Wages for planting and training of state-owned enterprises

I have worked in state-owned enterprises, state-owned holding companies, private enterprises and foreign-funded enterprises. Through my practical experience, talk about my views on state-owned enterprises, private enterprises and foreign enterprises. The company I am currently working for is a British joint venture in China, which is controlled by the British side and mainly engaged in the production, sales and service of power-related equipment. I have worked in state-owned enterprises for the longest time. I have worked in a state-owned listed company in Guangxi and an electric power engineering company in Hubei for ten years, and also worked in a private enterprise Chutian Laser in Hubei for a period of time. The following are my real feelings about three types of enterprises. First, personal treatment, of course, foreign companies are the best. 1994, my salary in a listed company in Guangxi was about 12000 yuan per year. Later, in an electric power engineering company in Hubei, if you don't travel at the headquarters, the salary is about 18000 yuan per year, but the welfare is relatively high. My personal account for pension insurance, provident fund and medical treatment is about 5000 yuan per year. If it is on the construction site, it will probably double (3000 ~ 4000 yuan/month). At present, the salary in foreign companies is about 800-65438+10,000 yuan per year. There are also endowment insurance and provident fund, commercial medical insurance and overall medical insurance. Overtime pay is three times as much as usual. "Four insurances and one gold" is about three times the average level in Wuhan. When I was in Chutian Laser, my monthly salary was 1500, and after probation, it was 1800. Only officials of state-owned enterprises can sleep in soft sleeper by plane, private enterprises can sleep in soft sleeper by plane as long as the boss agrees, and everyone in foreign enterprises can sleep in soft sleeper by plane. Officials of state-owned enterprises can be divided into big houses, ordinary people into small houses, and young people have no houses. Private enterprises and foreign companies don't have houses, but the leadership and some backbones of Chutian Laser are divided into houses. State-owned enterprises share fruit and oil on holidays (people who purchase these things will inevitably get kickbacks), while foreign enterprises rarely share them, but they have year-end awards (1-20,000). Second, private enterprises are the most tired and state-owned enterprises are the most relaxed. I have held technical positions (technician, project specialist), secretary to the general manager and management positions in state-owned enterprises (by the way, I majored in mechanical manufacturing). However, working as a technical post in state-owned enterprises is very tiring, with the lowest income, many responsibilities and great pressure. But management positions are easy. Working in a private enterprise is the most tiring, uncomfortable and stressful job. Working in a foreign company is not as tiring as I thought. Maybe European companies are more humane. The nature of my job requires frequent business trips, with an average annual working time of 250 days. Almost all the rest can take a vacation. The difference between foreign companies is that everyone's position is given greater power and freedom. For example, I do after-sales service, and I want to contribute everything related to the equipment on the spot, including acceptance, equipment handling, on-site employment, equipment debugging and so on. When it comes to funding, you can generally make up your own mind and report it. This is different from most state-owned enterprises. It is difficult for state-owned enterprises to deal with funds. Third, employee relations The relationship between employees in state-owned enterprises is the most complicated. I was recruited into the power engineering company, but most people in the power system rely on connections or internal children, so people who are recruited into the company often do practical things, but if they have no connections or are not good at dealing with interpersonal relationships, there is little chance of promotion. State-owned enterprises are too busy to play When I first entered the company, I did almost everything and was very tired. In the future, you can ask people who come in from behind to do it and play by themselves, and call them apprentices. But state-owned enterprises have one advantage. No matter how bad you are, no one dares to fire you. Sometimes workers can break the leader's head in order to divide the house. The relationship between private enterprises and employees of foreign companies is very simple, and there are not so many intrigues, but the relationship between employees of foreign companies is better and simpler. Organize employee family trips and parties every year. When encountering difficulties, everyone helps each other, unlike private enterprises, which take care of each other regardless of others. Private and foreign companies don't know how much their colleagues earn a month, at least they don't know the details. Four. Trade unions and workers' rights and interests Trade unions in state-owned enterprises have the greatest power, including the chairman of the trade union, the director of the office, the minister of women workers, the minister of accounting, culture and entertainment, etc. , but they are all owners who only take money and don't do practical things. They are all related to each other to get to that position. It is impossible for such a trade union to safeguard workers' interests, and there will never be anything to negotiate with leaders to raise workers' wages. Most private enterprises have no trade unions. The foreign company where I work has a trade union, but there are no full-time staff. At present, trade union work is limited to going abroad once a year. It is difficult for employees of state-owned enterprises to be fired, because firing an employee has to go through a trade union congress, and even more important leaders of state-owned enterprises are afraid of getting into trouble. Private enterprises fire employees, and it is common for employees to fire private enterprises. Generally, foreign companies in Europe will not dismiss employees casually. Our company hasn't seen any dismissed employees yet. Most employees who leave their jobs have three destinations: going abroad, starting a company and going to a better foreign company. An individual who is fired will generally notify him in advance to find a new unit and then leave. Five, the most perfect training system is foreign companies, but foreign companies generally do not hire a completely inexperienced graduate. For fresh graduates, state-owned enterprises are the best training bases. It is generally difficult for students without work experience to enter foreign companies. Don't expect to send you to study in state-owned enterprises, it is difficult to give you such indicators, which will only be left to officials and related. The best training that state-owned enterprises can give you is to do things. For example, developing new products or a new project is something that few people in state-owned enterprises are willing to do. It doesn't matter if you boldly use state-owned assets to train troops. Because no matter in private enterprises or foreign companies, there will be no such good opportunity for you to try. Private enterprises have little training. The training of foreign companies is relatively systematic, even if you are already familiar with something, you may have to train every year. This kind of training is usually carried out within a company or a group of foreign companies, rather than sitting in a classroom. Six, the management of state-owned enterprises like to say "management benefits". There is nothing wrong with this sentence, but the state-owned enterprises misunderstood its meaning. The real meaning of this sentence is "management-oriented enterprises produce benefits", not "managing employees well produces benefits" In fact, most state-owned enterprises in China have been unable to compete with foreign enterprises. The profits of monopoly enterprises come from policy support, and the profits of competitive enterprises have become lower and lower. According to the self-report, the loss of state-owned enterprises in 2005 was the second highest in history. State-owned enterprises are increasingly moving towards the end of the industrial chain. At present, there are two types of foreign enterprises established in China, one is an export processing factory set up by using China's cheap labor, and the other is an enterprise set up focusing on the China market, most of which only focus on sales and services. In this way, there are not many employees recruited by foreign companies in China, but the profits are considerable. As far as I know, Beijing Philips Co., Ltd. has about 100 employees and an output value of about 100 billion. My company has about 500 employees and an output value of $230 million. As for the profit, it is much higher than the domestic related industries. There is a problem that a foreign company raises its cost by importing parts of its foreign company. I won't go into details here. If the malicious cost increase factor is deducted, the profits of foreign companies will be higher. As far as I am concerned, the quality of workers in state-owned enterprises is still very high, and the quality of technicians is not bad. The difference lies in management. To tell a funny story, my former power company also passed the ISO quality system certification, but this set of documents was written by a quality management engineer who had never even worked as a technician. Because she is a woman, she can't run the project, so she sat in the office and got the internal auditor's certificate. Such an important matter got out behind closed doors. Such a document must be waste paper, with only format and no content. Such ISO system certification is not recognized. Good things were destroyed by state-owned enterprises. In my foreign company, such documents are generally drafted by department managers. Drafters must be clear about every link related to management and technology, and their comprehensive quality should reach a considerable height. General employees in foreign companies usually only know the system documents of their own departments. In fact, it is enough to know these, and the interface problems with other departments will be explained in the document. In this way, a business department and an after-sales service department can independently become a complete ISO quality system, and can continuously improve the management loopholes through the operation of the system. The private enterprise gives me the feeling that I am a contractor who goes to the city to contract earthwork. They are short of money but have policies, but I believe some of them will become rich and even become the pillars of national industry. Both state-owned enterprises and private enterprises are in WTO and ISO, but I think they have neglected some basic management rules. Such as decentralization. The state-owned enterprise where I used to work has always implemented financial management. In a unit of 2000 people, it is really hard for leaders to sign countless words every day. An enterprise that won't delegate power can't do too many things to kill managers. Private enterprises have the same problem. Refusing to decentralize will inevitably affect the efficiency of enterprises and the enthusiasm of employees. In the foreign company where I work, almost every employee has the right to sign in different degrees. For example, I can buy small accessories on the spot, the department manager can agree to let me borrow the reserve fund, and the general manager can agree to the department activity funds. Seven, the front desk state-owned enterprises have no front desk, only the security of the doorpost, and will not ask you "CanIhelpyou?" Instead, ask, "What do you do?" Private enterprises have a front desk and a good appearance. If they don't talk, they are really beautiful. I feel inferior when I speak. Always sitting behind the counter playing cards. Foreign companies also have a front desk. It's also beautiful. But at the same time, I also do translation and translate materials when I have time. When there are foreigners, it is "CanIhelpyou?" Otherwise, it is "hello". The quality of foreign companies' front desk is good, but I think the enthusiasm of worshipping foreign things is a bit disgusting. Eight, the boss worked in state-owned enterprises for ten years, and the boss changed five, with an average of two years. The first one was a welder. I heard that I was in prison when I was young. I think this is someone else's nonsense. Party member shouldn't do such a thing. The second was in office for three years and stayed in Wuhan for less than a year. I heard that I spent most of my time as an official in Beijing, and then I really went to Beijing. The third heard that he had made a mistake, and the fourth ran away. I have never met the boss of a foreign company. I heard that he is a British Chinese, but he can't speak Chinese. But leaders in charge often deal with department managers. The responsible leader is a foreigner, and the department manager is from China. They're all fine. They regard the company as their own. Actually, everyone is working. The boss of this private enterprise is Sun Wen, a famous private entrepreneur in Wuhan. He is a shrewd man. Don't be fooled by his simple and honest appearance when you meet for the first time. But I still feel a little petty. In particular, the price offered to employees is too low, and they like to hire retired engineers and employees with some problems (such as disability). I don't think it's because he is kind, but mainly because such people are not worth much. However, it can also be seen that the growth of private enterprises is difficult, not only lacking in money, but also lacking in core technologies, talents and policies. Nine. Operating Performance When I was in a state-owned enterprise, the company employed 1.500 people and retired 1.300 people. The best annual output value is 600 million, and the profit is decreasing year by year. It was 2 million when I left. When I was in Chutian Laser, the number of people was around 300, the output value was 654.38 billion+0 billion, and the profit was unclear. At present, there are 500 foreign companies, with an output value of 2 billion in 2005 and a profit of 1 billion (because foreign companies like to transfer profits, this figure is not only moisture-free, but may actually be much more than this). Personally, I think the gap between state-owned enterprises and foreign enterprises is-"quite" big, and the most fundamental reason lies in the development ideas of enterprises. The output value of 500 people and 2 billion yuan is difficult to achieve by our own production. Only management can "manage enterprises to generate benefits". When dealing with state-owned enterprises such as Wuchuan and Wu, I feel more and more that our once brilliant state-owned enterprises can only work for others if they don't change their development ideas. The high end of the market lies in brand and technology, not production. If China becomes a world factory without its own brand and technology, the final result will only be low wages and low efficiency. Our national policy is too favorable for foreign companies, which has far exceeded the "national treatment". At this rate, our national industry will be very dangerous. The hope of our national industry lies not in state-owned enterprises such as telecommunications and electric power, nor in so-called state-owned brands such as Haier, but in private enterprises, especially in Jiangsu and Zhejiang provinces ("puppy economy"), which has strong market competitiveness and has threatened many foreign enterprises. I don't know if Professor Lang Xianping really knows the state-owned enterprises and economy in China. I hope his old man has time to know what a real state-owned enterprise is like, and then talk about whether state-owned enterprises should be privatized.