Putian Information Technology Research Institute (hereinafter referred to as Putian Research Institute CP) is a central research institute invested and established by China Putian. It is a high-tech enterprise engaged in the research and development of new products in the field of communications. Putian Research Institute is mainly engaged in the research and development and pilot production of information communication systems and terminals, the development of information network software systems, the integration of large-scale information network projects, the market cultivation of new products, and provides industrial technology support to China Putian. Putian Research Institute passed the ISO9001:2000 quality system certification in 2002 and obtained dual certificates; in 2006, it became the first domestic company and the 15th company in the world to pass the CMMI level 5 (SE/SW/IPPD) assessment, and was recognized as a national-level company in 2006 Enterprise Technology Center. Putian Research Institute has established a national-level postdoctoral research workstation to jointly cultivate and export postdoctoral talents with famous domestic universities.
Since 2002, CP began to think and explore about employee career development, and through the "Job Family Theory", "Employee Position Value Theory", "Employee Career Planning Theory", "Employee In-depth research on "Incentive Theory", combined with the characteristics of non-production R&D enterprises, insists on improving the efficiency of talent management as the center, focusing on strengthening talent management functions, strengthening the overall planning of talent construction, combining introduction and training with bold use, and giving full play to "Core talents" role, while focusing on the overall effectiveness of talent development, combining the solution of current outstanding contradictions with the long-term development of the talent team, constantly optimizing the structure of the talent team, promoting the comprehensive, coordinated and sustainable development of all types of talents in their respective career paths, and gradually determining We have established a position-centered human resources management and development system and established a career development channel for all employees that integrates the career development channels for managers, R&D personnel, and professional and technical (non-R&D) personnel.
The career development channel for all employees is carried out in four steps:
The first step is to establish a position system for all employees. A complete position system for all employees is formed at three levels: series, family, and category, and all positions within the organization are divided into 3 major series, 7 major position families, and 14 major position categories.
The second step is to build a career development channel for R&D personnel. Form a job evaluation and recruitment system for R&D personnel.
The third step is to improve the career development channels for managers. Form a management talent reserve system and a cadre competitive recruitment system.
The fourth step is to build a career development channel for professional and technical (non-R&D) personnel. Form an approval system for position-level promotions of professional and technical (non-R&D) personnel.
Establish a position system for all employees
Positions are the cells of an enterprise's organizational structure. An enterprise establishes departments based on certain strategies, and the execution functions of enterprise strategies are decomposed step by step according to certain management relationships. , and finally implemented in each position, the company's goals and the active subject to achieve the goals - "people" achieve the ultimate combination in the position. CP Company believes that the important basis for corporate strategy realization is positions, and human resource management and development will revolve around positions. As a result, CP Company introduced an advanced position management system.
Position management takes a single position as the management object, and uses position analysis to clarify the roles and responsibilities of different positions in the enterprise as well as the corresponding qualifications, and then uses analysis tools such as position evaluation to determine the role of the position in the enterprise. The relative value of positions forms a position value sequence within the enterprise.
In order to implement the career development work of all employees and establish a scientific theoretical and practical basis for building a career development channel for all employees, CP Company designed a system based on position management theory and position family platform in 2002. The core of the employee career development system is the position system for all employees of CP Company.
In accordance with this idea, and based on the company's strategic positioning and medium- and long-term planning goals, a complete position system for all employees of CP Company was determined at three levels: series, family, and category, thus integrating the positions within the organization. All positions are divided into 3 major series, 7 major job families, and 14 major job categories.
On the basis of classified management, in order to reflect the difference in the relative value of different positions to the enterprise, CP Company uses the position value assessment tool on the basis of 3 major job series, 7 major job families, and 14 job categories. 76 positions were identified and divided into four categories: influence (three dimensions of influence, organization, and contribution), communication (two dimensions of communication and structure), innovation (two dimensions of innovation and complexity), and knowledge (three dimensions of knowledge, team, and breadth). The value of each position is evaluated based on 10 elements and 10 dimensions. At the same time, an internal value sequence diagram of all positions is formed based on the point value of each position. This allows all employees to clearly understand the role of their position in the organization. The internal position and value lay a theoretical and practical foundation for the career development of all employees.
Building a career development channel for R&D personnel
CP Company is mainly responsible for the research and development of new technologies and new products, and provides new technologies and new products with market prospects and industrial scale capabilities. R&D personnel, who account for nearly 80% of the total number of employees, are the main body of CP company's value creation, so the construction of career development channels for R&D personnel is particularly important. CP Company began the construction of a career development channel for R&D personnel at the end of 2002, and it will be fully implemented by mid-2003.
1. Career development channel framework for R&D personnel
The career development channel for CP company’s R&D personnel is based on the R&D series of CP company’s all-staff position system. Due to the similarities between job families and job categories, the promotion channels for each category in the R&D families under the professional series are consistent. There are six levels of positions, namely "professional junior", "professional mid-level" and "professional". Advanced", "Professional Senior Level", "Expert Level", "Senior Expert Level".
2． Career development of R&D personnel
Evaluation principles. The evaluation, recruitment and promotion of professional and technical positions in the R&D group are mainly based on the "Position Description" of each professional and technical position in CP Company. The proposed employees are evaluated first and then hired. At the same time, based on actual work performance, only employees whose semi-annual or annual comprehensive assessment scores rank in the top 40% of the same professional and technical positions in the department are qualified for promotion to professional and technical positions. The evaluation is mainly based on whether employees have the competence for various professional and technical positions. The appointment is based on the position establishment, and the vacant professional and technical positions are selected and appointed.
Plan the career development of R&D personnel at a moderate pace. Many companies are not reasonable enough in terms of employee promotion speed. One situation is fast-paced promotion. The consequence of fast-paced promotion is that after employees reach the top of their careers, they will lose their work enthusiasm or even leave the company because there is no room for development; the other situation is slow-paced promotion, whose disadvantage is that employees have to Without effective incentives for career development, it is also impossible to learn the knowledge of other positions. The correct approach is to adopt a moderate promotion, which is reflected in the planned arrangement of new employees to move to higher-level positions, and the reasonable arrangement of the time period for each promotion. A moderate pace can continuously motivate employees, improve the cognitive value of their positions, and allow them to have sufficient time to learn and master the skills for the positions to be promoted.
3． R&D personnel career development evaluation project
The R&D personnel career development evaluation project includes six aspects
4. R&D personnel career development evaluation methods and processes
The career development evaluation methods of R&D personnel are divided into two methods: direct identification and position review. Among them, the direct identification method includes two methods: professional and technical position identification for new employees and recommendation and promotion identification; the position evaluation method includes two methods: professional and technical position promotion evaluation and professional and technical position re-evaluation.
Identification of professional and technical positions for new employees. The identification of professional and technical positions for new employees means that when a new employee enters CP Company, the department or project leader will initially determine the professional and technical position based on factors such as the new employee's academic qualifications, work experience, past performance, etc., and refer to each "Position Description". During the employee's regularization assessment, the department or project leader will put forward professional and technical position identification suggestions for the new employee based on the new employee's regularization assessment results, fill them in the new employee's regularization form, and then appoint them with the approval of the Human Resources Department and the leadership of the supervisory institute.
Recommended for promotion. At the beginning of each year, the heads of departments/projects with outstanding department/project annual assessment results in the previous year, combined with the employee performance assessment results in the previous year, and based on the principle of erring on the side of shortage rather than excess, recommend the hiring of a small number of outstanding employees for promotion to professional and technical positions. The Human Resources Department conducts strict review on the promotion qualifications of recommended employees through review of assessment results and employee interviews.
After passing the review, the Human Resources Department will disclose the recommender information to the entire hospital, and then submit the recommender materials and publicity results to the general meeting for approval, and finally announce the appointment results to the entire hospital. The points and value corresponding to the new positions hired by R&D personnel have increased to a certain extent.
Promotion review for professional and technical positions. CP Company will organize a professional and technical position promotion review every year. Before the review, a professional and technical position evaluation committee needs to be formed, consisting of hospital leaders, managers, senior engineers in relevant majors, experts, senior expert position employees, and position evaluation consultants. The promotion review process includes personal application, department or project leader review, human resources department review, public announcement (to ensure that the review process is fair, impartial, and open), human resources evaluation, defense to the job evaluation committee, review confirmation, and issuing a document to announce the appointment results. .
Re-evaluation of professional and technical positions. If the department or project leader has objections to the employee's professional and technical position due to changes in employee departments/projects, changes in the direction of professional work, changes in professional and technical position standards, staffing adjustments, etc., he or she may be promoted to the most recent professional and technical position. During the review period, the employee's professional and technical position will be re-evaluated, so that the employee's professional and technical position can be re-appointed. The re-evaluation procedure for professional and technical positions is basically the same as the approval procedure for promotion of professional and technical positions, but the application is not made by the employee himself, but directly by each department/project team.
5. Dynamic management model for the career development of R&D personnel
In order to motivate employees to continue to develop at all times, CP Company has also introduced a dynamic management model in the evaluation and recruitment process for R&D professional and technical positions. After an employee is appointed to a professional and technical position, if his or her assessment score is "C" (needs to be improved) twice in total during the year and the annual assessment score is "C" (needs to be improved), he or she will be appointed to a lower-level professional and technical position.
Improving career development channels for managers
Whether CP company’s strategic goals can be successfully achieved, the professionalization of the management team will play a decisive role. They not only shoulder the important task of realizing corporate goals, but also shoulder the important task of guiding employee development, helping employees with career planning, and identifying and cultivating reserve talents for the enterprise. To this end, CP Company has begun the construction of career development channels for managers since the beginning of 2003, in order to better motivate managers to propose more constructive management methods and other distinctive innovative management ideas, and to promote the management team long-term development.
The career development channel for CP company management personnel is based on the position system management series for all employees of CP company, including the career development channels for resource management personnel and product management personnel.
1. Construction of career development channels for resource management people
CP Company has set up a three-level promotion channel for resource management people, which are grassroots managers (third-level managers of departments, Assistant to the department general manager), intermediate/specialized middle management (department general manager, department deputy general manager, assistant to the dean), hospital-level/specialized senior management (dean, executive vice dean, deputy dean).
2. Construction of career development channels for product management family members
CP Company has set up two-level promotion channels for product management family members, namely special middle management (product\project manager, Special project director), special senior management (product\project general manager, product\project director, technical director).
3. Promotion management mechanism
For the promotion of resource management personnel and product management personnel, CP Company has set up a set of scientific and easy-to-implement procedures, including hierarchical recommendation of candidates. , 360-degree interviews conducted by the Human Resources Department, candidate quality evaluation, open competition for candidates, office meetings to discuss and determine candidates, and the Human Resources Department issues appointment documents. In order to guide managers step by step toward the career development path set by the company, CP Company combines motivation theory and career development theory to include discipline, Collaboration, enthusiasm, responsibility, diligence, innovation, work quality and work improvement, etc.
This approach also comes from the theory of "vocational skills career development" proposed by CP Company. The theory of "vocational skills career development" means that companies guide employees to focus on the accumulation and improvement of their own professional skills, rather than just focusing on job promotion. When an employee's professional skills career develops to a certain level, the employee's competitiveness, employee's own value and employee's position will be simultaneously improved.
The proposal of this theory focuses on guiding and stimulating employees' initiative, enterprising spirit and professionalism, rather than "shaping people" wishfully. CP companies use both internal drives and external incentives to simultaneously accelerate the career development of management.
4. Promotion supporting measures
CP company management talent training plan. With the rapid development of CP companies and the surge in staff size, the management scope of managers at all levels continues to increase. With the development of products, markets and enterprises, the scale of CP company will further expand. On the one hand, it needs to select more and better talents to supplement the management team. On the other hand, it also puts forward higher requirements for the existing management team. Various situations It shows that CP Company needs to build an excellent management team to effectively support and promote its rapid development.
In view of this, CP Company has formulated a management talent training system, established a supply channel to continuously provide qualified management talents, improved CP Company's overall management capabilities and levels, and formed a leadership team with cultural recognition and strong management. CP company's management talent training system includes management talent training system, e-learning learning platform and self-study method.
CP company manages talent reserve plan. In order to ensure the continuous supply of management talents, CP Company has also set up a management talent reserve plan, and takes "not only academic qualifications but ability, not just qualifications but performance" as CP Company's principle for selecting reserve management talents. The top 20% of outstanding talents in each department's annual assessment, as well as employees with management potential and willingness to manage, have the basic qualifications to enter the CP company's management talent pool, and are also equipped with management mentors.
Personnel entering CP’s reserve talent pool can be divided into 3 categories:
(1) Employees with “technical leadership potential”: Such employees have sophisticated technologies Expertise, able to assume the leadership role of product development, and can be used as personnel in special management positions in CP companies, such as R&D team leader, special director, technical director, project manager, etc.
(2) Employees with "functional leadership potential": Such employees have the ability to lead a department or a certain business unit and can be candidates for CP company resource management positions, such as department level three Manager, department general manager, etc.
(3) Employees with "cross-field leadership potential": Such employees not only have the ability to manage work in their own profession, but also have expertise in other professional management work. Such employees can be trained across departments or business units or as compound comprehensive talents, so that they have experience in multiple key business and functional areas, and gradually stand at the height of the organization's strategy and system, knowing, understanding and grasping things, So as to make correct decisions and execute accurately.
All employees who enter CP Company's management talent pool will participate in CP Company's management training series according to the arrangements of the management instructor, and gradually complete the corresponding training plan.
CP Company established a management talent reserve plan not only because of the organization’s emphasis on and investment in the cultivation of reserve talents, but also because the reserve candidates themselves are full of expectations for their future development, which will also Spontaneously drives self-growth and development.
Building a career development channel for professional and technical (non-R&D) personnel
In order to meet the career development needs of CP Company’s professional and technical (non-R&D) personnel, CP Company has established a professional and technical position system for all employees A career development channel for professional and technical (non-R&D) personnel has been built on top of the (non-R&D) series of positions.
The establishment of this channel is very different from the idea of ??establishing career development channels for management personnel and R&D personnel. When management personnel and R&D personnel improve in their corresponding job channels, it will be reflected through job changes. The positions held by professional and technical (non-R&D) personnel have specific professional fields, and their job content and position value are fixed, which creates great difficulties in establishing career development channels. After detailed analysis and research on the characteristics of this series of positions, and based on the guidance of the position value application theory, a breakthrough method of position "level" promotion was proposed: setting up 5 levels in the same position, each of which is the first level. (assistant level), second level (specialist level), third level (hosting specialist level), fourth level (supervisor level), and fifth level (senior supervisor level), effectively combining each level with the P value design in modern salary theory.
Promotion methods and processes for non-R&D employees
Due to the differences in the professional characteristics of various professional positions for non-R&D employees, the method of job promotion adopts the professional position level identification of new employees and the professional position level of current employees. There are two methods for promotion approval. The first to third levels reflect the positive correlation between working time, experience, performance and ability, and development is reflected in normal promotions; the fourth to fifth levels reflect professional proficiency, and organizational recognition is reflected in the form of approval.
New employees’ professional position level identification. The professional position level identification of new employees means that when a new employee enters CP Company, the department head will initially determine the professional position level based on the new employee's academic qualifications, work experience, past performance and other factors, and refer to the description and requirements of each professional position level. During the employee's regularization assessment, the department head will then put forward recommendations for the identification of the new employee's professional position level based on the new employee's regularization assessment results, fill in the new employee's regularization form, and be hired with the approval of the Human Resources Department and the leadership of the supervisory institute.
Approval for promotion of current employees to professional positions. Approval for promotion to professional positions for current employees is generally scheduled at the beginning of each year. Employees who are promoted to the second or third professional position level and meet the cumulative two annual assessment results of "B" (good) or above can be promoted to one level based on the original professional position level. It will be initially reviewed by the department head, re-examined by the Human Resources Department, approved by the leader of the competent college, and then published in a document by the Human Resources Department. To promote employees to the fourth or fifth professional positions, an application must be submitted by the employee or department manager based on the admission conditions and evaluation conditions of that level, and relevant evaluation certification materials must be submitted. After preliminary review by the department head, review by the Human Resources Department, and review by the entire hospital. Promotions can only be made after public announcement, office meeting approval, and recruitment documents issued by the Human Resources Department. Employees promoted to the third level will be eligible to compete for the third-level manager, and employees promoted to the fourth or fifth level will be eligible to compete for the second-level manager. At the same time, employees who are promoted to the third level or above will be eligible to participate in management training and manager expansion meetings organized by CP Company.
At the same time, a dynamic management model is also introduced. After an employee is appointed to a professional position, if his or her assessment score is "C" (needs to be improved) twice in total during the year and the annual assessment score is "C" (needs to be improved), he or she will be appointed to a lower-level professional and technical position.
By establishing and implementing a position-centered career development channel for all employees, CP Company has overcome the difficulties and confusion it encountered and has become a value-creating department. A well-structured talent team has been established to provide human resource guarantee for business promotion and sustainable development; employee promotions are more systematic and standardized, which enhances employees' external competitiveness; and can evaluate employees' competencies more scientifically , to better achieve fair competition and make the best use of talents; statistical data shows that it has achieved significant results in many aspects such as employee fitness rate, satisfaction rate, training achievement rate, and core talent turnover rate.
The establishment and implementation of the career development channel has greatly mobilized the enthusiasm of all employees, and the performance of the entire team has been outstanding: in 2005, the Putian patent group effect was formed in the field of mobile memory; following the TD-SCDMA wireless access After successful calls into the system, it obtained the telecommunications network access license from the Ministry of Information Industry in 2006 and opened a large-scale trial network in Beijing, becoming one of the four major equipment providers in the world that can provide overall solutions for TD wireless access systems.
In the construction of a position-centered career development channel for all employees, we believe that there will inevitably be an intersection between vertical and horizontal development, which will be new positions for CP companies to adapt to future changes, such as A new compound position requires the qualities and experience of a certain level in two or even three job categories, thus forming a networked, multi-dimensional career development space for employees.