Southwest Oil And Gas Field Branch Human Resources Development Strategy Research

This paper is to analyze PetroChina Southwest Oil and Gas Field Filiale's human resource advantages and disadvantages and to probeinto the practical measures of human resource management and development through the studies on present human resource status of the newly structured filiale.The basic train of thought of this paper: Firstly analyze the important functions of human resource in the enterprise 7 management efficiency deciding factors. Secondly, anatomize the present human resource status of filiale. Four methods are used to predict the quantity and quality of human resource. The interior and exterior environments of human resource are studied. Then, effective measures for human resource management and development for the time being are put forward. Human resource is the first resource of an enterprise, which is characterized by information carrier and handling perceiver and can bring forwards added values and hence is more important than any natural resources. An enterprise can improve its human resource utilization efficiency by making max development, most rational configuration and supreme impelling of human resource. The economic activities of an oil and gas enterprise need the inputs of five resources such as human, finance, material, information and time, among which ,the only innovation that other rivals are hard to copy is that in human resource development. Among the 7 most effective factors in enterprise management, human resource is the live soul and plays a key role. Southwest Oil and Gas Filiale is a sub-corporation of PetroChina Corp Ltd. after strategic restructuring. Its human resource advantages include the younger ages and higher education levels of its personnel. And the filiale has sufficient capital. The nation has provided many preferences in macroscopic policies. The exterior environment is easy. In addition, China Go-West Development Campaign has brought a very rare historic opportunity. However, the disadvantages lie in: irrational present contingent structure, weak overall flexibility, poor sense of risks, preservative use of personnel, fierce competition in the outside market, and relatively surplus number of employees. According to prediction, the total needed number of employees after 5 years is between 4,350 and 5,000. The present quantity of human resource is abundant. The petroleum exploration and development section has obvious superiority in human resource quality. The refinery and sale and chemical plant sections need urgent improvement in stuff qualifications. The natural gas and pipeline transportation section has sufficient guarantee in human resource quality. The sources of human and the mobilization channels are expedite. However, there are some contradictories that need the government to adjust on macroscopic policies. Compressed flat organizational texture can be used at present for the filiale in human resource management. The managerial mode should be formality. Overall considerations should be given to the uses of employees. The leaders should be configured scientifically. The surplus personnel should be made explicit. Effective security system needs to be set up to ensure the job losers to have some kinds of sources for basic living. The human resource development strategy of the filiale includes: Optimize the interior environment, plan the development of high level management personnel to satisfy the demand for leaders for continuous development, fetch in lacking technical backbones to eliminate the contradictions caused by irrational texture of professional personnel, persist in normal training of the employees and bring up lacking high quality personnel and second-string leaders, and test the training results in time. Make full use of the surviving spaces of rational human resource configuration of the filiale and bring up the max potential of the human resource. Reform the distributi...