Keywords: state-owned enterprises; Human resource management; Training; Incentive?
1 what are the main problems in human resource management of state-owned enterprises under the new form?
1. 1 The human resources development and training system is backward, with too little investment?
In China, training is mostly limited to on-the-job training, focusing on the present. The personnel department of the enterprise has not yet worked out a strategy to cultivate talents that meet the future development needs of the enterprise from the perspective of developing human potential. At the same time, the training investment of human resources in state-owned enterprises is too little: more than 30% of enterprises only allocate a little education and training fee symbolically, and the annual per capita is below 15 yuan; About 20% of the enterprise education and training fees are between 20-40 yuan per capita; Less than 5% of enterprises accelerate their investment in human resources. Even some enterprises that are still able to invest in human resources have given up or are ready to give up pre-job, medium and long-term education and training.
1.2 serious brain drain in state-owned enterprises?
The vast majority of the lost employees are technical backbones and management elites with high human capital content. According to the data, the employee turnover rate of some enterprises is as high as 60%, and more than 70% of the senior technical and management talents of foreign capital, joint ventures and private enterprises come from state-owned enterprises. ?
1.3 Unreasonable allocation of talents and serious waste of talents?
At present, there are mainly the following tendencies in the talent allocation of state-owned enterprises in China: First, the relationship allocation, based on the distance of the relationship, forms an unbreakable relationship network. Second, the distribution of academic qualifications is based on the level of academic qualifications. Third, the distribution of qualifications, according to the depth of qualifications in the enterprise position. Fourth, age allocation, what age can reach what level. Fifth, professional configuration, the so-called "professional counterpart", no matter what talent you actually have. In fact, this distribution method has largely led to a large waste of human capital. ?
1.4 The assessment is unreasonable, unscientific and lacks objective and fair quantitative standards?
There are many problems in the assessment of state-owned enterprises: (1) The assessment is just a formality and not serious. Some leaders are directly determined by impression, and some are for balance, so the phenomenon of "advanced rotation" appears, which makes the incentive measure of evaluating first and evaluating best degenerate into formalism. (2) There is no objective and clear evaluation standard. The evaluation criteria are too general and the quantitative criteria are too few to measure. Evaluation is mainly based on subjective impressions and feelings, and it is easily influenced by personal prejudice and emotions of the evaluator, so it is impossible to get objective performance evaluation results. (3) The feedback of evaluation results is poor. The vast majority of enterprises did not feedback the evaluation results to their employees, and there was no communication between the evaluator and the evaluated after the evaluation. Enterprises have lost a good opportunity to revise employees' personal goals and unify them with organizational goals, resulting in a waste of information, and employees do not understand the advantages and disadvantages of their past work, which is not conducive to their better growth. ?
1.5 is not enough to motivate employees?
The lack of incentives is mainly manifested in the following aspects: First, incentives fail to reflect fairness. Enterprises generally have the phenomenon of "doing well and doing poorly, doing more and doing less". The salary of mediocrity is not low, and the salary of capable people is not high. Unfair distribution will inevitably seriously affect the enthusiasm of employees. Second, the incentive measures are single and lack the level to meet the individual needs. Many enterprises have implemented the system of linking performance with income, but on the one hand, the income gap is not large and the intensity is not enough; On the other hand, performance is only linked to income, but other needs of employees are ignored. At present, the research on the needs of employees in state-owned enterprises is very weak, and the incentive measures have not effectively covered all employees. ?
2 Countermeasures to solve the main problems of human resource management in state-owned enterprises?
1 Enhance the training status and increase the training investment?
(1) Enhance the important position of training in enterprises. On the one hand, do a good job in system construction. Combined with the actual situation of enterprises, formulate short-term and long-term training plans, summarize training work in time, and rectify problems in time. On the other hand, it is necessary to establish the training concept of "all-staff training and lifelong training", and closely combine training with employee's position promotion and salary change, so that employees can fully feel the glory and pride of being trained, and at the same time, truly feel that their work ability and work level can be greatly improved through training, so that training will no longer be a burden, but become the demand of enterprises and employees. ?
(2) Increase investment in training. Human resource is the field with the highest investment benefit. The results show that if a qualified worker, technician and manager invest 1 USD, they will get 1.5 USD, 2.5 USD and 6 USD respectively. Therefore, state-owned enterprises must change the concept of neglecting training, attach importance to personnel training and capacity development, greatly increase training investment, introduce and study training methods, and make training an important pillar to improve the competitiveness of enterprises. ? 2. Establish a performance-oriented salary system to retain people?
We will implement preferential incentive policies for outstanding talents, determine the salary level according to performance, and link rewards with results. Encourage employees to actively create value and establish an atmosphere of sharing value creation and profit return with the company. Gradually increase safety incentives, establish a sound welfare system, and effectively solve the worries of employees in accommodation, insurance, health, food, clothing, housing and transportation. Through the company's superior working environment, humanistic environment, passionate corporate culture, relaxed and humanized management atmosphere and friendly enthusiasm among colleagues, it has become the driving force for employees to love their work. 2.3 scientific allocation, strengthen the development of human resources, give full play to the potential of talents and make full use of talents?
The most reasonable talent allocation should be the dynamic combination of talent potential structure and post demand structure, that is, the talent allocation scheme is determined according to the full demand of the post, and the specific implementation strategy of the talent allocation scheme is determined according to the characteristics and structure of the talent. We should adopt the policy of combining talent potential judgment with talent knowledge structure, actively implement the two-way mechanism of selecting and employing people, pay attention to both talent knowledge structure and talent potential mining. At the same time, we should focus on the following three aspects in talent allocation: first, the qualification structure of talent allocation, that is, experience, length of service, education, professional title and other conditions; The second is the knowledge structure, that is, enterprise talents should avoid simplification in knowledge. On the one hand, every employee should try his best to accommodate and master more knowledge and strive to become a generalist. On the other hand, the whole cadre team needs to absorb talents from all walks of life in order to form a broad vision and comprehensive thinking for decision-making. Third, the age structure, that is, pay attention to the collocation of the old and the young, so that the experience of veteran cadres can be organically combined with the strategy, elan and maturity of middle-aged people and the vigor, vitality and pioneering spirit of young people, and the strength of the "joint fleet" of talents can be brought into full play. ? Reform the assessment methods and establish a scientific assessment system?
(1) Improve the quality of examiners in an all-round way. Appraisers must have good ideological quality, high sense of responsibility, rich knowledge of personnel management and administration, knowledge of human resources management in state-owned enterprises and stable personality. To ensure the objectivity and impartiality of the evaluation results. ?
(2) Establish a scientific evaluation index system. Combine qualitative evaluation with quantitative evaluation, contribution evaluation and ability evaluation organically, unify the content and standard of employee evaluation, truly combine the quality, intelligence and work performance of employees for comprehensive analysis, reduce the subjective influence of evaluation, increase the objectivity of evaluation and improve the accuracy and scientificity of evaluation results. And the assessment results will be timely and comprehensively fed back to the assessed personnel, which will play an incentive or spur role. ? 5. Improve the incentive mechanism to fully mobilize the enthusiasm of employees?
In the process of motivation, adhere to the principle of combining material motivation with spiritual motivation. ?
(1) In view of the main problems existing in the current wage distribution of state-owned enterprises, we can stabilize and attract talents and expand the reasonable gap in distribution by optimizing the wage structure and adopting flexible and diverse distribution forms. For example, the annual salary system, equity system and option system are implemented for senior managers of enterprises. In particular, stock option is a long-term incentive scheme, which can effectively inhibit the occurrence of short-term behavior. ?
(2) Participate in management incentives. Employee participation in management is a basic system of modern enterprise management and one of the important ways of encouragement. In state-owned enterprises, employees are given greater right to participate in enterprise management and decision-making on major issues, so that employees' personal interests and enterprise interests are closely combined and all employees work together for enterprise development. ?
(3) professional motivation. Enterprises should fully understand employees' personal needs and career development will, provide employees with promotion paths suitable for their requirements, make the best combination of employees' personal development and sustainable development of enterprises, encourage employees to contribute to the enterprise wholeheartedly, and form long-term cooperation, honor and disgrace and * * * partnership with organizations.