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一、建立培训、考核、使用、待遇一体化的管理体制。一是健全了《职工培训、考核、待遇使用一体化管理》机制,并率先在华北电力系统内实施,首次明确了电力职工应当参加什么样的培训,怎样培训,培训与被培训人双方的责任和权利,明确了对各级各类人员的考核管理权限及方法。对考核结果的奖惩,以及使用、待遇上的各项政策;二是建立了内部待转岗机制。适应了新型劳动用工制度的需要,以此形成公司内部的职工岗位动
First, the establishment of training, assessment, use, treatment integration management system. Firstly, it has perfected the mechanism of “integrated management of staff training, appraisal and treatment” and took the lead in implementation in North China Electric Power System. For the first time, it is clear what kind of training electricity workers should attend and what is the responsibility of both training and training and the trainees And rights, a clear definition of all types of personnel at all levels of examination and management authority and methods. Rewards and punishments on assessment results, and various policies on the use and treatment of employees; and second, the establishment of an internal mechanism to be transferred. Adapted to the new labor and employment system needs, in order to form the company’s internal staff positions move