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新疆油田公司是中国石油集团公司的地区分公司,现有员工5.3万人。在“十一五”期间,狠抓了员工培训工程,全面开展岗位练兵与技术比赛活动,员工基本素质得到大幅度提高。仅用人水平、劳动生产率、人均利润等指标,均在中石油集团公司名列前茅。操作员工在中国石油集团公司的技术比赛中,也从过去的落后位置,进入到现在较稳定的第一梯队当中。这些成绩的取得与新疆油田公司形成的一套技术比赛的培训、选拔、奖励机制有着密切关系,其做法与经验概括起来有
Xinjiang Oilfield Company is a regional branch of China National Petroleum Corporation, the existing staff of 53000 people. During the “Eleventh Five-Year” period, we paid close attention to staff training projects and conducted all-round military training and technical competition activities. The basic qualifications of staff members have been greatly enhanced. Only employers level, labor productivity, per capita profit and other indicators, are among the best in the CNPC. During the technical competitions held by CNPC, operators also moved from the backward positions in the past to the first stable tier now. The achievement of these achievements is closely related to the training, selection and incentive mechanism of a set of technical competition formed by Xinjiang Oilfield Company. The practices and experiences are summed up