State Grid Qingzhou Power Supply Company: "Three Board Axes" open up the road to promotion to build power supply services

In order to improve the quality service management level of the power supply office and help optimize the business environment, the State Grid Qingzhou Power Supply Company focuses on the development layout of the State Grid Corporation's "one -piece four -wing" development, with the goal of "the best and striving for the first", actively acts, uses it, uses it, uses it, uses it, and uses it. The job employment, integration training, and differential assessment of the "three -board ax", breaking the "ceiling" of employees' growth, focusing on creating a power supply service, and providing a strong talent guarantee for the company's high -quality development.

Job employment and unblocked career development channel

"Lao Chang, the company has a notice of a job compete, come and see!"

"Competition? What are the competition?" One day in August 2020, Chang Guosheng just returned to the office from the scene, and his colleague shouted him.

Chang Guo is winning, rooting at the grassroots level of the power supply center, and 23 years. No matter how complicated the power failure faced, he could come up with the most accurate "diagnosis" for a while. The land is called "Chang victory". In the rain in the rain, his mentality slowly turned negatively.

This competition is the "three members" of the Power Supply Center organized by the State Grid Qingzhou Power Supply Company. Chang Guosheng actively participated. In the written test, interview, democratic evaluation and other sectors, he passed the level and promoted to the technician of the operation with excellent results. The position has changed, the income has increased, and the mentality has changed. At the work site, his busy figure flashed everywhere, and the positive "often victory" came back again. This is also a microcosm of the company's smooth career development channel and stimulating the vitality of the team.

Since 2019, the State Grid Qingzhou Power Supply Company has deepened the reform of the "three systems", implemented the employment system for key positions, and established the "Taiwan District Manager-Grid Team Leader-Team Leaders-Management Technology" post ladder development channel to implement capabilities and capacity. Performance and contribution -oriented market -oriented selection mechanism and contract management, and build a fair, fair and open platform for the professional development of employees in power supply services. The management of management technical positions is open publicly, completely breaking the ceiling of the promotion of the posts of employees in the past, and expanding the room for growth and development.

The appointment personnel shall implement a unified post -employment management period, establish an appointment agreement for post, and set the appointment goals and red line clauses according to the characteristics of job responsibilities. Establish a hierarchical evaluation index system supplemented by qualitative evaluation and quantitative evaluation, supplemented by "bonus points" and "veto items", and improve the "Trinity" assessment mechanism for the probation period, annual, and expiration. After the expiration of the period, the evaluation is based on the performance of the work, the appraisal of the outstanding person is renewed, and the appraisal will be dismissed immediately. At the same time, in terms of skill positions such as managers and comprehensive tellers in the Taiwan District, according to the standards of one to five -star evaluation, the star -rated assessment is implemented every two years, and the star -level dynamic adjustment will be implemented according to the annual assessment results during the term of office.

Since 2019, the State Grid Qingzhou Power Supply Company has been approved by the post, with a total of 60 team leaders and 86 grid team leaders, and 7 power supply service employees are raced as "three members" of the power supply station. The comprehensive teller's obtaining star assessment has greatly stimulated the vitality and enthusiasm of the employee team.

Comprehensive quality of integration and training to improve business

Enterprises are the root of talent development, and talent is the soul of the development of enterprises. The high -quality development of enterprises is inseparable from the training of high -quality talents. In order to improve the quality of employees' business and cultivate professional composite talents, the State Grid Qingzhou Power Supply Company will build a three -dimensional and comprehensive learning content pattern, and strengthen accurate classification, integrate training management.

State Grid Qingzhou Power Supply Company formed a team of part -time jobs composed of 22 people internally. According to the job responsibilities, the course system of "prominent points and main business coverage" is set up to carry out special training for job targeting positions at levels and categories. Aiming at the team leader and management technicians of the power supply office, the "special discussion+case type" teaching method is adopted to cultivate the "capable, capable, and hard -working" power supply office. The "work evaluation+theoretical examination+practical assessment" is conducted for the Taiwan District Manager and Grid Leader Organization Organization. In response to the establishment of a double -choice mechanism for new employees, according to factors such as job responsibilities and grid characteristics, tailor -made apprentices and apprenticeship plans to promote the rapid growth of new employees into "technical backbones" and "job experts".

"In order to drive advanced advancement and promote mutual promotion, the company organizes a multi -level pairing assistance, and the company implements full coverage for 12 power supply centers. AB -horn 'pairing, supporting each other, mutual assistance and mutual learning, promoting employee growth and corporate development resonance. "Wen Xiangdong, the responsible comrades of the company's party committee organization department.

At the same time, the State Grid Qingzhou Power Supply Company developed the theme column of the theme of the "Talking to You". knowledge base. Make a "three -minute cloud lecture hall" to preach the video, use the moral model of power supply to serve as the target, use lively and vivid examples to tell the traditional virtue, promote the new style of the times, make the core values ​​visible and touch, and the ideological education is more grounded. , More effective.

Through in -depth integration training, the comprehensive quality of the business skills, unity and cooperation, ideological culture, and innovative thinking of power supply service employees has been significantly improved. In the past three years, the power supply service employees of Power Supply Company of the State Grid Qingzhou City have obtained the invention patent as the first inventor as the first inventor. Eight authorized, the skill level has been increased by more than 200 people, and many moral models such as Cao Yonghai and "Shandong Good Man" Yue Yuqiang have emerged. Different assessment stimulates the vitality of the team officer

State Grid Qingzhou Power Supply Company establishes a normalized job adjustment mechanism for employees of power supply services. The evaluation results are linked to job communication. Through job competition, talent selection, inside and cross -adjustment, etc. The positions between the power supply office can be up and down, and the personnel can enter. The training scores such as business assessment and training courses, general examinations, etc. are included in the monthly performance assessment, and considering the first evaluation, performance grade evaluation, and post promotion.

Strengthen the difference in differences in differential distribution, grasp team performance and heavy difference assessment, in accordance with the principle of "centralized and convenient", the company rationally divides 68 grids in power supply places, and implements the performance assessment of the "grid" team. Refine the internal assessment and distribution, accurately quantify the unit price of each set of equipment, and implement the workload salary according to the number of users. Implement the "co -prize and common penalty" evaluation and management mechanism, link employee salary to team and personal performance, implement team performance distribution model, open the wage gap between the team, and the performance salary to reach 3.2.

Power supply service workers are better integrated into the company's development with the posture of the owner, accelerate the growth of talents, and drive the overall performance of the company's performance. The annual performance assessment of the power supply company has won the honorary title of "Advanced Collective of State Grid Corporation". (Zhang Yanye)

- END -