Keywords state-owned enterprises; Employment mechanism; Performance management; encourage
First, the problems of the employment mechanism
(1) The selection of managers of state-owned enterprises does not conform to the norms of market economy;
The main managers of most state-owned enterprises are appointed by superiors and can be replaced at any time. Even for state-owned enterprises that have completed the transformation of corporate system, because the members of the board of directors are appointed by the higher authorities, when the board of directors elects the general manager of the company, it basically elects the person designated or recommended by the higher authorities according to the intention of the higher authorities. (2) The contradiction between the management function of enterprise managers and the ownership status of enterprise employees has not really been straightened out: the management behavior of enterprise managers and the democratic management behavior of ordinary employees lack necessary norms, which often leads to the restriction of the management function of enterprise managers and the ownership status and role of employees. It is easy to have two extremes. At one extreme, enterprise managers with average ability dare not manage or can't manage their own affairs, and the functions that originally belonged to managers' responsibilities can't be well exercised. At the other extreme, powerful enterprise managers can monopolize power freely and arbitrarily, which will easily lead to the failure to truly realize the right of enterprise employees to be masters of their own affairs.
Second, the performance evaluation system problems
(1) The evaluation criteria are arbitrary and unscientific. The job classification of state-owned enterprises in China is too rough, and the evaluation criteria of state-owned enterprises are arbitrary. Many evaluations are formal. (2) The evaluation method is single. In the process of personnel assessment in state-owned enterprises, many units do not comprehensively use multiple evaluations, but only implement a single evaluation method. (3) Do not attach importance to scientific quantitative evaluation. State-owned enterprises only pay attention to the qualitative assessment of employees, ignoring the quantitative assessment. Many state-owned enterprises do not carry out quantitative assessment and pay attention to the assessment of contribution and ability, and the phenomenon of "iron rice bowl" is widespread. (4) The evaluation results are totally inconsistent with the actual use. Due to various reasons, the wage and bonus gap between employees of state-owned enterprises is not large, and many state-owned enterprises have not subdivided the level of "incompetence", so that almost all employees of state-owned enterprises are at the level of "competence" and cannot play the incentive role of evaluation.
Third, the problems and solutions in the promotion space
(1) In terms of employment mechanism. The first is to establish a market-oriented employment mechanism. Carry out fair, just and open talent competition to make outstanding talents stand out from the competition. The human resource development center should study how to develop the potential of talents. Second, we can learn from Haier Group's principle that "posts should be controlled, promotion depends on competition, and posts should be rotated upon expiration". Through full authorization and timely supervision at all levels, whether to be promoted or not is decided by competitive performance, and positions are frequently rotated, so that talents can flow, job burnout will not occur, and internal vitality will be enhanced. The third is to implement a certain personnel elimination system. Only by implementing the elimination system of some personnel in state-owned enterprises can we break the iron rice bowl, enhance the sense of crisis and bring a benign development cycle to enterprises. (2) In terms of performance appraisal. First, we should set scientific inspection indicators. In order to change the traditional performance appraisal standards, it is necessary to use the balanced scorecard to measure the operating conditions of enterprises. Evaluate the operation status of the enterprise from the perspectives of enterprise industry, enterprise growth potential, customers and internal business. Set relevant subsystem indicators, evaluate the output and growth potential of the enterprise through the establishment and calculation of indicators, evaluate the operating parameters of the enterprise from the perspective of customers and internal business, combine the long-term strategy and short-term operation of the enterprise, and define the long-term goal and subdivide it into the current performance evaluation-oriented indicators. The second is to strictly supervise the implementation. Many state-owned enterprises have formulated many good rules and regulations, but they lack execution, and the implementation effect varies from person to person. State-owned enterprises should work hard on strict supervision and implementation, establish a supervision team and a supervision expert database, and put an end to poor intercession and supervision. (3) In terms of promotion space. The first is to combine the vertical flow with the parallel flow of employees. Vertical mobility means promotion and demotion, allowing excellent people to go up and mediocre people to go down. Parallel mobility refers to job rotation and cross-departmental mobility, so that employees will not slack off in their careers. The second is flat management.
State-owned enterprises should strengthen and improve the modern company system, so that state-owned enterprises can participate in the competition as flexible and market-oriented subjects; Establish a market-oriented employment mechanism to reduce the burden on state-owned enterprises and stimulate the enthusiasm of employees; Establish a scientific assessment index system, comprehensively use the methods of economic increment and balanced scorecard, and give play to the performance-oriented function of assessment standards; At the same time, it provides a platform conducive to the development of employees, gives full play to their abilities, and improves the level of development and utilization of human resources. Through various incentives, flexible user mechanism and scientific performance management, we can finally enhance our competitiveness and remain invincible in the market competition.
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