Problems existing in the introduction of talents for coal chemical industry
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In recent years, affected by the rising trend of international oil prices, and in view of China's national situation that everyone on the earth knows is "short of oil, little gas and rich in coal", in order to develop energy or to encircle coal mines, many non-chemical companies have been involved in the coal chemical industry. They need to introduce and recruit coal chemical industry-related talents. There are some problems in the introduction and use of coal chemical industry talents. Many of these problems cause talents to be dissatisfied after arriving at the company and quickly change jobs.: Ø After the talents are introduced, they are not fully trusted, and they cannot be allowed to use their talents without letting go. Ø Only give them responsibilities but not rights, or the responsibilities are unclear. Others are always involved in the work that the person is responsible for, making it impossible for them to carry out their work. Ø The company leader in charge of human resources is also responsible for other tasks of the company. Sometimes, the job he is responsible for is even more tempting, which delays the "main business" ØFamily-style management, treating introduced talents as beggars, only members of the own family are nobles, and others are slaves ØThe difference in income between original or local personnel, including leaders of the human resources department, and introduced talents leads to psychological imbalance, hostility, and slow treatment of introduced talents ØTalent introduction work is hot and cold, and the attitude towards talents is also Hot and cold Ø The leadership of the company in charge of human resources work is of poor quality. They treat the boss and the CEO with the same face, and treat the subordinates and introduced talents with the same face. They like to put on a condescending air in front of the introduced talents, which makes people uncomfortable. Ø Lack of incentive policies and no mechanism for sustained income growth and salary improvement. Ø Unable to remove the hindrance of recruiting personnel. Gu Zhiyou thinks that it is enough to give a higher salary, and treat the imported coal chemical industry talents according to the policies and practices of the original industry and the head office. Ø Only trust the talents recommended by acquaintances, not the talents who self-recommend and apply for jobs. Ø The real boss has no time to take into account the new coal chemical industry projects, and the managers entrusted by the boss should treat the introduced talents first. Consider his personal interests first, and do not really consider the interests of the boss or the company. Ø There is no systematic department, staffing and talent introduction plan required for the new coal chemical project, and he does not know what talents to introduce. Ø Unable to identify the true talents of the candidates, and the knowledge and abilities of the introduced talents are mixed. This post was finally written by meihuangg Edited at 2008-3-2 07:54 ]
The analysis is very comprehensive. In terms of introducing and retaining talents, the boss of a unit is very important, but the human resources director of the unit is even more critical: lol
The analysis is very comprehensive. The most important thing is the domestic employment mechanism. There are multiple tracks of remuneration.
This is not just a problem for the coal chemical industry. This problem exists in all walks of life in China. There is still no mature corporate operating mechanism and professional manager market. I am afraid there will not be much change in the short term.
I heard that ENN Group has done a relatively good job in recruiting coal chemical industry talents.
Yes, I heard that Xinao has a very good management concept and a sound system.
The host is very reasonable. The Texaco expert newly introduced to our unit has no background in the company, so he is not allowed to participate in the coal gasification construction training. ； Even the drawings from the design institute were not allowed to participate in the review. It was so frustrating! As a result, experts become inactive and don't even know as much as we do. This wastes the company's resources and delays the youth of other experts.
Helpless! ! This is the current situation in the country. It feels very uncomfortable to not be taken seriously! ! ! Angry! !
The poster's summary feels a bit comprehensive, but I think these talents are mainly concerned about two aspects.: 1. Can you feel the joy of work in your unit? If you are depressed every day, there is no need to stay. Otherwise, you will be too angry and hurt your liver, which is not worthwhile. 2. Is the remuneration within your psychological tolerance range? If the remuneration is generous, I believe no one can live with the money. But if the money is less, haha, you can leave at any time. Our unit has recently lost two technical talents, which are related to these two items. It is a pity.
The working environment is certainly very important, but if it is your own problem, you should think about it calmly! Otherwise, you will not be happy wherever you go.
Haha, in fact, there are no particularly outstanding talents. The truly outstanding talents have already gone abroad, and those who have not gone abroad are treated like treasures. Even at the master's level it's like that. You can't learn much at the master's level, and it's hard to get opportunities to practice to improve your abilities during school. Those at the doctoral level are not bad, especially those who have returned from studying abroad, but there are too few. Those who are mobile within the country can only be called technical personnel, not talents. The ability of independent innovation is very average. They are all able to do things, but they can only do things they already know. It is not enough for them to engage in scientific research and develop new processes and technologies. Today's companies still understand the importance of technology, so they attach great importance to real talents, but of course they will not receive particularly good treatment for ordinary technical personnel. The problem mentioned by the poster is not a problem of enterprises, but a problem of China's education, and it is also a problem of China's positioning in today's international industrial chain. China's education, starting from the teachers, lacks the ability and thinking to innovate. They use question-based tactics to cope with exams, cramming education to impart knowledge, and graduates of the same school to stay in the same school. This structure has been passed down from generation to generation. How can we cultivate innovative talents? If you have no innovation ability or R&D ability, you will only move forward on the traditional track and follow the original model. Is this called talent? Just technicians. This is not the most frightening thing. The most frightening thing is that China has positioned its role in the international industrial chain as a "manufacturing power". It always prides itself on being a major manufacturing country in the world today and is very proud of its OEM capabilities. But I didn’t see it, Europe and America * * Controlling the high end of the entire international industrial chain, that is, from the proposing of new concepts, to the research and development of new technologies, to the introduction of new standards, to the formulation of new orders, in this industrial chain, Europe and the United States * * Taking away more than 90% of industrial profits, leaving only a very meager processing profit to China (including the so-called Four Little Dragons and Four Little Tigers in Asia in the past, and even earlier in Latin America) * * ). In line with this international industrial environment, China's education only cultivates work-oriented technical personnel rather than innovative R&D talents (occasionally, some outstanding ones have gone abroad), because a processing economy does not require R&D talents. This is why many college graduates today cannot find jobs. Because the processing economy does not require college students, those who have graduated from primary and secondary schools can work on the production line after being trained. So don’t talk about talents anymore, it’s more accurate to call them “technical personnel”. Even if they leave, the company can still find replacements. So this is not a problem of enterprises, but a problem of China's economic positioning. This post was last edited by niujiajun on 2008-3-19 12:35 ]
Maybe it’s because of the incoordination between technology and management and operation. I’m still a businessman, not management at all.
Very systematic, comprehensive, good, and I’m using it