Seven difficult problems of state-owned enterprises competing for posts

At the beginning of 2002, a news broke out in Beijing Tongrentang Group: 260 cadres of Tongrentang Headquarters were collectively dismissed and 80 jobs were rehired.

Almost at the same time in 2002, China Railway Construction Engineering Group also broke a news: 2 13 cadres in the headquarters were collectively dismissed and re-employed in 79 positions, with a streamlining rate of 62%.

On March 2, 20031day, China Offshore Oil Co., Ltd., China Shipping Trust and Natural Gas Power Generation Company held an open competition for department managers in the company through intranet and e-mail, requiring all employees of the company to compete for posts.

On June 65438+February 65438+June 2004, the State-owned Assets Supervision and Administration Commission (SASAC) issued the Notice on Accelerating the Open Recruitment of Managers and Internal Competition for Posts in Central Enterprises (No.KLOC-0/23), explicitly requiring central enterprises to accelerate the internal competition for posts.

On March 14, 2005, China China Travel Agency (Group) Company held three system reform mobilization meetings, which opened the prelude to open competition.

At the beginning of April, 2005, Sanjiu Group launched a competition for all employees at its headquarters, and 163 people competed for 50 positions, which ended at the end of April.

In 2006, Guangdong Credit Cooperatives extensively launched the competition and selection of directors. Through open competition, 2 1 credit cooperatives in Zhuhai, Qingyuan, Foshan, Heyuan, Jieyang, Meizhou, Shaoguan, Maoming, Jiangmen and Zhongshan selected and recommended 44 senior managers, including 9 directors/kloc-0.

It can be seen from the above events that the personnel system reform of enterprises, especially state-owned enterprises, is making great strides, and competition for posts, as an important part of the personnel system reform, has increasingly shown its unique advantages in activating human resources of state-owned enterprises and promoting corporate culture construction.

Competitive recruitment is a talent mechanism for organizations (including enterprises, state organs, non-profit organizations and other organizational forms) to select competitive positions, formulate competitive recruitment processes, select evaluation methods, announce competitive recruitment results, supplemented by the dynamic management mechanism of recruiters and the placement mechanism of laid-off workers, in accordance with the principles of openness, fairness and justice, and according to the strategic objectives and development plans of the organization, so as to realize the matching between people and posts and benefit, so as to give full play to the value and potential of organizational human resources.

Unfreezing the employment mechanism of "cadres can go up and down" is a pioneering work of state-owned enterprises in China, which helps to enhance employees' sense of crisis and competition; Expand the horizons of enterprise recruitment and tap the useful talents of enterprises; Help employees to re-understand their job responsibilities and enrich their work ideas; It is beneficial for employees to know themselves and reposition their career development path; Take this as an opportunity to change the dependence concept of employees of state-owned enterprises on enterprises and mobilize their work enthusiasm; Revitalize the human resources of state-owned enterprises, optimize the allocation of human resources, and promote the further reform of state-owned enterprises.

However, due to the historicity, complexity and particularity of the personnel system reform in state-owned enterprises, there will be many problems in the process of planning, organizing, designing and implementing competitive posts. According to the practical experience of enterprise management reform, there are seven major problems in the competition for posts of state-owned enterprises at present:

1, go with the flow

With the rise of competition for posts in enterprises, competition for posts has become the darling of the new round of personnel system reform in state-owned enterprises. Many state-owned enterprises see other enterprises beating drums and clamoring for posts, but it is easy to ignore their own actual situation. In order to catch up with the trend, they copied the successful schemes of other enterprises to their own enterprises intact, which led to the "rejection reaction" of employees to foreign "institutions", and the employment competition could not get everyone's response, so they had to go through the motions. Managers are usually reluctant to stop here and continue to copy the original systems of other successful enterprises. The result is self-evident, managers are caught in a strange circle of competition, but they don't know "orange in the south and orange in the north" In the long run, enterprise employees are gradually numb to managers' reform measures, and managers can only take the big stage to play a one-man show.

As far as the enterprise system is concerned, there is nothing but the most suitable. There are no two identical leaves in the world, let alone enterprises. Every enterprise has its own historical background, industry field, corporate culture, leadership style, employee characteristics and local culture. Therefore, when designing competitive recruitment, managers should fully consider the enterprise's own situation, repeatedly consider, solicit opinions from superiors and employees, apply for foreign aid and introduce expert teams when necessary, and strive to formulate a feasible competitive recruitment system with enterprise characteristics.

2. The competition is fierce

Disrupting unity in the history of state-owned enterprises, whether it is the length of service, professional titles, seniority or other characteristic cultures of state-owned enterprises, they all reflect the characteristics of strong collective consciousness, weak competitive atmosphere, harmonious coexistence and higher human feelings than factory regulations, but the emergence of post competition has broken the status quo of sharing a pot. Every selection process of competitive employment is very strict, requiring complete openness, completely eliminating traditional relationship means and face culture problems, and requiring all applicants to compete fairly on the same starting line regardless of their seniority. In addition, the competitive recruitment method is also very bold. Public speeches, face-to-face meetings with senior leaders, and public comments have all impacted the cadre training system and traditional corporate culture of state-owned enterprises, making the competitive recruitment process full of gunpowder. Undeniably, competition for employment has brought opportunities to many people who want to do something, but at the same time it has also brought a crisis to the on-the-job staff, which easily leads to the decline of cooperation among employees in the department, which makes everyone afraid, and even leads to the phenomenon that cadres are unwilling to take their subordinates and help them, and their personal prestige is gradually lost, which undermines the harmonious team culture of state-owned enterprises.

Therefore, enterprises should make use of all possible means and channels, such as holding meetings to publicize, distributing brochures, and publishing expert articles internally, to send out reform signals, "brainwash" employees, transfer pressure to employees, increase all employees' sense of crisis and urgency for the survival and development of enterprises, realize the necessity of reform, and stimulate employees' sense of competition. At the same time, it is necessary to give employees incentives, describe the future strategy of the enterprise, announce new and more scientific and reasonable salary and performance appraisal policies, and enhance the fairness and scientificity of the competitive recruitment plan, so as to stimulate employees' self-motivation and sense of competition, and encourage a large number of capable and innovative employees to identify with and support the competitive recruitment.

3. Outdated technology

Methods Single At present, state-owned enterprises generally adopt written examination, democratic voting and speech defense, some choose only one or two of them, and some examine them all.

Written examination can examine employees' professional knowledge and theoretical level, but it is not enough to evaluate managers' strategic thinking ability, organization and coordination ability, communication ability and decision-making ability.

The eyes of the masses are discerning, but due to the ubiquitous information asymmetry, employees only briefly introduce the background and personal situation of the candidates when voting democratically, or even don't know at all. Voting often becomes a form of canvassing through the back door, and competition for posts can only look democratic.

In the speech session, candidates can demonstrate their language expression ability, manners, thinking ability, adaptability and potential work ability by stating their own policy agenda. The 10-minute competitive presentation seems to be a speech contest, and whether the candidate has inflammatory and speech ability has become the criterion.

In practice, it is found that whenever competitive recruitment is mentioned, the heads of human resources departments of many state-owned enterprises think that the ways and means of competitive recruitment are a big problem. They feel that traditional means have some disadvantages and are not acclimatized to foreign advanced technology. Youtai believes that it is imperative to introduce modern evaluation technology on the basis of using traditional competitive recruitment methods.

The research results of behavior management confirm that due to individual differences between people, different people have different adaptability to the same job, and different jobs also need people with different personalities and psychological characteristics to undertake. There is a mosaic phenomenon between the nature of work and people's natural attributes and intellectual development level. At present, in the aspect of personnel evaluation and selection abroad, besides performance appraisal, personnel audit and interview, psychological testing technology has been widely used. Whether it is the selection and promotion of enterprise managers or office staff, it often needs to go through various psychological tests to decide whether to choose. The talent selection of state-owned enterprises in China can also be screened through psychological tests. In addition, there are no modern evaluation techniques such as leading group discussion, official document basket, management games, role-playing, case analysis and writing papers. The localization has been improved, and the evaluation elements suitable for competitive positions and enterprises have been extracted, and the evaluation personnel have been trained to evaluate the job sequence, planning ability, forecasting ability, decision-making ability, communication ability, organization ability, insight, listening ability, persuasion, appeal, team consciousness and maturity of the candidates.

4. Lack of checks and balances

Unfair competition at present, publicity is emphasized in the competition process of state-owned enterprises. Although this may increase the risk of evaluators manipulating the results of competitive recruitment or conducting "unfair transactions" with candidates, it must be noted that most competitive recruitment has the problem of formulating, implementing and supervising the implementation subject, which violates the principle of separation of powers and checks and balances. In this case, it is easy for the evaluator to operate behind the scenes, that is, competitors are wooing each other. Or other unfair competition means to achieve the purpose of the so-called default personnel, making competition a mere formality, it is difficult to ensure the fairness of the competition process, it is difficult to fully convince the masses, and competition has lost its due role and significance.

In the competition, it is also easy to see some other violations. For example, the position of an enterprise is the minister of human resources, and the qualification conditions for competing for posts clearly stipulate that the gender is "female". This means of shutting out talents with thresholds has also seriously affected the fairness and seriousness of the competition. In addition, in the course of the competition, members of the evaluation committee may cause the evaluation results due to insufficient personal evaluation knowledge, immature evaluation technology, incorrect thinking, subjective prejudice and other factors.

To ensure the fairness of competitive recruitment, besides all the information of competitive positions, competitive recruitment scheme, evaluation content standard, grading level, unified application and evaluation form, and widely accepting employees' feedback and opinions, the institutionalization, standardization and periodicity of competitive recruitment are the fundamental to solve the fairness of competitive recruitment. Enterprises should establish a set of "people-ability-position" recruitment system by establishing and effectively implementing competitive recruitment system.

5, thoughtless

The system is not completely competitive, and the winner takes the leadership position, which only means that the competitive recruitment has completed the first step, and a lot of important work is done after the competitive recruitment. In a sense, the importance of doing a good job in follow-up even exceeds the competition itself. Perfect competitive employment supporting system, including salary system, performance appraisal system and adjustment system for new employees after competitive employment, is conducive to the effective docking of enterprise management system before and after competitive employment, ensuring the effective implementation of competitive employment results, and achieving the purpose of calming people's hearts and stabilizing enterprise business development.

But in reality, the practice of state-owned enterprises is often unsatisfactory. Due to the thoughtlessness before the competition, the absence or imperfection of supporting system, the salary that the enterprise once offered to all its competitors could not be fulfilled, or the newcomers were still using the old system, wearing new shoes and taking the old road, changing the soup without changing the medicine, which made the successful people doubt the integrity of the enterprise and reduced their enthusiasm for work. At the same time, this negative emotion will also affect the enthusiasm of other employees.

In the process of competitive recruitment of state-owned enterprises, we should not only do a good job in the competitive recruitment scheme, but also consider the placement method, new salary policy and assessment policy of the employed, so as to gain the recognition and support of employees in a wide range. Only by systematically considering the whole game of chess can competitive recruitment be fun.

6. incompetence

Adverse selection and moral hazard are two important definitions in monetary finance. Due to the limitations of the existing competitive recruitment methods (such as the lack of transparency in the competitive recruitment process, the form of competitive recruitment is more important than the content, the selection of competitive judges is improper, and the competitive recruitment system is not perfect). ), the information asymmetry between judges and competitors, and there are also some phenomena of "adverse selection" and "moral hazard" in competitive recruitment of state-owned enterprises. The main manifestations are as follows: some people who have a good external image and are good at expressing themselves, but do not have the spirit of struggle and real courage, often win in the competition, while some doers who are not good at expressing themselves are defeated repeatedly. This phenomenon of "bad money drives out good money" is "adverse selection" in competition, which will induce more candidates to give up their true performance and pursue external performance such as diploma, eloquence and false information, resulting in "moral hazard"

To solve this problem, enterprises should properly handle the problem of "talent entry", rationally apply modern evaluation technology, improve the efficiency and effect of selecting talents, and make real people of insight stand out. In addition, they can also implement a dynamic post management system for employees, formulate corresponding assessment and restraint mechanisms, and realize the rational allocation of human resources through performance management, tenure system and elimination system.

Step 7 hire people

Improper placement for state-owned enterprises to compete for posts, if a person who is not in the competitive position does not participate in the competition, he can return to his original post to continue his work. If a person who works in a competitive position does not take part in the competition, then there may be a problem of how to place him. Whether an enterprise can properly handle the employees left in the competition is very important for stabilizing enterprises, especially large state-owned enterprises, and plays an important role in ensuring the vitality and positive corporate culture of enterprises. From the practice of many competitive positions, many state-owned enterprises compete, and the follow-up work is very imperfect, especially the placement of unemployed people, which ignores the emotional feelings and personal development of unemployed people. Some employees were transferred to new positions after failing to compete for employment. Because they can't adapt to the requirements of the new post and can't get the relevant training and the care and support of the leaders, those who stay are easy to give up and be content with the status quo, which not only seriously affects employees' self-confidence and personal career development, but also makes other on-the-job employees feel that they are "left alone", which produces certain negative emotions and ideas, reduces employees' loyalty and has a certain impact on the development of enterprises.

Enterprises should improve the exit mechanism. Quitting here not only refers to the resignation or dismissal of employees who are incompetent, but also includes employees receiving training, waiting for jobs, changing jobs, early retirement, internal retirement, starting their own businesses, buying out their identities, and studying for further study. No matter which exit method, the enterprise must communicate with the laid-off employees in depth, fully understand their wishes and ideas, and minimize the negative impact on the enterprise caused by improper placement of laid-off employees.

Competition for posts-an effective means to unfreeze the "cadres can be promoted and demoted" in state-owned enterprises, revitalize the human resources of enterprises and realize the optimal allocation of human resources, which is a booster for the reform of state-owned enterprises ... When competition for posts becomes a social trend, what we can do is to calm down and think "coldly".