价值创造劳动定员管理在油田企业的开发与探索  

Development and Exploration of Value Creation Labor Quota Management in Oilfield Enterprises

作　　者：杜宝更 于洋 DU Baogeng;YU Yang(SINOPEC Shengli Petroleum Administrative Bureau Co.,Ltd.,Dongying,Shandong 257000,China)

机构地区：[1]中国石化集团胜利石油管理局有限公司,山东东营257000

出　　处：《能源化工财经与管理》2024年第4期50-57,共8页

摘　　要：当前,我国油田企业劳动定员管理主要使用工作量分析等方法,普遍存在综合竞争力和发展能力不强、全要素生产率不高等问题。新形势下,企业应将劳动定员管理与发展战略和发展阶段紧密结合,引入价值创造理念,聚焦用工模式,对比外部标杆企业关键指标,划分价值创造区间,编制标准组织测算,明确用工优化目标,推动企业内部有机融合。通过创新劳动组织形式等途径,盘活人力资源存量,健全完善绩效考核体系,构建以经营业绩和风险管理为核心的绩效工资考核分配机制,激发创新创效动力。同时,注重员工综合素质和基础能力,培养复合型员工,充分挖掘人才潜力,切实保证岗位胜任力,持续增进劳动生产率和价值创造水平。Currently,the labor quota management of China’s oilfield enterprises mainly uses workload analysis methods,resulting in problems such as weak comprehensive competitiveness,development sustainability,and total factor productivity.Amid the new situation,enterprises should closely integrate labor quota management with their development strategies and stages,introduce the concept of value creation,focus on the employment pattern,compare the indicators of external benchmark enterprises,divide the value creation interval,prepare standards and propel measurements,clarify labor optimization goals,and promote the organic internal integration.Through innovating labor organization forms,the stock of human resources should be revitalized,the performance appraisal system should be perfected,and a performance-based pay appraisal and distribution mechanism centered on business performance and risk management should be established to stimulate innovation and efficiency.Meanwhile,enterprises should pay attention to employees’comprehensive quality and basic ability,cultivate compound employees,fully deploy the potential of talents,effectively ensure job competency,and continuously improve labor productivity and value creation levels.

关 键 词：价值创造 劳动定员 油田企业 用工模式 人力资源 优化配置 绩效考核 

分 类 号：F426.22[经济管理—产业经济] F272.92