Reporter Li Taiyu Correspondent Yu Chengwang
In recent years, petroleum engineering companies have focused on the goal of high-quality development, pursued the maximization of the interests of the group, strengthened cooperation with the upstream, middle and downstream enterprises of the group company, broadened the channels of business contracting, promoted the complementarity of labor surplus, and promoted the transformation of human resource output from diversion and resettlement to value-added efficiency. In the first 10 months of this year, 3514 people were reduced, and more than 2600 people were exported through business contracting, generating income of 200 million yuan.
Establish mechanisms and measures to lay the foundation for cross-border cooperation
In 2015, the international oil price fell off a cliff, the oil service industry entered the "cold winter", a large number of front-line production teams were idle, and the logistics support personnel became a "burden". In the face of the crisis of survival and development, petroleum engineering began to promote the export of labor services by various units, optimize the revitalization of human resources, and the prelude to the "going out" of surplus personnel to undertake business has since begun.
"Since 2020, the company has deeply implemented the three-year action requirements for deepening the reform of state-owned enterprises, accelerated the construction of a project-based management system with project management as the center, a unified 'talent pool', 'capital pool', and an integrated 'material library', 'equipment library', 'sicp cloud platform' as the support, and established an integrated operation mechanism in which cadres can go up and down, personnel can enter and exit, and income can increase and decrease, and encourage the majority of cadres and employees to create results and create more effects." Chen Xikun, chairman of the board of directors and secretary of the party committee of the petroleum engineering company, said.
The company has successively formulated the "Guiding Opinions on the Construction and Operation management of the "Talent Pool" and the "Incentive Measures for the Optimization of Labor Pool" and other supporting systems, vigorously promoted the construction of the "Talent Pool", broke the boundaries of the company's internal administrative management, and incorporated the personnel who were suspended from the whole system, the personnel who were dismissed from competition, the resettlement personnel who left the post and the mobile allocation personnel into the unified management of the "talent pool", and built an intensive and efficient deployment platform for the in-depth optimization of the overall planning of human resources. In the first 10 months of this year, a total of 9771 people "entered the pool" and 7956 people "left the pool", with a "pool exit rate" of 81.9%.
Seize opportunities for win-win results and promote the focus on value creation
Unexpectedly, the project of petroleum engineering export to Beijing petroleum labor services will become a model for the group company to optimize and share human resources across sectors.
In September 2020, after learning that there was a labor gap in oil sales enterprises, Petroleum Engineering quickly organized Victory Project to take the initiative to contact a number of oil companies, and finally realized the "cross-border cooperation" with Beijing Petroleum, and after several rounds of docking, won more than 60 refueling, line patrol and other positions.
"According to the current scale estimates, we can generate more than 6 million yuan in annual revenue by exporting labor services to Beijing Petroleum, and at the same time, Beijing Petroleum can save more than 3.4 million yuan in costs a year." Qiu Guodong, Beijing petroleum project manager from Shengli Engineering Yellow River Drilling Corporation, introduced.
Not only Beijing Petroleum, the company also organized and coordinated its subordinate units to export labor services to Shengli Oilfield, Natural Gas Branch, Guangdong Petroleum and other enterprises, which not only revitalized the surplus logistics personnel of the upstream auxiliary industry, but also met the employment needs of brother enterprises, reduced the overall labor cost expenditure of the two units, and initially built a mutually beneficial and win-win pattern. In addition, the company also takes the initiative to communicate with external enterprises of the group, vigorously expands the "management + technology + labor" combination output model, and strengthens cooperation and exchanges with high-quality Party A. Up to now, it has cooperated with dozens of external enterprises of the group such as PetroChina, Xingang Petroleum, Huizhi Petroleum, etc., with an annual per capita income of 113,000 yuan.
Strong incentives and hard guarantees, every line of work must add glory to the "iron army."
For Gaobo of North China Engineering, this year's National Day is particularly different. As one of the 72 employees of the North China Project's export of labor services to Guangdong Petroleum, he has been working at the Shunda gas station in Dongguan City for 10 months. Due to his outstanding performance, a few months ago he was recommended to compete for deputy station manager: "In the new position, I have once again realized my value!" As the 'iron army' of petroleum engineering, no matter what you do, you must add glory to the 'iron army'! ”
For every petroleum engineer, from the drilling team to the gas station, it is not only the conversion of posts, but also a vivid epitome of the effort to change concepts, concentrate on breaking into the market, and create benefits.
In order to strengthen the determination and confidence of employees to "go out", the company requires its subordinate units to carry out all-round and multi-angle publicity on the optimal allocation of human resources to help employees calculate the account of job treatment. The improvement of employee skill level is used as a catalyst for the cross-border integration of human resources, and all-round job transfer training is carried out for exported employees to ensure that personnel can go out, retain and do a good job. Organize and coordinate regional companies to formulate management measures for foreign business contractors in light of actual conditions, improve the performance appraisal policies and indicator appraisal systems for business contracting projects, strengthen political incentives, economic awards and honor incentives, and help employees find a sense of achievement, gain and satisfaction in the export of labor services. Up to now, 2 backbones of the company's external output projects have been promoted to grass-roots leaders, 3 employees have been promoted to district managers, and 8 employees have been rated with intermediate or above titles.