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作为国有企业的一面旗帜,海信制造的龙头企业海信电器股份公司已经历35年的市场磨砺,越发焕发出朝气和活力。从去年8月份以来,制造效率提高60%。他们在市场竞争中抢先一步,在培养使用高级蓝领上棋高一招,在高技能人才紧缺的情况下他们能够游刃有余。海信电器股份公司党委书记(原海信集团人力资源部副部长)王志辉向记者揭示了他们的高级蓝领战略。招商周刊:海信制造目前高技能人才现状如何?王志辉:海信的产业结构已基本形成了“3C”产业定位,但从目前的规模比重来看仍然是以制造业为主。多年来,我们把建立一线高技能的员工队伍作为头等大事来抓,取得了比较好的效果,使海信产品和服务的竞争力不断得以加强。海信电器股份公司一线员工中高级工占10.16%、中级工占46.55%。模具公司,一线员工中高级工占13.73%、中级工占76.47%,已成为日本松下、日立、东芝、TOTO,韩国的三星、LG,瑞典的汤姆逊等跨国公司的合作伙伴。招商周刊:您如何看待高级蓝领?
As a banner of state-owned enterprises, the leading company Hisense Electric Co., Ltd. made by Hisense has experienced 35 years of market sharpening, more and more glow of vigor and vitality. Since August last year, manufacturing efficiency increased by 60%. They are one step ahead of the competition in the market and they are able to excel at training high-level blue-collar workers and their ability to work well with the shortage of skilled personnel. Hisense Electric AG party secretary (former Hisense Group Vice Minister of Human Resources) Wang Zhihui revealed to reporters their high-level blue-collar strategy. Merchants Weekly: Hisense to create the current status of highly skilled personnel Wang Zhihui: Hisense’s industrial structure has basically formed a “3C ” industrial position, but the current proportion of the size of the view is still based on manufacturing. Over the years, we have built a first-tier high-skilled workforce as a top priority, and achieved good results, making the competitiveness of Hisense products and services continue to be strengthened. Hisense Electric AG front-line workers in senior staff accounted for 10.16%, 46.55% of mid-level workers. Die companies, front-line employees accounted for 13.73% of senior staff, middle-class workers accounted for 76.47%, has become Japan’s Matsushita, Hitachi, Toshiba, TOTO, South Korea’s Samsung, LG, Sweden, Thomson and other multinational partners. Merchants Weekly: How do you think of the high-level blue-collar?