Optimization Of Dual-pathway Career Advancement Structure In Company T

Human resource is the first resource of enterprise development.In the practice of modern enterprise governance,enterprise managers pay more and more attention to the establishment of an incentive system with scientific evaluation standards,unified implementation plans and remarkable behavior effects,the goal behavior of mobilizing employees is consistent with the enterprise vision,and the growth path of employees is consistent with the enterprise development needs.Only by fully understanding the needs of employees of different backgrounds,types and levels,and giving targeted and precise incentives,can the motivation really play a role in improving employees’ recognition of corporate values,vision and mission,transforming employees’ behaviors into production efficiency,further reducing enterprise costs and improving labor productivity.This paper takes T Company as the research object to optimize the dual-channel incentive system of career development.T Company was established at the end of 2018.According to the general requirements of the state and the province on the construction of a powerful transportation country,T company integrates the original local railway investment,railway construction and railway operation sectors,and forms the platform subject of state-owned local high-speed railway investment,construction,entrusted operation and comprehensive development of railways along the line.In the early stage of the company’s establishment,the original management system was still used,the internal incentive mechanism was not unified,the incentive was lack of fairness and science,and the internal contradictions of management were prominent.At the same time,the backward and single incentive system cannot meet the needs of introducing new employees,especially high-level employees,which seriously restricts the development of enterprises.The current incentive system needs to be optimized and perfected.Based on the analysis of T company’s development strategy,industrial structure,talent strategy and personnel structure,this paper evaluates the incentive status of the company’s managerial and technical employees through literature research,questionnaire and interview methods,and analyzes the differences between the common incentive needs of the company’s managerial and technical employees and their personalized incentive needs.According to the commonness and difference of incentive needs of managerial and technical employees,the existing incentive system is optimized and improved in career planning,post evaluation,job promotion,performance appraisal,salary and welfare,training and development,employee relationship management and other aspects.The main innovation point of this paper is to use the "ten incentive elements value evaluation model",respect the law of employee growth value,focus on the long-term development of employees and the continuous strengthening of incentive measures,on the basis of full incentive demand research,put forward the incentive system optimization plan.Through the optimal design of the incentive system,the orderly transition of the staff in the early stage of the company is realized,the disharmonious factors of the staff group are eliminated,the development system in line with the law of employee growth and reflects the value of employee growth is established,and the positive incentive is fully reflected,so that the staff can show their strengths and realize the common development of the enterprise and the staff.