由于体制机制和历史沿革等原因,县级供电企业人力资源管理粗放、激励约束机制不健全、人才队伍建设滞后等问题较为突出,且用工总量偏大。随着县级子公司上划管理和“三集五大”新体系的纵深推进,农电队伍整体素质与企业集约化、精益化管理要求不相适应的矛盾更加凸显,与建设“一强三优”现代公司的员工素质还有很大差距,迫切需要加快建设一支高素质的农电队伍,来推动县级供电企业的持续健康发展。理清农电队伍素质提升的思路与目标只有把握住事物的主要矛盾,抓住提升农电队伍素质的关键点,才会达到事半功倍的效果。为此,应该在观念上实现“三个转变”、内容上把握好“三个提升”、目标上建设好“三支队伍”(见图)。观念:实现“三个转变”首先是价值理念的转变。由于农电队伍长期处于自我 Due to institutional mechanisms and historical evolution and other reasons, the problems such as extensive management of human resources at county-level power supply enterprises, imperfect incentive and restraint mechanisms, and lagging construction of qualified personnel are all prominent problems and the total employment volume is relatively large. As the county-level subsidiaries and the “three sets of five” new system in-depth promotion, the overall quality of the team and the intensification of enterprises, lean management requirements incompatible with the contradictions even more prominent, and construction Strong three excellent “There is still a big gap between the quality of modern company employees, there is an urgent need to speed up the construction of a high-quality team of rural power to promote the sustainable and healthy development of county-level power supply enterprises. Only by grasping the major contradictions of things and grasping the key point of improving the qualities of rural power units will we achieve a multiplier effect. To this end, we should conceptually achieve ”three changes“, grasp the contents of ”three improvements“, and build ”three teams“ on the target (see figure). Concept: to achieve ”Three changes " The first is the change of value concept. Due to the long-term self-esteem of rural power teams