Analyzing The Systematicness And Integration Of Staff's Career Development Mechanism

At present, most of the traditional state-owned enterprises in China have completed the reform of the "three systems", including labor, personnel and distribution, supporting the transformation of P to the market-oriented mechanism. However, in the process of participating in the market competition, there are still some problems that impede the transformation of state-owned enterprises to more competitive market players. < /p >
< p > there is a shortage of talents in some key functions. The newly recruited newcomers have lost their jobs to private enterprises in less than two years. Some auxiliary posts have redundant personnel, employees do not work hard and slack off, and the tradition of seniority and cronyism still remains. In a number of two or three line cities, the phenomenon of employees' children relying on family shade to inherit < a href= "http://www.91se91.com/news/index_c.asp" > job < /a > exists widely. < /p >
< p > this series of problems reflects that the transformation of state-owned enterprises from traditional < a href= "http://www.91se91.com/news/index_c.asp" > personnel management < /a > to modern human resource management is not in place. The human resources of enterprises are still being extensively managed, and human resources management has not been promoted to the height of enterprise strategy in time. To solve the problem of shortage of talents and redundant talents and lack of subjective initiative of employees, a basic job that state-owned enterprises should do is to set up a position management system and career management mechanism to enhance employee engagement. < /p >
< p > < a > href= > http://www.91se91.com/news/index_c.asp > employee < /a > the systematicness and integration of career development mechanism are reflected in the following aspects: < /p >
< p > first, integrating the feelings of enterprises and employees. As a profit making enterprise, state-owned enterprises certainly want to attract and retain the talents they need at a lower cost. As a social worker, what employees think is whether I am full of hope in this enterprise every day? Is my salary raised every year? Can my value be recognized by more people? This is the game between enterprises and employees. In terms of career map, the structure and quality planning of personnel is clear, so that effective control of human cost can be achieved, and personnel repository can also be established to facilitate coping with talent gap. For employees, they can see clear job requirements and promotion channels, thus playing a role in boosting morale. < /p >
< p > Second, the docking and communication of human resources system can be realized. First of all, in performance management, it is difficult to communicate with employees, but if there is a career planning as the breakthrough point of communication, employees will think about what kind of conditions they need to go up to the next level, and the traditional state-owned enterprises will also change from passive acceptance of organizational arrangements to subjective initiative. Secondly, through the docking with the salary system, employees' salary changes can be achieved through the change of job rank, and enterprises can also control the cost of remuneration. In addition, a clear definition of qualifications or promotion conditions of various ranks can well integrate leadership and team building capabilities. < /p >
< p > Third, integrate with EVP to create employer brand. As an open, fair and impartial tool, employees' career development mechanism can be used to communicate with their employees, whether remuneration, promotion opportunities or training development can be discussed openly and honestly. Although some enterprises have done a lot of homework in terms of salary, promotion, training and so on, but because there is no integrated method, the concept of EVP can not be clearly conveyed, and it also affects the motivation level of employees. < /p >