A brief analysis of the quality of employees in state-owned enterprises

In the era of knowledge economy, with the intensification of competition among enterprises, the quality of state-owned enterprise employees often determines the survival and sustainable development capabilities of state-owned enterprises. Managers are paying more and more attention to the individual quality of employees and the overall performance of the organization. , human resources have increasingly become a competitive advantage for state-owned enterprises. The human resource management of state-owned enterprises increasingly needs to grasp the enterprise's requirements for human resources from the strategic perspective of the enterprise, and develop the potential of employees based on respect for human nature and an understanding of human value, intrinsic needs, and ability structures and characteristics. Build the core competitiveness of state-owned enterprises through the high quality of enterprise employees. The quality of enterprise employees, as a bridge connecting the core competencies and skills of enterprises, has been cited by more and more state-owned enterprises in the practice of human resources management, and has gradually become a new basis for building a modern strategic human resources management system.

1. Overview of employee quality

1. The concept of employee quality

The word quality is originally a physiological concept, which refers to the innate physiological and anatomical characteristics of people. It refers to the characteristics of the nervous system, brain and sensory and motor organs. Quality is the prerequisite for the development of psychological activities. Without this material foundation, there is no psychological development.

The so-called employee quality refers to the knowledge, skills and qualities that employees need to possess to engage in something (behavior). These behaviors and skills are intrinsic to people and have a critical impact on employees' individual performance and the success of the business.

The famous American psychologist McClelland proposed the famous quality iceberg model in 1973. He divided people's quality into six levels from top to bottom, namely: knowledge, skills, social roles, Self-image, qualities, motivations. Knowledge and skills are easier to observe, measure and perceive, which we call manifest qualities; social roles, self-image, qualities and motivations are potential which are difficult to observe, measure and be tapped and perceived, which we call Hidden qualities.

2. Classification of employee quality

To measure a person’s comprehensive quality, we should consider four aspects: first, cultural quality, second, ideological quality, third, technical quality, and fourth It's physical fitness. Cultural quality is a consideration of the educational level of individual employees. It is generally distinguished by academic qualifications and is directly proportional to technical quality. The ideological quality of employees is a consideration of employees' social morality and professional ethics, and is the most important core quality of corporate employees; the improvement of cultural quality can solve the problem of employees' learning. The improvement of technical quality can solve the problem of employees being able to do things, and the improvement of ideological quality can solve the problem of employees wanting to do things.

2. Analysis of the current situation of employee quality in state-owned enterprises

1. Problems with employees’ cultural quality

The entry channels for employees in state-owned enterprises are basically the same. Generally, They are divided into four types: first, students who graduated from national universities and technical secondary schools; second, cadres and soldiers who have transferred from the army; third, unified recruitment personnel from society; fourth, other personnel.

2. Problems with employees’ ideological quality

Some employees’ ideological concepts lag behind and cannot keep up with the competitive development trends of state-owned enterprises. First, there is a poor sense of urgency. The average employee has blind corporate superiority and the "sequelae of the planned economy", lacks proper understanding of the severe situation in which the company faces fierce competition in domestic and foreign markets, and has no sense of crisis. Second, there is a weak sense of competition. Some employees are insensitive to work and face When it comes to difficulties and problems, they talk more and do less, and their execution ability is not strong. As the state-owned enterprise system is established and further implemented, competition for employment will become the main method of state-owned enterprises. The third is the backward learning concept and the lifelong knowledge economy. The promulgation of educational concepts requires continuous learning and practice of new knowledge and new culture that are suitable for modern state-owned enterprises, and comprehensive quality training needs to be strengthened.

3. Issues regarding the technical quality of employees

Some employees have weak professional qualities. First, their theoretical foundation is not solid.

Very few front-line employees undergo comprehensive off-the-job learning. Some employees have not received standardized and rigorous professional education. They learn rules dogmatically and in isolation, unable to achieve back-and-forth contact, and work entirely based on personal experience. The second is poor emergency response capabilities under abnormal circumstances. Third, there is insufficient development potential. Employees show obvious discomfort in the face of new technologies and new equipment, cannot keep up with changes in new technologies, and have difficulty in achieving a high degree of integration of modern knowledge and skills.

4. Analysis of employee quality issues

The employee quality problems existing in state-owned enterprises include: the low starting point of some employees’ cultural level, and the rapid technological update speed of state-owned enterprises, resulting in the quality of some employees Unable to meet the requirements of the enterprise; some state-owned enterprise employees lack a sense of competition, causing their own standards to stagnate and fail to keep up with the development requirements of state-owned enterprises; different state-owned enterprises have different attitudes and methods towards improving the quality of state-owned enterprise employees. It may also lead to uneven quality of employees in state-owned enterprises. Therefore, in order to maximize the quality of employees in state-owned enterprises, enterprises must pay attention to it and employees must cooperate.

3. The importance of improving employee quality

Market competition is ultimately a competition for talents. The competition for talents is specifically a contest of employee quality. Improving employee quality is a state-owned enterprise. A necessary issue for enterprises to seek survival and development.

1. The era requires a high-quality workforce

Since entering the era of knowledge economy, competition among enterprises has become increasingly fierce. The quality of employees in state-owned enterprises often determines the survival and success of state-owned enterprises. Continuous development. Human resources have increasingly become the source for state-owned enterprises to build competitive advantages and achieve sustainable development. The high quality of employees gives state-owned enterprises strong core competitiveness, giving them an advantage in competition in the same industry.

2. Technological innovation objectively requires the high quality of the workforce

In recent years, with the continuous development and changes of new technologies and new equipment, the content of new technologies and new knowledge has continued to increase. The aging process of knowledge is accelerating, and the requirements for employee quality and position adaptation are getting higher and higher.

3. Enterprise development requires the simultaneous improvement of employee quality

State-owned enterprises urgently need a group of high-quality employees to make state-owned enterprises stronger and gain greater benefits. The quality of employees is the key factor for the company. The critical stage of reform and rapid development.

4. Ways to improve the quality of employees

To improve the quality of employees, two links must be controlled, namely the employee recruitment link and the improvement of the quality of on-the-job employees.

1. Recruitment

Recruitment is the main channel for state-owned enterprises to add fresh blood, and it is also the main method to obtain high-quality talents and enhance the core competitiveness of the enterprise. The high-quality talents here are high-quality employees of state-owned enterprises. If state-owned enterprises recruit high-quality employees, it will obviously be of great benefit to improving the overall quality of state-owned enterprise employees and also conducive to improving the core competitiveness of state-owned enterprises.

2. Improvement of the quality of on-the-job employees

To improve the explicit and implicit qualities of on-the-job employees, employees must establish the concept of lifelong learning and continuously learn and practice in line with modern state-owned enterprises. We should provide new knowledge and new culture suitable for enterprises, comprehensively strengthen comprehensive quality training, and enhance the overall quality of individuals, thereby improving the competitiveness of state-owned enterprises.

5. Conclusion

The quality and culture of some employees in state-owned enterprises are low and they cannot keep up with the comprehensive quality of state-owned enterprises. They lag far behind others. The professional and technical quality of employees is also relatively weak. Some employees work directly without receiving standardized training, which is not conducive to the long-term development of state-owned enterprises, greatly weakens the comprehensive competitiveness of state-owned enterprises, and blocks the sustainable development of state-owned enterprises and the career development of employees.

Therefore, state-owned enterprises must increase the cultivation of employees' cultural quality and business technical quality, actively cultivate employees' sense of responsibility and professionalism, stimulate employees to learn new knowledge and new technologies, and strengthen effective pre-job training and on-the-job training for state-owned enterprise employees. Training and further study promote employees' continuous learning and accumulation in life and work, thereby improving the personal quality of state-owned enterprise employees. This is one of the fundamental ways that existing state-owned enterprises need to do well in order to seek the development of state-owned enterprises and obtain greater benefits.