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Strengthening dock management and improving core competitiveness

Wharf Limited was established in September 2000. After seven years of development and construction, the wharf construction has begun to take shape. At present, the coastline (including No.7 berth)1620m is available, all kinds of equipment and facilities are basically complete, and a young staff team is available ... From the hardware point of view, the conditions of the terminal are good in all aspects, but from the operation point of view, it is not satisfactory. Compared with neighboring ports, Hong Kong is a port.

First, the economic hinterland is small and the market competition is fierce. The economy of the area where the wharf is located is in the development stage. Compared with Xiamen, Quanzhou and other neighboring cities, its economic aggregate and scale are small, and the amount of container formation is limited. However, the development of surrounding ports is accelerating and the market competition is fierce. Wharf has a small share in Zhangzhou's goods supply. In 2006, the container throughput only accounted for about 16.9% of Zhangzhou's total export.

Second, the city's functional support is insufficient and the environmental support is not perfect. Dock Company is located in Zhangzhou Development Zone, far away from the central city of Zhangzhou. The functions of the cities in the development zone are far from mature, and the supporting services of port and shipping are not perfect (there are few enterprises in finance, insurance, freight forwarding, shipping agency, customs declaration, inspection and logistics, and the service level is not high), and the competitiveness is poor, which makes it unattractive for shipping companies to open routes.

Third, the infrastructure is not perfect. The water depth of the harbor basin, U-turn area and waterway at the front of the wharf does not match the wharf, and the storage, transportation and container machinery and equipment can not fully meet the needs of large ships to open routes, especially there is no port-dredging railway, and the import and export of bulk groceries are limited.

Fourthly, the transportation cost advantage of Zhao Yin Port Area is not obvious. 90% of goods in Zhaoyin Port depend on Zhangzhou City, but the local transportation cost has no advantage. Such as jiaomei Development Zone, Longchi Development Zone, Changtai and other main sources of goods are close to the North Shore Port Area of Xiamen Bay, and the import and export cost of goods in the North Shore Port Area of Xiamen Bay is low. The import and export of goods (containers) from other counties, cities and development zones in Zhangzhou from Zhao Yin Port Area is the same as that from Xiamen North Shore Port Area, with only a slight savings in trailer freight and no obvious advantages.

Fifth, the construction of staff can't adapt to the rapid development of modern ports. Due to various reasons such as geography and treatment, it is difficult to recruit some professionals who are in urgent need of jobs, and the construction of staff team can not adapt to the development trend of port marketization. Specifically, it is manifested in the following aspects: personnel quality, concept, skills, talent structure, recruitment system and distribution system.

To sum up, although there are many reasons that affect the core competitiveness of the terminal, the most critical one is "talent". Therefore, in order to enhance the core competitiveness of Zhangzhou Terminal Company, we must start with strengthening the management and development of human resources. The author believes that we should focus on the following aspects:

(1) Strive to create a good talent work and social environment, fully mobilize the enthusiasm, initiative and creativity of employees, and improve the employment system.

Environment and mechanism are very important for the growth and development of talents. It is necessary to increase investment in human capital in a planned and step-by-step manner, create a good working environment and social environment, create and provide a space and stage for talents to display their talents, and give full play to their talents. At present, O Company is in the fast lane of development and is in urgent need of a large number of high-quality talents. We should recruit talented people, boldly use new talents, make good use of talents according to the quantity, and use talents in an eclectic way, so as to provide a stage for talents to give full play to their roles and benefits.

(B) the establishment of competitive selection and appointment mechanism

Man struggles upwards, water flows downwards, and talents always flow to the place where they can play their role best. Talent flow can form the best combination and give play to efficiency. Therefore, it is necessary to introduce the talent competition mechanism. Only competition can make talents stand out. It is necessary to introduce competitive selection in the personnel field, form a selection and introduction mechanism, stimulate the expectation mechanism, and formulate a withdrawal, renewal and elimination mechanism.

(C) to further improve the talent incentive mechanism

Continue to promote the reform of the labor distribution system, appropriately expand the distribution grades, overcome egalitarianism, and implement high quality and good price for talents. According to the working ability, technical level and contribution of talents, adjust the salary of outstanding talents in a timely manner, build a diversified distribution system with operating performance as the core, and link the income of enterprise managers with enterprise benefits; At the same time, employees should be given a general salary adjustment every one to two years.

(4) Vigorously adjust the cultural structure of the labor force.

It is necessary to gradually adjust the personnel structure, including cultural structure, professional structure, age structure, organizational structure, regional structure, departmental structure and gender structure, so that the port talent structure can be optimized and play its best role through adjustment.

(5) Straighten out the relationship between personnel and employing departments and strengthen unified management.

Strengthen the communication and cooperation between the personnel department and the employing department, and regularly assess each position. In particular, personnel cadres should take the initiative to go deep into the employing department to conduct research and understand all links, processes, machinery and equipment and operation technology of enterprise production; Only by being familiar with the enterprise situation can we set up posts scientifically and rationally and adjust them in time. The post setting of each department should follow the principle of appointing people according to their posts. After the post setting scheme is determined, the personnel department should be responsible for a series of management work such as recruitment, deployment and appointment, education and training, assessment and reward, salary and welfare.

(6) Improve the system of continuing education for talents.

We must pay full attention to the continuing education of talents, build a lifelong education system for talents as soon as possible, and establish a special fund for continuing education for talent training and introduction, knowledge updating, and improvement of quality and working ability.

(7) Strengthen communication and enhance affinity.

Establish a new mechanism of people-oriented and activating human resources. Leaders should always care about the work and life of their subordinates, actively strengthen mutual communication with employees, listen to the voices of employees, and solve practical difficulties for employees. Through communication, enhance the pro-vitality, appeal and cohesion of enterprises.