What is a professional manager:
The world's first recorded professional manager was born in the United States in 1841.
In the subsequent 170 years of development, with the difficulty of business management and business decision-making. The difficulty and complexity have increased, and professional managers have gradually become the protagonists of various activities of enterprises.
The core qualities of professional managers:
Specialization. With the professional knowledge and skills of modern enterprise management, able to meet the needs of the market economy.
Professional. Engaged in business management as a profession, not attached to a specific enterprise.
Marketization. Generally, professional managers are selected and hired through the market.
Contractualization. It has a clear term of office, and clarifies the business responsibilities, performance authority and salary payment of both parties through the signing of business performance contracts.
As a diversified company that has shifted from a first-class company to an industrial company, China Resources Group is the first enterprise to carry out the professional manager system earlier.
The manager team of China Resources Group is diversified, market-oriented and professional. Due to its own business attributes, history and culture, organizational structure, management and control mode and other factors, China Resources has established a job rank system covering all employees, introduced, cultivated and allocated human resources according to the requirements of job competencies, and strengthened the professionalism and professional ability of managers.
China Resources Group adheres to the principle of combining the principle of party management of cadres and talents with the role of market mechanism.
On the one hand, the party's leadership is integrated into all aspects of corporate governance, and the enterprise party organization is embedded in the corporate governance structure. Clarify the legal status of the party committee in the corporate governance structure of the company, and strictly implement the decision-making mechanism of "three major and one large". Implement a leadership system of two-way entry and cross-posting.
On the other hand, we will implement the standards of good cadres in the new era and build a model of the competence and quality of CR managers, that is, excellent political quality, leading value orientation, shaping organizational ability, having professional standards, and continuously creating value.
The CR Manager Competency Model is implemented simultaneously at the three levels of system, method and tool, and is applied to the whole process of selecting and employing personnel, such as the construction of manager team, selection and appointment, and training of young cadres, so that there is a system in management, a method in execution, and a tool in operation.
The key element for the success of professional managers in China Resources Group is to establish an open, inclusive and developing organizational culture. The first is to inherit the red gene and fulfill the responsibilities of central enterprises;The second is to fully participate in market competition and pursue high-quality development;The third is to respect the laws of the market and abide by the rules of businessFourth, it is necessary to establish contractual relations and implement market-oriented management.
01. Promote market-oriented selection and recruitment
Drive internal identity transformation. Encourage the transformation of the status of senior managers within the group, and establish a three-year transition period, during which they can voluntarily withdraw from the status of professional managers and return to the establishment of career status.
Promote the selection and recruitment of external talents. Priority is given to the selection and recruitment of professional managers from the market at the level of the group's business units and the newly established mixed-ownership enterprises, so as to achieve as much as possible that the external is external, and the selection and recruitment are optional if they can be selected, and market-oriented selection and employment are adopted without exception.
02. Promote systematic training
Strengthen political quality training. Adhere to the principle of the party managing cadres and talents, give full play to the normal chemical Xi mechanisms such as learning Xi power, provincial and municipal party schools, and central theoretical group Xi, and strengthen the training and training of professional managers.
Strengthen professional competence training. Organize a series of lectures in the lecture hall, and hire professors and corporate executives from colleges and universities, provincial enterprises and other colleges and universities to carry out leadership training. Relying on the business school, carry out professional ability training such as industrial operation.
03. Promote contract management
Implement the business performance responsibility letter. On the basis of the general manager signing the business performance responsibility letter, accelerate the orderly promotion of the signing of the business performance responsibility letter at the group managerial level, the head of the business department and the managers of each ownership company.
Implement tenure management. In the group headquarters, business units and ownership companies to explore and carry out a three-year cycle of strategic evaluation, performance appraisal and results fulfillment. Formulate measures for the management of the tenure system, and clarify the implementation rules for tenure management.
04. Promote differentiated compensation
Explore dual benchmarking management. Select subsidiaries with a high degree of marketization or newly established subsidiaries, give priority to the selection of key business indicators and industry average levels for benchmarking, and the salary level and the average industry salary level of the province are benchmarked and linked.
Strictly honor salary incentives. In accordance with the business target responsibility letter signed at the beginning of the year, after the implementation of business performance appraisal at the end of the year, the agreed salary incentive standards will be strictly honored.
05. Promote institutionalized withdrawal
Improve the exit mechanism for professional managers. According to business needs and reform policies, formulate detailed implementation rules for managers' withdrawal, clarify exit conditions, exit processes, etc., and ensure that professional managers can enter and exit, and can be promoted and demoted.
Create a culture of professional managers exiting. The exit mechanism of professional managers should be disclosed in a timely manner, so that the professional manager team can see and think clearly, look at the exit objectively and rationally, and form a benign development atmosphere.