With the continuous popularization and application of new technologies and new equipment in electric power enterprises, the personnel structure has also undergone spontaneous changes and adjustments, and the structural shortage of employees in enterprises has emerged, which has become the main human resources problem faced by most electric power enterprises. Solving the structural shortage of employees is of great practical significance for strengthening the human resource management of electric power enterprises. Through analyzing the present situation of structural staff shortage in electric power enterprises, this paper puts forward some measures to solve the structural staff shortage problem, such as strengthening human resource management, optimizing business processes, and strengthening the training of employees' job transfer.
Paper Keywords: electricity; Structural vacancy; study
I. Existing problems
The structural shortage of production lines in electric power enterprises is a dynamic process. Solving this problem involves all the main links of human resource management, and also needs the strong support of the heads of units at all levels. By optimizing the organizational structure, strengthening employment management, establishing an effective performance management system and job-transfer training mechanism, the structural staff shortage can be solved. After analysis, the structural shortage of first-line production in power enterprises mainly has the following problems.
First, the foundation of professional management is relatively weak, and leaders pay insufficient attention to it. The reasons for the structural shortage of production line staff are complex and last for a long time. The employment of state-owned enterprises has always followed the recruitment mode of superior units and the employment mode of subordinate units. Without a complete and systematic personnel entry and exit mechanism, the professional management foundation of employment is relatively weak. Leaders of units at all levels always adhere to the principle that many people do more than one thing, which leads to the overstaffing of the total number of employees in most units and unreasonable personnel distribution, making it difficult to concentrate on positions with strong professionalism and high technical complexity.
Second, there is no systematic human resource planning mechanism, and the current situation of enterprises is not clear. Human resource planning is the premise and foundation for enterprises to make strategic decisions. At present, electric power enterprises lack a more systematic and comprehensive human resource planning system, especially the medium and long-term human resource planning in five or ten years. The decision-making of enterprises is mainly temporary and spontaneous, and there is little systematic analysis of the present situation of human resources in enterprises. Most of the decisions made by enterprises lack planning and planning, and the overall operation efficiency of enterprises is not high, which affects the enthusiasm of employees to some extent. Enterprises cannot reasonably and effectively define the existing professional personnel layout, and there is no internal personnel adjustment planning mechanism.
Third, the training system is not perfect, and it is difficult for personnel to transfer jobs. Training is an effective means for employees to improve their skills and work efficiency. Therefore, many enterprises have included training in the important scope of work, which has also been valued by leaders at all levels of enterprises. However, due to the difficulty in quantifying the training results, some electric power enterprises do not pay enough attention to training, resulting in weak training teachers, poor integration of existing training resources and ineffective implementation of a large number of training plans. Because electric power enterprises are industries with high technical complexity, the duration of personnel transfer training is longer, the training cost is higher, and it is more difficult to transfer jobs, which will also affect the overall layout of enterprise personnel to some extent.
Fourth, the incentive mechanism is insufficient, and employees are content with the status quo. At present, the personnel advance and retreat mechanism and personnel promotion mechanism of electric power enterprises are not perfect, and the work pressure of employees is less. Many employees are content with the status quo and do not make progress. The same idea of "do or not do, do more and do less" prevails in enterprises, and the employees' enthusiasm is insufficient, which greatly affects the structural layout of employees.
Fifth, the extensive application of advanced equipment has accelerated the adjustment of personnel layout. Because the power industry is highly professional and risky, the safe use of power equipment and the protection of personal safety are the top priorities of the industry. In order to improve the safety and reliability of production, the research and development of new technologies and the application of new products have been paid attention to by all parties, especially in recent years, the wide application of new power equipment in enterprises has saved a lot of manpower investment and caused a surplus of some professionals. Practical measures should be taken to adjust the personnel layout in order to adapt to the development of enterprises and avoid the waste of human resources.
Second, the solution
There are many problems that affect the structural shortage of front-line personnel in power enterprises. On the basis of analyzing and summarizing the problems, through in-depth investigation, actively seek solutions. In view of the structural shortage of front-line workers in power enterprises, we should mainly find solutions from the following aspects. ? Free paper download center? First, find problems, make overall plans, and carefully sort out the work flow. Solving the problem of structural personnel shortage in the production line of electric power enterprises is a complex systematic work, which cannot be accomplished overnight. According to the step-by-step work flow, we should actively analyze the problems, find out the reasons and make overall plans. It is necessary to make a professional analysis of the current structural shortage of employees in enterprises, refine the implementation plan to solve the structural shortage of front-line employees in production, adjust front-line employees in a planned and organized way through human resources planning, establish an effective employee incentive mechanism and training system, and encourage employees to become front-line talents. It is necessary to take the opportunity of solving the problem of structural personnel shortage in production line, improve the management of human resources system, improve work efficiency and operation level, and promote the realization of enterprise management objectives.
The second is to adjust and optimize the organization and strengthen the management of employee entrance. Efficient, coordinated and stable operation of enterprises is the goal pursued by enterprise development. Enterprises should strive to reduce organizational levels, establish intensive, flat and professional organizations, strengthen internal operation management and improve enterprise operation efficiency. In the process of solving the problem of structural staff shortage in the production line, by optimizing the organizational structure, strengthening the management of staff entrance and controlling the total number of staff, the pressure of structural staff shortage in the production line can be alleviated to some extent, the post setting of power enterprises can be further standardized, the personnel structure can be optimized, and the staffing of management personnel and production auxiliary posts can be strictly controlled. In addition, taking post competition, reducing the number of management posts and merging the first-line teams can also alleviate the problems of unreasonable post structure and excessive personnel in power enterprises.
The third is to carry out job transfer training and strive for a balanced personnel structure. Establish an overall deployment mechanism within the enterprise, adjust surplus personnel, increase job transfer training for personnel outside the quota scope and overstaffed personnel, enrich production front-line posts, and promote the balanced allocation of internal human resources. At present, many enterprises are faced with a shortage of highly educated and competent personnel, while those with low academic qualifications and relatively poor business ability are too concentrated in positions with low technical complexity, resulting in a surplus of personnel in some positions and a shortage of personnel in positions with high work complexity. Therefore, enterprises should establish a standardized and systematic job-transfer training mechanism and concentrate on transferring surplus personnel to positions with high professional complexity. In the process of job transfer training, we should reduce the number of unqualified training results through legal and compliance measures, and realize the balance of personnel structure through job transfer training.
The fourth is strict performance appraisal to ensure that the structural shortage problem is solved in the first time. The specific implementation of performance appraisal will affect the realization of enterprise work goals to a certain extent. Therefore, electric power enterprises should strengthen the management of performance appraisal in time, include solving the structural shortage of front-line production personnel in the scope of performance appraisal, and ensure the realization of work objectives through strict appraisal system. It is necessary to establish a detailed and detailed assessment system and standards, and conduct a strict assessment in the performance appraisal of units whose management in labor capacity is not standardized, which is not conducive to solving the structural shortage of personnel and affecting the overall work progress of enterprises. Performance appraisal is a basic work in enterprise management. It is necessary to deepen the basic work of performance appraisal by continuously refining the basic management system and strengthening employee management, effectively improve the management level of performance appraisal, attach importance to the depth and breadth of performance appraisal, and closely link performance appraisal with solving structural vacancy problems.
The fifth is to strengthen the management of labor and employment in enterprises and attach importance to the stability of front-line teams. It is necessary to conscientiously implement the national and industrial labor management measures and relevant regulations, gradually strengthen the staffing of production front-line posts, scientifically and reasonably select and hire personnel to enrich the production front-line, and ensure the reasonable layout of front-line personnel. Enterprises should formulate staff management measures, especially the management measures for front-line employees in production. In the case of reasonable personnel layout, the first-line team members are agreed on a certain service period, and employees who do not meet the transfer criteria are not allowed to transfer at will, so as to ensure the employment demand of first-line production posts and promote the unity of employees. In addition, if the enterprise has the conditions, it should establish relevant incentive system to attract and encourage some excellent employees to work in the production line, so as to avoid the artificial structural imbalance caused by the unstable workforce.
The sixth is to establish a supervision mechanism to track the use of personnel in a timely manner. Some enterprises have always been lucky, with policies on the top and countermeasures on the bottom. They are not standardized and reasonable in employing people, and do not consider the overall operation of the enterprise from the strategic level. Instead, they employ workers at will, artificially causing structural imbalance in the total employment of more posts and affecting the overall operational efficiency of enterprises. The decision-making department of an enterprise should proceed from the overall situation of the enterprise, track the actual employment situation of each grass-roots unit through manual supervision and system restraint, promptly correct and guide the irregular and unreasonable employers, guide and standardize the scientific deployment and use of personnel at all levels of the enterprise, resolutely put an end to the mixed employment mechanism, give full play to the mass supervision role of the employees, and urge employees to reflect the real employment situation of units at all levels.
Third, summary.
The problem of structural shortage of production lines in electric power enterprises has become an important human resources strategic issue faced by all enterprises. The solution of this problem is related to the overall operating efficiency of enterprises and the realization of strategic objectives of enterprises. Enterprises should put the shortage of structural personnel in production lines in an important position and actively seek solutions. Judging from the current actual situation, it will be an effective way to solve the problem by constantly adjusting and optimizing the organizational structure, adjusting the way of employing people, and establishing an effective performance management system and job-transfer training mechanism.
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