国网永安市供电公司：精准用好“指挥棒” 凝聚发展“向心力”

Core Viewpoint - The State Grid Yong'an Power Supply Company has implemented significant reforms in performance management to enhance its evaluation and distribution system, linking assessment results closely with compensation to promote high-quality development [1] Group 1: Performance Management Reform - The company recognized the inadequacies of the previous performance evaluation system, which failed to accurately reflect business volume and performance levels, leading to ineffective assessment [2] - A new organizational performance evaluation and settlement plan was developed, integrating indicator control with departmental management, resulting in a maximum performance gap of 27.3% among departments at the same level [2] - The company revised its quality reward and punishment schemes for five major professional areas, significantly improving the coverage and accuracy of assessments [2] Group 2: Standard Library and Individual Motivation - The core of the reform focuses on stimulating individual interests and enhancing personal motivation by revising the standard work point library for frontline teams [3] - The proportion of work points reflecting immediate output has increased to 55%, with a maximum gap of 42% in original work points between team members and grid workers [3] - This change has eliminated outdated practices and allowed skilled employees to stand out, fostering a competitive environment for work and skill acquisition [3] Group 3: Internal Market and Compensation Reform - The company has promoted the establishment of an internal simulation market to deepen the value creation orientation, achieving full coverage of various professional projects [3] - Team members engaged in autonomous operations have seen an average income increase of 7.79% compared to other teams, establishing a benchmark for value-based compensation [3] - This model has fundamentally shifted the company's compensation culture from "position-based" to "labor-based" distribution, guiding resources towards high-value creation [3] Group 4: Overall Impact of Reforms - The series of reforms has successfully redirected the performance "command stick" towards value creation and practical responsibility, significantly boosting employee morale and engagement [4] - Employees have transitioned from a passive to an active approach in their work, strengthening the company's operational management foundation and enhancing team vitality [4] - These changes contribute to the safe and stable operation of the power grid and support the company's sustainable high-quality development [4]