suitable for the growth of scientific and technological talents.
In order to implement the human resources policy of sustainable growth, Xuji Group vigorously carried out the reform of property rights system and implemented the "employee stock ownership system". With property rights as the link and equity as the form of expression, the legal person shares of state-owned assets, that is, the shares formed by discounting the net assets of production and operation authorized by the state to the group company, and the legal person shares of collective assets, that is, the shares invested by the legal person unit or the company at the price of production and operation assets, form the same shares and benefits with the internal employee shares; Internal employee shares consist of three parts: shares subscribed by internal employees (hereinafter referred to as subscription shares), shares distributed to employees by the company according to their labor and contributions (hereinafter referred to as accumulated shares) and technology shares. Among them, before the cumulative share was 1997, the balance of wage fund and welfare fund withdrawn by Xuji Group according to national regulations was 30 million yuan, that is, 30 million shares; Science and technology stocks are converted into shares according to the commission reward for realizing profits after new products are converted into commodities. As a preferred stock, the dividend income of technology stocks is not less than 30%. Through the implementation of employee stock ownership plan, the sense of ownership of employees and the strategic effect of sustainable growth of human resources have been greatly enhanced.
Xuji Group has established a multi-level human resources development system. Train middle and senior managers and scientific research backbones for enterprises through independent operation of enterprises and joint higher education for employees with the society; By inviting experts to give lectures and academic exchanges, send outstanding scientific research and management backbones out for further study, and train high-level scientific research and management talents in a planned way; At the same time, the company encourages employees to become self-taught and improve the comprehensive quality of ordinary employees by giving them various incentives such as promotion and salary increase.
The employee training system is divided into three levels: new employee adaptation training, employee on-the-job training and professional training. The adaptation training time for new employees is half a year, which is divided into three stages: adaptation training, on-the-job training and on-the-job practical training. Its main purpose is to make new employees adapt to the new environment in a short time, accept the values and corporate culture of Xuji Group, and at the same time strengthen the understanding of new employees' actual working ability and professional expertise, so as to prepare for their next vocational training and professional management. The purpose of employees' vocational training is to make every employee have equal opportunities to acquire new knowledge, improve work skills, get a salary increase and promotion. According to the characteristics of production and operation, Xuji Group divides occupations into 19 categories, and each category is roughly divided into 3~4 grades, and has formulated detailed training plans and training requirements for each occupation and grade, and conducted regular training. Professional training is to send employees who have made outstanding contributions in practical work to universities and scientific research units for professional training, and to cultivate Ji Xu's backbone team and high-level talents.
The scientific evaluation system is based on the job responsibilities and standards of various categories and ranks formulated by Xuji Group according to the job characteristics of various personnel. From the beginning of new employees entering the company, there are detailed assessment methods and standards at each stage, and the assessment results are managed in files, which are linked to employees' promotion, salary increase and training. In order to carry out the assessment, Xuji Group formulated the "Measures for the Elimination and Transfer of Leaders from Group Companies to Ordinary Employees", and combined with the management experience of successful enterprises at home and abroad, it stipulated the elimination ratio at different levels, that is, 5% of middle-level and above leading cadres (including leaders of group companies), 8% of scientific and technical personnel and managers, and 6% of ordinary employees. For the eliminated employees, they should be included in the training and post circulation system according to their posts, and find the positions that suit them. In this way, the human resources of enterprises are always in a benign circulation system, forming a talent growth mechanism of "the capable are above and the mediocre are below".
The basic idea and guiding ideology of the distribution system reform of Jixu Group is to adhere to the principle of combining distribution according to work and distribution according to contribution, break the egalitarianism and eight-level wage system formed under the planned economy system, and establish a new distribution system based on scientific calculation. The fundamental purpose of making wage distribution system in Xuji Group is to attract outstanding talents, retain core talents, activate human resources and improve the competitiveness of the Group. The basic principle of salary management is fairness and efficiency, so that employees who show their talents and achievements through job opportunities can get higher salary. The specific forms of wage distribution are flexible and diverse. Implement the distribution method of "proportional award+proportional equity award" for scientific and technological personnel; For managers, a quantitative assessment and reward system is implemented; For front-line workers, three labor wage systems are implemented: time bonus, piece-rate salary and profit reward; For sales personnel, the cash mortgage system is implemented after deducting the proportion of sales payment.
The purpose of state-owned enterprise reform is to fully mobilize the enthusiasm of all kinds of personnel, so as to achieve the purpose of activating enterprises. Therefore, "people" is the first element of reform, and the sustainable growth and development of human resources is the most critical. In the process of long-term reform and exploration, Xuji Group regards the reform of internal distribution system as an important part of human resource development and management of the whole enterprise, which is closely related to human resource management, job analysis, performance appraisal, labor management and other aspects. In the process of reform, Xuji Group firmly grasped this key point, first taking the reform of the employment system for middle and senior managers and high-tech personnel as a breakthrough, and at the same time paying attention to the reform of improving production factors such as technology to participate in distribution, especially paying attention to tilting towards scientific and technological personnel, in order to confiscate the idea that science and technology are the primary productive forces. In a word, Xuji Group has established a set of flexible human resource growth and development mechanism to adapt to the market economy, which has effectively guaranteed and promoted the healthy and sustainable development of enterprises.
Question:
1) What do you think are the main features of the human resources development strategy of Xuji Group? As an established state-owned enterprise, what are the successful experiences worthy of recognition and promotion?
2) Please comment on the practice of attracting talents with high salary by Xuji Group.
3) What obstacles and problems do you think state-owned enterprises like Xuji Group are most likely to encounter in human resources development and management?
4) How do you think state-owned enterprises can achieve the sustainable growth of human resources development?
5) What do you think are the shortcomings of the strategic management of human resources in Xuji Group?