What are the differences between state-owned enterprises and private enterprises in the use of human resources?

China's state-owned enterprises are still in the initial stage of human resources management, due to various reasons, there are still a lot of problems in practice, with the developed countries, there is still a large gap in human resources management, in practice there is still urgent need to improve. Here are a few issues for preliminary discussion.

I, the state-owned enterprises in human resources management in the existence of several major problems.

(I) on the state-owned enterprises in the development of human resources problems.

1, the development of a single form.

Training, exchanges, etc. is a reliable way of human resources development, China's state-owned enterprises in the development of human resources must be in line with the transition period of the development of knowledge-based economy, in the form of innovation, and should not be confined to a limited number of means of development. Take training as an example, China's existing state-owned enterprises personnel training is relatively monotonous, all kinds of training courses usually follow the mode of operation of the lecture, discussion and activities, the lack of necessary experiments, exercise and other scientific training means; training process ignores the quality of exercise and ability to improve the educational aspects, and pay less attention to psychological training. Due to the training form of boring monotonous, heavy theory not practice, ignoring the age of state-owned enterprise personnel, psychological characteristics, resulting in ineffective training.

2, the development of management is not scientific.

State-owned enterprises do not fully realize that human capital investment is conducive to the realization of sustainable development strategy, do not recognize the importance of human resources development and investment in state-owned enterprises. State-owned enterprises in human resources development capital investment, often did not carry out a rational analysis and assessment, the use of funds did not achieve the principle of thrift, effectiveness, not scientific. In addition, the trainers are often theory and practice disconnect, can not be well connected to the actual management of state-owned enterprises.

3. Evaluation is not socialized.

The current state-owned enterprise personnel management system does not specify the assessment of state-owned enterprise personnel training matters, but only the provisions of: training institutions through the final examination to assess the trainee's learning situation, the relevant departments to issue the appropriate training certificate as a basis for tenure, promotion and so on. This mode of training evaluation is very likely to lead to formalism. Development assessment should give full play to the role of social forces, the implementation of public assessment.

(2) the main problems in the evaluation of state-owned enterprise personnel.

1, the assessment standards are not standardized.

Because of China's current state-owned enterprises position classification line is too thick, state-owned enterprises to develop different assessment standards, resulting in the assessment standards are not standardized, not quantified, the actual assessment is difficult to operate, the assessment results of the accuracy of the assessment is not high, the assessment objectively in the form.

2, single assessment method.

In the specific implementation of the evaluation of state-owned enterprises, many units did not combine the evaluation methods and comprehensive use, but took a single evaluation method. Many state-owned enterprises have neglected the usual appraisal or mass appraisal of state-owned enterprise personnel. This single leadership assessment-based assessment methods, may contribute to the subordinate personnel only know "only the top" bad style, only want to seek the appreciation of the higher leadership, only to do the leadership can see the surface articles, while ignoring the requirements of colleagues and the masses, do not do solid work.

3, ignoring the quantitative assessment.

State-owned enterprise personnel assessment only focuses on qualitative assessment, ignoring quantitative assessment. Specifically manifested in many state-owned enterprises assessment standards are not quantitative, ignoring the contribution and ability to assessment, resulting in eating "pot rice" within the state-owned enterprises prevailed.

4, evaluation results and use of decoupling.

At present, many state-owned enterprises have been excellent grade and competent grade of state-owned enterprise personnel in the bonus, promotion increment, promotion, not open grade, greatly weakening the excellent grade on the attractiveness of the state-owned enterprise personnel; at the same time, due to a variety of reasons, many state-owned enterprises can not realistically confirm the "incompetent" grade, resulting in nearly 90% of the state-owned enterprise personnel in the same competent grade, failing to truly play the role of assessment incentives, and not the incentive of the assessment.

(3), state-owned enterprises in the selection of personnel problems.

1, state-owned enterprises, the selection of power is too centralized. Lack of open and democratic mechanism, to a large extent stay

in the mystification and closed state. This highly centralized system of employment not only results in poor information, vision, poor transparency, narrow channels, it is difficult to comprehensively, accurately and objectively evaluate and use each comrade, but also prone to cronyism and nepotism.

2, the selection of state-owned enterprises is still mainly rely on the leadership of the horse system. Talent can be found and used mainly depends on whether the leader is hit, this passive state curbed the majority of talent self-discovery, self-evaluation, self-recommendation, self-presentation of the active spirit of enterprise, resulting in a serious talent resources idle and waste. Can not be down, can not be out, both blocking the way of talent, but also affect the development of the cause.

3, state-owned enterprises by the selection of seniority, accommodation and care of traditional concepts and customary forces. To a large extent, not for the job, for the job selection, but for the post, for the job; state-owned enterprise personnel promotion is not mainly based on the actual performance as a criterion, but to the leaders of the subjective evaluation as the basis, it is difficult to be objective and fair, resulting in the good and the bad, or even black and white, the advantages and disadvantages of the misplaced, seriously undermining the enthusiasm of the majority of the state-owned enterprise personnel.

4, the selection of state-owned enterprises is still basically run on the track of the rule of man. Lack of legalized norms and scientific operating procedures. In terms of employment standards, theoretically speaking, should be both moral and talent, the lack of one; objective basis should be a heavy performance, two heavy public opinion. In the actual selection process, due to the lack of specific and feasible operating procedures, often due to the quality of leaders and very different. Some of them are light on virtue, virtue instead of talent, "good people" as the standard, with a lot of mediocrity; some are light on talent, talent instead of virtue, "capable" as the standard, with a lot of small people and bad people.