Branch management is to divide employees into "first-line, second-line and third-line" through "scientific post analysis" and "quantitative performance appraisal", implement "dynamic employment management" and "differentiated incentives", establish a virtuous circle system of enterprise human resource development, realize quality service, improve efficiency, and strive for human resource management with the goal of world-class power supply enterprises.
The essence of linear management is to introduce competition mechanism into enterprises, realize the optimal allocation of human resources within enterprises through pressure incentives, and mobilize the enthusiasm of employees to the maximum extent.
The so-called "dividing line" is to divide employees into first line, second line and third line according to the results and qualifications of "double examination" (examination and assessment).
Front-line employees are on-the-job employees, which refer to employees who have passed the examination and have the post qualifications and are employed by optimizing the combination and competing for posts within the limit;
Second-line employees are full-time training employees, which refers to employees selected by the organization to participate in the training arranged by the provincial electric power group company or the unit, including employees who participate in job skills and professional and technical training; Demobilized veterans who have received pre-job training; Employees who are required by individuals and approved by the unit to participate in full-time academic education and employees who make up cultural lessons;
Third-line employees are employees on probation, laid-off, long-term sick leave, unpaid leave and internal retirement. Probation employees refer to employees who need to be inspected in their posts because of their poor performance in "double exams" or poor performance in labor attitude and labor discipline.
Characteristics of branch line management
Dynamic: The enterprise manages all employees in the main business and diversified operations every year, divides employees in management positions once a year and divides employees in production positions once every six months, and gradually forms a dynamic operation mechanism for employee division.
Fairness: Due to the adoption of a relatively complete and scientific system to operate, the management of employees is institutionalized and standardized, which reduces human factors and external interference and ensures objectivity and fairness.
Incentive: those who are able to go up, those who are mediocre, have different salaries for the same post, and those who are qualified are suitable, so that people's potential can be fully exerted and human resources can be optimally allocated in the competition.
Principles of straight line management
The principle of improving efficiency. Sub-line management must focus on economic benefits and continuously improve labor productivity;
Principle of developing potential. The purpose of linear management is to improve the enthusiasm of employees, maximize the potential of employees and give full play to their talents;
Principle of optimal combination. Let the best talents play a role in the most important positions, combine those employees with poor quality into positions suitable for them to play their abilities, and continuously carry out on-the-job training and continuing education for employees, so as to optimize the employee structure and improve the overall quality and level of employees;
Principles of dynamic management. The division of the three lines by line management is dynamic, and posts can be converted to each other, forming a cycle of "training-probation posts-post assessment-laid-off-retraining-re-post".
Main methods of branch line management
The operation process of feeder management includes the following six links.
1. scientific post analysis
Scientific analysis of staff positions is the basic work of branch management. According to the post analysis, the overall situation is divided into four categories: production, management, political work and diversification, with 440 posts. Job analysis not only clarifies the work content, work norms, basic qualities and requirements, job responsibilities and rights of staff in each position, but also provides an important basis for staff recruitment, job performance evaluation, salary determination and job training, and lays the foundation for implementing the dynamic personnel management system.
2. Quantitative performance evaluation
Performance appraisal is an objective and fair evaluation and practical guidance for employees, which provides decision support for staff diversion, promotion, salary adjustment and training, and is an important link in branch management. Performance evaluation includes quantitative evaluation system and strict operation system. We have established "three systems and one mechanism" for evaluation, and carried out evaluation work regularly:
Evaluation standard system. Around the production and operation objectives of enterprises, establish scientific assessment standards, quantify and refine them to different levels of departments, teams and employees, and form a scientific and easy assessment standard system, so that every employee has clear goals and responsibilities.
Evaluation method system. There is an overall assessment committee, composed of the director, deputy director, secretary of the Party committee, deputy secretary, secretary of the Commission for Discipline Inspection and chairman of the trade union. The evaluation committee office is located in the Planning Department. According to the system classification, there are four assessment groups, namely production group, management group, political group and diversification group. Appoint the chief engineer, chief accountant, chief political engineer and chief economist as the leader of the assessment team, and conduct assessment management on all departments within the overall scope.
Adhere to the method of quantitative assessment, supplemented by qualitative assessment and step-by-step assessment. Due to the different nature, content and number of personnel of each department, it is not appropriate to adopt a unified assessment method. All departments should formulate their own assessment rules and conduct their own assessment. The method of combining the assessment of all senior managers with the assessment of provincial electric power group company is implemented. Five-level evaluation method is adopted for middle managers, that is, senior managers evaluate middle managers, middle managers evaluate each other, party member evaluates middle managers, employee representatives evaluate middle managers, and employees evaluate middle managers in their own departments. For general managers, the method of combining the evaluation of middle managers in this department with the mutual evaluation of managers in various categories (production, management, political work and diversified management) is adopted. The production personnel are evaluated by the manager and the production personnel in the team.
Evaluation feedback system. Make the assessment results public so that every employee can know the assessment situation in time. Report the problems reflected in employee assessment in time according to the order of "team-workshop-department-system assessment team" and investigate and solve them in time; Under special circumstances, it can also be directly fed back to the system assessment team, so that the assessment results can effectively reflect the actual work situation of various departments, teams and employees, and ensure a virtuous circle of assessment work.
Assessment, supervision and restraint mechanism. Set up a supervision and inspection organization composed of trade unions, discipline inspection commission and other department heads and employee representatives to supervise the whole process of assessment work, so that all work can be carried out under control. It is necessary to include the assessment itself and appraisers in the assessment scope, strengthen the assessment of appraisers in accordance with the provisions on assessment responsibilities in post standards, regard the quality of assessment as the main content of the next level assessment, and irresponsibly deduct wages and bonuses from the assessment, so that the assessment work at all levels can be directly implemented.
3. Dynamic employment management
The key to dynamic employment management is the word "dynamic". On the basis of scientific post analysis and quantitative performance appraisal, employees are divided into first-line, second-line and third-line to implement dynamic management.
Divided into first-line, second-line and third-line employees. Based on the principle of stability and safety, according to the results of the "double examination" and the qualifications of employees, we divide employees into first line, second line and third line.
Optimize the combination. On the basis of "scientific post analysis" and "quantitative performance evaluation", according to the four principles of "open combination quantity, open combination conditions, open skills requirements and open work content", two-way selection is implemented to optimize the combination. The middle-level managers who have been admonished twice in a row after investigation and assessment have been dismissed or dismissed; For those who are not competent for the job, they will be given full-time training or laid off, and an employment mechanism will be formed.
Competing for posts. On the basis of quantitative performance evaluation, determine the recruitment, laid-off and mobility of employees between posts at the same level or at different levels, break the identity boundary between managers and production personnel, and implement post competition. Employees with relevant professional skills and skills are allowed to participate in the competition across disciplines and departments, and become front-line employees after competition. Laid-off workers study hard to improve their ideological and moral level and professional and technical level. After passing the exam, we will try to compete for posts. After three months, those who pass the exam will become front-line employees.
We carry out dynamic optimization management from top to bottom in the order of "middle management first, then general manager, then production personnel". In line with the principle of management, optimization and stability, the management positions and production positions are assessed regularly, and the management positions are openly recruited once a year and the production positions are openly recruited twice a year. Through dynamic employment management, a good atmosphere of initiative, comfort, unity and cooperation has been formed as a whole.
4. Effective career guidance
Career guidance for employees is an important content in the development and management of human resources in modern enterprises. In the spirit of caring and caring for people, according to the principle of people-oriented management, help employees understand the requirements of self and professional environment, guide employees to make career choices and career plans, and meet the needs of employees for "self-realization". Effective career guidance is an important embodiment of the "people-oriented" management thought of modern enterprises, and it is also an important guarantee for the smooth implementation of branch management.
First of all, help employees establish the value concept of "post professionalization".
(1) Establish the concept of pursuing Excellence in the workplace, sincerely serve enterprises and society, do one thing, love one thing, and be single-minded;
(2) establish the concept that there is only a different division of labor, and there is no distinction between high and low positions;
(3) Establish the concept of taking this employee as a career and set lofty goals;
(4) Establish the concept of persistently improving one's own quality and constantly surpassing oneself.
Secondly, do a good job in the basic work of vocational guidance. The four stages of job guidance are self-cognition, goal setting, job selection and career evaluation.
Through providing career guidance to employees, the enterprise has gradually established the database of employee career (post) tendency management system, enriched and improved the contents of employee file management, and laid the foundation for implementing differentiated incentives and developing multi-level human resources.
5. Differentiated incentives
Differentiated incentive is a personnel incentive mechanism formed under the guidance of behavioral science theory. People have different needs, and in different time and environment, they will constantly improve the level of needs. Differentiated incentive is to make full use of enterprise resources, meet the needs of employees at different levels, fully mobilize the enthusiasm of employees and enhance the competitiveness of the whole enterprise. Differentiated personnel motivation is the source of power for implementing line management.
(1) salary differentiation: among all incentives (such as job enlargement and enrichment), salary incentive is the most basic one. In practice, we implement different salary systems, which are mainly reflected in different salaries for the same position. For example, there are three levels of line maintenance posts in the distribution work area, namely, general maintenance responsibility, maintenance operation and maintenance assistant. Although the positions are the same, the work content is the same, but the responsibilities are different. According to their job responsibilities, the corresponding salary is stipulated, which has played a very good incentive role.
Differentiation is not to deny fairness, but to pursue more objective fairness (for example, a person's remuneration must make him think that fairness is reflected between remuneration and his own contribution).
Break the single wage distribution mode of job skills, establish a distribution coefficient system with safe, efficient and high-quality service as the incentive goal, and realize a wage distribution system suitable for different types, different majors and different types of jobs. Combined with dynamic optimization management, the post salary reform of "one post with multiple levels and different salaries for the same post" is implemented, which urges employees to compete with high-level posts while striving to improve their job skills, further widening the income distribution grade, fully mobilizing employees' enthusiasm and making employees do their jobs more dutifully.
(2) Differentiated promotion: According to the characteristics of the industry, we have established multi-sequence promotion channels such as engineering, economy, political work, architecture, education and operational skills, and multi-channel promotion channels such as formal education, amateur education and correspondence education, advocating merit-based promotion, implementing differentiated promotion incentives and implementing multiple career paths.
6. Stratified personnel training
People are the most important resources of enterprises, so scientific management and systematic development of human resources. Realizing the optimal allocation of human resources is an indispensable and important means for modern enterprises to achieve their goals. The development of human resources mainly refers to fully mobilizing people's enthusiasm and creativity, tapping the potential of human resources and realizing the overall goal of enterprises through scientific and reasonable training and other measures. Implementing hierarchical talent training is a scientific way to give full play to the effect of line management.
(1) The first, second and third line employees make different training objectives and implementation plans respectively. In the past two years, * * * has sent overseas training 100, and internal training has been over 3,000.
Through the combination of amateur training and routine training, front-line employees can reach the professional technical level and post skill requirements of a higher level post in their major on the basis of the existing technical business level, and gradually reach the all-round work level of their major.
Focus on training second-line employees in policy theory, professional skills and cultural knowledge to improve their overall quality.
By arranging the third-line employees to carry out political and ideological education, professional knowledge and production experience learning, the third-line employees are urged to improve their skills and level and create conditions for their early appointment. Through the comprehensive analysis of laid-off workers' age, education level, work attitude, professional level and psychological status, they are divided into three types: strong unintentional type and weak type, and different methods are adopted to treat different types of laid-off workers. For those who are "strong but unintentional", organize relevant personnel to talk to them, solve the ideological crux and change their work attitude; For those who are "powerless", strengthen training and internship in a targeted manner to improve their work skills and professional level; For those who are "unwilling and powerless", we should also give full consideration to their practical difficulties and try our best to help them choose jobs within their ability, so that "all talents can be used, even small talents can be used" and fully digested within the enterprise.
(2) Formulate measures and create conditions to encourage employees to improve their talents through learning. It is stipulated that employees who participate in full-time study at the graduate level of the provincial electric power group company enjoy the same salary, bonus and pension insurance benefits as frontline personnel, and the enterprise bears all tuition fees; Employees who participate in continuing education at other academic levels, after being approved by the enterprise, enjoy the same basic salary and various pension insurance benefits as front-line personnel, and reimburse some tuition fees. These measures have greatly stimulated the enthusiasm of employees for learning, and the overall learning of employees has become a common practice. Up to now, 103 people have obtained college education or above through self-study and further study.
(3) Pay attention to the management ability training of managers. In enterprises, many middle managers are promoted by technical backbones. These technical backbones have worked in enterprises for a long time and are skilled, so they are the most suitable candidates for middle managers in enterprises. However, due to the lack of systematic management knowledge and experience, many people often feel at a loss as soon as they take office. We will focus on their management skills training to help them grow into qualified managers as soon as possible. Distinguishing different types of managers in training and training them in management theory, management ideas, management methods and management means have played a positive role in forming a high-quality management team as soon as possible.