员工是企业价值的创造者,一线员工更是基层企业的动力之源。如何盘活这一巨大潜力资源?基层供电企业进行了深度思考。“十二五”是国家电网公司深化“两个转变”、推进“三集五大”体系建设的关键期。对于基层供电企业,伴随着电网和技术的飞速发展,“三集五大”带来的组织结构调整、管理模式变革和工作流程再造,使长期存在的总体冗员和结构性缺员、队伍素质与发展不相适应的矛盾日益突出。要盘活人力资源存量,使人力资源转化为人力资本,需要着眼于提升基层、基础和基本功等“三基”水平,创新以“育才、评才、聚才”为导向的柔性工作机制,营造有利于 Employees are the creators of enterprise value. Frontline employees are also the source of motivation for grassroots enterprises. How to activate this great potential resource? The grassroots power supply enterprises have carried on the deep thinking. “The Twelfth Five-Year Plan” is the critical period for the State Grid Corporation of China to deepen the “two changes” and push forward the “three big five” system. For the grass-roots power supply enterprises, along with the rapid development of power grids and technologies, the organizational structure adjustment, management pattern changes and work flow reengineering brought by the “three sets of five” make the long-standing overall redundancy and structural shortages and team quality Contradictions that are incompatible with development have become increasingly prominent. To revitalize the stock of human resources and transform human resources into human capital, we need to focus on improving the basic level and basic skills and other “three basic levels” and innovating the flexible work oriented by “cultivating talents, valuing talent and gathering talents” Mechanism to create beneficial