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按照河钢集团管理体制变革精神,宣钢公司有效推进了以产线为独立市场单元的组织扁平化变革,建立起产销研一体化的棒材事业部、线材事业部、型带事业部、圆钢事业部、铁前事业部等五大市场单元和公共管理服务、财务经管管理两大“货架式”服务平台,这就要求人才支撑体系要适应这种管理体制的变革,打破僵化的等级制、行政化束缚,建立起注重实绩、侧重产线、动态考核的人才激励机制和以产线课题攻关为引领的团队创新模式,真正构建起以产线市场单元为核心、价值创造为导向的薪酬激励机制和人才支撑体系。
In accordance with the spirit of the reform of the management system of Hegang Iron and Steel Group, Xuan Steel Company effectively promoted the flat change of organization taking the production line as the independent market unit and established the integrated production, sales and research of the bar materials business, the wire business, the business with business, Steel division, iron division before the five major market units and public management services, financial management management two “shelf ” service platform, which requires talent support system to adapt to this change in management system, breaking the rigid level System and administrative constraints, establish a talent incentive mechanism focusing on actual performance, focusing on production lines and dynamic assessment and a team innovation mode led by tackling key production problems so as to truly build a market-oriented and value-oriented unit Compensation incentive mechanism and personnel support system.