1. Technical personnel status
In recent years, due to the separation of main and auxiliary, the combination of width and depth, the reform of rural power system and other reasons, the talent structure has changed greatly, and the talent flow and brain drain are great, which leads to the unreasonable talent structure, the shortage of talents in strategic emerging business units, the shortage of high-level professional and technical talents and application skills, and the shortage of surplus personnel and structural personnel, especially the serious shortage of first-line skilled personnel such as communication, dispatching, substation and distribution. The low quality of front-line employees, the low overall skill level and the serious fault phenomenon of skilled talents have become the main "shortcomings" of the company.
2. Enterprises' demand for skilled personnel
Safe production and high-quality service are the lifeline of electric power enterprises. The solid job skills of employees who are active in the production line are the cornerstone of the safety and quality of power enterprises, and also determine the core competitiveness of power enterprises. Skilled talents are an important part of the talent team of electric power enterprises and an important booster for enterprise development. The cultivation of front-line skilled talents, especially high-skilled talents, is the top priority of the company's talent strategy.
3. Training countermeasures and innovative practice of skilled talents
The company takes strengthening the construction of class stationmaster team and improving the quality and skills of the team as the main measures, comprehensively improving the quality and skills of the team members, earnestly strengthening the construction of the first-line skilled personnel team focusing on high-skilled personnel, and providing high-quality personnel guarantee for the rapid development of enterprises. In recent years, the company has helped front-line personnel in training funds, tilted in training policies, constantly summarized and innovated in training methods, and gradually formed an effective training mechanism with company characteristics.
3. 1 Training ideas for skilled personnel
We will increase the inclination of training resources to county-level subsidiaries and first-line teams, promote business skills training with certificates, promote job success with vocational skills competitions, and strive to improve the post competence of skilled personnel. Focus on the rotation training of production team leaders' business skills, promote personalized training around job training norms, and improve the job adaptability of front-line employees. The company has always paid attention to four basic principles in the training of first-line skilled talents.
3. 1. 1 service principle: the function of training is to serve all departments and employees, that is, training should serve and support the work needs of various departments and the growth and development needs of employees.
3. 1.2 practical principles: The training should define the object and purpose, pay attention to practicality and applicability in the content, and adhere to the principle of "what you do, what you learn". What is missing, what to make up ",not personal interest orientation.
3.2 Training standards and mechanisms for skilled personnel
3.2. 1 Issue the Work Plan for Selecting and Hiring Skills Experts, and openly select and hire skills experts. The introduction of this scheme will further broaden the career development channels of the company's skilled talents, and promote outstanding skilled talents to stay at the grassroots level and become talents based on their posts.
3.2.2 The project evaluated by technicians has passed the acceptance.
Through job responsibility decomposition, questionnaire survey and interview, expert exchange review, etc. Finally, 247 "post competency models" of 42 teams and groups in the company's technical departments (production, marketing, communication and logistics) and the competency evaluation standards of skilled posts corresponding to the "post competency models" were formed, which solved the practical problem that the company's skilled personnel lacked ability management standards.
3.2.3 Release on-the-job training specifications for skilled personnel.
On-the-job training standards for skilled personnel set out from the reality of front-line skilled posts, forcing the training demand from the bottom up, making the on-the-job training standards for skilled personnel more targeted and effective. At present, the on-the-job training standard for skilled personnel covers all the existing skilled positions of the company, including 42 teams in 8 series, including substation, transmission, distribution, marketing, dispatching, communication, information and logistics.
3.3 Training methods and achievements of innovative talents
3.3. 1 Vigorously develop paramilitary training for frontline personnel.
In order to train the front-line team, enhance the team consciousness, cultivate the work style of "no work, strictness and diligence", further improve the team skills and execution, ensure safe production, and vigorously carry out paramilitary training for front-line personnel. The paramilitary training programs include the militarization training of front-line personnel, team building and execution improvement training, personnel behavior standard training, object positioning standard training and "Ten Prescribed Actions" training. Through military training, the requirements of obeying execution, standardizing operation and overcoming difficulties are internalized into employee behavior habits, and consciously applied to the daily management and on-site operation of production teams, effectively improving the performance ability of team leaders.
3.3.2 Quality and skill training of production team leaders of county subsidiaries
The training content includes paramilitary training, team 5S management, performance management and team building, production team integration manual, team leader's risk control on the construction site, etc. Through training, we can cultivate the work style of front-line employees, further improve the quality and skill level of production team leaders in county-level subsidiaries, improve the team spirit of grass-roots teams and the execution of employees, and make them better direct commanders and managers of the "Four Meetings" who understand technology, manage and lead classes.
3.3.3 Strengthen the cultivation of highly skilled personnel.
High-skilled personnel training aims at improving the professional knowledge, skill level and comprehensive quality of front-line skilled personnel, focusing on the latest requirements of the network company for staff construction, advanced experience in production management, new technologies and new skills in power grid operation, etc., and training is carried out through face-to-face, two-way communication, practical exercise and visits. Rich course content and rich teaching activities help students broaden their horizons, improve their technical skills and enhance their post adaptability.
4. Concluding remarks
As a result of strengthening the training and cultivation of front-line employees, employees have a new understanding of the concept of safe production, and their business skills and sense of responsibility have been continuously improved; Employees' work skills have been enhanced and their work knowledge has been improved; The service consciousness of employees has been obviously improved, the quality service behavior has been deepened, and the service consciousness of "you use electricity, I care" has been firmly established; The quality of employees has been continuously improved, and the cohesion has been further enhanced. The company's safety production quality has been continuously improved, and the rural power system reform, ladder price reform and smooth transition in summer have achieved zero accidents in safety production throughout the year.