What is the purpose and significance of implementing the reform of employment distribution system in tobacco enterprises?

In response to the Opinions on Further Deepening the Reform of Income Distribution System in Tobacco Industry issued by the State Tobacco Monopoly Bureau, to realize the transformation from identity management to post management, to build a modern enterprise human resource management system, and to maintain a healthy, sustained and stable development trend of the tobacco industry, according to the unified deployment of the provincial bureau, the reform of income distribution system for labor and employment in Yunnan Tobacco Company was launched in September 2008, and after several months of efforts, the first stage of work has been completed.

On September 27, 2008, the company held a publicity and mobilization meeting on the reform of labor and employment income distribution system of Yunnan Tobacco Company, which marked the official start of the company's four-fixed work. Through extensive and in-depth study and mobilization, the broad masses of workers can understand the tasks and basic contents of the reform of the income distribution system of labor and employment, deeply understand the guiding ideology and purpose of the reform work, further rationalize the income distribution relationship, standardize the distribution order, and improve work efficiency. Therefore, the Ministry of Personnel and Labor will invite experts to explain the spirit of the State Council No.204 document to cadres and workers, and make use of the company's network, bulletin boards, internal magazines, etc. to carry out a series of special publicity in several periods, so that workers can further understand the significance of this reform and steadily push forward the reform.

In the first stage of work, in order to set posts and responsibilities more scientifically and standardize post design and evaluation, the company first sent personnel to Qujing, Yuxi, Honghe, Kunming Company and Tianhe Reheat Factory to study and investigate, fully grasped the experience of peer reform, and held a "post evaluation project start-up awareness meeting" on April 10, 2009, and hired consulting companies to assist in post evaluation, striving to make a few weeks of on-the-spot investigation with professional technical force.

Through the first stage of study, investigation and interview, all employees of the company truly realized that the reform of the income distribution system of labor and employment is an important opportunity to realize the transformation from traditional personnel management to modern human resource management. The company hopes to realize the leap from identity management to post management through this reform, so as to improve the management level of the enterprise and the comprehensive quality of employees.