Zhifengyun:The past 2023 is the first year of the deepening and upgrading of the reform of state-owned enterprises, and it is also the year of breakthrough in the new management responsibility system.
Author |Cheng Fangzhou, vice president of the Institute of Governance and Control of State-owned Enterprises, Zhiben Consulting.
Editor-in-charge|billionsEdit|Ling.
The new type of management responsibility system is a kind of management responsibility system for all employees. Obviously, in order to carry out the reform of the new type of management responsibility system, it is first necessary to base on the achievements of the corporate governance of state-owned enterprises and the contractual reform of the tenure system in the past few years, and implement the responsibilities of managers on a larger scale.
Since it is a "larger scope", it will naturally include different categories of organizations and people of different professions. It is obviously unscientific to apply a unified and consistent "contractual" management model to all of them to so many managers.
Therefore, in accordance with the law of marketization, the development of differentiated management has become the implementation of the new management responsibility system"Certainly".Request.
Just as Baowu Group made an analogy for the reform of the new management responsibility system: "Cattle cannot be compared with horses, and beef cattle cannot be compared with cultivated cattle, so we will carry out more detailed classification and differentiated assessment and evaluation." ”
However, "differentiation" is easier said than done. In order to truly do a good job of differentiation, first of all, it is necessary to clarify the objects of reform, establish a unified standard for all objects, further divide categories according to this standard, and then discuss the specific implementation details category by category, and figure out what each category should do.
To this end, Zhiben Consulting sorted out the five types of entities in the new business responsibility system, and clarified the five things that each type of entity should pay attention to, so as to provide reference for central enterprises and state-owned enterprises at all levels.
In order to implement differentiated management in the reform of the new management responsibility system, which subjects should be paid attention to, and according to what criteria should various subjects be classified? In fact, the answer lies in the reform requirements of the new management responsibility system, that is, "let state-owned enterprises truly operate in accordance with the market".
Therefore, we should take marketization as the axis, sort out and rank the main body of the new management responsibility system of state-owned enterprises according to the degree of marketization from high to low. First change the high degree of marketization, and then change the low degree of marketization, and finally realize the management in accordance with the contract. Specifically, it is divided into five main bodies.
The first type of entity, which is also the entity with the highest degree of marketization, is, of course, the business department and branch office of a state-owned enterprise that is similar to a legal entity, with independent accounting and independent operation.
Because their management mechanism is sound, the organizational form is strict, and the accounting is relatively clear, and they can well decompose and undertake the business responsibility indicators, so the model of carrying out the reform of the new management responsibility system is also relatively mature, and it only needs to "copy" the operation of the manager's tenure system and contract management.
In fact, in the reform of the tenure system and contract, it has been proposed to support and encourage branches and business units to "refer to" and "compare" the managers to implement the tenure system and contract management. Many state-owned enterprise groups have already implemented their operational responsibilities at this level, so there is no need to repeat them.
The second type of subject is the focus of the current reform of state-owned enterprises, and it is also the focus of hot research, that is, the main body of technology research and development within state-owned enterprises.
First of all, the technology research and development organization of state-owned enterprises, as a relatively independent entity with a perfect operating mechanism, has considerable market-oriented characteristics and the basis for carrying out responsibility management.
Secondly, the current focus of the high-quality development of state-owned enterprises lies in scientific and technological innovation, and the strategic planning of state-owned enterprises often focuses on scientific research strategies separately. The new type of management responsibility system is a system that starts from the strategy to decompose responsibilities, so the main body of technology research and development as an independent category is also in line with the development orientation of state-owned enterprises.
Finally, the management responsibility system is ultimately to be implemented to the people, how to carry out the responsibility of scientific research personnel, assessment and incentive is also one of the key points that need to be paid attention to in the new management responsibility system.
Of course, the main body of scientific research also has its outstanding personality characteristics, which will bring great difficulties to the implementation of the business responsibility of scientific researchers, and need to be considered in the classification management.
First, it is difficult to verify responsibility, that is, it is difficult for many state-owned enterprises to integrate the phased or final results of their scientific research work into the management system, effectively trace the source and verify their value, and finally form comparable business indicators with other units. To put it bluntly, I just don't know how much scientific research results are "worth". (After all, not all scientific research results can be independently marketed).
Second, scientific research has its own laws, and the existing responsibility management mechanism is not very suitable for direct application. For example, some basic research is naturally faced with greater risks, and whether it can be made is constrained by objective laws, so special consideration is also needed when formulating indicators, clarifying responsibilities, and signing contracts. Another example is that the management of scientific research personnel is relatively closed, and cannot be simply carried out in accordance with the appointment model of tenure management.
Of course, these problems can be solved, the specific methods are limited to space, and will not be discussed in this article, if there are any problems, please look forward to the author's subsequent research results and the release of the article.
In general, in the framework of the reform of the new management responsibility system, the main body of scientific research must be independently classified and the focus of highly personalized design.
The third type of entity is the functional department that directly connects with the market-oriented business, that is, the front desk department.
In fact, from the beginning of this type of subject, it has officially entered the category of functional departments, and this is also the focus of the new management responsibility system of state-owned enterprises under the latest assessment guidance, so that the "tenure system contractualization" covers the "functional departments".
Obviously, for the functional departments of state-owned enterprises, it is very necessary to subdivide the categories of "front, middle and back" according to the market-oriented orientation. Otherwise, we have to compare the marketing department, the human resources department and the party office together, which is obviously comparing cattle and horses together, which is neither scientific nor necessary.
Therefore, the first thing to subdivide from the functional departments is the relatively most market-oriented front office department. Common such as the company's marketing department, large manufacturing enterprises engineering department, equipment service department, solution department, etc.
The characteristic of these departments is that they are all responsible for direct performance indicators, and they are also important carriers for direct operational responsibility, and can even be clearly accounted for. However, compared with business divisions, branches and even scientific research units, its business is relatively not independent or closed-loop, and it is more of an executor role as the company's main business operation, focusing on the task-oriented service manager rather than its own operation-oriented, so the degree of marketization is relatively weak.
However, at the same time, compared with the middle and back office departments such as the Human Resources Department and the Party and Mass Work Department, these departments show clear market-oriented characteristics, and the pressure is relatively greater and more direct.
As a result, for a long time, these departments often bear huge management responsibilities, but there is no tenure system and contractual management, resulting in unequal rights, responsibilities and benefits. The credit is all for the manager, and if you want a little incentive, you also need the company to design complex medium and long-term incentive tools and complete the approval; However, the responsibility is not less at all, and it is the most conspicuous if it is not done well, and it is most likely to be seriously criticized by the manager.
Therefore, such departments are the most urgent and priority subjects that need to implement the new type of business responsibility, and they need to be implemented urgently in this round of reform.
The fourth type of subject is naturally the highly specialized functional empowerment department, that is, the middle office department.
With the gradual decay of the degree of marketization, the next department to be classified and considered is the "three high" departments with high management concentration, high professional difficulty and high ability requirements, such as the human resources department, the finance department, and the forensic audit and compliance.
The most significant feature of these departments is that although they do not directly participate in market operations, they are important enabling entities and key capabilities to ensure that market operation indicators can be achieved.
To put it bluntly, without compliance legal and financial support, no matter how good the business project is, it will not be able to be implemented; Without the efficient empowerment of the human resources department, the company's operating results will be greatly reduced.
Therefore, the achievements of these departments will definitely be reflected in business matters, but it is difficult to explain the mechanism of their action, which affects the company's management through indirect relationships. However, sometimes, these departments will also have some "special" work that can be accurately approved, such as the human resources department consumes resources to carry out three system reforms, which will definitely be reflected in the per capita efficiency index, which forms a clear market-oriented assessment closed loop.
In such a complex situation, how to evaluate such middle office departments, and how to balance their ability improvement, task achievement and business contribution has become an important issue, and it is necessary to discuss it as a separate category.
The fifth and final type of entity is the back-office department of the enterprise.
When we talk about the back-office department, we first think of the office, the party and mass work department, and so on. There is always the impression that these departments are not important. Can we bring it out of the scope of reform of the new management responsibility system? Apparently not. Because the new type of management responsibility system is the full responsibility system, all kinds of subjects at all levels "no one is missing".
In fact, the back-office department of the enterprise is not unimportant, but the main task of this kind of department is service guarantee, which is matter-oriented, and it is difficult to directly connect with the business responsibility and tell everyone how much value they have created for the enterprise.
But on the other hand, for example, the rights and responsibilities of major business matters that our business leaders are most concerned about. If the three parties can effectively collaborate, use the best quality service to guarantee and support the work, help the person in charge of the enterprise to clarify the decision-making process, promote the meeting process and approval at the fastest speed in accordance with the law and compliance, and avoid the risk of failure of the business project due to the lengthy process, isn't this the value of the back-office support department?
However, this value is relatively difficult to verify and trace, so we must create a new responsibility verification model, allowing these departments to form a reasonable linkage with the company's overall business performance indicators, while still retaining certain qualitative indicators such as the implementation of matters and management efficiency as the focus of its assessment.
In addition to the above five categories of entities, in fact, enterprises need to implement business responsibilities, of course, there are other subsidiaries and other independent legal entities, which also have their business performance, and finally can be put together into a complete puzzle of the company's overall business responsibility. However, considering that these units, as independent legal entities, already manage their managers on a tenure basis and contractually, we will not discuss them here.
To sum up, under the new management responsibility system, state-owned enterprises must be market-oriented and do a good job of distinguishing between the five major categories of entities in order to implement the responsibilities of management personnel in a wider range of categories, so as to truly achieve the goal of differentiating and implementing the new management responsibility system.
So what are the details that need to be paid attention to in the process of differentiated implementation of different types of entities? Space is limited, we have briefly listed some key points here for your reference, detailed "five things" that need to be paid attention to, and listen to the next breakdown.
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