Carry out the core idea of the contractual reform of the tenure system
To clarify the core ideas of the contractual reform of the tenure system, we should mainly start from three aspects.
First, what are the requirements of the three-year action plan for the contractual reform of the tenure system? Why is the reform of the contract system of tenure system in the next three years a must for all state-owned enterprises?
Second, since tenure-based contractualization has become a "must-have" for state-owned enterprises, we should pay attention to the most central policy in this regard, that is, the two Operational Guidelines issued in February 2020, and what detailed provisions are made in the Operational Guidelines?
Third, specific to enterprises, how should they plan the layout and how to carry out the reform of the tenure system contract?
Policy map combing
It can be seen that all the reform of state-owned enterprises should start from the policy, and Zhiben Consulting has prepared a map of all policies on the reform of the market-oriented operating mechanism, that is, the reform of the tenure system contract and the reform of professional managers, which is divided into four major stages:
The first stage: the early exploration stage of the policy system of state-owned enterprise reform;
The second stage: two operational guidelines and the 23 questions of the State-owned Assets Supervision and Administration Commission of the State Council (that is, the answers to the questions related to the "Operational Guidelines for the Implementation of the Tenure System and Contractual Management of Managers in the "Double Hundred Enterprises" and the "Operational Guidelines for the Implementation of the Professional Manager System in the "Double Hundred Enterprises", which are usually referred to as "23 Questions");
The third stage: the three-year action of so-owned enterprise reform to show the way;
The fourth stage: to serve the construction of a modern enterprise system with Chinese characteristics and form a complete closed loop.
The first stage: In fact, as early as the "1 + N" document system was proposed, the term system contract has begun to sprout, and the "1 + N" document system has also made sufficient policy preparations for the two operational guidelines.
The practice of state-owned enterprises in China actually begins with professional managers. In 2014, all kinds of enterprises at all levels across the country were engaged in professional managers. The earliest was in Shanghai, Shanxi and Shandong also followed up in time, and some cadre management explorations combined with the actual situation of state-owned enterprises were carried out, and the concept of tenure system contract was proposed.
The second stage: After several years of exploration, in 2020, the State-owned Assets Supervision and Administration Commission of the State Council issued two important documents, "Double Hundred Enterprises" To Implement the Tenure System of Managers and Contractual Management Operation Guidelines" and ""Double Hundred Enterprises" to Implement the Professional Manager System Operation Guidelines" and "Double Hundred Enterprises" to Implement the Professional Manager System Operation Guidelines"
The third stage: After four months of practice, the State-owned Assets Supervision and Administration Commission of the State Council made a detailed official explanation of the two operational guidelines according to the form of 23 questions, and analyzed and standardized these two important concepts. Today, the three-year action plan for the reform of state-owned enterprises focuses on the reform of the tenure system contract as a mandatory option for all state-owned enterprises in the future, and encourages capable enterprises to choose professional managers.
Cartography | consulting
The fourth stage: We can see that the three-year action plan for the reform of state-owned enterprises is to comprehensively deepen the important reform measures of these state-owned enterprises, including double hundred, science and technology reform, mixed reform, and even two types of companies, through the establishment of a cadre management system and operation management system such as the term system contract, so as to achieve the main goal of the "1 + N" document system.
Contractualization and tenure are key to implementation
One
A basic principle: strengthen the leadership of the party, adhere to the principle of party management of cadres and enterprise leaders of contractual management at the same time
Strengthening the party's leadership is an important requirement for comprehensively and strictly administering the party, and adhering to the principle of the party managing cadres is the political guarantee for promoting the contractual management of responsible persons of state-owned enterprises. The party manages cadres, which is based on the political cultivation and political character of the responsible persons of the enterprise, and ensures that the party's political goals can be realized. The contractual management of the responsible persons of state-owned enterprises should be managed according to the modern enterprise system, which is based on the enterprise strategy and business development, and the responsible persons of the enterprise are based on the post, clarify the qualifications, post responsibilities and business objectives, and put forward specific requirements in operation and management. The two have both essential differences and can achieve effective unification, that is, the unity of political morality and management ability, which is called "both ability and political integrity".
Two
A basic guarantee: the implementation of the list of rights and responsibilities of the management layer, with "authorization" to "empower", stimulate the internal vitality of the management layer
Improving the governance structure of state-owned enterprises and realizing the separation of enterprise ownership and management rights is the basic condition for implementing the current enterprise system, although contractual management does not require all enterprises to establish a board of directors, but effectively ensuring that the rights and responsibilities of management personnel are in place is the basic requirement for the implementation of this mechanism, otherwise the rights and responsibilities are not clear, the rights and responsibilities are not correct, and other problems will lead to a series of problems such as difficult assessment, difficult incentives, and difficulty in pursuing responsibility for the management level. On the other hand, effective decentralization is an "empowerment" mechanism for the management layer, and the establishment of a good authorization mechanism for the management layer and a clear list of rights and responsibilities, and the authorization of the management layer in place, in order to more effectively stimulate the vitality of the manager, fully mobilize and give play to its operation and management capabilities. Third, while strengthening authorization, we must also take various measures to strengthen supervision and supervision, form an effective accountability mechanism, ensure that authorized enterprises can operate in accordance with the law and compliance, and ensure the steady and sustainable development of state-owned enterprises.
Three
Three supporting mechanisms:
1
With contractual assessment, break the "big pot of responsibility" and ensure that the responsibility is clear
Contractual assessment can not only ensure the effective implementation of enterprise management responsibilities, but also ensure the effective decomposition of enterprise management responsibilities within the team members, which is a pressure mechanism to stimulate the vitality of enterprise leaders. Contractual assessment is based on the "contract" to stipulate the assessment content, and the post management is the basis for the assessment to ensure that the assessment can be implemented if there is a position.
To implement contractual assessment, the first thing is to adjust the assessment object. For a long time, the appraisal of the operating performance of state-owned enterprises has been based on the members of the team as a whole, which has led to the difficulty of fully evaluating the effectiveness of the performance of the personal responsibilities of the management team, and it is also difficult to mobilize the enthusiasm of all responsible officers. The object of contractual assessment is to require assessment to individuals, and to achieve the transformation from organizational assessment to individual assessment.
Secondly, contractual assessment needs to further refine the classification assessment mechanism. In addition to considering the classification of enterprise functions defined by the central and local SASAC, enterprises should further improve the "assessment classification", that is, high-quality development-oriented, combined with the characteristics of the industry and the enterprise life cycle, and select multiple assessment dimensions to ensure the compatibility of assessment indicators with the actual development requirements of enterprises.
Third, rational benchmarking management. This refers to solving the rationality of the assessment target setting to ensure that the person in charge can promote the development of the enterprise with the power of "jumping up and touching the height", and for enterprises in different industries, different degrees of marketization, and different stages of development, they can take the enterprise's own "internal performance benchmarking" and the enterprise's "external industry benchmarking" method to set assessment goals.
Finally, contractual assessment needs to be combined with tenure-based management. It is necessary to focus on the medium- and long-term development layout in the direction of the realization of the strategic objectives of the enterprise, from the annual assessment to the tenure assessment, from the business performance indicators to the enterprise development indicators, so as to promote the overall strategy of state-owned enterprises to achieve high-quality development.
2
With the post salary system, break the "distribution of large pot rice" to ensure that the incentive is effective
The implementation of the post salary system is to break the "big pot rice" model of distribution by the team as a whole, and it is a dynamic traction mechanism to stimulate the vitality of the responsible person of the enterprise. The purpose of implementing the post remuneration system is to determine the salary level of different management personnel (between the main and deputy posts, especially between different deputy posts) by the post, to cash in the performance wage with performance appraisal, to reflect the difference between the value of different managers in the post and the difference in performance output, and to realize the incentive principle of income distribution of more work and more work, and good labor and excellent labor.
First, it is necessary to determine the salary level by position. It refers to the response to the management personnel with different specific responsibilities and division of labor, determine the specific job responsibilities, and carry out value assessment to determine the value of the post, and then based on the enterprise's salary payment ability, enterprise distribution culture, development stage, combined with the market salary of external positions to determine the salary level standards of each management personnel. Tenure system and contractualization pay more attention to internal fairness based on job value, emphasizing the opening of gaps. The differentiated remuneration of professional managers emphasizes the principle of "double benchmarking of performance and remuneration" and adopts the method of consultation between the board of directors and professional managers.
The second is to strictly determine the salary cash based on the results of the post assessment. The implementation of contractual and tenure system management, one is to require the proportion of performance compensation to account for the annual salary to be moderately increased, with no less than 60% as the reference to the implementation of the bottom line, to ensure the strength of the assessment incentive; on the other hand, it is required that the management personnel based on the results of the post assessment strictly linked to the implementation of their performance compensation, in order to maintain the effectiveness of the incentive of performance compensation, the effectiveness of the contractual assessment is the basic guarantee, and the two are interlinked.
In addition, diversified incentive models can be explored. In addition to the three types of incentive structures of the person in charge's regular basic salary, performance wage, and tenure incentive, the board of directors should explore the medium and long-term incentive model in accordance with the relevant policy requirements, make full use of policies, make good use of policies, and for excellent managers, take positive incentives as the guide, do a good job of incremental incentives, and stimulate the enthusiasm of the person in charge.
3
Institutionalize withdrawal, break the "tenure system", and ensure that there is "dependence" for withdrawal
The real landing of the exit mechanism is the key to breaking the "appointment life system", which can make the managers who do not meet the needs of business development no longer continue to "stay" in the relevant core positions, avoid leading to poor exports, hinder the entry of excellent management personnel, and ultimately limit the pace of enterprise development.
First, it is necessary to clarify the exit mechanism in advance. Because this is because the exit mechanism involves the most concerned elements of the "personal interest" issue, the head of the state-owned enterprise often attaches great importance to "level" and "identity", far exceeding economic interests, and it is necessary to clarify the withdrawal requirements and exit methods in advance.
The second is to agree on the conditions for withdrawal. Among them, the results of annual and tenure performance appraisal will be used as one of the important bases. The bottom line of the assessment and evaluation of the person in charge of contractual and tenure system management is higher, such as the annual assessment can not be less than 70 points, or the completion rate of the main business indicators can not be less than 70%, the specific conditions can be clarified according to the requirements of enterprise development, in principle, it will be higher than the evaluation requirements of the organization to appoint the person in charge, and it is still implemented in the principle of restricting reciprocal incentives.
The third is to agree on a way to withdraw. In principle, managers who do not meet the requirements of the post shall no longer engage in the employment of the same level and the same position in the enterprise, that is to say, they can be demoted and used, and the exit path is to withdraw from the lower level of the enterprise or withdraw to the lower level of the next level of the unit. The implementation of the withdrawal mechanism is the last step of the constraint mechanism and the key to truly breaking the "lifelong appointment system" of cadres.
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