Talk about selecting and employing people
Release time:
2020-08-14
Talking about Selecting and Employing People
Throughout the ages, selecting and employing people has been a very difficult thing. For enterprises, what kind of people to manage the enterprise is the most important and critical of all work. It is related to the sustainable and stable development of the enterprise and even the success or failure of the enterprise. The sixth Plenary session of the 18th CPC Central Committee put forward: "adhering to the correct orientation of selecting and employing personnel is the organizational guarantee for serious inner-party political life." It is clearly stated that the selection and appointment of cadres must adhere to the principle of having both ability and political integrity and putting morality first. Good cadres should have the character of seeking truth from facts, appointing people on their merits, being honest and honest, and daring to take responsibility. In view of how to select and employ people in the actual work of enterprises, I think the following aspects should be seriously considered.
1. should choose fair and decent people
"the key to politics is to win people". Adhering to the cadre line of appointing people on their merits and the employment standard of having both ability and political integrity and putting morality first is inseparable from the four words of "fairness and decency". Both the candidates and the candidates must follow this principle. Meritocracy is both a sign and a guarantee of fairness and decency. The standards that must be followed by fair and decent candidates with both ability and political integrity and morality as the first are an important manifestation of the core concept of fairness and decency. A person's fairness and decency is not innate, but a habit slowly accumulated in long-term work practice, and a concentrated reflection of a person's moral conduct. When we select and employ people, we should pay attention to his words and deeds in peacetime, and it is the cadres and masses at the grass-roots level who really understand his usual work performance. Therefore, we must listen carefully to opinions when selecting and appointing people, and on the basis of the full recognition of the grassroots cadres and the masses, we must choose the best leaders.
2. career as the top priority, and do not stick to one pattern in selecting and employing people
career as the top priority is to take the interests of the party and the interests of the enterprise as the top priority in actual work, to be conscientious, steadfast and dare to take responsibility. Not sticking to one pattern is to correct the bias of selecting people only in terms of sales, age and diploma. In the process of selecting and appointing people, we must exclude those who put personal interests above collective interests and would rather harm the interests of the enterprise than suffer a little loss from the cadre team. We cannot simply think that as long as the benefits go up, everything will be fine; let alone that as long as the sales go up, everything will be fine. The short-term benefits can not truly reflect the profitability of the enterprise, and the sales can not mean that everything is better. If there are a lot of bad debts and dead debts, a lot of unsalable goods in stock, long-term accounts are not dealt with, and the company's management is lax and people's hearts are separated. Such "benefits" and "sales" can not explain anything, but there are all kinds of harm but no benefit. Therefore, when we select and employ people, it is important to see if they can bring sustained, stable and healthy development to the enterprise. Cadres should be younger and more knowledgeable. Knowledge is not about how high their diplomas are, and rejuvenation does not mean that every team must be equipped with a young person. It still depends on political quality, professionalism, comprehensive quality, and the ability to solve problems.
3. should pay more attention to the moral investigation of the training objects and outstanding talents
. Generally speaking, talented people are popular. They are easy to approach the favorite people. If they approach more, they will naturally believe. If they believe for a long time, they will easily spoil the letter and be full-time. Therefore, those who examine the talents are easy to be deceived by their talents and forget to examine their moral character, this is a very dangerous thing. From ancient times to the present, the disorderly officials of the country and the prodigal son of the family, because of the surplus of talent but the lack of virtue, have led to the collapse of the country and the decline of the family. Today, it is also a truth for enterprises to select and employ people. If we only focus on talents and ignore moral examination, or mistake sharp and rude management as bold management, we are not afraid of offending people; or if we detain the protection and benefits that employees should get, when we become enterprises for the sake of making profits for enterprises, then we will make mistakes. Once talented and immoral people are selected to important leadership positions, it will cause fatal harm to enterprises. Therefore, the more talented people are in the selection and employment of people, the more attention should be paid to the investigation of their moral character, so that they can make good choices, or use their strengths or avoid their weaknesses, so as to ensure both ability and political integrity to the maximum extent, and provide the most important guarantee for the healthy and sustainable development of enterprises. (Jinhua pharmaceutical co., ltd. party branch yuan Jie)
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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