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| 论文编号： | 3488 | |
| 作者编号： | 2120062302 | |
| 上传时间： | 2011/6/15 16:44:42 | |
| 中文题目： | M国有石油公司高技能人才培养机制完善对策研究 | |
| 英文题目： | Research on Perfectibility Countermeasures of Highly-Skilled Talent Cultivation Mechanism for M State-owned Oil Company | |
| 指导老师： | 李新建 | |
| 中文关键字： | 高技能人才，人才培养，高技能员工激励 | |
| 英文关键字： | Highy-skilled talent,cultivation,inspire | |
| 中文摘要： | M国有石油公司为大型专业工程建设企业，产业历史悠久，长期以来重视高技能人才培养，拥有一支施工力量强、技术根底硬、作风扎实的专业技能工人队伍；而用工形式复杂、尖端高技能人才短缺、结构分布不合理、年龄老化和后备力量断档等客观因素又制约企业进一步发展。 本文针对M公司高技能人才培养工作进行研究，列举大量事实、数据，通过图表等形式进行汇总和统计分析，对现行的师徒培训、技能竞赛、实训车间、外委培训和外出观摩考察等培训形式提出改进措施；介绍员工满意度调查、职业生涯管理模型和技能工资薪酬体系等作为培养机制的运行保障有效推行。结合M公司生产实际，提出建立结伴学习制作为师徒培训的补充；针对缺乏尖端高技能人才这一突出问题，建立核心工种“首席技师”制度，提出逐步将劳务派遣形式的高技能人才转为企业在编员工管理、协助非本市城镇户口的高技能人才落户等创新性意见和建议。 | |
| 英文摘要： | M oil company, a large-scale state-owned-enterprise with long development history, is specialized in the oil industry of project engineering and construction. Our company has been attaching considerable attention on cultivating highly-skilled talent, ever since a long time ago when company established. We have proudly owned a dedicated team members who are well skilled, highly experienced and conscionable. However, the way of recruiting new employees is always sophisticated. It is noted that some objective difficulties still prevent our company from further development, due to the manpower element. Such kind of elements conclude insufficient advanced professional available, improper structure distribution, personnel ageing and discontinuity of reserve manpower, etc. This essay is focused on the subject of researching highly-skilled talent cultivation. Through the way of collecting and statistical analysis on a large number of facts, data and graphs, several modes of training program shall be improved and activated. Such modes of training include mentoring, job skill contest, educational workshop, training outsource and onsite visit, etc. In the article, it shall be discussed on the subject of employee satisfaction investigation, the model of professional career management and salary system on the skilled employees, all of which are to be effectively operated as a reliable cultivation mechanism. Considering the fact of M company production states, a type of mateship learning was proposed and established as a complementary measure on the mentoring program. A system of “chief technician” specialized on the core disciplines was established, to cope with advanced professionals in shortage. Gradually, highly-skilled talents who were seconded through service dispatching from other companies shall be re-hired as formal employees of the company. Some highly-skilled talents who are not registered as local municipality resident shall be assisted to help them obtain local permanent residence. All of these ideas and measures are creatively proposed and taken in effect, and is introduced and discussed in the article. | |
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