How to effectively implement the answer of open competition for cadres of state-owned enterprises

Many state-owned enterprises see that other enterprise cadres are engaged in open competition, and in order to catch up with the trend, they also try to imitate each other. However, due to some problems in operational procedures and methods, the effect of competition is greatly reduced, and the expected goals are not achieved, and even negative effects are produced. Undeniably, as an important part of the personnel system reform, open competition for cadres can break the traditional concept of conformism in state-owned enterprises, abandon the backward seniority system, effectively prevent and overcome unhealthy trends in selecting and employing people, further broaden the horizons of employing people and optimize the allocation of human resources in enterprises. At the same time, it also provides development opportunities for capable talents, which helps to enhance employees' sense of crisis and competition, strengthen their sense of mission and responsibility, fully mobilize their enthusiasm for work, and inject new vitality into the organization. However, it is also a very sensitive job with a wide influence. If the operation is improper, it will directly affect the effect and significance of open competition, bring crisis to internal talent management, easily lead to the decline of cooperation among employees, and even lead to the situation that cadres are unwilling to take their subordinates and help them, thus undermining the harmonious and stable team atmosphere of state-owned enterprises. At the same time, in the actual operation process of open competition for cadres, they may face the following challenges: 1 How to attract more employees to actively register, so that the competition activities can be understood and supported by employees? How to avoid the situation that some positions are not registered or the number of applicants is too small? 2. How to accurately grasp the key points of candidate evaluation, ensure the scientific competition, and select the most suitable talents for this position? How to avoid the phenomenon of "can say but can't do, can do and can't say" when evaluating? 3. How to design and organize the implementation process to ensure the fairness and justice of the competition? 4. How to win the trust of the competition results and make the selected cadres recognized by the majority of cadres and colleagues? ..... Therefore, how to effectively operate the open competition for cadres has become an important topic that the human resources department of state-owned enterprises must seriously study and think about. As a third-party evaluation organization, Nomstar has long provided open competitive recruitment services for large central enterprises and state-owned enterprises, accumulated rich practical experience and explored a practical operation mode. We believe that successful open competition for cadres should start from the following aspects: First, the conditions are ripe. Open competition for cadres is related to the stability and unity of enterprises, and it cannot be carried out casually. The following conditions must be met: 1, and the system is perfect. The rules and regulations of enterprises, as well as the post system, performance management system, salary management system and career system, have been established and are running well, especially the post promotion system based on competence should be established. If these systems and systems are not perfect, the job responsibilities of competitive recruitment are not clear, and the performance pay is not clear, in this case, competitive recruitment will be unclear and unattractive, leading to the failure of competitive recruitment and more chaotic internal management. 2. Cultural openness. If department leaders prevent subordinates from signing up for competitions in other departments, they think that it is disrespectful to subordinates, indifferent to him or taking revenge after the failure of the competition, or unwilling to let people go even after the success of the competition, they will be dissatisfied and have a negative attitude after the failure of the competition, which will lead to the failure of the competition. Therefore, the corporate culture should be open enough to encourage employees to compete for employment. 3. Have job opportunities. The first is the position that needs to be vacant or adjusted, which is in line with the development strategy and human resources planning of the enterprise. Secondly, this position should be suitable for open competition. Generally speaking, middle and senior positions are suitable for open competition. Some enterprises compete for several ordinary posts at the grass-roots level, which not only has limited attraction, wastes resources and energy, but also makes employees feel that this is a show. 4. Some people can choose. Competition is meaningful and valuable only if someone inside participates in the competition, that is to say, there are corresponding talents in the enterprise who meet the requirements of competitive post ability or potential. Therefore, the human resources department should conduct a comprehensive understanding and inventory of the quality of the company's talent team before conducting open competition for cadres. If there is a shortage of corresponding talents inside, we should take other ways such as external recruitment to solve it. Second, pre-publicity is the foundation. Some enterprises just wanted to make the competition vigorous at first, but because of poor publicity in the early stage, few people signed up for the competition and finally had to give up. Therefore, publicity must be carried out before the competition to encourage employees to actively participate in the competition: 1, widely publicized. We should use all possible means and channels, such as holding mobilization meetings, distributing pamphlets, and publishing propaganda articles internally. First, publish the information of competitive employment throughout the company to the maximum extent, and encourage employees to sign up for competitive employment; The second is to take this opportunity to send a signal of reform, stimulate employees' self-motivation and sense of competition, and strive for employees' recognition and support for the open competition of cadres. 2. Comprehensive promotion. In addition to the publicity at the company level, it should also be publicized within subordinate units and departments. The key is that the heads of subordinate units or departments should actively recommend competent talents and provide them with opportunities for development. This inclusive and open mind will also improve employees' sense of belonging and cohesion. Third, scientific material selection is the key. As the saying goes, take a donkey or a horse out for a walk and you will know who is the most suitable person for this position. It is necessary to carry out selection through scientific and effective means to realize the matching of people and posts. The biggest problems in the evaluation of traditional talents in enterprises are vague evaluation criteria, lack of pertinence in evaluation content, lack of skills of evaluators and single evaluation form. To achieve scientific selection, we should start from the following aspects: 1, and define the criteria. Different positions have different requirements for the quality of candidates, so establishing scientific and clear evaluation criteria based on post competence is the premise to realize scientific and accurate evaluation. The main problems existing in the evaluation criteria for cadres in some enterprises who compete openly are as follows: First, the evaluation criteria are unscientific, and they pay too much attention to professional knowledge, experience and past performance, which are not the most important for management cadres. The comprehensive quality is the important factor that determines the development potential and management performance of candidates, so we should focus on the candidates' analytical thinking ability, communication and coordination ability, team management ability, personality and motivation ability; Second, the standards are not uniform. For example, in an interview, for the same position, the focus of each judge's scoring may be different. Some judges pay attention to innovation ability, while others pay attention to communication ability, resulting in inconsistent scores, and the results can be imagined. 2. This method is effective. At present, many enterprises still adopt competitive recruitment methods such as written examination, speech and democratic voting. This traditional selection method is subjective and random, and it is easy to breed corruption. In recent years, talent evaluation technology has been gradually valued and applied by enterprises. With the talent assessment technology, the knowledge, experience, management ability, personality characteristics and motivation of candidates can be comprehensively, objectively and accurately investigated. Each evaluation tool has its advantages and limitations, and different qualities need different tools to evaluate. We must use appropriate methods to investigate the core quality of the post. Appropriate evaluation tools and topics should not only reflect the professional characteristics of the industry and post, but also focus on the core quality requirements of the post. The commonly used talent evaluation tools in state-owned enterprises include psychological test, written test, structured interview and evaluation center technology. It's time to go up and down through a comprehensive talent assessment. People in the class feel that their abilities are reasonable, and people in the class feel that they are really inferior to others and have nothing to say. What is more commendable is that the management of the company can have a more comprehensive understanding of employees through evaluation, which has laid a solid foundation for subsequent personnel decisions. Moreover, employees also feel the importance of doing what they can, which further enhances their work motivation. 3. Borrow external force. In the process of open competition, the internal judges may make errors in the evaluation results due to immature evaluation techniques and subjective bias. For example, the inherent impression of candidates will unconsciously affect the scoring results, or although the advantages and disadvantages can be distinguished through evaluation, it is difficult to clearly explain the characteristics of each candidate and the degree of matching with the post, or it is difficult to choose between candidates with different advantages, and competition will lose its due role and significance. Introducing third-party evaluation agencies is the development trend of open competition of state-owned enterprises at present. By virtue of its professional advantages and experience advantages, third-party evaluation institutions can help state-owned enterprises to suit the remedy to the case, provide tailor-made processes and methods, select the most suitable talents with the most accurate methods, and more importantly, bring value-added services to projects: provide necessary training and guidance for internal judges before and during the competition, provide benchmarking analysis of talent management quality of enterprises in the same industry or the same type, and help enterprises grasp candidates as a whole. At present, the cadres of Shenhua Group, Datang Power Generation, China Southern Power Grid, China Southern Airlines Group, Bank of China, Shenlong Group, ZTE, Baosteel and many other large state-owned enterprises have started to cooperate with talent assessment agencies and achieved good results. Fourth, fair competition is fundamental. For a long time, many state-owned enterprises pay attention to seniority, eat the same pot of rice, engage in egalitarianism and lack competition consciousness. When you get promoted, you pull strings through the back door and engage in black-box operations, which makes employees lack a sense of fairness. The essence of open competition is to let all participants compete openly, so that employees can feel that their strengths and weaknesses can be fully displayed in the evaluation, so as to be convinced. The realization of open competition should be carried out from the following aspects: 1, a reasonable threshold. In the process of implementing open competition, some enterprises use the threshold to shut out talents, which seriously affects the fairness and seriousness of competition, making competition a mere formality and difficult to convince the masses. Therefore, to ensure fair competition, we must treat all competitors equally, and we must not artificially create various unequal restrictions. The basic principle is to relax the restrictions appropriately according to the present situation of the enterprise talent team and on the basis of post qualifications. 2. Clear organization. Strictly following the competitive recruitment procedures is the basic requirement for competitive recruitment. The basic processes of open competition are: announcement, open registration, qualification examination, talent evaluation, democratic evaluation, organization inspection, result publicity, personnel employment, etc. Every implementation detail is the key to the success of the organization. Therefore, every link should be organized and implemented in accordance with standardized systems and processes, and all details should be fully considered, and a detailed and comprehensive work plan, staff manual, examiner's manual, exam notes, candidates' reception notes and related supporting documents should be formulated. In addition, in the implementation process of the awards, we must do a good job of confidentiality to avoid the normal progress of the competition due to the disclosure of topics and bribery of judges. 3. This process is transparent. Competition for posts should adhere to the principle of "openness, fairness and justice", so that competition for posts, qualification conditions, process and results are open. In particular, the evaluation results should be announced as soon as possible, and it is best to announce them on the spot if conditions permit. Some enterprises have been slow to announce the results in the process of competition, which makes people suspected of tampering. If people feel that they are only here as a foil, the enterprise will only use the form of open competition to hide their eyes and ears, and the effect will be counterproductive. 4. Supervision is in place. In the process of competitive recruitment, in order to reflect openness, fairness and justice, the discipline inspection and supervision departments and employee representatives within the enterprise should also participate in the supervision of the whole process of competitive recruitment. Especially in the key links such as marking organization, examination paper unpacking and score statistics, it is best for invigilators and staff representatives to take photos or videos. Fifth, follow-up support is the guarantee. If you think everything will be fine after the Open, you are all wet. Due to this negligence, many enterprises failed in the competition. The follow-up support work after the game mainly includes the following two aspects: 1, and the publicity report of the contest. After the competition, the human resources department should publicize the competition activities within the enterprise through various means, including: the overall situation of the competition, the composition of the judges, the results of the competition, the specific measures to ensure the scientificity, fairness, rigor and confidentiality of the competition, the importance attached by the company leaders to the competition, the significance of the competition to the enterprise, the evaluation of the contestants and so on. The significance of this is that the competition has won the recognition and support of employees to a greater extent, and at the same time, it takes this opportunity to send a signal of enterprise reform to employees to lay the foundation for the next competition. 2. Support the winner. After some successful employees took office, it was very difficult to carry out their work because they didn't get the corresponding support, while others were overhead by their superiors; Some can't get the support of subordinates; Some roles change slowly and cannot adapt to new jobs; Some roles are unclear, and the relationship with superiors or subordinates is not handled well, which affects the normal work and team atmosphere. Enterprises should pay attention to the working conditions of the selected candidates and provide corresponding support, such as holding new cadre appointment meetings, organizing special training, talking alone, and giving targeted counseling at work. Support and help them adapt to their new jobs as soon as possible. 3. Resettlement of losers. After some enterprises compete for posts, they ignore the emotional feelings and personal development of left-behind employees and fail to appease and resettle them. After the failure of some competitors, their self-confidence was hit, and they were snubbed by department leaders and colleagues, resulting in certain negative emotions and ideas, which had a negative impact on the whole working atmosphere. Therefore, it is necessary to appease and encourage them, such as arranging corresponding training and further study, or transferring them to new posts to help them return to normal working conditions as soon as possible. Although they are unsuccessful in this competition, those who perform well will be given some care in terms of salary, promotion or material rewards. Enterprises should communicate with laid-off workers in depth, fully understand their wishes and ideas, and try to reduce the negative impact on enterprises caused by improper placement of laid-off workers. In short, open competition for cadres is a very important and sensitive job, which must be strictly implemented and not sloppy. Of course, every enterprise has its own special circumstances and there is no fixed law. We should take targeted measures according to our actual situation. If you lack your own operating experience, you can use the power of the third-party evaluation agency to carry out the work step by step and gradually improve it. Text/Zeng Shuangxi (Consultant Director, South China, Nomstar Group)