On how to strengthen the construction of talent team in non-public enterprises

There are 30 non-public enterprises in Baoquanling Farm, including 4 enterprises above designated size, which is the largest number of non-public enterprises in the Administration. In recent years, there are still some problems in the construction of professional and technical personnel in non-public enterprises, such as inadequate ideological understanding, insufficient total quantity, low quality and unreasonable structure, which restrict the development of non-public enterprises to some extent. Few non-public enterprises can really grow and develop. Strengthening the construction of talent team in non-public enterprises is of great significance to enhance the competitiveness and vitality of enterprises, comprehensively improve the working ability and level of professional and technical personnel, and provide strong talent guarantee and intellectual support for the rapid and healthy development of enterprises. In order to further promote the development of farm non-public enterprises, I think we should strengthen the talent team construction of non-public enterprises from the following aspects. First, education and guidance, establish a new concept of talent work in non-public enterprises. "When the country is prosperous, talents are prosperous, and when enterprises are prosperous, talents are prosperous." Whoever has talents will grasp the commanding heights of market competition. Help business owners fully realize that the key to competition among enterprises is the competition of talents, constantly enhance the awareness that development is the "hard truth" and talents are the "hard property", truly establish the concept that talents are the long-term driving force and real staying power of enterprise development, and let business owners of member enterprises consciously start from the needs of enterprise development, scientifically introduce, use and train talents, and retain talents in terms of career, environment, system, treatment and feelings. Get rid of the phenomenon that enterprises value others over themselves, and truly establish the concept that talents are the foundation of competition and the source of development. The second is to firmly establish the concept that talents focus on management. We should learn to appreciate and identify talents with the standard of keeping pace with the times, cultivate and develop talents with the concept of keeping pace with the times, manage and use talents with the methods and measures of keeping pace with the times, and create a good talent environment with the methods of discerning people, being ambitious and loving talents. The second is policy guidance, to create a good environment farm for talent development in non-public enterprises, to incorporate talent work in non-public enterprises as an important content into the medium and long-term talent development plan, to strengthen macro management and guidance, to build a "green channel" for talent introduction in non-public enterprises, and to provide strong policy support for the cultivation, use and incentive of talents in non-public enterprises. First, a database of talents in the non-public economy has been established. Through investigation, the database of non-public economic talents was established, and the basic situation, management and development of large non-public enterprises in the whole region in recent years were mastered, which provided reference for the farm to analyze the development trend and law of non-public economy and study and formulate the development policy of non-public economy. The second is to establish and improve the enterprise professional and technical personnel resource information base. Through the investigation of all professional and technical personnel in the enterprise, we can fully grasp all kinds of talent information and establish an information base on this basis. In addition to the basic information of professional and technical personnel, the information base must also clarify its technical characteristics and specialties to facilitate the deployment of talents in enterprises; At the same time, the internal talent structure of the enterprise is also clear in the information base, thus providing reliable information for the next stage of talent introduction. The information base should be updated and maintained. As soon as the talent team changes, the information base will be revised immediately, so that the information base can be updated in time and comprehensively. The third is to formulate preferential measures to attract talents and establish a scientific incentive and restraint mechanism. First, broaden the channels for selecting and employing people, and introduce high-quality talents through public bidding and recruitment for scientific and technological projects and professional posts. We should care about their lives and work, strive to improve their wages and welfare benefits, and retain people with emotions, careers and benefits to ensure attracting and retaining people. The fourth is to improve the talent reward mechanism. For professional and technical personnel to overcome technical difficulties, complete high-tech projects, develop new processes and new products. Give certain material and spiritual rewards according to the contribution, and the government will reward those who have made outstanding contributions to fully mobilize the enthusiasm and creativity of professional and technical personnel. It is necessary to explore the establishment of a diversified distribution system combining distribution according to work and distribution according to production factors in non-public enterprises, and encourage production factors such as capital, technology and management to participate in distribution. The fifth is to build a bridge for the "flexible" flow of talents. According to the demand of non-public enterprises for talents, all kinds of professional and technical talents in enterprises and institutions are encouraged to take part-time and part-time jobs in non-public enterprises by participating in project research and development, tackling key technical problems, providing consulting services, technical services and personnel training under the premise of completing their own jobs and not infringing on the legitimate rights and interests of the original units, so as to build a bridge for the "flexible" floating talents in enterprises. Sixth, constantly improve the quality and level of professional and technical personnel. First, set scientific training objectives, adopt various flexible forms and methods such as "going out", "please come in" and "jointly running schools", and strive to provide good conditions for professional and technical personnel to study and train; The third is propaganda and guidance to create a good atmosphere for the growth of talents in non-public enterprises. We will increase the publicity of talent work policies and advanced deeds and scientific research achievements of outstanding talents in non-public enterprises. It is necessary to make full use of television, newspapers, internet and other media at all levels, widely publicize the talent work policies of non-public enterprises and the advanced deeds and scientific research achievements of outstanding talents, and make every effort to create a good social atmosphere of respecting knowledge, talents and creation. We should give spiritual encouragement. Try to set up awards such as "technical experts" and "outstanding technicians with outstanding contributions" within the farm, organize regular selection activities and publicly commend them. Actively recommend outstanding private enterprise managers and professional and technical personnel to participate in party representatives, deputies to the National People's Congress and CPPCC members, so that they have the opportunity to start a business, a stage for being an official, room for development and social status. And give material rewards. Through the establishment of the talent fund award for outstanding contributions of non-public enterprises, material rewards can be given to management talents and professional and technical talents with outstanding contributions, and a talent reward system with government incentives as the guide and employers and social forces as the main body can be formed. The evaluation of professional titles among professional and technical personnel in non-public enterprises can promote outstanding talents who have made outstanding contributions to professional and technical titles. It is necessary to implement the necessary safeguard measures. Improve the way of personnel agency, provide all-round personnel agency services for non-public enterprises, and help solve a series of personal problems such as household registration, insurance and graduation of college graduates. Strictly implement the national regulations on basic pension, maternity and work-related injuries for employees, and solve the worries of talents in non-public enterprises. Fourth, market guidance, smooth the green channel to attract talents from non-public enterprises. In the specific work, the farm pays attention to the basic role of the market in the allocation of human resources, establishes a perfect and standardized talent market system, and guides non-public enterprises to choose their own jobs and talents to choose their own jobs. Constantly guide personnel and talent intermediary service agencies to draw a clear line and bridge of talent flow, and rely on the labor service department to recruit talents and attract talents for enterprises. Moreover, we should strive to build a platform for school-enterprise cooperation, field-enterprise cooperation, enterprise-enterprise alliance and internal and external alliance, and actively encourage, guide and recommend non-public farm enterprises such as scientific and technological talents, college graduates, laid-off workers and migrant workers to make contributions. Farm non-public enterprises recruit talents through newspapers, television, radio and other news media and hold large-scale talent exchange meetings. Fifth, build a platform, give full play to the role of talents in non-public enterprises, and build a life and work environment with honor, status and respect with innovative policies and systems and farm enterprises. "Respect talents and start with leaders"! To establish a system of linking leading group members with outstanding talents, each leader is required to contact several high-level talents, including 1-2 non-public economic representatives. Leaders are also required to make a special trip to visit high-level talents on major holidays such as New Year's Day and Spring Festival to learn about their work and life. When you have difficulties and need help, you must sincerely help solve them. Under the guidance of the farm, enterprises have also started the "retention movement". For example, a welfare canteen has been opened to solve the problem of staff dining at any time; Measures for the administration of visiting relatives by talents were promulgated. Talents outside the province can enjoy 15 days to visit relatives every year, and talents in the province can also enjoy 10 days. The retirement life security system for talents has been formulated, and the ultimate goal of introducing talents is to speed up the transformation of talent resources, give full play to the role of talents and create more social wealth. Whether talents are useful or not depends on the innovation and entrepreneurship platform of talents and needs the guarantee of system, material and service. Incentive is an important part of the city's internal dynamic mechanism for the transformation of talent resources. Encourage talents in non-public enterprises to innovate and start businesses, such as giving material rewards to those who have won national and provincial scientific and technological progress awards.