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我公司组建于70年代,现有职工5000多人,技术人员1000余人。30年来,先后建成了国内第一套引进的30万吨/年乙烯装置等大中型石油化工装置50余套及20余项配套工程,所有项目均达到设计标准和规范要求,为燕化公司的建设和发展做出了一定的贡献。但随着计划经济体制向市场经济体制转变,企业内部产业、资产、人员等结构不合理,已经制约了企业的发展。公司领导班子经过综合分析后,决定改变企业目前人员结构不合理的状况,以适应不断发展变化了的市场。目标确定后,公司进行了产业、资产、人员三重组,从优化资源入手,走出一条“先挖渠后放水”的安置富余职工的道路。我们在实施转岗培训,适应结构调整中,主要围绕“调、改、分、培”四个方面来开展工作。
My company was established in the 70s, more than 5,000 employees, more than 1,000 technical staff. Over the past 30 years, it has built over 50 sets of large and medium-sized petrochemical plants and more than 20 supporting projects, including the first set of imported 300,000 t / y ethylene plant in China, all of which have met the design standards and norms. Construction and development made a certain contribution. However, with the transition from a planned economy system to a market economy system, the structure of industries, assets and personnel within the enterprise is irrational and has restricted the development of enterprises. After a comprehensive analysis of the company’s leadership team, decided to change the company’s current personnel structure is not reasonable to adapt to the ever-changing market. After the target was confirmed, the company conducted a triple play in industries, assets and personnel, starting from optimizing resources and stepping out of a road that “spares water after excavation and drainage” to place surplus workers. We carry out the work of transfer training and adaptation to structural adjustment mainly in the four aspects of “adjustment, reform, division and training”.