發布時(shi)間：2015-10-10
習(xi)近平總(zong)書記在(zai)安哥拉(la)與(yu)中(zhong)(zhong)資企(qi)(qi)(qi)業(ye)(ye)代表座談時(shi)提出(chu)(chu)：“推(tui)動更多(duo)有實力(li)的(de)(de)(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)‘走(zou)出(chu)(chu)去’，既是加(jia)快我國(guo)經濟(ji)發(fa)展方(fang)(fang)式轉變(bian)和(he)(he)經濟(ji)結構調整的(de)(de)(de)(de)(de)迫切需要(yao)(yao)，也是堅持互(hu)利共贏的(de)(de)(de)(de)(de)開放戰略(lve)、創造參與(yu)國(guo)際(ji)(ji)經濟(ji)合作(zuo)和(he)(he)競爭(zheng)(zheng)新優(you)勢的(de)(de)(de)(de)(de)必然選擇。”近年來(lai)，我國(guo)政府從政治(zhi)、外交、經濟(ji)層面(mian)加(jia)大了(le)對“走(zou)出(chu)(chu)去”企(qi)(qi)(qi)業(ye)(ye)的(de)(de)(de)(de)(de)支持力(li)度。李克強總(zong)理(li)出(chu)(chu)訪(fang)非洲以及周(zhou)邊國(guo)家時(shi)強調加(jia)強基礎設施領域(yu)合作(zuo)，積極推(tui)動“中(zhong)(zhong)國(guo)標準(zhun)”“中(zhong)(zhong)國(guo)高鐵(tie)”走(zou)出(chu)(chu)去。為了(le)響應國(guo)家的(de)(de)(de)(de)(de)“走(zou)出(chu)(chu)去”戰略(lve)，越(yue)(yue)來(lai)越(yue)(yue)多(duo)的(de)(de)(de)(de)(de)中(zhong)(zhong)資企(qi)(qi)(qi)業(ye)(ye)走(zou)出(chu)(chu)國(guo)門(men)，在(zai)國(guo)際(ji)(ji)工程承(cheng)(cheng)包領域(yu)扮演著越(yue)(yue)來(lai)越(yue)(yue)重(zhong)要(yao)(yao)的(de)(de)(de)(de)(de)角色。為增強企(qi)(qi)(qi)業(ye)(ye)國(guo)際(ji)(ji)化(hua)經營(ying)能力(li)，提升(sheng)項目(mu)管理(li)水平，培育企(qi)(qi)(qi)業(ye)(ye)核心競爭(zheng)(zheng)力(li)，國(guo)際(ji)(ji)工程承(cheng)(cheng)包商必須實施屬(shu)地(di)(di)化(hua)管理(li)。屬(shu)地(di)(di)化(hua)管理(li)屬(shu)于企(qi)(qi)(qi)業(ye)(ye)管理(li)范(fan)疇，幾乎涵蓋(gai)了(le)海外管理(li)的(de)(de)(de)(de)(de)方(fang)(fang)方(fang)(fang)面(mian)面(mian)，主(zhu)要(yao)(yao)分為經營(ying)屬(shu)地(di)(di)化(hua)、管理(li)屬(shu)地(di)(di)化(hua)、人員屬(shu)地(di)(di)化(hua)和(he)(he)待(dai)遇屬(shu)地(di)(di)化(hua)四(si)個方(fang)(fang)面(mian)。這四(si)個方(fang)(fang)面(mian)相輔相成，密切聯(lian)系。筆者認為，轉變(bian)中(zhong)(zhong)資企(qi)(qi)(qi)業(ye)(ye)“走(zou)出(chu)(chu)去”的(de)(de)(de)(de)(de)方(fang)(fang)式迫在(zai)眉睫，利用當(dang)地(di)(di)和(he)(he)國(guo)際(ji)(ji)資源、與(yu)當(dang)地(di)(di)共同發(fa)展的(de)(de)(de)(de)(de)屬(shu)地(di)(di)化(hua)經營(ying)戰略(lve)已經成為企(qi)(qi)(qi)業(ye)(ye)在(zai)海外謀求(qiu)生(sheng)存(cun)和(he)(he)發(fa)展的(de)(de)(de)(de)(de)重(zhong)要(yao)(yao)出(chu)(chu)路(lu)。
建立健全各項制度是屬地化管理的基本原則
企業一(yi)方(fang)面應(ying)遵守、執(zhi)行項目所在國的(de)(de)勞動(dong)(dong)法律和(he)制(zhi)度(du)，避免產生不(bu)(bu)必要(yao)(yao)的(de)(de)糾(jiu)紛和(he)麻(ma)煩；另一(yi)方(fang)面應(ying)建(jian)立健全企業自身(shen)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)屬(shu)(shu)(shu)地化(hua)(hua)管(guan)理(li)(li)制(zhi)度(du)，形成一(yi)個(ge)包括公(gong)開(kai)招聘(pin)、合同簽訂、教(jiao)育培(pei)訓、崗位(wei)責任、勞動(dong)(dong)定額、薪酬待(dai)遇、工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)資結(jie)算(suan)、勞動(dong)(dong)保(bao)護、生活管(guan)理(li)(li)、文化(hua)(hua)活動(dong)(dong)、休(xiu)息休(xiu)假合理(li)(li)訴求、違紀處理(li)(li)、解(jie)除合同等(deng)內容(rong)的(de)(de)規(gui)范化(hua)(hua)、標(biao)準化(hua)(hua)、系(xi)(xi)統化(hua)(hua)、信(xin)息化(hua)(hua)的(de)(de)管(guan)理(li)(li)體(ti)系(xi)(xi)，從而保(bao)證員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)屬(shu)(shu)(shu)地化(hua)(hua)管(guan)理(li)(li)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)持(chi)續健康發展。由(you)于社會環(huan)境和(he)意識形態不(bu)(bu)同，完善外(wai)籍(ji)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)管(guan)理(li)(li)體(ti)系(xi)(xi)要(yao)(yao)注重結(jie)合屬(shu)(shu)(shu)地國家的(de)(de)國情以及制(zhi)度(du)要(yao)(yao)求，有針(zhen)對性地建(jian)立和(he)完善員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)制(zhi)度(du)，在工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)中(zhong)切實體(ti)現“用制(zhi)度(du)管(guan)人”的(de)(de)原(yuan)則，把制(zhi)度(du)盡(jin)可(ke)能細化(hua)(hua)到每(mei)個(ge)管(guan)理(li)(li)環(huan)節和(he)崗位(wei)。在制(zhi)度(du)執(zhi)行過(guo)程(cheng)中(zhong)，無論中(zhong)方(fang)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)還(huan)是外(wai)籍(ji)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)，都要(yao)(yao)一(yi)視同仁，保(bao)證制(zhi)度(du)的(de)(de)嚴(yan)肅性和(he)公(gong)平性。完善考(kao)核、考(kao)察和(he)獎懲機制(zhi)，將外(wai)籍(ji)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)表現與(yu)其薪酬、待(dai)遇、升遷(qian)等(deng)結(jie)合起來(lai)，充(chong)分(fen)調(diao)動(dong)(dong)屬(shu)(shu)(shu)地化(hua)(hua)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)積(ji)極(ji)性。要(yao)(yao)為屬(shu)(shu)(shu)地化(hua)(hua)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)建(jian)立信(xin)息檔案，包括姓(xing)名、身(shen)份(fen)證號、住址、家庭狀況、個(ge)人特長(chang)、工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)經歷、上(shang)崗時(shi)間(jian)、離(li)職時(shi)間(jian)、所屬(shu)(shu)(shu)班(ban)組(zu)、工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)種、工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)表現等(deng)多項內容(rong)，并進行動(dong)(dong)態更新。通過(guo)聘(pin)請律師，定期就工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)中(zhong)出現的(de)(de)問題(ti)進行法律咨詢，尋找處理(li)(li)依(yi)據(ju)。另外(wai)，借助屬(shu)(shu)(shu)地化(hua)(hua)國家勞工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)部(bu)等(deng)機構對勞工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)資、清算(suan)等(deng)業務給(gei)予指導。
開展屬地化員工培訓是屬地化管理成敗的關鍵
企業(ye)應(ying)通(tong)過理(li)(li)(li)論培(pei)(pei)(pei)(pei)訓(xun)(xun)和(he)崗(gang)位練兵等形(xing)式(shi)，發揮中(zhong)(zhong)方(fang)(fang)技(ji)術(shu)人員的(de)(de)“導師(shi)帶徒”作用(yong)(yong)，管理(li)(li)(li)人員緊盯現場、言(yan)傳(chuan)身教(jiao)，在(zai)(zai)質量上(shang)把關、在(zai)(zai)技(ji)能(neng)上(shang)傳(chuan)授、在(zai)(zai)安全上(shang)嚴控，并運用(yong)(yong)裂變(bian)原理(li)(li)(li)，將培(pei)(pei)(pei)(pei)養(yang)成(cheng)熟的(de)(de)員工(gong)(gong)(gong)(gong)按(an)班組(zu)分(fen)開，以(yi)培(pei)(pei)(pei)(pei)養(yang)更(geng)多(duo)服從安排、技(ji)術(shu)過關的(de)(de)員工(gong)(gong)(gong)(gong)，在(zai)(zai)外籍員工(gong)(gong)(gong)(gong)中(zhong)(zhong)掀起“比、學、趕(gan)、超(chao)”的(de)(de)濃厚(hou)氛圍，從而在(zai)(zai)工(gong)(gong)(gong)(gong)作實踐(jian)中(zhong)(zhong)鍛(duan)煉(lian)自己(ji)、提高自己(ji)。開展(zhan)培(pei)(pei)(pei)(pei)訓(xun)(xun)重點抓好四個方(fang)(fang)面工(gong)(gong)(gong)(gong)作：其一(yi)，完善企業(ye)員工(gong)(gong)(gong)(gong)培(pei)(pei)(pei)(pei)訓(xun)(xun)戰略，建(jian)(jian)立(li)培(pei)(pei)(pei)(pei)訓(xun)(xun)工(gong)(gong)(gong)(gong)作反饋機制(zhi)，使企業(ye)總部及(ji)時(shi)了解不同(tong)國家屬(shu)地化(hua)員工(gong)(gong)(gong)(gong)培(pei)(pei)(pei)(pei)訓(xun)(xun)、雇(gu)傭過程(cheng)中(zhong)(zhong)存在(zai)(zai)的(de)(de)問(wen)題和(he)解決(jue)辦法，然(ran)后有針(zhen)對性地調整企業(ye)屬(shu)地化(hua)員工(gong)(gong)(gong)(gong)培(pei)(pei)(pei)(pei)訓(xun)(xun)戰略，形(xing)成(cheng)一(yi)套成(cheng)熟的(de)(de)體系和(he)機制(zhi)；其二，做好跨(kua)文化(hua)培(pei)(pei)(pei)(pei)訓(xun)(xun)工(gong)(gong)(gong)(gong)作，包括對對方(fang)(fang)民族文化(hua)及(ji)公司文化(hua)的(de)(de)認識和(he)理(li)(li)(li)解，文化(hua)的(de)(de)敏感性、適應(ying)性的(de)(de)培(pei)(pei)(pei)(pei)訓(xun)(xun)，語言(yan)培(pei)(pei)(pei)(pei)訓(xun)(xun)，跨(kua)文化(hua)溝通(tong)及(ji)沖突處(chu)理(li)(li)(li)能(neng)力(li)的(de)(de)培(pei)(pei)(pei)(pei)訓(xun)(xun)等；其三，建(jian)(jian)立(li)引(yin)導和(he)培(pei)(pei)(pei)(pei)訓(xun)(xun)相結(jie)合的(de)(de)機制(zhi)，使屬(shu)地化(hua)員工(gong)(gong)(gong)(gong)理(li)(li)(li)解或認同(tong)中(zhong)(zhong)國國際工(gong)(gong)(gong)(gong)程(cheng)項(xiang)目(mu)的(de)(de)管理(li)(li)(li)方(fang)(fang)式(shi)，使其工(gong)(gong)(gong)(gong)作態度(du)、工(gong)(gong)(gong)(gong)作方(fang)(fang)式(shi)以(yi)及(ji)工(gong)(gong)(gong)(gong)作目(mu)標逐步與項(xiang)目(mu)要(yao)求(qiu)達到一(yi)致(zhi)；其四，搭(da)配多(duo)樣(yang)性的(de)(de)激勵措施，將屬(shu)地化(hua)員工(gong)(gong)(gong)(gong)在(zai)(zai)培(pei)(pei)(pei)(pei)訓(xun)(xun)中(zhong)(zhong)的(de)(de)收獲轉化(hua)為(wei)項(xiang)目(mu)績效。
管理人員屬地化是屬地化管理發展的基本方向
國際(ji)化(hua)公(gong)司(si)的(de)(de)(de)(de)管(guan)(guan)(guan)理目標(biao)是實(shi)現企(qi)(qi)(qi)業(ye)(ye)(ye)的(de)(de)(de)(de)本(ben)地(di)化(hua)管(guan)(guan)(guan)理。強化(hua)“屬(shu)地(di)”意(yi)識，必須堅持本(ben)土化(hua)管(guan)(guan)(guan)理，用(yong)(yong)(yong)本(ben)地(di)人(ren)(ren)(ren)管(guan)(guan)(guan)好本(ben)地(di)人(ren)(ren)(ren)，構(gou)建(jian)“以屬(shu)地(di)管(guan)(guan)(guan)理人(ren)(ren)(ren)員管(guan)(guan)(guan)理屬(shu)地(di)勞務(wu)工(gong)(gong)(gong)人(ren)(ren)(ren)”的(de)(de)(de)(de)管(guan)(guan)(guan)理模(mo)式(shi)(shi)，探索(suo)一(yi)條(tiao)極(ji)(ji)具特色的(de)(de)(de)(de)海(hai)外項目用(yong)(yong)(yong)工(gong)(gong)(gong)管(guan)(guan)(guan)理模(mo)式(shi)(shi)。有些企(qi)(qi)(qi)業(ye)(ye)(ye)，由于擔心外籍員工(gong)(gong)(gong)的(de)(de)(de)(de)工(gong)(gong)(gong)作能(neng)力(li)和管(guan)(guan)(guan)理水平，不(bu)愿聘用(yong)(yong)(yong)外籍員工(gong)(gong)(gong)從事管(guan)(guan)(guan)理工(gong)(gong)(gong)作，從國內引進大量管(guan)(guan)(guan)理和技術(shu)人(ren)(ren)(ren)員，由于語言(yan)不(bu)通和文(wen)化(hua)差異，造(zao)成管(guan)(guan)(guan)理難度加大，人(ren)(ren)(ren)工(gong)(gong)(gong)成本(ben)也相(xiang)應增高(gao)。所(suo)以，企(qi)(qi)(qi)業(ye)(ye)(ye)應強化(hua)“屬(shu)地(di)”意(yi)識，積(ji)極(ji)(ji)研究探索(suo)本(ben)地(di)人(ren)(ren)(ren)管(guan)(guan)(guan)理本(ben)地(di)人(ren)(ren)(ren)的(de)(de)(de)(de)有效(xiao)方式(shi)(shi)，在(zai)外籍員工(gong)(gong)(gong)中(zhong)積(ji)極(ji)(ji)選拔和培養一(yi)批忠實(shi)于企(qi)(qi)(qi)業(ye)(ye)(ye)、責(ze)任心強、有管(guan)(guan)(guan)理能(neng)力(li)的(de)(de)(de)(de)人(ren)(ren)(ren)員，通過(guo)他們(men)傳遞信息和思(si)想(xiang)，提(ti)高(gao)溝(gou)通能(neng)力(li)。在(zai)用(yong)(yong)(yong)人(ren)(ren)(ren)過(guo)程(cheng)中(zhong)，要加強監督(du)和考察，建(jian)立激勵措施，激發外籍員工(gong)(gong)(gong)的(de)(de)(de)(de)工(gong)(gong)(gong)作活力(li)和創(chuang)造(zao)性，實(shi)現企(qi)(qi)(qi)業(ye)(ye)(ye)健(jian)康、持續、穩定(ding)的(de)(de)(de)(de)發展。企(qi)(qi)(qi)業(ye)(ye)(ye)還應建(jian)設(she)國際(ji)化(hua)人(ren)(ren)(ren)才(cai)庫，將(jiang)技能(neng)較高(gao)的(de)(de)(de)(de)當地(di)勞工(gong)(gong)(gong)列(lie)入公(gong)司(si)人(ren)(ren)(ren)才(cai)庫管(guan)(guan)(guan)理。
用工管理方式多樣化是屬地化管理的基本保障
我們應從國(guo)(guo)(guo)(guo)(guo)際視野(ye)選聘雇員，實現(xian)中(zhong)外雇員的(de)(de)有(you)機結合(he)。普(pu)通(tong)管(guan)(guan)理、技術和勞(lao)(lao)(lao)務(wu)(wu)(wu)人(ren)(ren)(ren)(ren)員以當地(di)(di)為(wei)主(zhu)(zhu)，分(fen)包(bao)施(shi)工(gong)隊(dui)伍(wu)以當地(di)(di)或鄰國(guo)(guo)(guo)(guo)(guo)的(de)(de)跨國(guo)(guo)(guo)(guo)(guo)公(gong)(gong)(gong)司(si)(si)施(shi)工(gong)隊(dui)伍(wu)為(wei)主(zhu)(zhu)，以降(jiang)低人(ren)(ren)(ren)(ren)工(gong)成本、減少施(shi)工(gong)設(she)備投入(ru)。其一，自主(zhu)(zhu)用(yong)工(gong)方式(shi)(shi)(shi)。通(tong)過(guo)勞(lao)(lao)(lao)動(dong)力(li)(li)市場調查(cha)后確定勞(lao)(lao)(lao)動(dong)力(li)(li)使用(yong)價(jia)(jia)(jia)格(ge)，允許(xu)項(xiang)(xiang)目(mu)公(gong)(gong)(gong)司(si)(si)就近聘用(yong)人(ren)(ren)(ren)(ren)員，以現(xian)金形式(shi)(shi)(shi)支付(fu)工(gong)人(ren)(ren)(ren)(ren)工(gong)資；其二，專(zhuan)業(ye)(ye)化自主(zhu)(zhu)用(yong)工(gong)管(guan)(guan)理方式(shi)(shi)(shi)。與(yu)勞(lao)(lao)(lao)務(wu)(wu)(wu)人(ren)(ren)(ren)(ren)員簽訂正規(gui)合(he)同(tong)，項(xiang)(xiang)目(mu)公(gong)(gong)(gong)司(si)(si)在銀行備案，每(mei)月通(tong)過(guo)銀行提現(xian)后支付(fu)工(gong)人(ren)(ren)(ren)(ren)工(gong)資；其三(san)，專(zhuan)業(ye)(ye)勞(lao)(lao)(lao)務(wu)(wu)(wu)公(gong)(gong)(gong)司(si)(si)管(guan)(guan)理方式(shi)(shi)(shi)。 由(you)項(xiang)(xiang)目(mu)公(gong)(gong)(gong)司(si)(si)確定一家(jia)或幾家(jia)正規(gui)的(de)(de)勞(lao)(lao)(lao)務(wu)(wu)(wu)公(gong)(gong)(gong)司(si)(si)，項(xiang)(xiang)目(mu)公(gong)(gong)(gong)司(si)(si)與(yu)勞(lao)(lao)(lao)務(wu)(wu)(wu)公(gong)(gong)(gong)司(si)(si)簽訂勞(lao)(lao)(lao)務(wu)(wu)(wu)用(yong)工(gong)合(he)同(tong)，勞(lao)(lao)(lao)務(wu)(wu)(wu)公(gong)(gong)(gong)司(si)(si)設(she)專(zhuan)人(ren)(ren)(ren)(ren)負責(ze)勞(lao)(lao)(lao)務(wu)(wu)(wu)工(gong)人(ren)(ren)(ren)(ren)的(de)(de)管(guan)(guan)理，項(xiang)(xiang)目(mu)公(gong)(gong)(gong)司(si)(si)通(tong)過(guo)轉賬方式(shi)(shi)(shi)向勞(lao)(lao)(lao)務(wu)(wu)(wu)公(gong)(gong)(gong)司(si)(si)支付(fu)費用(yong)；其四，使用(yong)第三(san)國(guo)(guo)(guo)(guo)(guo)勞(lao)(lao)(lao)務(wu)(wu)(wu)。如從孟加拉引進勞(lao)(lao)(lao)務(wu)(wu)(wu)到中(zhong)東地(di)(di)區、印度洋島國(guo)(guo)(guo)(guo)(guo)等(deng)，相(xiang)對低廉的(de)(de)人(ren)(ren)(ren)(ren)工(gong)價(jia)(jia)(jia)格(ge)、相(xiang)比中(zhong)國(guo)(guo)(guo)(guo)(guo)工(gong)人(ren)(ren)(ren)(ren)較好的(de)(de)英(ying)(ying)語基礎，使中(zhong)國(guo)(guo)(guo)(guo)(guo)承(cheng)包(bao)商的(de)(de)人(ren)(ren)(ren)(ren)力(li)(li)工(gong)效優勢得以保留(liu)并可(ke)持(chi)(chi)續保持(chi)(chi)；其五，聘用(yong)專(zhuan)業(ye)(ye)人(ren)(ren)(ren)(ren)士(shi)。在許(xu)多國(guo)(guo)(guo)(guo)(guo)家(jia)特別是英(ying)(ying)聯(lian)邦國(guo)(guo)(guo)(guo)(guo)家(jia)，很多職業(ye)(ye)需要經過(guo)論(lun)證并取得資格(ge)的(de)(de)專(zhuan)業(ye)(ye)人(ren)(ren)(ren)(ren)士(shi)才能承(cheng)擔，所以在當地(di)(di)聘請相(xiang)關專(zhuan)業(ye)(ye)人(ren)(ren)(ren)(ren)士(shi)成為(wei)國(guo)(guo)(guo)(guo)(guo)際工(gong)程(cheng)公(gong)(gong)(gong)司(si)(si)的(de)(de)必要手段(duan)，可(ke)采取兼(jian)職式(shi)(shi)(shi)聘用(yong)，從價(jia)(jia)(jia)格(ge)較低的(de)(de)第三(san)國(guo)(guo)(guo)(guo)(guo)聘用(yong)，或聘用(yong)曾在歐美留(liu)學并取得相(xiang)關證書(shu)的(de)(de)中(zhong)國(guo)(guo)(guo)(guo)(guo)留(liu)學生等(deng)。
（本文章(zhang)摘自10月9日《光明日報(bao)》）