? Incorporate employee training into the plan.
? At the beginning of this century, the proportion of GDP growth in developed countries was only 5%- 10%, which rose to about 50% in the 1960s and reached 70%-80% in the 1980s. Therefore, the core of market economy and the transformation to intensive type is to rely on scientific and technological progress. The scientific and technological progress of many enterprises mainly adopts the method of introducing advanced technology and equipment. However, only paying attention to the introduction of advanced technology and equipment, but not to the introduction and training of talents, will repeat the mistake of "introduction-backwardness-re-introduction-backwardness". Why did Baosteel introduce the world's advanced technology and equipment in the early 1980s and maintain the advanced level in the 1990s? An important experience is: take the road of "introduction-digestion-tracking-innovation". The fundamental difference between the latter and the former is that introduction is based on talent training, and training is regarded as an economic behavior of enterprises. Baosteel leaders attach importance to training as much as production and finance. Put it on the agenda and make timely decisions. The annual training plan, like the production, management and scientific research plans, is included in Baosteel's annual plan and distributed to all departments as the assessment basis. Chairman Li Ming, the top leader of Baosteel, should check the training work once every quarter and discuss the training situation of employees.
? Job training is the center of training.
? With the rapid development of modern science and technology, production technology and management knowledge are constantly updated, and the life cycle of knowledge is very short. The life cycle of technical knowledge is 40 years in the18th century, 30 years in the19th century,10-/5 years since half a century, and only 5- 10 years at present. Therefore, Baosteel realized that to create world-class technical and economic indicators and keep advanced forever, it must rely on first-class talents and first-class training to ensure it.
? Many state-owned enterprises have suffered losses year after year and are short of funds, mainly due to low product quality, high cost and low price sales. On the contrary, domestic foreign goods are rampant, and Chinese people shop with imported original products as the top grade, fearing counterfeiting of domestic products. Apart from the system problems, the fundamental reason is that the quality of employees in enterprises is low, and decision makers in enterprises do not regard improving the quality of employees as the first factor in the success or failure of production and operation of enterprises.
? Training is the basic means to improve productivity.
? Baosteel improves and expands employees' operation skills through training, so as to achieve the purpose of reducing staff and increasing efficiency and improving labor productivity. Anyone who visited Baosteel to train labor and personnel praised Baosteel's good experience of reducing staff and increasing efficiency through training. Baosteel trained 4374 intermediate workers in four or five months from 1989. The textbook is compiled by Baosteel, so follow up after the training. After the completion of the training program, it received the effect of reducing staff. For example, Baosteel's 700,000 kW power plant currently has only over 400 employees. Some jobs are less than those of the same caliber in Japan. Now, we are deepening the training of regional workers who work on a large scale.
? When Baosteel's first and second production capacity reached 30,000 people, it stopped entering the company and laid off 2,000 people year by year. 1995, the quota has been reduced to 12835, and the labor productivity has been realized. The per capita annual output of steel is 650 tons, which is more than 12 times of the average level of other key steel enterprises in China, creating a world-class labor productivity. If the training is done well, the life of employees will be better.
? Improve productivity and workers' lives.
? As Li Ming, chairman of Baosteel, said, "We can improve our lives by creating more wealth. Foreigners ride cars and we ride bicycles, saying that we are world-class, which is obviously not the case. If you want to take a bus, you can't drop a car in the sky, and you must create labor productivity that can take a bus. "
? The electrical appliances of Panasonic Corporation of Japan were produced in the process of producing "people". They think that training talents is more important than producing electrical appliances. They set up the largest training center in the world and spend 4 billion yen on staff training every year, so that they can have a high-quality staff behind brand-name products. This is Panasonic's long-standing way of making money. Baosteel has world-class training facilities and work, creating first-class labor productivity and first-class benefits, and its employees' income ranks first in the national metallurgical system. Baosteel's approach is as efficient and profitable as Panasonic's.
? Create necessary conditions for training.
? In the survey, no matter which enterprise leaders say they attach importance to training, but the actual situation is quite different from Baosteel:
? 1. Baosteel, institutions and personnel, through training and staff reduction to improve efficiency, the effect is obvious, and the labor productivity has reached the world advanced level. This is closely related to the continuous improvement of training institutions, the continuous improvement of teachers (experts) and the introduction of good teachers in Baosteel. However, many enterprises have reduced and cut down training institutions, and do not engage in on-the-job training for employees, resulting in generally low quality of employees.
? 2. Among the enterprises surveyed, only Baosteel has sufficient training funds, and it is still increasing, but most enterprises are decreasing. Before 1994, Baosteel could purchase100-10.5 million yuan of fixed assets every year, except 65438+ 0.5% of the total wages. Large-scale projects such as air conditioning and closed-circuit television installation in teaching buildings were funded by 6,543.8+0,000 yuan and 6,543.8+0.2 million yuan respectively. 1995, the annual training funds can be extracted according to 5‰ of the total annual sales revenue. However, most enterprises have less training funds, no guarantee, and it is getting worse every year. Without improving the quality of personnel, it is difficult to transform the market economy into an intensive economy.
? 3. Training facilities Baosteel has built a training center covering an area of 1 17 mu, invested more than 30 million yuan 1992, and built a training workshop covering an area of 32 mu with contemporary level. At a cost of US$ 2.75 million, four training workshops, such as welding, instrumentation, electronics and hydraulics, from four companies in the United States, Japan and Germany, have been fully introduced, and now a multi-functional, comprehensive and modern cadre training base is being expanded, including a management basic training center, a continuing engineering education center and an advanced technical training center. Computer teaching, metallurgical production process simulation, foreign language, audio-visual education and other four systems. Those enterprises with poor training facilities have affected the training effect and delayed the progress of science and technology and the transformation to intensive.
? 4. Information and teaching materials In order to create first-class training, Baosteel attaches great importance to international information exchange and teaching material development, and sends nearly 1,000 people abroad for inspection every year. Only one training, 22 backbone teachers were sent to the United States, Germany, Japan and other countries for further study. Invited experts and professors from the United States, Russia, Germany, Japan, Brazil and other countries to give lectures or work at Baosteel. And with the introduction of advanced teaching equipment in Germany, Japan and other four enterprises to establish three joint training centers, annual exchanges. Sign an agreement with foreign countries to jointly develop teaching materials. It also plans to establish fixed overseas bases in Japan, South Korea, the United States, Germany and Hong Kong to speed up the training of a number of international economic management talents.
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