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河南许继集团:企业的中层干部包括集团副总在内每年淘汰5%,管理人员每年淘汰8%,技术人员每年有8%转岗,每年有6%的末位职工由合同制转为临时工。执行这种刚性淘汰法,大大激发了职工活力,形成了良好的竞争氛围,促使了职工素质不断提高,职工队伍不断优化,目前,工程技术人员占职工比例达到了50%,创造了15年来经济效益平均增长35%的奇迹。无独有偶,“中国彩电大王”四川长虹集团也有类似的规定。该公司每年对所有员工(包括正式工和劳务工)进行考核定级,A、B两级员工进入下一个上升通道,C、D 两级的编入淘汰序列。公司每年直接淘汰30%左右的劳务工,平均每年有10%左右的文化素质
Henan Xuji Group: The middle-level cadres of the enterprises, including the group vice-president, eliminate 5% of each year, the management staff eliminate 8% of each year, the technicians transfer 8% of the staff each year, and 6% of the last workers are transferred from contract to temporary workers . The implementation of this rigid elimination law has greatly stimulated the vitality of workers and created a favorable atmosphere for competition. This has led to the continual improvement of the quality of staff and workers and the continuous optimization of the workforce. At present, the ratio of engineers and technicians to staff and workers has reached 50%, creating a 15-year economy The average profit growth of 35% miracle. Coincidentally, “China TV King ” Sichuan Changhong Group also has similar provisions. The company examines and grades all employees (including regular workers and laborers) every year. A and B employees enter the next ascent channel, and C and D are included in the phase-out sequence. The company directly eliminated about 30% of labor workers each year, with an average of about 10% of the cultural quality each year