对石油国企“走出去”人力资源管理问题的思考和建议
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摘要
建设国际一流能源化工公司是中国石油企业"走出去"的初心和使命,国际化战略目标确定后,人才就是海外项目成功有效运营的关键。在"走出去"过程中,海外上游企业常常面临传统思想观念、传统体制机制的制约,与国际同行相比,人才引进、培养、使用、考核等方面还较为僵化,在薪酬福利待遇方面还存在国内、国外两条线的问题,不但影响了国际化人才引进、培养和使用,制约人才干事创业的积极性,也在部分域外国家存在法律风险和隐患。在研究目前深化国有企业改革新政策的基础上,学习借鉴部分国际化公司的成功实践,突破传统思维方式,提出按照"高端化、国际化、精英化"原则进行海外人力资源管理的创新思路,探索推行职业经理人、职业雇员制度的方法和手段,在"高端、精英"人才培养、使用方面,提出建立岗位模型、职业经理人手册、施行技术-管理双职业通道等合理化建议,希望为"走出去"过程中海外上游人力资源管理国际化、市场化有所助益。
"Going Global and to be a world-leading energy and chemical company" is Sinopec's initial intention and mission.After the "internationalization" strategic goal is determined,talents are the key to the successful operation of overseas projects.In the process of "Going Global",the oil SOEs(state-owned enterprises) HR management often faces the constraints of traditional ideas and traditional institutional mechanisms.Compared with international counterparts,it is more rigid in terms of talent introduction,cultivation,use and assessment.There are also two different pay standards for domestic and overseas employees,which not only affect the introduction,cultivation and use of international talents,but also restrict the enthusiasm for talents to build a career or start a business.There are also legal risks and potential dangers in some foreign countries.Based on studying the current policy of deepening the reform of state-owned enterprises,this paper,by learning from the successful practices of some international companies and breaking through the traditional way of thinking,proposes innovative ideas for "Going Global" state-owned enterprises to carry out human resource management in accordance with the principle of "high-end,international and elite",and explores ways and means of promoting professional managers and professional employees.In the training and use of high-end and elite talents,it also proposes rationalization proposals such as establishing post models,professional manager handbook,and technology-management dual career paths,hoping to be helpful for the internationalization and marketization of overseas human resources management in the process of upstream business going global.
"Going Global and to be a world-leading energy and chemical company" is Sinopec's initial intention and mission.After the "internationalization" strategic goal is determined,talents are the key to the successful operation of overseas projects.In the process of "Going Global",the oil SOEs(state-owned enterprises) HR management often faces the constraints of traditional ideas and traditional institutional mechanisms.Compared with international counterparts,it is more rigid in terms of talent introduction,cultivation,use and assessment.There are also two different pay standards for domestic and overseas employees,which not only affect the introduction,cultivation and use of international talents,but also restrict the enthusiasm for talents to build a career or start a business.There are also legal risks and potential dangers in some foreign countries.Based on studying the current policy of deepening the reform of state-owned enterprises,this paper,by learning from the successful practices of some international companies and breaking through the traditional way of thinking,proposes innovative ideas for "Going Global" state-owned enterprises to carry out human resource management in accordance with the principle of "high-end,international and elite",and explores ways and means of promoting professional managers and professional employees.In the training and use of high-end and elite talents,it also proposes rationalization proposals such as establishing post models,professional manager handbook,and technology-management dual career paths,hoping to be helpful for the internationalization and marketization of overseas human resources management in the process of upstream business going global.
引文
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