Study On The Optimization Of Professional Development Management System For Employees In State - Owned Power Enterprises

In modern society, the competition between the various companies ultimately is talent competition, no exception for the state-owned power enterprises. Since the beginning of the reformation of electric power system, the development and management of the state-owned enterprises ushered in new challenges. The original problems, such as "the multi-level of management, the length of business chain, the low rate allocation of the core resource" and other issues, need to be solved urgently. In recent years, the state-owned power enterprises have been reduced the management level, appropriately shorten the business chain. the resulting challenge is that employees career development paths become blurred, and because the related management mechanism is not so perfect in a timely manner that unstable factors are increasing and affect employees’ loyalty and motivation.From the organizational point of view, combined with the related theory, learning from the domestic and foreign enterprises’ outstanding experience in the employee career development management, using a variety of qualitative research methods, including the multiple case study method, case study method, focus group interviews and other methods, this article analysis the state-owned power enterprises’ problems in the employee career development in detail in the current situation, such as the poor quality and structure of the talent team, the narrow career development path, the vogue settings of the conversion level, the hypotraction of organizations and other relevant management mechanisms’ problems. And this article puts forward the feasible suggestions from technical and management level, in order to provide references for the employee career development management in state-owned power enterprises: on the one hand, construct matrix career development path when the career development path is designed, in order to provide map for employee’s career development; on the other hand, escort management system of employee career development in terms of four management mechanisms, including selection mechanism, training mechanism, evaluation mechanism and compensation mechanism.