在深化国有企业改革、推动高质量发展的时代背景下，如何改变传统分配机制，激发组织与个体的内生 动力？南方电网广西南宁马山供电局（以下简称马山供电局）以一场刀刃向内、覆盖全员的绩效管理改 革，引入市场竞争机制，交出一份具有启发性的答卷。 马山供电局积极构建"全局—部门—班组"三级穿透式绩效管理模式，将绩效分配权真正下放至创效前沿 的"最小作战单元"。每个班组成为独立的"绩效网格"，网格负责人掌握分配权，对团队产出负责。 为驱动绩效管理从个人向团队、从短期向战略协同延伸，马山供电局每年实施"核心指标+激励考核"。 设置履责保证金与过程考评资金，将直线经理自主分配绩效的50%注入月度激励资金池，并与中压故障 次数、安全违章、客户投诉等核心指标严格挂钩，月度评价后，直线经理依据责任完成情况兑现绩效奖 惩。这意味着个人收入不仅取决于自身获得的"工分"，也与团队和单位整体业绩休戚相关。 改革将员工从关注个体任务的"执行者"，转变为关注全局业绩的"经营者"。组织与员工结成目标一致、 风险共担、利益共享的"事业共同体"，从而驱动整体效能持续提升。 深化改革以来，该局关键指标持续向优，"获得电力"服务水平显著提升，连续多个季度在 ...

Core Insights - The hotel industry is experiencing a paradox where there is a high demand for managerial talent with salaries reaching up to 1 million yuan, while at the same time, there is a significant shortage of qualified candidates [1][2][10] - The mismatch in the labor market is evident, with only 15% of the 500,000 annual graduates in hospitality finding jobs in their field, leading to over 400,000 graduates choosing to work in other industries [7][8] Group 1: Supply and Demand Mismatch - The hospitality sector is facing a "talent black hole," where low salaries and high labor intensity deter graduates from pursuing careers in hotels [2][10] - The average employment rate for hospitality graduates is only 45%, with many opting for alternative career paths such as further education or public service [7][8] - The industry is experiencing a high turnover rate due to low wages, which negatively impacts service quality and overall hotel performance [10][11] Group 2: Educational Discrepancies - There is a significant disconnect between the skills taught in hospitality programs and the actual needs of the industry, particularly in areas like digital transformation and data analysis [12][13] - Traditional educational content is outdated, failing to address the current demands for IT and AI skills in the hospitality sector [13][14] - Many graduates enter the workforce with unrealistic expectations about job roles, leading to further misalignment between industry needs and graduate capabilities [14] Group 3: Talent Development and Industry Trends - The demand for composite talents who understand both hotel operations and digital skills is increasing, prompting educational institutions to adapt their curricula [19][20] - AI integration in hotel operations is on the rise, with companies like Jin Jiang International and Huazhu Group implementing AI tools to enhance efficiency and service quality [20][21] - Performance management reforms are being explored to better engage employees and improve retention rates, with some hotels innovating their assessment systems to reward high performers [22][24]

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]