How to strengthen the organization, supervision and management of the outsourcing team

In recent years, with the continuous expansion of the production scale of enterprises, the number of outsourcing teams used by enterprises has also continued to increase, and the relationship between enterprises and outsourcing teams has become more and more complex and complex. important. In a sense, the outsourcing team has determined the survival and development of our company, and has been closely integrated with our company. Therefore, strengthening the organization, supervision and management of the outsourcing team, continuously improving the overall quality of the outsourcing team, and striving to achieve a win-win situation for the outsourcing team and the enterprise have become a major event in front of the enterprise.

1. Enterprise production scale and use of outsourcing teams

In the past few years, the leadership team of the Eighth Branch has seized the opportunity period of railway construction and development to continuously expand the production scale and enhance the strength of the enterprise. In 2006, the company used an outsourcing team of 1,200 people; in 2007, the number of outsourcing teams increased to 2,600, exceeding the number of regular employees; in 2008, the number of outsourcing teams reached 3,200, with the number increasing year by year. The main sources of outsourcing teams: 1. Collaboration teams that have cooperated with the company on multiple projects and have good credibility; 2. Outsourcing teams that are in the list of qualified subcontractors but have less cooperation; 3. Recruitment teams at the construction site Outsourcing team generated by bidding.

II. Methods for managing external labor teams

Through the summary of experiences and lessons learned from the use of external labor teams over the years, especially the promulgation and implementation of the new "Labor Contract Law", we have promoted The company has changed the past loose management practices and concepts of the outsourcing team, strengthened the organization, supervision and management of the outsourcing team, and formulated management methods for the outsourcing team based on the actual situation of the company.

1. Implement an access system for external labor teams. The external labor team used by the management department must first be a team that has obtained the access permit, that is, it must be complete with "four certificates and one license", have basic construction machinery and technology, management personnel, and have certain performance and credibility. This control from the source reduces construction production risks and legal risks, and reduces the disadvantages caused by the random selection of teams in the past.

2. Implement dynamic management of external labor teams. After the outsourcing team obtains the access permit, the enterprise must conduct regular and irregular inspections and assessments on them every year: whether the "four certificates and one photo" are regularly inspected and valid; the performance of the labor subcontracting contract, and the signing of labor contracts with migrant workers; Safety quality, construction progress, close cooperation, wage payment to migrant workers, whether there are disputes, civility, and performance in emergencies and dangerous times, etc. Every year, the project management department inspects and evaluates the outsourcing team and then forms a credit evaluation report and submits it to the company. The evaluation grades are divided into three grades: A (excellent), B (qualified), C, and (unqualified). The department in charge of the company's outsourcing team conducts the evaluation. Review and assessment. Outsourcing teams with excellent performance in assessment can be rewarded with projects, that is, they will be recommended for use within the group company and used within the company. For outsourcing teams that fail the assessment, their "External Labor Team Admission Certificate" will be revoked. It shall not be used in any project management department within the year. Those with serious problems will be included in the "blacklist" and shall not be used within five years, and the group company will be notified.

The company's external labor team management office has established a unified electronic dynamic file management system to achieve external labor team information database management, team supply and demand information release management, team evaluation management, and migrant workers' salary payment. Labor base management and other functions enable information sharing. Each project management department conducts dynamic management of external labor teams, and the entry and exit of each external labor team and related information are archived in the management system in a timely manner.

3. Implement a deposit system for external cooperation teams. In order to enhance the sense of responsibility of the outsourcing team and create conditions for the entry of capable teams, when signing the contract with the external labor team, it is agreed not to prepay labor fees and implement the delivery of a performance bond. A part of the deposit will be retained before the final settlement of the external labor team. After confirming its Once there are no outstanding debts, the full amount will be refunded without interest.

4. Implement the principles of "unified leadership, hierarchical management, division of labor, and departmental collaboration" for the management of external labor teams, and establish that "the main leader personally handles the task, the leaders in charge assist in the task, and the relevant departments each assume their own responsibilities." In the working mechanism, human resources, legal affairs, corporate management, engineering, cost, safety and quality, finance, supervision, auditing, labor union and other departments are responsible for their respective responsibilities according to their scope of duties, and jointly decide on major matters in the management of external labor teams.

3. Problems in the use and management of the outsourcing team

Through the investigation, we learned that due to the reasons of the outsourcing team itself and the reasons in our use and management, there are problems in the use and management of the outsourcing team. There are still many problems in its use and management. The main problems are as follows:

1. Lack of resources for the outsourcing team. Judging from the total number of outsourcing teams, the resources of the outsourcing teams occupied by enterprises are in short supply. Once there is a rush for progress and construction deadlines, and the organization carries out a large-scale effort, the contradiction of shortage of personnel will appear. Especially now that the construction period of railway projects is very tight, this contradiction has become even more acute. Judging from the quality of the outsourcing teams, these teams are not large in scale, and there are not many teams with good reputation, strength, and ability to fight, which restricts the improvement of the project department's production capacity to a certain extent. The management level of the collaborative team is poor, the overall comprehensive quality of its personnel is not high, safety and quality awareness is weak, and integrity awareness is lacking. Although a labor service agreement has been signed and the conditions and methods for payment of migrant workers' fees have been agreed upon, once conflicts and disputes occur within the collaboration team, the responsibility and risks will ultimately fall on the company and be borne by the company, and the company will always suffer the loss. In September this year, the Human Resources Department of the bureau held a meeting with managers of outsourcing teams from relevant units, mobilizing the overall situation to help our company solve the shortage of outsourcing teams in the Hewu Project Department's line ballasting, road maintenance, turnout paving, station line renovation, etc. , which proves from the side that our company has insufficient outsourcing team resources. During the investigation, it was found that some project departments did not have the resources for outsourcing teams due to urgent tasks, so they omitted the link and requirement for entry permits for teams entering the site. Instead, they found some natural person teams and recruited them first for emergency response. This brings very serious employment risks to the enterprise.

2. The company’s own problems in the management of outsourcing teams

Due to lack of experience, some project departments subjectively did not pay enough attention to it. In addition, some project deadlines were too tight and the workload was too tight. It is too large, causing all aspects of the company's outsourcing team management problems.

(1) The phenomenon of using natural person teams is serious. Some projects have followed practices and habits that have been used for many years. Regardless of the nature of the team, they are brought over first and then used. Especially when the construction period is tight, and because the natural person team is more convenient and trouble-free to use, it also contributes to the subconscious preference of the project leader. The use of natural persons brings serious labor risks to the enterprise.

(2) The management system is not sound. Even if there are external labor teams with access permits and "four certificates and one license", some project departments still have imperfect management systems, imperfect contract signing, and high risks of labor disputes in their use. After introducing qualified labor teams, some project departments carried out extensive management, without methods for managing migrant workers, rewards and punishments, and monitoring methods for wages of migrant workers, and could not conduct contract review according to regulations. This weakens the control of the outsourcing team on the one hand, preventing it from being better used by the enterprise, and also brings risks to the enterprise's employment.

IV. Suggestions on strengthening the organization, supervision and management of the labor team

1. Have more powerful outsourcing team resources. It can be seen from the construction and production in recent years that the company has an obvious shortage of powerful outsourcing teams, and their use is stretched. In order to meet emergencies, they can only scratch their eyebrows and beards, which leads to the entry of some unqualified outsourcing teams. It is necessary to occupy as many powerful external cooperation team resources as possible through the following methods: (1) Prepare for a rainy day and prepare early. Pay attention to accumulating and reserving cooperation team resources at ordinary times, and only think of them when they cannot be used. try to find. We can seek large-scale and powerful outsourcing teams through the Internet, media announcements, labor markets, government intermediaries, and institutional surveys. When the Hewu Project Department was in short supply of outsourcing teams, it mobilized the management staff to mobilize various connections from their hometowns to find outsourcing teams, which solved the immediate needs of the management department. This can also be used as a way to accumulate resources for the outsourcing team on a daily basis; (2) For outsourcing teams that have proven to be strong in practice, pay attention to keeping in touch. Through cooperation with outsourcing teams, we have found some outsourcing teams with excellent style, quality and technology, such as the two outsourcing teams we used in the Hefei station reform. The spirit of the company has conquered the nationwide first-payment Wudu Shijiao turnout and won credibility for the enterprise. With teams like this, we should maintain lasting contact with them, even if we no longer collaborate on engineering projects.

During the Shenzhen subway construction, we selected a Shanghai outsourcing team with strong construction capabilities. They were ahead of other outsourcing teams in terms of construction progress, quality, safety and civility. Some construction units had the idea of ????the outsourcing team, communicated with them privately, and wanted to poach them, but they refused. We must keep the information of such teams and pay attention to regular contact so that they can be used by me as soon as possible. (3) Help support a group of outsourcing teams. For outsourcing teams with certain personnel, equipment, and technical foundations, the enterprise will choose the opportunity to provide management and technical guidance to them, including instilling safety, quality, credibility concepts and cost awareness, strengthening the strength of the outsourcing team, and improving

The comprehensive quality of the outsourcing team makes them our right-hand men; (4) Establish our own outsourcing team. Use policies to encourage employees to form their own outsourcing teams and break away from the relationship with the company. Since employees are educated, influenced and influenced by the company, they have incomparable advantages in terms of construction schedule, quality, safety and cost awareness that other outsourcing teams cannot match, which plays a good role in the healthy and stable development of the company. After the operation layer entity is separated from the parent enterprise, it can serve as an important source of the enterprise's outsourcing team. The shelf team construction management model can also be used as one of the sources.

2. Focus on improving the overall quality of the outsourcing team. Through years of practical experience and understanding, improvement and changes in concepts, we have overcome the past blind arrogance and contempt for the external cooperation team, and formed a correct understanding of the external cooperation team: "Everyone benefits from the world." The outsourcing team and we are collaborators, and we have a mutually beneficial and mutually beneficial relationship. We must not rely on "exploiting" the outsourcing team to achieve our development, and we must not think of subcontracting the project to the outsourcing team as we did in the past. , safety, quality, efficiency, and risks are passed on to them and have little to do with us. Only when the outsourcing team is strong can it be able to withstand risks. Compared with outsourcing teams, we have great advantages in technology, funds, management, equipment, and personnel. Therefore, we must use our advantages to continuously improve the comprehensive quality of the outsourcing team to better serve our construction and production. Especially with the rise of high-speed railway construction and the adoption of new processes, new equipment, and new standards, they must be trained. guide. With a large number of outsourcing teams who have strong production management capabilities and are good at fighting tough battles, the company's various tasks will become more convenient.

3. From the investigation, we learned that enterprises seek cooperation with large-scale and strong outsourcing teams. This is a reasonable need and normal pursuit of enterprise development, but it also creates another problem

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The problem is that construction production relies too much on these teams, causing some on-site team leaders and even migrant workers to go their own way during the construction process and disobey the management and instructions of the technical managers of the project department, which seriously affects construction safety and Quality and progress virtually increase the risks and various costs of the project department. Enterprises should actively seek countermeasures, strengthen the management of collaborative teams, and change the situation of being controlled by others.

Strengthening the organization, supervision and management of the outsourcing team is a long-term task that requires us to carry out it patiently and carefully in order to achieve a win-win situation for the outsourcing team and the enterprise and effectively promote The healthy, stable and sustainable development of our enterprise.