Keywords:: enterprise management personnel construction strategy research
Under the new economic environment, the market competition is fierce. In order to make state-owned enterprises more competitive in this situation, it is necessary to establish a perfect talent training mechanism. The personnel training mechanism must be reasonably improved, otherwise it will be difficult to play its due role. In the actual operation and management of state-owned enterprises, due to various factors, there are many problems in the talent training mechanism, which directly hinder the development and growth of enterprises, so it is of great practical significance to do a good job in the construction of relevant mechanisms. This paper focuses on this, hoping to provide some reference for peers.
First, the status quo of the construction of management talents in state-owned enterprises
Problems in the actual operation and management of state-owned enterprises often arise because the construction of talent team can't keep up with the development of enterprises. Combined with practical work experience, the author analyzes the problems existing in the construction of talent team and analyzes these problems.
1. The talent training system is not perfect.
In the current management of some state-owned enterprises, the talent training mechanism is not perfect enough. Talent training is a very important link in enterprise activities, and the development of enterprises needs to rely on talents to provide intellectual support and guarantee. At present, some state-owned enterprises are not perfect in the training system, which leads to a slight shortage in attracting talents and cultivating their own talents. This leads to the relatively slow economic development of state-owned enterprises, the low enthusiasm of enterprise personnel and the imperfect norms in some economic activities, which leads to certain obstacles in the development of state-owned enterprises.
2. The relevant supervision mechanism is not perfect.
In the operation system of state-owned enterprises, we should not only plan economic activities, but also pay attention to the evaluation and supervision of talent management and talent training. At present, some state-owned enterprises do not have a corresponding training system in personnel training, and the supervision and assessment of personnel management are not perfect enough, and they do not pay much attention to personnel training. Some leaders of state-owned enterprises attach importance to the supervision and coordination of economic activities and the relationship between departments, ignoring the importance of personnel training, which makes the relevant supervision and assessment mechanism imperfect. In the process of implementing the talent training mechanism, because there are many links involved, we can't understand the talent training approach and talent supervision system well, and the talent evaluation supervision mechanism can't effectively reflect the functionality and value of enterprise management. Some state-owned enterprises' talent management methods, without a sound management and control system, can not better train talents.
3. Do not pay attention to the initiative of employees.
In the process of enterprise activities, the subjectivity of employees has not been paid enough attention, and there is no effective targeted solution. The subjectivity of relevant leaders to talents is still relatively weak, the work of enterprises is hindered, the relevant rules and regulations are not detailed enough, the information platform is not perfect enough, and the management of enterprises itself is unilaterally pursuing profit growth. Some enterprise leaders have the concept of improving enterprise profits first and then cultivating talents, and they are not subjective to talents, which restricts the better development of state-owned enterprises.
4. The salary distribution mechanism is unreasonable.
Material is the basic condition for people's survival and the basic motivation for people's work. Salary is an employee's recognition of himself and a symbol of personal work value. Measuring the personal status of employees is also determined by salary. So low wages are the direct cause of brain drain. With the establishment of the talent market and the improvement of relevant policies, the advantages of state-owned enterprises in attracting talents are gradually lost, such as housing, medical care, pension and other welfare guarantees. At the same time, most state-owned enterprises pay attention to middle and senior managers in salary distribution, while ignoring the treatment of professional and technical personnel and grassroots employees. Compared with other enterprises in the same industry, employees' low income level, relatively poor welfare and lack of good working environment will inevitably lead to the continuous loss of talents.
Second, measures to improve the training mechanism for managers of state-owned enterprises
The problem of talent team construction has affected the development of state-owned enterprises. How to improve the talent training mechanism and promote the development of enterprises in the market economy environment?
1. Improve the Party's principle of managing talents.
Combine talents organically, improve the working mechanism of selecting and employing people, developing and utilizing talents, fully mobilize the enthusiasm and creativity of all kinds of talents, and concentrate on promoting enterprise development. According to the actual work and the characteristics of different positions, determine the selection criteria, standardize the selection procedures, and scientifically select talents. Explore the development and utilization of high-level talent resources at home and abroad, and gradually establish various professional and technical and management talent pools. Based on the strategic objectives of the enterprise, we should formulate talent development plans, establish an evaluation system with morality, ability, diligence, performance and honesty as the main indicators, and improve the incentive and restraint mechanism based on performance evaluation and combining material incentives with spiritual incentives.
2. Establish a talent evaluation system.
The talent evaluation system is established on the basis of enterprise talent development planning and serves the strategic goal of enterprise development. Establish and improve a scientific and targeted talent evaluation system based on ability and performance, set job responsibilities for different positions, different levels and different types of talents, define evaluation standards, with clear indicators, standardized procedures, scientific methods and simple operation. Pay attention to the implementation of the performance democratic appraisal system and expand the overall participation of employees. At the same time, the talent performance file is compiled as the basic basis for evaluating their work performance. The evaluation of professionals who master the core technology focuses on the social value created by them and the recognition of internal personnel, the evaluation of enterprise management talents focuses on economic benefits and investor recognition, and the evaluation of political workers focuses on ideological and political work achievements and mass recognition. Further improve the salary distribution mechanism according to performance and contribution; Explore the share of talents' intellectual achievements and cutting-edge technologies in income distribution, so that the value of talents can be fully exerted and recognized.
3. Improve the personnel training mechanism.
Constantly improve the talent training mechanism and train more outstanding talents in a planned way. Scientifically set training objectives. Realize that the total amount of talent training is compatible with the development goals of the enterprise, the talent structure is compatible with the development of all work, and the quality of talents is compatible with the tasks undertaken. Highlight the key points of education and training, and design different training contents according to the characteristics of various talents: for professional and technical talents, pay attention to the improvement of professional and technical level, and cultivate a group of technical backbones and leaders; For management talents, we should focus on strengthening the cultivation of laws and regulations, business philosophy and management level; For political workers, efforts should be made to improve party spirit, theoretical level and ideological and political work ability. Establish and improve all kinds of training systems, earnestly do a good job in initial, post and on-the-job rotation training, do a good job in continuing education for professional and technical personnel and the qualification examination system for holding (post) posts, and strengthen the management of academic qualifications, degrees and various training certificates. Gradually establish a multi-level, multi-form and open training system suitable for the characteristics of enterprise management talents.
4. Implement the talent salary system.
In the operation of state-owned enterprises, evaluation and accounting are the means for enterprises to regulate economic activities, and at the same time, they can effectively ensure the standardization of personnel training mechanism. In enterprise activities, we should regularly and timely evaluate the performance of employees, so as to evaluate employees, stimulate their enthusiasm for work and enhance their creativity. Implement the talent allowance system, strengthen the performance appraisal and evaluation of employees, and then enhance the value of talent training. Pay attention to the perfection and innovation of the talent training mechanism, combine with the reality of state-owned enterprises, formulate an effective assessment system scientifically and reasonably, ensure the pertinence and enforceability of the talent training mechanism, and promote the motivation of talent growth.
Third, improve the overall quality of management reserve talents in state-owned enterprises.
Adhering to the dynamic management of reserve talents, the most important principle is to select reserve talents in open competition when there are vacancies in key positions. Secondly, the leaders responsible for the training of reserve talents at all levels of state-owned enterprises are taken as the assessment objects, and these responsible persons are assessed regularly. Qualified successors must be trained during their term of office, otherwise they cannot be promoted. That is, the training of reserve talents should be included in the performance appraisal of departments, and the initiative of leaders in the management of reserve talents should be enhanced. Third, break the old practice that reserve talents can only be promoted through their posts, and lay the foundation for the development and progress of reserve talents through various incentives. State-owned enterprises can try to establish a deformed generalized salary system, set up relevant allowances for reserve talents, and increase the incentive effect on reserve talents through salary increase. Finally, the reserve talent pool should be updated in time. For employees who are incompetent in the annual assessment, they should be disqualified from reserving talents in that year. If there is no theoretical innovation within three years and no outstanding economic contribution within five years, it is required to withdraw after discussion and consent by the enterprise.
Four. conclusion
Under the new situation, state-owned enterprises are facing more intense market competition. How to promote the development of enterprises in this situation is a problem that decision makers need to consider. The essence of today's market competition is talent competition, so it is very important to cultivate the talent team in enterprises. However, in practical work, we can't copy mechanically, and we need to take measures to train talents in combination with the reality of state-owned enterprises.
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