自农电体制改革以来,原农村电工正 式纳入系统管理,称为农电工。但农电工 的年龄、学历、技能等参差不齐,人员流动 性较大,给规范管理带来困难。特别是实 行“四到户”管理后,供电企业经营压力 进一步增大,要实施“彩虹工程”,搞好优 质服务,也要拓展电力市场,努力提高经 济效益。作为直接面向市场、增供扩销的 主力军,农电工的整体素质结构和队伍状 况已不适应企业经营工作的需要,必须进 一步加强研究,围绕依法用工、规范管理、 完善激励机制等问题,探讨制定规范和加 Since the reform of the rural power system, the former rural electrician has been formally included in the system management, called the rural electrician. However, the age, education, skills and other irregularities of rural electricians are quite different, and the mobility of personnel is relatively large, which brings difficulties to standardized management. Especially after the management of “four households”, the operating pressure of power supply enterprises further increases. To implement “Rainbow Project” and do well in quality service, we must also expand the power market and work hard to improve economic efficiency. As the main force directly facing the market and increasing supply and marketing, the overall quality structure and team status of rural electricians are no longer suitable for the needs of enterprise management. We must further strengthen the research and focus on such issues as employment according to law, standardizing management and perfecting incentive mechanism Develop norms and add