Jixu Electric: Multi-level Development of Human Resources

Xuji Electric is one of the 520 national key enterprises and one of the national major technical equipment localization bases. For three consecutive years, it was selected as one of the "Top 50 Listed Companies with the Most Development Potential in China" by CSI Shang Ya, ranking ninth in 1999, fifth in 2000 and sixth in 200 1.

Personnel system reform: open competition and proportional elimination

Open and fair bidding competition, break the boundaries between managers, employees and departments within the enterprise, and implement open bidding, fair competition and merit-based recruitment for all middle management positions. /kloc-more than 0/00 middle-level cadres were laid off in the competition, and more than 50 ordinary employees were hired as middle-level cadres, which truly embodied the principle of "let the flat get the best". On the basis of the successful implementation of the competition for middle-level managers, the company has introduced the competition system for all kinds of personnel.

Single leadership responsibility system. In order to establish a leadership system with high efficiency, quick response, accurate decision-making and strong command, Xuji Electric drastically reduced the number of middle-level cadres, and implemented a single leadership responsibility system for subordinate departments and units, without deputy posts and vacant posts. Although the company has developed rapidly, there are only more than 30 middle managers.

Proportion elimination system for annual assessment. According to the quantitative assessment standard, the company eliminated all middle managers at the rate of 5% every year, and in recent years, it also implemented the last elimination system among senior managers.

Reform of distribution system: leaning towards contribution and talents.

Ji Xu's power distribution forms are flexible and diverse: production personnel implement a fixed labor remuneration system; Managers implement a percentage assessment and reward system for quantitative work; Sales staff implement proportional commission system and simulated contract system for sales and payment; Scientific research personnel shall implement the post skill salary system, and the annual salary system shall be implemented according to the research tasks and technical business capabilities of scientific research personnel.

Multi-level human resource development system

The company is eager for talents and puts talent introduction and human resources development at a strategic height. We introduce talents with generous treatment and the same career, and implement the talent strategy of "introducing first-class talents with first-class treatment, creating first-class profits with first-class management, and supporting first-class treatment with first-class profits" and "seeking, using and retaining talents". The company implements an annual salary system for newly recruited talents, that is, 20,000-40,000 yuan for undergraduates, 40,000-80,000 yuan for masters and 8 doctors. Since 1998, more than 200 undergraduate graduates from key universities and dozens of masters and doctors have joined Xuji Electric every year. Cultivate talents according to the needs of R&D and operation, and send some outstanding scientific and technological talents to universities at home and abroad for further study every year. Effective talent policy and incentive mechanism are adopted to encourage talents to make contributions based on Jixu Electric, and a talent team supporting the company's scientific and technological progress and rapid development has been formed.

"Daily Change" Management Training of Jixu Group

"Daily change" is an effective management method formed by Ji Xu in his long-term management experience. "Daily reform" means finding and solving problems, changing work by plugging loopholes, and improving work by taking new measures. "Daily" refers to the summary of the day's work, including the work content, problems found in the work, the person responsible for solving the problems, the results and dates of the problem handling, and the tracking of the problems. "Daily knot" is to use the management method of daily knot to achieve the purpose of job-hopping.

The electronic company puts forward change and progress as its business philosophy, which is to let employees actively discover, discover and solve the problems around them, create bright spots for their work, add value to their work, become the company's wealth, and advocate self-evaluation. At the same time, making the work better and better on the original basis, even a little progress, will have a far-reaching impact on the whole company. Electronic companies require employees to find and solve problems in their work every day, so as to make production go smoothly and reward those who ask more questions. This method enables employees to participate in the enterprise and fully mobilize their enthusiasm for production. This management method effectively prevents the backlog of production problems and enables all work to be implemented quickly. While doing their jobs conscientiously, employees pay more attention to the development of the collective and the company through daily changes, forming a strong team spirit of joint efforts within the company.

Participants in the training include managers, technical supervisors and other responsible persons and staff backbones of various business units of the group company.

Source: World Business Review