Human Resource Management Strategy Of Jilin Petrochemical Company

Jilin Petrochemical Company belongs to the state key old industrial base. As a state large-scale petrochemical enterprise, the company had ever been in the edge of whether or not keeping on existing. Although the economy have been better recently, there are still a lot of problem. The reasons led to Jilin petrochemical company in hot water are various. This paper only starts with the current manpower management of Jilin petrochemical company, finds out its bottleneck problem existing in the manpower resource management system, improves the manpower resource management to the strategic height, builds a whole manpower resource management strategy and mode fitting new market economic situation and its characteristics, by the comprehensive analysis of traditional manpower resource management system and the comparative analysis of the situation at home and abroad. This paper starts with the traditional labor manpower management mechanism, analyses the problem existing in the current manpower resource management system, demonstrates establishing strategic manpower resource management system for the company by using the manpower resource management experience in developed country for reference, puts forward the manpower resource management system with practical guide meaning. According to Deranna partition standard, the real role and action for the manpower resource management of Jilin Petrochemical Company in enterprise management is in operational role ages basically, still is the traditional manpower resource management system. The current manpower resource management mode of the company mainly has following basic characteristics: 1. As a functional organ within the company, the manpower resource department is still in the secondary brainman position and follows the traditional manpower management mode. 2. The company still carries out employee lifetime engage system in employee engage. 3. The company mainly carries out longevity system in employee promoting. 4. The company carries out the sequence wages system in accordance with the length of service in employee wages system. 5. The spirit prompting takes up the main position in employee prompting mechanism. The problems existing in the current manpower resource management system of Jilin petrochemical company are mostly as follows : 1. The manpower resource management is still in the traditional manpower management stage. It hasn't realized the function conversion of manpower resource management, it is lack of uniform manpower resource management stratagem suited with its development stratagem, it is lack of integrated manpower resource programming. 2. The overall quality of the manpower resource in the enterprise awaits enhance. The brain drain is serious, resulted in talent knowledge construction unbalance, reserved talent is serious lack. The cultural level of the employee is on the low side. The manager quality is on the low side, the managing ability awaits improve. 3. The manpower resource management is instable. The company has no normative post analysis and has only traditional post duty system. The operation flow is not normative, lack of suitable bylaw and occupational behavior standard. 4. The prompting mechanism is not sound. It is manifested in single prompting means, the effect is shallow level. In addition, there is certain shortcoming on the mechanism of employ persons. The current salary is not enough reasonable, the income difference for the employee of different type of work and educational background is not large. 5. Lack of effective performance check system. Check and evaluation is mainly depended on the manpower resource department, governor can not undertake the duty of performance check. The performance check is still formal. 6. The development of manpower resource training is insufficient. The invest on employee training is serious lack. Some grass roots have not established specialized training organ and training personnel. The training plan is not systemic and scientific, lack of the training system aiming at going on development for the enterprise. The training contents and mode are single, the current enterprise training mode can't fit the development of knowledge-based economic ages, manpower management work can't undertake the important task of offering manpower resource guarantee for the long-term development of the enterprise. Using the manpower resource management mode of developed country and domestic advanced enterprises for reference, this paper puts forward corresponding measures for establishing strategic manpower resource management system in Jilin petrochemical company. 1. Really establish the idea of "Person is the root ", and enhance manpower resource strategic management. The direction of manpower resource management is to change the traditional experienced and administrative management to scientific and standard orbit, that is"Person is the root ". Exercising normal modernmanagement means, on every tache of manpower resource management work, fire the personnel with enthusiasm, increase personnel quality, and continuously proceed the innovation of manpower resource management function to guarantee manpower resource management offering valid support for the enterprise development. 2. Increase the manpower capital investment and put the synthetically developing strategy of manpower resource in practice. The enterprise should live up to set up the manpower capital consciousness that the manpower capital investment function is larger than material capital investment function from top to bottom. On the invest strategy, turn from giving priority to material capital investment to giving priority to manpower capital investment, first develop manpower capital, establish the strategy of manpower resource development, manpower capital development and talent competition, completely increase the managing level of the enterprise, enhance the development, use and management of manpower capital. 3. Establish and perfect strategic manpower resource management system. This will require the company to live up to the followings. Attach importance to enterprise competition evaluation and really perform it, dispose according to the principle of"extend advantage, improve inferior position, cater to opportunity, keep away from threaten", and establish improving measure. Design reasonable enterprise organize programming, establish and gradually perfect job analysis elucidation, and compile section function analysis elucidation and post analysis elucidation by the post analysis questionnaire of Jilin petrochemical company. Establish valid salary system, establish the salary standard of gradually raising the wages markup of each level on the basis of two salary modes of time system and job system, and establish floating wages salary system. Put the strategy-oriented performance check management into practice, and establish a set science, complete and valid performance check management system adopting different evaluation method, from the four aspects of moral, ability, diligence and performance, according to the current situation of Jilin petrochemical company. Build normative and systemic training system, put forward the project of pushing the employee lifetime education system in the company, establishing the training troops of training teachers from exterior, inner specialty training organization and post training, and developing multi-form training, and form good atmosphere that study in work and work in study. 4. Construct the environment of attaching and retaining talent, and build the enterprise culture required by the enterprise development. Enterprise should turn the emphasis of talent supply to educate them by itself, respect talent, respect knowledge, continuously enrich the intension and extension of the enterprise culture, construct the environment of attracting talent and benefiting to play talent function,construct the atmosphere of lifetime study and growing forever, help employee program occupation career, and offer employee characteristic manpower resource service and product.