What are the puzzles in human resource management of state-owned enterprises?

The main problem of human resource management in state-owned enterprises (1) is that human resources deviate from enterprise strategy.

When formulating medium-and long-term development strategies or annual work plans, state-owned enterprises often put talent construction and performance pay in a relatively high position, but in the setting of specific assessment indicators, qualitative indicators are the main ones, supplemented by quantitative indicators, and there are even no quantitative indicators such as turnover rate and employee satisfaction. For the human resources work of state-owned enterprises, which is still developing from personnel management to modern human resources, it is difficult to participate in enterprise management and corporate culture construction because of the subordinate position of the human resources management department, and it is impossible to realize the fundamental role of talent and strategy docking.

(B) poor human resources system and mechanism

The internal work of human resources in state-owned enterprises lacks systematic planning, and it is difficult to exert the overall efficiency. First of all, the theory of human resource management is complicated and there is no unified and standardized standard system; Secondly, the human resources department is more busy with its daily affairs and lacks linkage operation with business departments; Thirdly, the efficiency of human resources work is not good, and business leaders are often reluctant to adopt digital information management systems because they are worried about the leakage of core data, which leads to the lack of big data support in human resources work.

(C) the performance appraisal and salary management is not perfect

State-owned enterprises have not established a scientific post value evaluation and performance appraisal mechanism, and their institutions are bloated and redundant, making it easier for employees to come in than to go out. Enterprises lack broadband salary, and the salary system is often difficult to change for many years after it is established. The salary level can not only achieve external competition, but also achieve internal fairness because of the same pot of rice assessment method. Limited by policies, it is also difficult for enterprises to establish a diversified welfare system.

(D) Lack of systematic career development path for talents

Constrained by the historical background of traditional state-owned enterprises, not only the leaders of enterprises are mostly transferred from government officials, but also the middle managers are mostly from grassroots public officials. The innate lack of the concept of human resources makes it difficult for state-owned enterprises to establish a scientific and effective employee career development system. There is a big bottleneck in the career development of employees. It is very difficult to break through from professional and technical positions or skilled positions except for promotion in management positions. Employee career management is a weak link in the work, and it seldom provides professional guidance for employees' career planning from the beginning of their employment, which directly makes it difficult for state-owned enterprises to attract and retain outstanding talents and seriously affects the vitality and creativity of enterprises.