Among the reform plans of state-owned enterprises that the State Council is working hard to formulate and plan to introduce, there are six plans that have a bearing on the overall situation, one of which is the implementation plan of stripping enterprises from running society and solving problems left over from history. Redundancy in state-owned enterprises is undoubtedly one of the most troublesome problems left over from history.
In fact, since the 1990s, with the start of the reform of state-owned enterprises, the placement of surplus personnel has been put on the important agenda of the reform of state-owned enterprises, and there was even another round in the late 1990s? Buy out the length of service? Fanaticism However, in 2002, many large industrial and mining enterprises in China, including Daqing Oilfield, successively targeted? Buy out the length of service? Employee group incident, noisy? Buy out the length of service? This important policy of resettling surplus staff in state-owned enterprises rose in controversy, but soon withdrew from criticism. Since then, the placement of surplus personnel in state-owned enterprises has almost stopped. Especially in the last ten years, in? Harmonious politics? Under the general tone, the reform of state-owned enterprises is stagnant, and the phenomenon of redundant staff in state-owned enterprises has not been alleviated, but has shown an increasingly serious situation. Take electrolytic aluminum industry as an example. With the same production capacity, there are only 1 000 people in private enterprises, while there are more than 1 654,38+0,000 people in China aluminum enterprises (excluding retired employees). 1 654,38+0,000 people, only 1 0,000 middle-level cadres. A large number of redundant employees accumulated under the state-owned enterprise system for many years not only make the labor cost of state-owned enterprises remain high, restrict their profitability, and then drag down their market competitiveness, but also seriously dampen the enthusiasm of non-redundant employees of state-owned enterprises. Effectively solving the surplus staff and workers in state-owned enterprises has become a major difficulty for state-owned enterprises to deepen reform.
The existence of a large number of surplus staff in state-owned enterprises is very complicated, and its solution is related to the overall situation of reform, development and stability, so it must be flexible and prudent. In the management consulting practice of large-scale state-owned mining enterprises, the Boyang consulting team put forward the idea of diverting surplus personnel from traditional state-owned enterprises based on the general principles of legality, rationality and reasonableness. 1+8? The plan has effectively helped enterprises solve the problem of redundant staff.
So-called? 1+8? Scheme,? 1? It refers to the organization and implementation of systematic optimization of positions and staffing. Through job analysis, post verification, realistic description of some posts, internal and external benchmarking and standardization of general posts, the posts and staffing of traditional state-owned industrial and mining enterprises are classified and verified, and the number of surplus posts and personnel is found out and determined. We say that the problem of redundancy in traditional state-owned enterprises is very prominent, but it is not a cage redundancy. Scientifically speaking, it should be structural redundancy. What we know from consulting practice is that managers (especially government managers), logistics service posts and some second-line production auxiliary posts in state-owned industrial and mining enterprises are usually areas where redundancy is easy to occur and precipitate, while first-line operation posts and main process engineering and technical management posts are often understaffed. Therefore, before carrying out the resettlement of surplus personnel, we must first give a clear explanation to all employees of state-owned enterprises. Through scientific analysis or determination, which positions in Chinese enterprises lack post independence and cannot be set up separately; Which positions have a serious shortage of on-the-job staff workload, and how many surplus staff exist in these positions; In addition, there are still some positions that are in short supply and need to be supplemented and configured. We need to convey the scientific information and pressure of job creation and staffing to all employees. For example, after scientific determination, the establishment of a certain post should be approved as 8 people, but the post currently has 10 people, which clearly shows that the post of 10 people only undertakes the work of 8 people, and there are still 2 people surplus. Once such information is made public, it is obviously a kind of pressure for employees in this position. For another example, through diagnosis and analysis, we found a large state-owned mining group company? Four heights? The problem (the proportion of managers, office managers, political workers and logistics personnel) is very prominent, which has found the correct direction and goal for the mining group to optimize the allocation of human resources and resettle surplus personnel. Therefore, it is the foundation and necessary premise to solve the problem of redundant staff in traditional state-owned industrial and mining enterprises and optimize the number of posts and personnel.
? 1+8? What is the plan? 8? , refers to the following eight ways to divert surplus personnel:
1, Beijing-Hong Kong transfer
A state-owned industrial and mining enterprise has hundreds of jobs, and some departments or business units do have vacancies. Enterprises can take out those vacancies that are in short supply, let surplus personnel participate in open competition, and select the best candidates.
2. Appropriate post-deployment
Some vacancies are suitable for surplus personnel, but many employees are unwilling to go because of remote areas or hard work. This kind of position requires the human resources department of the group company to adopt incentive policies to organize and deploy.
3. Labor substitution
State-owned industrial and mining enterprises use a large number of labor dispatchers in many positions, but the use of labor dispatchers in some units is not up to standard We can consider dismissing some labor dispatch workers and arranging redundant personnel for the vacant positions.
4. Internal retirement
Employees who are less than five years away from the statutory retirement age or have worked for more than 30 years shall apply by individuals, sign an internal retirement agreement with the unit and receive retirement fees (generally 70% of the original salary). 90%)。
5. Internal groove
Employees who are willing to start a business can voluntarily apply for internal leave, and with the consent of the group company, they can sign an internal leave agreement. The group company will pay the living expenses (equivalent to the minimum wage standard stipulated by the local government) to the employees who voluntarily leave their jobs, and both parties will continue to pay social security in proportion.
6. Retirement due to illness and injury
(1) Retirement conditions: Those who have been sick or injured for a long time and have been completely incapacitated by the labor appraisal committee at or above the municipal level shall go through the retirement formalities due to illness according to government regulations.
(2) Retirement benefits: When retiring from the post, men are over 50 years old and women are over 45 years old, and enjoy retirement benefits according to state regulations; If a man is under 50 years old and a woman is under 45 years old when she leaves her job, she will enjoy retirement benefits in accordance with state regulations.
7. Training and job transfer
If the above six methods cannot be placed, full-time training will be given and placement will be made after passing the training and examination.
8, the original job candidate
If you can't let go of the above seven methods, you will temporarily work in the original post, and the vacancy that will be on standby immediately will come out. In the first year of standby, all standby personnel in the same position in the same unit with redundancy continue to undertake the original work and continue to enjoy the original salary100%; In the second year, if the applicant continues to work in the original job, the salary will become 80% of the original salary; In the third year, if the applicant continues to work in the original job, the salary will become 60% of the original salary, and so on.
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