With the rapid construction of Wuhai Yadong company, Yadong group has entered a period of rapid development. In this critical period, we are faced with many problems, such as the innovation of management framework and management mode, the improvement of process system, the construction of assessment system, the introduction, training and use of talents.
As for the work of talent introduction, training and use, there should be clear job requirements and job requirements. The training and use of existing personnel should not be limited to the use of talents. There should be a concept of talent use that does not look at identity, ability, background and strength. It can provide a platform for talent growth actively, so that those who want to do, can do and do things can show themselves Opportunities to achieve value.
Talent introduction should focus on the plasticity and professional basis, boldly innovate the talent introduction mechanism, recruit all kinds of professional and technical talents urgently needed by enterprises, enrich them into the grass-roots team of each company, change the existing personnel structure level, realize the alternation of old and new personnel, and stimulate the vitality and vitality of enterprises.
It is necessary to carry out in-depth talent echelon construction, mainly carry out talent reserve and training for R & D technicians, management personnel and key production personnel, establish post competency model, improve post matching degree and constantly optimize personnel structure.
Gradually improve the professional level of management personnel and R & D technicians, improve the professional qualification level of operators, establish internal qualification assessment process, and gradually improve the professional level of operators. Develop talent echelon training plan and key post succession plan, based on employee career planning, develop training plan, implement targeted training, and improve talent reserve rate and post competency.
According to the company's overall development plan and business process, design the organizational structure to adapt to and support the company's strategic development. Optimize the functional units of production system and equipment system, clarify the post responsibilities, establish talent training leading group, carry out talent echelon construction and promote performance work in depth and effectively. Deepen human resource management, safety and environmental protection management, marketing brand management, financial budget management, etc., and support the enterprise to pursue excellent development.
Formulate training plans for personnel quality and skill improvement and personnel training and development. Identify and adjust the education background, specialty and skills of the employees in the required positions, and timely revise the job description as the basis for recruitment, appointment and retention of employees in the new year. Make full use of internal training resources and improve personnel quality and skills in combination with the actual situation. Fully integrate and draw lessons from external resources, integrate the advanced management mode of similar enterprises in the industry, improve the overall comprehensive management quality and level according to the group's refined management concept, and make Yadong move towards the road of sustainable development.
In terms of talent introduction, absorption and cultivation, in terms of personal learning and development, work performance, rationalization proposal, etc., regular comparison and analysis are carried out in terms of staff capacity and post requirements to find out the gap, and targeted improvement measures and incentive methods are formulated to optimize the allocation of human resources. The performance is inclined to the key position and the outstanding position, and the outstanding person is encouraged according to the result of the position performance. For those who put forward valuable rationalization proposals, they shall be rewarded and encouraged to participate and improve. Optimize the secondary distribution of team performance, highlight benchmark posts, and give key rewards. For those who have made outstanding achievements in various high-level professional competitions or activities, they will be given a one-time heavy award and set a benchmark. Guided by the realization of the company's strategy, performance index management is carried out at branch level, department level and post level, and the results of performance management are effectively used for the adjustment of work plan and development strategy.
The company should insist Based on the talent concept of "people-oriented, talent selection, and self realization", arrange suitable posts according to the staff's specialty, ability and character, provide competitive salary and welfare, good working environment and rights and interests guarantee conditions, establish smooth career development channels and "four retention mechanism", and (career retention, treatment retention, emotion retention, culture retention) be inclusive Opinions and suggestions of relevant parties to achieve effective communication and skill sharing.
Talent is a matter of life and death for enterprises. Bill Gates once said that if I can take away Microsoft's research team, I can recreate another Microsoft.