Establish and improve the talent management innovation system to help promote the centralized construction of government investment
In October 2018, as the only provincial enterprise in the province's construction industry, CJI bravely shouldered the heavy burden of construction and planted the advantages of professional talents, and established Jiangsu Public Engineering Construction Center Co., Ltd. (hereinafter referred to“Provincial Public Construction Center”), to undertake the task of centralized construction of provincial government-invested non-profit projects. Up to now, 87 projects have been centralized construction, with an investment of 18.7 billion yuan and a scale of 2.8 million square meters. The Jiangsu model of centralized construction has received great attention from relevant national ministries and commissions and provincial-level competent departments. The provincial public construction center has become a beautiful business card of the province's centralized construction work and CJI. Xinhua Daily, Intersection, Jiangsu State-owned Assets Research and others have successively reported on the centralized construction of the provincial public construction center.
Adhere to strategic guidance and strengthen top-level design
The party committee of the group attaches great importance to the talent work of the provincial public construction center, and convenes a special party committee to study the establishment plan and institutional settings of the provincial public construction center, and carefully selects professional management talents, expert leading talents, compound party building talents, and skilled professionals to form a leadership team. Multi-channel and diversified to build a high-quality talent team. The center currently has 125 employees, including 25 graduate students and 88 bachelor degrees; 34 senior titles and 56 intermediate titles; holding first-class constructors, cost engineers, 54 first-class structural engineer qualifications, 35 other qualifications; 1 person was selected for the sixth phase of the province“333 Engineering”Many people were invited to serve as experts in the expert database of the provincial housing and construction department. The gathering of various professionals has played a positive role in ensuring the centralized construction of engineering projects.
Highlight Market Orientation and Gather Excellent Talents
Always adhere to high standards of positioning and overall vision, a wide range of high-end talent from all walks of life. Internal mobilization, full cohesion of internal forces. More than 30 professionals in design, construction, cost, and project management were selected from each subsidiary of the group to fully support the initial development of the center. Social recruitment, attracting industry talents. Among the recruits who have been recruited, 25% have a postgraduate degree, 33% hold the qualifications of first-class construction engineer, cost engineer, and first-class structural engineer, and 80% have intermediate or above titles. Campus recruitment, the introduction of outstanding young talents. In-depth double-class universities in Beijing and East China, extensive publicity, fixed-point screening, key tracking, layer-by-layer selection, strict control, 80% of them have a graduate degree or above.
Strengthen effective incentives to stimulate the vitality of talent
We will actively promote the reform of the three systems, build a long-term mechanism for personnel training at multiple levels, and promote the ability of managers to go up and down, employees to enter and exit, and income to increase and decrease. Vigorously discover and select outstanding young cadres, strengthen the training of reserve echelon cadres, do a good job in dynamic tracking and evaluation of talents, and open up a diversified upward channel suitable for the growth and development of talents. Break the bottleneck of a single career development, set up two-way multi-level promotion positions in management and technical sequences, carry out competition for middle-level cadres and two-way selection of all employees, and select and match strong middle-level managers and business backbones. Refine and quantify the various indicators of salary management, introduce a one-time reward policy, encourage employees to strive for higher professional titles and more comprehensive professional qualifications, and encourage high-level talents to continuously break through and achieve higher value. give full play to performance appraisal“Conducting baton”Role, explore the establishment of internal departments and project team matrix assessment and evaluation mechanism, from the five dimensions of morality, ability, diligence, performance, integrity, to stimulate staff enthusiasm for innovation, work passion, improve professional ethics.
