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广东电网公司根据战略发展需要,结合整个国内电建市场格局的改变,为推进所属企业的转型发展,整合资源出效益,做大做强电力基建企业,对下属的两家子公司实施了合并重组。在合并重组的过程中,人力资源部门紧紧围绕企业转型发展的核心问题,理顺各种矛盾,开展了调整组织机构、配置干部队伍,进行人才开发与培训,对接薪酬体系,改革绩效激励、分流安置员工、规范人力资源管理制度等工作,特别对干部队伍建设方面做了深入的研究和探索,并在实践过程中开创出一些特色,对推动广东省输变电工程公司和广东省电力技术改进公司两家国企成功重组,起到了积极作用。
In line with the strategic development needs and with the changes in the market structure of the entire domestic power construction, Guangdong Power Grid Company implemented the merger and reorganization of the two subsidiaries under its control in order to promote the transformation and development of its subsidiaries, integrate the resources for profitability, enlarge and strengthen the power infrastructure enterprises, . In the process of merger and reorganization, the human resources department closely focused on the core issues of the enterprise’s transformation and development, straightened out various contradictions, carried out the work of adjusting organizational structure, allocating cadres, conducting personnel development and training, connecting salary system, reforming performance incentives, Diversion of resettlement staff, standardize human resources management system and so on. In particular, it has made in-depth research and exploration on the construction of cadre ranks and created some special features in the course of practice to promote the joint efforts of Guangdong Provincial Transmission and Distribution Engineering Company and Guangdong Electric Power Technology Improve the company two state-owned enterprises successfully restructured, played a positive role.