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贯彻劳动定员标准、推进“三集五大”等重大任务,对供电企业提出了全方位的挑战,特别是对员工队伍建设提出了更高的要求。以劳动定员管理为切入点,以“供电企业—二级机构—班组”三级用工定员差异率为主要关注点,充分结合生产一线员工队伍结构、人才当量等情况,研究探索了适合供电企业发展的人力资源调配机制。
Carrying out the standards of labor qualifications and advancing the major tasks such as “three big sets and five big” have posed all-round challenges to the power supply enterprises, and especially put forward higher requirements for the construction of the workforce. Taking labor personnel management as the starting point, with the focus on the difference of “three levels of employment quota of” power supply enterprises - secondary agencies - teams and teams ", and in combination with the structure of frontline staff and the equivalent of qualified personnel, Human resource allocation mechanism for enterprise development.