| In 1998, the government took a series of measures to reform the telecommunication system. The reformation went through several stages: China Post was separated from China Telecom, government separated from enterprises and five more telecommunication companies came into being besides China Telecom—China Mobile, China Unicom, China Netcom, China Railcom and China Satcom. The monopoly was broken. At the same time, each group company set its own branches or sub-companies throughout China to build its own networks and develop its market. In Guizhou province alone, Guizhou Telecom,Guizhou Netcom and Guizhou Railcom have been competing for the fixed phone service; Guizhou Telecom,Guizhou Unicom and Guizhou Mobile telecommunication Corporation Limited (abbreviated as "Guizhou Mobile" in the following) are competing for mobile phone service. All the six companies have been competing for all the other services such as data service.The present competitive situation will be further broken with the issue of 3G running permission. Guizhou Mobile will face more competition and pressure. To keep and strengthen our present advantage, there is only one way—enhance the ability of core competition in which human resources reformation is the key because competition is actually the competition of management and talented staff.To keep our competitive advantage, human resources reformation is imperative. As a cadre at the basic level, the writer is studying the strategy for promoting human resources in Guizhou Mobile using respective points and theories. The practice should be focused on post, salary and performance. A new system of human resources management should be set up, that is, "grades based on posts to reflect the difference; salary based on grades to widen the difference; bonus based on performance to encourage contribution. " The new system will be constructive and practical. It can also be applied to other telecommunication companies both inside and outside Guizhou province. |
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