Actively promote the reform of the three systems of labor, personnel, and distribution in group companies

Deepening the reform of the labor, personnel, and distribution systems (hereinafter referred to as the "three systems") is a necessary path for enterprise development, and an important measure to improve enterprise economic efficiency, labor efficiency, and employee income. "Our Shijiasheng Group Company is a private enterprise, which should be more suitable for the development of the market economy than other organizations such as the former state-owned enterprises in terms of mechanism and system. However, based on the actual operation of our group company, the situation is not optimistic, and various subordinate companies generally have" bottleneck "issues such as low labor efficiency, weak management effectiveness, and unreasonable salary ratioses.". In order to enhance the enthusiasm and ownership of employees and promote the sustained, stable and healthy development of the enterprise, it is necessary to focus on promoting the deepening reform of the "three systems" in our group company.

1 、 Overall thinking. With the goal of achieving a "win-win" situation between the company and its employees, it is planned to spend about a year to further improve the human resources management mechanism in which employees can enter and leave, positions can be high and low, and salaries can be promoted and lowered. Create an open, fair, competitive, and selective employment environment, establish harmonious and stable labor relations, and promote the sustained, stable, and healthy development of the company.

2 、 Work objectives. By promoting the reform of the "three systems" in a positive, stable, scientific, orderly, and stable manner in accordance with the law and regulations, we have ensured that the company's labor efficiency is significantly improved, the personnel structure is significantly improved, the salary structure is gradually reasonable, and the goal of steadily increasing employee income is achieved.

3 、 Reform priorities. 

（1） Reform of the labor system. The main contents of the labor system reform are as follows: first, improving the labor management system; Second, innovate the working ideas of labor force management; Third, scientifically and reasonably setting up the staffing; Fourth, strengthen the organizational structure and staffing management of enterprises; Fifth, standardize labor relations according to law; Sixth, establish a long-term mechanism in which employees can enter and exit.

1. Further improve the labor management system. The labor management system focuses on solving the problems of employees' ability to enter or leave, excessive employment, and low efficiency. It mainly includes the improvement and establishment of management systems such as labor management methods, employee rewards and punishment methods, labor contract management, wage payment management, salary management, piece rate wage management, and welfare management.

2. Innovate the working ideas of labor force management. First, actively explore new forms of employment, and promote multiple forms of employment such as one post with multiple responsibilities, one person with multiple positions, post contracting, service contracting, and engineering contracting in accordance with laws and regulations. The second is to actively explore ways to improve labor productivity through scientific and technological innovation, and encourage the improvement of labor productivity through improving the level of mechanization, increasing technological innovation, and optimizing labor organization.

3. Scientific and reasonable staffing. It is necessary to carry out the work of determining the staffing, position, personnel, and responsibility again, and achieve the goal of scientifically and reasonably setting the staffing by re determining the staffing, position, personnel, and responsibility. The principle of "first department, then grassroots level, first management, then work attendance" should be adhered to in staffing and staffing.

4. Strengthen enterprise organizational structure and staffing management.

Optimize the organizational structure. Each subordinate company should reasonably set up its internal organizational structure according to the actual situation of the enterprise, so as to better adapt to the needs of the development of the market economy.

(2) Strengthen staffing management. Each subordinate company shall allocate personnel in strict accordance with the overall staffing of intermediate management personnel, department management personnel, logistics personnel, etc. approved by the group company. The setup and staffing of subordinate companies are under the unified management of the administrative center of the group company.

5. Standardize labor relations according to law. Firstly, it is necessary to fully implement the labor contract system, comprehensively clean up the signing of employee labor contracts, and standardize employment behavior in the form of contracts. The second is to conduct a comprehensive cleaning up of employees' employment situation. It is necessary to conduct a comprehensive cleaning up and inventory of all types of personnel with abnormal attendance and ineffective attendance in accordance with labor management measures and relevant provisions of labor contracts. Based on the results of the cleaning up and inventory, the system should be improved, and countermeasures should be formulated by category. Employees who meet the conditions for dismissal should resolutely terminate their labor relations.

6. Establish a long-term mechanism in which employees can enter and exit. According to labor management systems such as labor contracts, employee rewards and punishments, employees should be regularly and irregularly evalsuated, and those who meet the conditions for dismissal should be resolutely terminated from their labor relations. It is necessary to comprehensively carry out competitive recruitment, elimination of the last position, two-way selection and other competitive positions, and regularly eliminate no less than 1% of employees every year.

（2） Personnel system reform. The main contents of personnel system reform include: first, improving and innovating the personnel management system; The second is to vigorously promote personnel management systems such as competitive employment, elimination of the last position, and accountability; Third, accelerate the pace of building compound talents.

1. Further improve and innovate the personnel management system. The personnel management system should focus on solving the problems of management personnel being able to move up and down, multiple logistics service personnel, and low management efficiency. Focus on developing and improving a personnel management system that includes public selection of management personnel, annual job reporting and evalsuation, tenure assessment, elimination of the last position, and accountability.

2. Vigorously promote personnel management systems such as open selection, competitive employment, tenure assessment, elimination of the last position, and accountability. In principle, newly promoted intermediate management personnel should be recruited on the basis of competitive employment, organizational investigation, and public selection. The elimination rate of intermediate management personnel should reach over 2% annually. Negligence, dereliction of duty, and omission should be strictly investigated in accordance with the management measures for accountability of management personnel. It is necessary to further promote and improve the annual job reporting system and regular evalsuation system for intermediate management personnel, and link the evalsuation results to the salary and appointment and removal of management personnel. For those who fail the annual or tenure evalsuation, demotion or removal will be implemented based on the evalsuation results and evalsuation methods.

3. To accelerate the construction of versatile talents, it is necessary to establish and improve the job rotation system, strengthen the follow-up education and knowledge update of talents, and improve vocational skills and management capabilities. We should strengthen the construction of professional ethics for talents and cultivate versatile talents. To further strengthen the construction of youth and reserve talents

（3） Reform of the distribution system. The main contents of the reform of the distribution system include: first, improving and innovating the distribution management system; Second, further improve and rationalize the salary system; Third, make great efforts to adjust the salary structure; Fourth, give full play to the incentive and constraint mechanism of compensation.

1. Further improve and innovate the distribution management system. Distribution management should focus on solving the problem of whether employees' income can increase or decrease, whether a small number of intermediate management personnel are overpaid, and whether the incentive effect of compensation is not obvious.

2. Further improve and rationalize the salary management system. Establish and improve salary standards. For positions that can be paid based on workload, a piecemeal salary dominated salary model is implemented. For management and logistics personnel that implement the hourly wage system, a performance based salary dominated salary model is implemented. For logistics positions that can be contracted for services, a market-oriented operation model dominated by engineering contracting and labor contracting can be implemented according to law and regulations externally, and an internal contracting model can be implemented to simulate the market internally. For the implementation of the post performance salary system, the proportion of fixed salary (post salary) for logistics personnel is controlled between 60-80%. The proportion of floating compensation (performance based compensation) for management and technical personnel should be controlled between 30-50%.

3. Make great efforts to adjust the salary structure. On the premise of ensuring the overall growth of employee income, steadily promote the adjustment of the salary structure, and tilt the salary distribution towards the front line.

2013-01-15