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一、选拔机制的建立,为集团培养一大批后备干部。 从1996年开始,深能源集团将每年的5月份定为后备干部推荐月,把一批批朝气蓬勃的优秀青年补充到集团的各级后备干部中,同时设立后备干部培训档案,请深圳市高级经理评价推荐中心专门对其进行科学的测评,后备干部的知识结构、智商水平、管理知识和能力全部记录在案。实行动态跟踪管理,优胜劣汰,鼓励岗位成才。是对优秀青年干部的选拔与激励,目的在于发现人才、激励人才、培养人才。 经群众推荐、组织考核的集团后备干部来自于集团各企业,是各级青年的先进代表。我们通过科学测评后发现,他们绝大多数理工科专业毕业,具
First, the establishment of the selection mechanism for the group to train a large number of reserve cadres. Since 1996, Shenzhen Energy Group has set May as the recommended month for reserve cadres and added a group of outstanding and energetic young people to reserve cadres at all levels of the group. At the same time, it has also set up training files for reserve cadres. Manager Evaluation Center specifically for its scientific evaluation, backup cadre’s knowledge structure, IQ level, management knowledge and ability to record all the cases. The implementation of dynamic tracking management, survival of the fittest to encourage talent to become successful. It is the selection and encouragement of excellent young cadres, with the purpose of discovering qualified personnel, encouraging qualified personnel and training qualified personnel. Recommended by the masses, the group reserve cadres who organize the assessment come from all the enterprises in the group and are the advanced representatives of young people at all levels. After we passed the scientific assessment, we found that most of them graduated from science and engineering