How the power companies to retain talent human resources management to retain talent

power company to retain talent

Abstract As the current management mechanism of binding, power companies, not established an effective investment in human capital and the security system, talents unused, talent repression become commonplace, and many employees will be attracted to the resignation of various external conditions, resulting in the loss of electric power enterprise of human resources. If this trend continues, it would be electric power enterprises and the whole development of the industry have unfavorable consequences. This article on how to attract and retain the power industry talent effectively carried out some research.
Key words power industry; human resources; personnel security

development and expansion of enterprises, the key depends on the quality of people. The number of human resources, quality, and configuration mechanism is business stability, growth and sustainable development can proceed smoothly determinants, but also the key to corporate survival. Electricity for historical reasons, especially institutional factors that enable enterprises to exist in many aspects of human resources issues that will affect the long-term development.
1, the power status of corporate human resources
(1) redundant too diverse
has been the implementation of Electricity Quantity Standard is the power system is planned under the system of extensive management mode the standard, although several times during the changes, but still seems not scientific and reasonable, resulting in the company Dingyuan control not live in the macro, micro and are unable to live, enterprise units for the completion of tasks competing to Ding Yuan indicators, throwing Ding Yuan phenomenon. Enterprises also lack the necessary macro-control mechanism, resulting in surging labor force growth, the formation of a large number of redundant staff. On the other hand internal staff to resolve the employment problems of their children, too many children were sent to staff the power company employment. And electric power companies in the power industry has been a good corporate image, benefits at the local level are upstream, due to long-term administration model, step by step process of personnel changes, the higher the assigned appointment, the frequency of lateral transfer between positions, hard by the back door into the relationship between the large number of staff redundant power enterprises also contributed to an important reason too.
(b) professional shortage
power enterprises, capital and technology intensive enterprises, the demand for professional talent for the production, operation and management, but most employees recruited into the business system of workers for the child or the kind of relationship the children of farmers, who generally is not high quality, lack of expertise. Enterprises also conduct various training staff, but staff in the business do not feel the pressure of competition, lack of self-up requirements, training, mostly mere formality, to cope with errands, so difficult to improve staff quality. Many staff experience, knowledge levels often differ in the requirements of jobs, more people seem to do things, but who knows the business is often the key positions of key personnel is very limited. Power Enterprise management team are familiar with traditional business in more than familiar with modern business management, law and computer knowledge, less; staff are familiar with a single business in more complex types of talents.
(c) innovative enough
sense of long-term in the planning system as the mode of operation, management, rigid, "iron bowl" "iron Kau Yi", "iron wages" mentality, but also a considerable number of Management did not pressure for change, the management thought too conservative, and many people lack the concept of updating knowledge, passive to meet the immediate work, "the monk to do one day, hit a day clock." Coupled with the enterprise itself is not an effective incentive mechanism to mobilize the staff can not become masters of their sense of responsibility, enthusiasm difficult to play, let alone on the development of innovative business thinking.
(d) of the talent pool is weak
power company's future development strategy is not clear. Electricity reform in the new situation, in order to enhance economic efficiency and competitiveness of enterprises to provide users with higher quality services, business transformation imperative. As the current management mechanism of restraint, the power company staff is very unstable, varying degrees of loss of human resources issues. Existing high-level talent, talented people, high-tech talent gap in the reserve of manpower shortage, in particular understand the production and business operations, through management of complex talent is scarce, insufficient capacity for sustainable development.
2, the power industry problems in human resources analysis
(a) the traditional personnel management mode
in the electric power companies, is still followed the previous practice of traditional state-owned enterprises, that employees as sub- as "cadres" or "workers" and is "a priori", before entering the business from the corresponding "qualified" decision. Such as new jobs are born college graduates and cadres, and arranged into the business of technology and management positions, while the workers are long-term positions in the movement of workers set (unless a cadre). Redeployment of officers outside the corresponding rank according to their (generally cf party and government organs) on the corresponding positions on the business. Despite breaking the cadres, workers, limits have been for many years, but the segmentation is not completely changed. Authorities still to cadres and workers were assessing "title." This will be no qualitative difference between the artificial divisions of labor for different types of staff of the phenomenon is not conducive to the overall human resources development and management, is not conducive to mobilizing the enthusiasm of all staff.
(b) the recruitment target was too narrow
long time, the power companies formed a close management and staff recruitment in the community also showed atrophy that recruitment targets for the system, the children of workers for the industry Lord, in order to run the system based professional technical graduates. Reasons for this situation, on the one hand is the power enterprises have generally an upper level of the local employment more attractive, "proximity and easier," the children of workers within the enterprise have access to the corporate job. On the other hand because the old ideas, the enterprise to solve workers to worry about child care workers jobs, they have to formulate relevant policies, such as older workers retire, children to the top level, or school children, military service, giving priority to graduate into the enterprise, Workers employed on the children open the door. This makes a large number of businesses had better be into the human resources have been shut out, recruiting employees overall quality can not be guaranteed.
(3) play the role of evaluation culture is not enough
state-owned monopoly since a long time, there is no risk of electric power enterprises is stable survival Harbour, where people can avoid the threat of unemployment is the psychological impact pressure. Over time, developed a unique culture, that overstaffing, low labor productivity, pay attention to harmony, to avoid competition and so on. This idea, once formed, in a very long time to change. Thus, the formation of a light assessment, re-qualification, re-experience, re-ties, the only educated people and employing the concept of selection, assessment of the role can not be fundamentally brought into play. Some employees of the appraisal there is a serious resistance, and some consider the assessment limit their freedom, some consider the assessment so that it faces the threat of embarrassment and off, and some are afraid to bring for appraisal of competition between people . The department heads are aware of the importance of performance appraisal of the lack of personnel department that is something to be actively at work do not match, and increased the difficulty of carrying out this work.

3, the power to improve human resource management methods and measures to
(a) the liberation of the power autonomy in personnel decisions
we have to solve the power company's right to select employees from the following aspects to start: 1. Autonomy of enterprises employing supervisors delegate. As the power company as a independent legal entity, independent operations, self-financing, so the process of this, needed to be independent of the employer autonomy, Ye should believe the power company will be by this company's development prospects as the most important caution in the personnel employing Caiqu , rigorous attitude and serious and pragmatic style. From a managerial point of view, the higher its business only employ staff to monitor the situation, not the review. 2. Effectively according to corporate recruitment needs for their development, eliminate outside interference. Power companies should first of all make publicity and education work, change the concept of employment of workers, workers placement of children is no longer the obligation of enterprises, but the law of market economy should be determined. At the same time to the development needs of enterprise, using a variety of practical methods of recruitment, open doors, Careers. People who do not need to enter a not, can not yield to outside pressure.
(b) expand recruitment channels
power company now very narrow range of recruitment to the system, the children of workers in the industry, the system run by the main professional technical graduates. This situation can not meet the enterprise requirements of human resources for development. Power companies want to keep the tide of market economy development, we need to draw talented people in the market as I used to recruit those with the power companies
talent in need of work into the enterprise. Can be improved from the following aspects: 1. Advertised: in the community release of information within the enterprise vacancies by advertising media and can very quickly communicate information to the outside world. In addition, as the power business in the community a good corporate image, can smoke this paper from www.5udoc.com [worry document] the collection and sorting, to thank the original author! Cited more talents in society to come to competitive selection, which can pick the right companies need talent. 2. Campus Recruitment: This is a potential power company managers and professional and technical personnel an important way. Campus is relatively high concentration of local talent, power companies can be found in the campus recruitment considerable number of high quality and qualified applicants. 3. Recruitment: recruitment as a very important source of recruitment is often neglected. In fact, internal recruitment within the enterprise can make the rational flow of human resources, the staff is an important promotion channel help to improve staff motivation and loyalty to the company. Used by enterprises and workers are more familiar with each other, in the use of safer. Also save recruitment costs within the recruitment and training costs.
(3) Improvement of performance appraisal link
comprehensive current situation, the power companies can use several methods of incentive are as follows:
. Material incentives: In today's knowledge economy, people's living standards have significantly improved the relationship between money and motivation weakening trend of much overlooked, however, the human material needs is always the first requirement is that people in all social activities, basic motivation. Thus, material incentives are still the main form of incentive. 2. Respect for the incentive: Respect is to accelerate the catalyst for the outbreak of employee self-confidence, respect for the incentive is a basic means of support. Mutual respect between the upper and lower levels is a powerful spiritual force, it helps the harmony between employees and help the formation of corporate team spirit and cohesion. 3. Participation motivation: to create and provide opportunities for all employees is to mobilize them to actively participate in the management of an effective way. So let workers properly in the management, not only encourage workers to business success can be valuable knowledge. Through participation in the formation of trade unions on the company's sense of belonging, identification, can further meet the needs of self-esteem and self-realization. 4. Work incentives: the work itself has incentive force. In order to bring staff enthusiasm for work, managers need to consider a more inner meaning to the work itself and the challenge to workers sense of self-realization. Managers to conduct "work design", so rich and magnifies the work, and create a good working environment. 5. Training and development opportunities for incentives: staff by providing training to enrich the knowledge, develop their ability to provide them with opportunities for further development to meet their need for self-realization. 6. Honor and enhance the incentives: honor everyone individual or group or organization's highly praised, is to meet the needs of people self-esteem, motivate people struggling ahead of an important means. Motivation from the people watching, and everyone has the self-assurance, glorious fight for honor's needs. For some prominent performance, advanced employee representative, give the necessary honor awards, is a good spirit of the incentive method. Honors incentive cost, but good results. In addition, the incentive is to enhance the performance of good, high quality staff as a positive, it should be included in "higher or lower" dynamic management system.

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