Internal control and external guidance - for labor management we should attack with double fists

As a general problem in the current construction and installation industry, labor management is plaguing the development of enterprises. The marketization trend of labor service teams, the difficulty of personnel management, the low level of techniques, the poor professionalism, the lack of hard-working teams at critical moments, especially the shortage of labor service personnel, these problems have become a bottleneck restricting enterprise development. The company's three-year development plan requires a major breakthrough in production and management tasks, and the project industrialization shall reach more than 70%. Around this development goal, in order to develop a professional construction team, factory production, and assembly-type construction, it is necessary to change the current extensive construction mode. Recently, the company issued the "Management Measures for Laborers' Participation in Insurance" and "Several Opinions on Solving the Shortage of Special Operators" and other documents, aiming to use resource management as the focus of labor work through a series of management measures, and do a good job in labor management from inside and outside. Internally build the palace guards. Through the platform construction, we will revitalize internal resources and form a board of chess of the company. The establishment of the "Administrative Measures for the Laborers to be insured" strengthened the management of the insured teams by the branch companies, and helped gradually establish a truly self-owned professional construction team. "The first-line insured personnel teams are managed as company staff". The branch companies shall consider their actual production and operation conditions. On the premise of meeting the company's need for relevant special operations personnel, it can form a virtuous circle of survival of the fittest in the quota, and let those skilled personnel who are truly loyal to the enterprise join the insured team. Strengthen the daily management assessment of the insured personnel, implementing “dynamic management, and assessment at any time”. establish a benign management mechanism, timely clean up redundant burdens, and dismiss at any time those who do not meet the requirements. Through the linkage of the platform, the stability and continuity of the construction of the personnel can be ensured, and the high-efficiency construction can be promoted by professionalism. At the same time, the dynamics of the personnel can be controlled in time, and the management initiative can be mastered in the hands of the company and the project department. Make the insured personnel become the backbone of the company's construction team, and at critical moments, they can rush up to fight tough battles. Strengthen the training of special operators, this part of the staff is related to the qualifications of the company and related to key techniques. However, at present, there is a shortage of personnel, especially for trades such as lifting, and there is an urgent need to supplement the new forces. Either no one is available, or someone is undocumented, and it is urgent to strengthen personnel training and certification. "Several Opinions on Solving the Shortage of Special Operators" says, through strengthening training, on-the-spot recruitment, and establishment of a special personnel resource pool, we shall cultivate and gather a group of professionals with corresponding theoretical knowledge and practical experience. These special trades often have a pivotal role in construction projects. In particular, for the special operators who are more mature in the market, such as welders required for on-site construction, learn the copinism to demand personnel from the market, and establish our own special personnel resource pool, which is a dose of effective medicine to solve the shortage of special operation workers. Introduce resources from multiple external directions and channels, and actively explore the labor resource market. The company, the branch office, and the project department form a synergy to grasp as much as possible of various types of social labor resources, divert water into the pool, and build an external resource sharing platform. The marketization of labor resources has become inevitable. It is necessary to adopt an open mind and adapt to the ever-changing market, keep pace with the market, and integrate with the market. Through the use of the evaluation mechanism, reserve a group of useful social team resources, who will come and fight the battle when called up and call them to come and fight. To change the mind, human resources professionals at all levels must regard resource management as the top priority of their work. Focus on solving the current shortage of labor resources, by internally controlling idle or outflowing resources and externally introducing and actively exploring new resources. The branch company should be deeply aware of the necessity and urgency of building its own professional team. The project management personnel, especially the professional foremen, must put an end to the idea of replacing management with subcontracting, enhance the initiative and forward-looking management, and continuously enhance their professional skills. We must dare to manage and dare to act. Labor management is affected by many factors of national policies and market environment. It is necessary to constantly adjust reforms. There is no ready-made recipe to follow, and it cannot be done overnight. It is necessary to take more measures and work together to give full play to the initiative of organizations at all levels, to introduce and manage people well, to continuously meet the labor demand for project construction, and to help the company achieve better development goals for the three-year plan. (Liu Haibin)