Talent is an important indicator to measure the core competitiveness of an enterprise and the backbone of promoting the development and growth of an enterprise. In recent years, the Party Committee of Pangzhuang Coal Mine of Xukuang Group has scientifically grasped the intrinsic relationship between talent work and enterprise development, committed to accelerating the construction of a talent-based enterprise, and always put talent work in the overall development plan, forming and developing the concept of "if you want to do something, you will have the opportunity." The talent concept and institutional mechanism of "having a stage if you can do things, and status if you do things well" has cultivated and created a group of high-quality talents who dare to think and act, work together, innovate and create excellence. In terms of safe production and operation Management, technological progress, and harmonious construction have played a key role in promoting the safe, harmonious, and scientific development of enterprises. Since 2006, the company has produced more than 13 million tons of raw coal, achieved operating income of 6.6 billion yuan, and realized profits of nearly 2 billion yuan; work-related injuries have decreased by 42.5% annually on average, reaching the industry-leading level; the company has successively won the "National Coal Industry Industry There are more than 50 honorary titles such as "First-Class Safe and Efficient Mine", "National Advanced Unit for Energy Saving and Emission Reduction in the Coal Industry", and "Advanced Grassroots Party Organization of Provincial Enterprises".
1. If you want to do something, you will have the opportunity
Concept navigation makes everyone want to be talented. Career development, talent comes first. Enterprises are the carrier for employees to realize their value. Only by unswervingly pursuing the path of coordinated development between enterprises and employees can enterprises gain advantages and seize opportunities in market competition. The Party Committee of Pangzhuang Coal Mine has always regarded the priority development of talents as an important strategy for building a first-class coal enterprise in the industry. It adheres to the priority development of human resources, the priority adjustment of talent structure, and the priority accumulation of talent capital, creating a good policy and public opinion environment for employees to become talents. In Pangzhuang Coal Mine, seniority and age are not important. The core criteria for evaluating employees are ability and performance. In the long-term exploration and practice, the mine party and government strive to make outstanding employees who have created achievements and achievements have money in their pockets and glory in their faces through salary distribution, commendation, promotion and appointment and other economic and political treatment. A good situation has been formed in the mining area where everyone respects talents, everyone is eager to become talents, and everyone competes for development.
Training and education enable everyone to become talented. Using skills training and continuing education as the main means, talents at different levels can learn more scientific management theories and master more advanced safety production technologies. In recent years, companies have invested nearly 10 million yuan in employee training and continuing education. According to the characteristics of coal mine safety production work, a training base for 12 types of work in four majors: excavation, rescue, electromechanical, and transportation has been established, as well as a multimedia classroom, which has played a positive role in improving employees' operating skills and professional quality. Attaching great importance to the improvement of team leader management capabilities and skill levels, we have established a “Team Leader School” and cooperated with the local technician college to offer “double certificate” training courses for senior engineers and technical secondary school leaders. Regular special training for technical leaders has been carried out, and a group of outstanding technical leaders have been cultivated and created. 861 skilled personnel have reached the level of intermediate workers or above, 145 technical and managerial personnel have obtained intermediate or above professional titles, and 9 employees have been awarded "outstanding experts", "top-notch talents" and key training objects by Xukuang Group. Making full use of social intellectual resources, we implemented the "653 Project" to update the knowledge of professional and technical personnel on the topic of ideological reporting. Through cooperation with well-known universities such as China University of Mining and Technology and Anhui University of Science and Technology, more than 600 cadres and employees participated in continuing education and obtained college, undergraduate or A master's degree certificate reserves talent and intellectual resources for enterprise development.
2. Those who can do things will have a stage
With practice and experience, young talents grow rapidly. In order to enable newly admitted college students to quickly adapt to the company and make contributions as soon as possible, after pre-job training, a one-year rotation internship is reasonably arranged according to the majors, personalities and strengths of the newly admitted college students, so that each college student can work in the shortest possible time. Understand various operating procedures such as safety production and enterprise management within a short period of time.
In the construction of the talent team, the mining party and government attaches great importance to the guiding role of policies and mechanisms, always adheres to the principle of "only those who have done something can have status", and vigorously promotes the reform of the personnel system. A complete reserve talent team has been established, and model writing is regularly adjusted and supplemented. The openness of cadre selection has been expanded, and systems such as cadre inspection notices, gap inspections, and pre-appointment announcements have been implemented. Various selection and employment methods such as public selection, public selection, and direct selection have been established, and competition for posts has been regularized, institutionalized, and Standardization. In the past three years, the Mine Party Committee has conducted democratic re-elections for more than 40 grassroots party branches, openly competed for more than 20 management positions at the deputy section level and above, and implemented direct elections for party branch secretaries in 7 units. One person who graduated less than five years ago was elected. Outstanding college students successfully passed the organizational inspection and democratic evaluation and were hired as assistant mine directors. Systems such as special efficiency monitoring of cadres' performance of duties, performance appraisal of middle-level management cadres, performance reports of leading cadres, democratic performance evaluation of management cadres, and "blacklist" of production safety have been implemented, as well as cadre accountability system, resignation system, last-place elimination system, and indiscriminate elimination system. The assessment and identification standards for competent and incompetent cadres have matured. More than 50 cadres have been held accountable and given admonishment talks for not fulfilling their duties and failing to perform their duties. More than 10 management cadres have been dismissed or dismissed due to style, ability and performance issues. Demotion treatment.