In order to meet the needs of the company's modernization and internationalization development strategy, Sun Paper will initially establish and improve an effective talent introduction, training and use mechanism, increase investment in talent construction, formulate a more perfect talent plan, and do a good job in the implementation of the talent strategy. First, speed up the construction of the post-doctoral research center for Sun Thesis, and introduce and train several independent senior technical talents within five years; Second, relying on Shanghai Hi-tech R&D Center, on the basis of introducing doctors, we will introduce 5- 10 talents who have returned from studying abroad and establish a "talent pool" for enterprises; Third, strive to cultivate a group of knowledge-based, skilled and compound high-skilled talents and cultivate "golden blue collar" enterprise groups through three years of efforts; Fourthly, taking the opportunity of the construction of Sun Paper Laos Company and the deep cooperation with the international paper industry, we will strive to cultivate and introduce 65,438+00 MBA students who are proficient in capital operation, enterprise management and international trade before 2065,438+03, and establish a group of "core employees" of the enterprise. Through the above measures, the talent team and structure of enterprises will be improved, which will provide a solid talent guarantee for building a modern and international paper-making enterprise and realizing the grand goal of "a century of grandchildren".
Second, the concept of talent.
"Talent is the first resource". In the era of knowledge economy, the management and behavior of enterprises are more complicated, emphasizing human behavior consciousness and "humanized management" based on conscious behavior. In The Analects of Confucius, Fan Chi asked Ren and Confucius said "love", which enlightens us that man is the main body of building the future of enterprises and the most important and active factor among the factors of enterprise productivity. Only when every employee is United and gives full play to everyone's value can the enterprise have the greatest benefit and a bright future. The Millennium foundation is like this, and so is the century-old shop. Sun Paper attaches great importance to using culture to lead the future development of enterprises, improving the cohesion and creativity of employees, enhancing their sense of satisfaction, identity and belonging, tapping people's potential, stimulating people's enthusiasm and inspiring people's entrepreneurial passion. Cadres of education companies should have the vision of knowing talents, the courage to use talents, the feelings of loving talents and the methods of gathering talents, constantly improve the effective mechanism of introducing, cultivating and using talents, and attract and gather talents with good mechanisms, policies and environment.
Combined with the long-term needs of the company's development strategy and the phased needs of enterprises in different development periods, according to the operation mode in line with the market rules, we should adopt various ways to cultivate talents, do everything possible to tap talents, use talents in an eclectic way, focus on one word, and put them in the positions that can give full play to their talents through the market, so that their labor can be reasonably rewarded, thus realizing the effective development and rational use of human resources.
Third, human resource management.
In the process of personnel management innovation, Sun Paper made great efforts to innovate the personnel system, constantly reformed the personnel system, and formed a new employment mechanism. The implementation of "open recruitment system", "annual competition system", "pre-appointment publicity" and "assessment rewards and punishments" for managers does not emphasize academic qualifications and ability, and does not look at achievements. Whoever has the ability to take up the post has broken the old frame of seniority and seniority. Implement "three positions coexist and dynamic conversion" for ordinary employees; The management mechanism of "positions should be controlled, promotion depends on competition, rotation at expiration and elimination at last" has been implemented for middle-level cadres, and the "four abilities" mechanism of "cadres can be promoted and demoted, institutions can be established and removed, employees can enter and leave, and income can be high and low" has been established, which has pushed the people-oriented strategy to a brand-new stage.