每日经济新闻 （责任编辑：王治强 HF013） 【免责声明】本文仅代表作者本人观点，与和讯网无关。和讯网站对文中陈述、观点判断保持中立，不对所包含内容 的准确性、可靠性或完整性提供任何明示或暗示的保证。请读者仅作参考，并请自行承担全部责任。邮箱： news_center@staff.hexun.com 每经AI快讯，中央企业负责人会议12月22日至23日在京召开。国务院国资委党委书记、主任张玉 卓在会上表示，要进一步完善企业管理运营体系。深化三项制度改革，持续提升经理层成员任期制契约 化管理水平，健全市场化用工模式，进一步加强薪酬管理。（证券时报） ...

Core Insights - The signing of the first batch of professional managers by Chongqing Cultural Tourism Group marks a significant step in the reform of state-owned enterprises, emphasizing the "talent-driven enterprise" strategy and the implementation of the "three systems reform" [1][4] Group 1: Professional Manager Recruitment - Nearly 500 valid resumes were received for the management positions, with selected candidates having strong industry backgrounds, including 3 from foreign hotel groups like Marriott and 7 from leading domestic hotel companies [3] - The professional managers will sign a contract that includes a three-year operational goal, with a compensation structure that emphasizes performance, where basic salary accounts for no more than 30% and performance-related pay exceeds 70% [3] Group 2: Strategic Goals and Integration - The reform is a key initiative for the professional integration of hotels in Chongqing, aiming to shift from "physical merger" to "chemical integration" by introducing professional management talent [3] - The group plans to leverage the expertise of the new managers to enhance brand restructuring and operational upgrades, focusing on creating a brand matrix centered around "Two Rivers Holiday" and "Chongqing Hotel" [3] Group 3: Market-Oriented Management - The signing represents a bold exploration of the "three systems reform," breaking away from traditional administrative hiring practices in state-owned enterprises [4] - The new management system introduces market-oriented selection, contractual management, differentiated compensation, and market-based exit strategies, aiming to invigorate the talent pool within state-owned enterprises [4]

Core Viewpoint - The Shandong provincial government is committed to strengthening and optimizing state-owned enterprises (SOEs) and state capital during the 14th Five-Year Plan period, focusing on institutional reforms to enhance market-oriented operations and enterprise vitality [1][2]. Group 1: Institutional Reforms - Shandong has implemented three institutional reforms as key measures to improve market-oriented operational mechanisms, enhancing enterprise vitality and efficiency [1]. - The provincial state-owned assets supervision and administration commission has introduced a series of documents to establish a long-term mechanism for the reform of provincial enterprises [1]. - A regular evaluation and "one enterprise, one policy" approach has been established to effectively stimulate enterprise vitality [1]. Group 2: Personnel Management Reforms - The province emphasizes a "can enter, can exit" personnel management system, fully implementing a term system and contractual management for managerial members [2]. - As of now, all managerial members' appointments, assessments, compensation, and exits are closely linked to defined terms and performance targets [1][2]. - Since the deepening of reforms, 161 managerial members have exited their positions due to unsatisfactory performance in the previous year's assessment, demonstrating a genuine ability to move up or down [1]. Group 3: Labor Employment System Reforms - Shandong has innovatively implemented a "five controls" reform focusing on controlling institutions, positions, total numbers, total amounts, and recruitment, leading to a 14.9% reduction in the number of headquarters institutions and a 15.9% reduction in headquarters staffing [2]. - The management structure and position allocation at the secondary enterprise level have seen a reduction rate exceeding 8%, with overall management personnel strictly controlled to below 8% [2]. - Since the beginning of the 14th Five-Year Plan, approximately 120,000 people have been recruited in provincial enterprises, with 60% being college graduates, optimizing personnel structure while fulfilling social employment responsibilities [2]. Group 4: Compensation System Reforms - Shandong is enhancing a compensation distribution mechanism closely linked to performance and contributions, with up to 70% of managerial members' compensation structure tied to performance [2]. - The province has promoted 25 stock incentive programs across 20 domestic and foreign listed companies, along with stock and dividend incentives for technology-based enterprises [2]. - The reforms aim to standardize unreasonable high incomes while ensuring income growth for employees aligns with enterprise performance [2].

Core Insights - The Southern Power Grid Company has successfully implemented a "theory + practical training + real combat" training model, leading to significant skill improvements and clearer career paths for employees [1][2] - The company has initiated a three-system reform focusing on "cadres can rise and fall, employees can enter and exit, and income can increase and decrease," which has effectively integrated mechanism innovation with talent development [1] Group 1 - The competition involved 31 elite teams, with the Hechi Luocheng Power Supply Bureau's 8 participants winning a team third prize, showcasing the effectiveness of the reform [1] - The reform has allowed 7 outstanding grassroots employees to be promoted to key technical positions and 24 employees to achieve precise job matching through transfer training [1][2] - The income distribution system has been restructured to favor frontline, challenging positions, and high-skilled talents, breaking the "averageism" model [1] Group 2 - The bureau has established a "three-in-one" training system, allowing employees to select training based on their needs, ensuring they master new industry regulations and cutting-edge technologies [2] - The bureau has won 20 team awards and 66 individual awards in skill competitions, with several employees achieving technician status and recognition as technical experts [2] - The company aims to deepen the three-system reform and optimize the training and incentive system to help more employees realize their career aspirations, contributing to high-quality development [2]

Core Viewpoint - 泰湖地产 is focusing on talent development as a key driver for high-quality growth, aligning with the "14th Five-Year Plan" strategic goals [1][3] Group 1: Talent Development Strategy - 泰湖地产 emphasizes the importance of talent work for long-term development, creating a continuous talent blueprint from the "14th Five-Year Plan" to the "15th Five-Year Plan" [1] - The company aims to build a high-quality, professional, and versatile talent team through strategies like "precise recruitment, tiered training, reform-driven talent usage, and mechanism retention" [1] - A talent cultivation pathway oriented towards career growth is established, supporting employee promotion, salary growth, and skill enhancement [1] Group 2: Reform and Management Mechanisms - The company is implementing reforms in employment and personnel management to create a dynamic management structure that allows for flexibility in talent movement [2] - A dual selection mechanism for job positions has been introduced to ensure precise matching and healthy talent flow [2] - The introduction of a performance-based salary system aligns compensation with market standards, linking performance results closely with salary distribution and promotion opportunities [2] Group 3: Enhancing Organizational Effectiveness - The quality of the talent pool has significantly improved, with 100% of employees holding at least a college degree, 87% holding professional titles, and 45% possessing high-value certifications [3] - The company is fostering a "Party Building + Talent Service" model, utilizing党员先锋队 to lead teams in overcoming challenges [3] - Future plans include further deepening reforms and enhancing the talent team structure to support state-owned enterprise reform and high-quality development [3]

Core Viewpoint - The introduction of the "接榜挂帅" mechanism by Ningxia Water Group aims to break traditional barriers in talent selection and enhance innovation and operational efficiency within the company, aligning with the broader goals of state-owned enterprise reform in Ningxia [1][3]. Group 1: Mechanism Overview - The "接榜挂帅" mechanism is a response to the strategic needs of the group, which was formed through the merger of Water Investment and Water Development Group, achieving total assets exceeding 30 billion yuan [3]. - The mechanism focuses on key leadership positions in digital water management, engineering management, and market expansion, addressing critical challenges in the group's development [3][4]. - A specialized team has been established to create a targeted goal system for each position, aligning with the strategic objective of exceeding 7 billion yuan in revenue by 2029 [3]. Group 2: Selection Process - The selection process is open and market-oriented, allowing current employees to apply for leadership roles based on their qualifications, with a focus on high-end and professional talent [4]. - Candidates undergo a rigorous evaluation process, including public presentations and assessments by a panel consisting of company leaders, external experts, and employee representatives [4]. Group 3: Accountability and Performance - The mechanism includes a "领榜" system that empowers successful candidates with management rights and responsibilities, allowing them to form their own teams and innovate without fear of punitive measures for non-subjective failures [6]. - A comprehensive evaluation system is in place to monitor performance, linking results directly to compensation and promotion opportunities, ensuring accountability and incentivizing high performance [7]. Group 4: Strategic Impact - The "接榜挂帅" initiative is seen as a key step in implementing the "talent-driven enterprise" strategy, facilitating a shift from resource integration to capability fusion within the group [9]. - The first batch of leadership positions has been publicly announced, and successful candidates have officially signed contracts, marking a significant advancement in the company's talent acquisition strategy [9].

Core Viewpoint - Lin Changbo's leadership at Dongfeng Liuzhou Automobile is marked by a strategic shift towards focusing on MPV and SUV markets, aiming for significant production and sales growth by 2028, with a long-term goal of reaching annual sales of 500,000 vehicles [3][12][22]. Group 1: Strategic Focus and Market Positioning - Dongfeng Liuzhou aims to produce 50,000 commercial vehicles and 100,000 passenger vehicles by 2025, with a long-term target of 200,000 units by 2028 [3]. - The company is consolidating its product lines to focus on MPVs and SUVs, moving away from less profitable sedan segments [6][8]. - The "Lingshi" brand will develop a product matrix to support annual sales of 100,000 to 120,000 units, with plans for a new unmanned logistics vehicle [8][10]. Group 2: Product Development and Market Expansion - Lin Changbo plans to introduce two new MPV models targeting different price segments, expecting them to generate annual sales of 60,000 to 70,000 units [10]. - Dongfeng Liuzhou is also focusing on international markets, with overseas sales currently matching domestic figures, and plans to establish nine smart manufacturing bases globally by 2030 [12][10]. Group 3: Organizational Reform and Management Strategy - The company is undergoing a "three-item system reform" to enhance collaboration between product and market lines, establishing a Product Manager (PM) system to improve operational efficiency [22][23]. - The reform aims to empower product line managers with decision-making authority and performance-based incentives, fostering a competitive environment [22][24]. - Lin Changbo emphasizes the importance of talent selection and development within the market line to drive growth and market share [26].

Core Viewpoint - The article highlights the significant contributions of Ding Yana, a young HR supervisor at China Communications Construction Company (CCCC) Third Harbor Engineering Company Ningbo Branch, in implementing institutional reforms, enhancing employee training, and supporting youth development within the organization [2][3][4][5] Group 1: Institutional Reform - Ding Yana played a crucial role in developing a performance evaluation system for middle management, transforming abstract job requirements into quantifiable metrics [3] - She implemented a mechanism for underperforming middle managers to exit, addressing the issue of "can go up but cannot go down" within the organization [3] - The evaluation process was made fairer through meticulous verification of job descriptions and collaborative data analysis across departments [3] Group 2: Training Innovation - Ding Yana emphasized the importance of practical training, shifting the focus from mandatory learning to a desire for learning among employees [4] - She initiated a "Cloud Youth Classroom" online training model, which increased training coverage by 40% through recorded sessions that allowed for both live and repeated learning [4] - Her dedication to training included being the first to arrive and the last to leave during training sessions, as well as personally welcoming new employees [4] Group 3: Youth Development - As a committee member and secretary of the Youth League, Ding Yana actively engaged with young employees, addressing their concerns regarding housing and career planning [4] - She organized skill competitions and volunteer activities, while also using her skills to create recruitment materials and award-winning comics [4] - Under her leadership, the Youth League established dual platforms for career planning and skills training, benefiting over 30 young employees [4]

Core Viewpoint - The company is actively deepening its reform initiatives by implementing a competitive selection process for management positions, aiming to enhance the quality of its workforce and drive high-quality development. Group 1: Reform Initiatives - The company is advancing its reform efforts during a critical period of state-owned enterprise reform and market-oriented operational mechanisms [1] - A comprehensive and scientific talent selection system has been established, adhering to the principle of party management of cadres and talents [1] - The company conducted thorough research and evaluation during the preparation phase for the competitive selection process, gathering employee feedback on development and reform directions [1] Group 2: Competitive Selection Process - The competitive selection process was efficient and orderly, utilizing a dual-track model of "presentation and structured defense" to evaluate candidates comprehensively [2] - A professional evaluation team, composed of leaders from the company and its subsidiaries, ensured strict oversight during the selection process [2] - Candidates showcased their professional strengths and proposed innovative ideas for implementing the "three systems" during the competition [2] Group 3: Talent Development and Future Plans - The competitive selection resulted in the emergence of capable middle management personnel, optimizing the structure of the leadership team [3] - The company is accelerating the implementation of the "three systems" reform, enhancing the assessment and evaluation framework [3] - The company aims to continuously innovate its talent selection mechanisms to strengthen its competitive advantage in human resources [3]