China's Strategic Petroleum Strategies of Human Resource Management

[Abstract] Human resources are the most important resource, oil companies and corporate human resource management needs to adapt to long-term Development strategy, the implementation of strategic human resource management. Based on the analysis of the oil companies have problems of human resources management, based on proposed the establishment of internal and external integration of strategic human resource management strategies.

[Keywords:] business strategy, human resources, management

Current oil companies due to the impact of traditional management systems, human resources management in resource allocation, Development and utilization management functions, and there are many management errors, which has restricted the bottleneck in the Development of the oil companies. Oil companies in the establishment of modern enterprise system in the process, to implement their human resources management competitiveness, it must completely break the existing personnel system, the establishment of new human resources management mechanism, to maximize the role of human resources, to create "open, fair and just" employment environment, which is to enhance the competitiveness of human resources management the key, how to completely change the planned economic system, the negative legacy of the passive state of human resource management, to further attract the talent, training and scientific use of personnel, is the oil companies quickly build a human resource management challenges of the competitiveness issue.

1, the concept of strategic human resource management.

Production factors are the most active elements of the external competitiveness of enterprises showed their products competitive in the market, but essentially is the production of the product's competition. Technical equipment, production process although very important for product quality, but Without the right people for production and operation, even the best technical conditions may not be able to produce qualified products. in the modern market conditions, product competition, but also in the Development and positioning on the market, and these areas are is the human factor plays a key role. modern market economy, enterprise Development strategy formulation was whether science, determines the direction of business and the potential long-term development. who is the most dynamic factors of production factors, the most difficult management elements, the traditional focus of human resource management is to maintain the normal operation of enterprises, focusing on solving everyday business problems in production and operations, how the long-term human resource management and business development strategies, the business significance of the survival and development very impressive.

Strategic human resource management differs from traditional human resource management, its purpose is to human resources management business into a real business strategies go, so as to achieve corporate strategic objectives provide a strong human resources support. Some scholars believe that the strategic human resource management is "to enable enterprises to achieve strategic objectives in a series of planned, strategic human resources department and management practices." strategic human resource management and traditional human resource management in the management concept is fundamentally different from traditional The guiding principle of human resource management personnel is external, isolated and stationary management, and strategic human resource management from the system of the idea, the emphasis on the inner person, the holistic and dynamic management, the people as an effective resource that people can organize a variety of means to accomplish goals to take the initiative, and this subjective dynamic role of the real source is exactly the development of human resources organizations, the results of [1].

The implementation of enterprise development strategy which is inseparable from its economic environment, and economic environment is constantly changing, which requires strategic human resource management company should maintain sufficient flexibility and agility, both to meet the business needs of long-term development of human resources , and can promptly resolve production and operations encountered in the various technical and management issues. In this way, relying on internal staff training and development is clearly not enough, and because the scale of enterprise and employment restrictions, and restrictions on labor costs, businesses can not be all necessary (including the temporary needs, often long-term needs of a variety of needs and to recruit employees to the enterprise. Therefore, if society can take full advantage of a huge pool of human resources, combined with internal human resources development and utilization of , can constitute a business strategy of human resource management are two important aspects.

2 oil company human resources problems.

2.1 immature new employees, personnel there is a structural contradiction.

On the one hand, in recent years, oil companies increased the intensity of the introduction of talent from the university, aimed at improving their overall level of cultural quality, but also brought new problems enterprises. New employees, especially in New College, the strong theoretical foundation, the concept of a new, dynamic, plasticity, and of new knowledge and new technologies have a strong ability to learn and absorb, but it is not some new, mature students, mainly in the following disadvantages: poor adaptability, patience enough narrow professional knowledge, experience is not enough, narrow thinking, lack of adaptability to the practical difficulties encountered, not to have to absorb or acquire the technical knowledge into practical productive forces, applied to the production or work.

Other hand, the talent gap with the phenomenon of coexistence of surplus, "first-line tight, loose wire, three-Yong"

Oil companies is widespread structural problems, surplus general talents and professional technical talent shortage, especially front-line personnel is reflected in quite short supply. In the production process, if the shortage of talent can not be timely to fill, unit production pressure large, it is easy to lead to the production of the fault, enterprises will undoubtedly result in huge losses.

2.2 there is loss of human resources.

On the one hand, oil companies post the relative lack of flexibility in exchange, the staff are mostly long positions on a single duplication of work, when the familiar processes and methods, began to lose enthusiasm for work, and gradually work of fatigue on the sense and sense of monotony. This will speed up repetitive operations on the staff of physical and energy-consuming, resulting in lower labor productivity, and even employees may work without passion and challenge is why the left, resulting in a tangible loss of human resources. On the other hand, with the the rapid development of modern science and technology, updated knowledge and skills of employees can not keep up the speed if the speed of technological change in the industry, will result in business productivity is lagging behind, which produce intangible loss of human resources. Human Resources tangible and intangible losses are mainly environmental and production improper allocation of talent, strength training or improper manner.

2.3 Performance appraisal and performance management of the science be improved.

Most oil companies have not established a scientific and systematic performance management system. The existing assessment system inherited too much under the previous planned economic system of assessment methods, assessment-oriented and purpose is unknown, inaccurate assessment content and standards, assessment methods and means of scientific, qualitative assessment indicators to determine more quantitatively determine the less. companies tend to staff attitude and ability of the examination and results of the work, mixed with the working process of the examination, such examination content and standards of assessment are susceptible to the values, attitudes and who is assessing the impact of interpersonal situation, resulting in staff appraisal questioned the fairness and effectiveness, influence the conduct of follow-up performance management. Meanwhile, the lack of evaluation feedback system, not a good analysis of staff behavior and achieve organizational expectations conduct required performance gap between, which makes the loss of performance appraisal to improve job performance, the most direct and most important role. In addition, the extreme lack of internal incentives and a single, more frequent use of political means, can not meet the staff colorful personalized emotional and spiritual needs [2]. [paper download free hi138/Com]

3 content of external human resources management and its significance.

Outside the enterprise human resources, mainly referring to businesses not through the traditional means of recruitment obtained outside the enterprise, not a corporate one, but for the common good and business cooperation in human resources.

Practice has proved that, in order to have ready access to their own human resources needed for development, corporate human resources alone the external into internal human resources, and integration of internal human resources, is not enough.

With the development of human resources market, more and more companies took note of integration of external human resources, to make up for lack of internal human resources and limitations, to develop a human resource development through community their new path.

Enterprise main features of external human resources is a relatively unlimited choice and sexual.

From all aspects of society, in terms of quantity and quality levels of scale is very rich. Every enterprise according to their needs, according to their own specific requirements and standards, in a variety of external human resources to choose. Enterprise integration with external human resources relative to infinity. relatively unlimited mentioned here, refers to the structure outside the enterprise a wealth of human resources, knowledge, plentiful, numerous talents. business integration of external human resources relative to infinity, to the enterprise of the boundless hope and light prospects. First of all, make full use of external human resources, to a certain extent, companies can solve the problem of manpower shortage, will help enterprises break through the limitations of their own. Second, the use of external human resources within the enterprise can save the training and development costs, and external human resources, especially intellectual resources, the introduction of technical support, can effectively solve specific problems, a paid, enterprise long-term benefits, thus greatly reducing business operating costs. Again, the effective use of human resources outside the enterprise, but also enterprises to improve their innovation capability and nurture the core competitive edge of important initiatives.

4 oil companies to enhance human resource management strategy.

For oil companies the long-term development goals, in the enterprise implementation of strategic human resource management is particularly necessary. Through the use of internal and external integration of human resource management, and make long-term development strategy with the oil companies match, to be able to enhance their capacity for sustainable development, to improve their core competitiveness [3].

4.1 for the implementation of strategic human resource management-oriented, effective internal human resources planning.

Development of internal human resources, re-positioning of human resources position in enterprise development, create business development for strategic human resource management environment is an important strategic management work. To this end, the oil companies to re-evaluate and improve business processes, Based on the optimal position in the configuration, use of human resources planning. First, for each important node in the business process study, similar work will be merged with the sector, separation of incompatible work to improve the efficiency-oriented, setting business process key positions, and business process jobs with low correlation is set to secondary positions. At the same time, to re-set the specific requirements of various positions, clear the respective responsibilities of the positions and the required level of quality and ability of talent, so, you can the implementation of specific business processes and workforce strategies need to be closely linked. According to the responsibilities of these positions requires the selected personnel, is able to meet the business needs. Second, the optimization of business processes, based on the key positions in the formulation of scientific personnel quantity, quality planning and the planning of the total number of employees. the amount of planning, the business process to find out the key positions on the drivers to find out the number of personnel required for these positions have the most direct factor, identify key personnel and staff positions aggregate demand.

Meanwhile, employees also need to establish an effective incentive mechanism and efficient, multi-level performance management system for oil companies. Oil employees as owners of intellectual capital and knowledge resources of the users, their initiative, enthusiasm and creativity of the transfer and the role of to what extent, will determine the innovative capability of enterprises, and ultimately determines the ability of the business to obtain and remain competitive. to vigorously promote negative incentives, such as the introduction of elimination system, etc., to employees in an appropriate pressure to improve efficiency of their efforts . a multi-level, diverse incentive system, oil companies not only concern is the basic needs of employees and wages, benefits, and, relative to other sectors of the employees, they also have a desire for honor. Therefore, also attached to approval , participation and communication with, for the material and spiritual emphasis to each. incentives in the form to be flexible and maintain a combination of principle and the principle of flexibility.

4.2 to establish a flexible, efficient, and large coverage of the external human resources development and utilization mechanisms.

External human resources development and utilization of the specific strategies and methods for different companies to say, because of its own circumstances, their environment, and the purpose of exploitation is exploitation and state of the object must be different and different. External human resources development and utilization of the advantage of its diversity, flexibility and specific effectiveness. Therefore, the oil companies should proceed from reality, according to their specific circumstances in which, realistically develop and adopt distinctive strategies and effective way. Of course, This does not exclude that we learn from the experiences and practices of others. For example, a borrowed boat, alliance cooperation, outsourcing, resource sharing, are all absorbing the introduction can learn strategies and methods. these methods require a certain degree of stability and flexibility to be able to always have sufficient amount of external human resources, and keep fit with the business needs of human resource structure to prepare for business contingencies. This requires management and external human resources to maintain good communication the one hand, promote their own businesses, while expanding the coverage of external human resources.

Flexibility refers to the management of external human resources production and management according to enterprise characteristics and requirements of technology and management, and constantly updated on the experts in the hands of companies, mental libraries are required to update, eliminate backward, does not apply to human resources, and continue to incorporate the latest and most advanced intelligence and labor factors.

Human resources has significant impact on enterprise development. At present, oil companies in human resource depletion, personnel structure of incentive mechanisms for configuration and management of human resources problems. Therefore, the need to optimize the internal personnel structure, and strengthen incentives, and integration of external human resources management, to improve the ability of oil companies and the development of competition in comprehensive strength. [Free Paper Download Center]

References:

[1] Liao more than three. Human Resources Management [M], Tsinghua University Press, July 2008.

[2] Xu Shaohua. Grasp the relationship between several incentives [J]. Chinese oil companies, 2005 (7.

[3] Wang Yin. On the implementation of human resource management of state-owned enterprise reform in the market [J]. China Human Resources Development, 2008 (5.