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近年来,上海建工集团人才队伍的状况反映了两个最基本的特点:一方面通过不断引进吸纳优秀人才,使队伍结构得到优化,专业技术、管理素质和学历层次明显改善,各类专业技术和管理人员达到1万5千余人,占职工总数28％左右。另一方面通过压缩冗员,消减队伍总量,以精干、高效来推进员工队伍整体水平的提高。目前集团队伍总量已减至近5万人,并逐步实现由劳务密集型向资金、技术、管理密集型的转变。 但是,集团人才队伍状况还远远不能适应上海城市建设和管理的新要求,不能适应集团自身改革和更快发展的需要。具体反映在:少数单位在人才问题认识上缺乏深度,思想上图眼前、求实惠,紧迫感不够强;怕市场价位高,人才引不进;怕引进来后待遇跟不上又留不住;怕分配上给倾斜,横向摆不平等等。二是人才队伍状况与国内、本市同类企业相比,差距不小,特别是各类专业技术人员总量不少,但中、高级专业技术人员和高层次人才所占的比重比较低。人才结构比例
In recent years, the status of the Shanghai Construction Engineering Group’s talent team reflects two basic characteristics: On the one hand, through the continuous introduction of outstanding talents, the team structure has been optimized, and the level of professional technology, management quality, and education has improved significantly. And management personnel reached more than 15,000 people, accounting for about 28% of the total number of employees. On the other hand, through the reduction of redundant personnel, the total number of teams has been reduced, and the overall level of the workforce has been promoted with lean and high efficiency. At present, the total number of group teams has been reduced to nearly 50,000, and the gradual transition from labor-intensive to capital, technology, and management-intensive. However, the status of the group’s talent team is far from meeting the new requirements for urban construction and management in Shanghai, and it cannot meet the needs of the Group’s own reform and faster development. This is specifically reflected in the fact that a small number of units lack a depth in their knowledge of talent issues, and that their ideological maps are in front of them and that they are in need of benefits, and their sense of urgency is not strong enough; for fear of high market prices, talents may not be introduced; Afraid to assign tilt, horizontal pendulum inequality, etc. The second is the situation of the talent team compared with the domestic and the city’s similar enterprises, the gap is not small, especially the total number of various types of professional and technical personnel, but the proportion of middle and senior professional and technical personnel and high-level personnel is relatively low. The proportion of talent structure