Zhang Jianzhong
At present, human resources are not only the most valuable assets of enterprises, but also the only "dynamic assets". Therefore, revitalizing human resources is the key to the survival, development and growth of state-owned enterprises. So, how to maximize the role of human resources in state-owned enterprises? The author talks about the following points in combination with the actual work.
First of all, establish a "great view of human resources" and give full play to the role of human resources in the management of state-owned enterprises. The concept of "great human resources" emphasizes looking at human resources from a systematic and overall perspective, and regards human resources management as a strategic force to support the long-term development of enterprises. Under the guidance of corporate vision, corporate mission, business strategy and core values, it is closely integrated with corporate organizational structure, corporate culture and core competitiveness, achieving the goal of improving corporate performance in the short term and promoting the realization of corporate strategy in the long term.
Enterprise human resource is a special resource expressed by the number and quality of employees, and it is the primary active production factor of enterprises. Resources such as means of production, capital and technology are passively used and dominated by human resources. The ability and level of scientific and technical personnel in state-owned enterprises determine the strength of technological innovation, the ability and level of enterprise managers determine the adaptability, marketing ability and organizational management ability of state-owned enterprises, and the ability and level of enterprise production workers determine the strength of enterprise manufacturing and joint service ability. Therefore, the overall quality and ability of employees in state-owned enterprises determine the level of core competitiveness of enterprises.
Secondly, set up reasonable career paths for employees and give full play to the role of human resources in the employment mechanism of state-owned enterprises. At present, the income of managers in most state-owned enterprises is asymmetric with the risks they take, and the income of employees cannot be linked to performance. In the fierce market competition, whether the salary performance system in line with the market can be established is related to whether the state-owned enterprises can attract outstanding talents and retain outstanding internal employees, and to the competitive advantage and sustainable development of the state-owned enterprises.
Therefore, we must adhere to the principle of "ability to match posts", that is, people have their duties and jobs have their own people. According to the situation of different employees, implement targeted incentive measures to mobilize the enthusiasm of all employees. We should create a stage for every employee to display their talents and design a reasonable career path for them. All employees compete for posts, conduct performance appraisal after posts, and implement dynamic management of employee management. Assessment is to use various scientific qualitative and quantitative methods to assess and evaluate the actual effect of employees' work behavior and its contribution or value to the organization. At the same time, the assessment results are directly linked to the salary, political treatment and personal development of employees. Through a series of human resource management mechanisms, a group of professionals are reserved for state-owned enterprises.
Finally, cultivate a good culture of state-owned enterprises and give full play to the role of human resource management. Advanced corporate culture contributes to human resource management of enterprises. A good corporate culture is to give employees a sense of belonging. Enterprises should have enough affinity and a good working environment, that is to say, enterprises should have a good corporate culture, which is people-oriented, and the relationship with human resource management is a mutual promotion and mutual restriction. The construction of the two aspects should go hand in hand, and the purpose of human resource management can be finally achieved by building together.
At present, the primary task of state-owned enterprises is to actively build human capital, cultivate the core technical ability of enterprises, form a distinctive management model, pursue Excellence, be brave in innovation, pay attention to integrity, cultivate brands, foster strengths and avoid weaknesses, and cultivate competitive advantages and advanced corporate culture. As an intangible resource, corporate culture is to create a corporate working group with consistent ideals and beliefs, clear value orientation and noble moral realm, and it is "a powerful unwritten rule system for regulating corporate behavior in most cases". Its establishment is cultivated imperceptibly in the long-term human resource management, and the managers of enterprises integrate their own business philosophy, value orientation and behavior into their employees.
Therefore, while doing a good job in human resource management, we should pay attention to the construction of enterprise culture, so that the construction of enterprise culture and human resource management can develop simultaneously, cultivate a group of dedicated, trustworthy, loyal, dedicated, pioneering, innovative, determined and ambitious enterprises, and improve the core competitiveness of state-owned enterprises in the world.