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2005年是葛洲坝集团公司实施二次创业、推动跨越式发展、建设强大集团非常关键的一年。集团公司的人才状况与集团公司改革发展的状况总体来说是相适应的,但随着公司市场的不断拓展和产业结构调整,集团公司的人才现状与战略目标的要求还存在差距。工程技术人才专业结构比例不合理,复合型高级管理人才较少,涉外经营管理人才和一些适用的专门人才缺乏。根据集团公司“以建筑业、电力和公路项目投资开发、房地产开发为核心”的产业结构目标,未来五年是集团公司的重组转型时期,集团公司目前人才专业结构调整任务十分紧迫,引进新产业相关人才的任务非常繁重,高层次人才的培养力度有待进一步加大。
2005 is a very crucial year for Gezhouba Group Company to carry out the second pioneering work, promote the leapfrog development and build a strong group. However, with the continuous expansion of the company’s market and the adjustment of industrial structure, the current situation of the talent in the group companies still lags behind the requirements of the strategic objectives. The proportion of professional structure of engineering and technical personnel is irrational, there are fewer compound senior management personnel, and there is a lack of foreign management talents and some applicable specialists. According to the target of the industrial structure of the group company “investment and development of construction, power and highway projects and real estate development at the core”, the next five years will be the reorganization and transformation period for the group companies. At present, the task of the group company in the adjustment of the personnel professional structure is very urgent. The introduction of new industries The tasks of related personnel are very heavy and the training of high-level personnel needs to be further intensified.