發布時間：2015-10-10
習近平(ping)總書記(ji)在(zai)安哥拉與(yu)中(zhong)資企(qi)業(ye)代(dai)表座談時(shi)提出(chu)(chu)：“推(tui)動更多有實(shi)力的(de)企(qi)業(ye)‘走(zou)(zou)出(chu)(chu)去(qu)’，既(ji)是加快我國(guo)(guo)(guo)(guo)經(jing)濟(ji)發展方式(shi)轉變和(he)經(jing)濟(ji)結構調(diao)整的(de)迫切(qie)需要(yao)(yao)，也是堅持(chi)互利共(gong)贏的(de)開放戰略、創造參與(yu)國(guo)(guo)(guo)(guo)際經(jing)濟(ji)合作(zuo)和(he)競爭(zheng)新優勢的(de)必然選擇。”近年來(lai)，我國(guo)(guo)(guo)(guo)政府(fu)從(cong)政治(zhi)、外交(jiao)、經(jing)濟(ji)層(ceng)面加大(da)了(le)對“走(zou)(zou)出(chu)(chu)去(qu)”企(qi)業(ye)的(de)支持(chi)力度。李克強總理(li)(li)(li)出(chu)(chu)訪非洲以及周邊國(guo)(guo)(guo)(guo)家(jia)時(shi)強調(diao)加強基(ji)礎設(she)施(shi)領(ling)域合作(zuo)，積極推(tui)動“中(zhong)國(guo)(guo)(guo)(guo)標(biao)準”“中(zhong)國(guo)(guo)(guo)(guo)高鐵”走(zou)(zou)出(chu)(chu)去(qu)。為了(le)響應國(guo)(guo)(guo)(guo)家(jia)的(de)“走(zou)(zou)出(chu)(chu)去(qu)”戰略，越來(lai)越多的(de)中(zhong)資企(qi)業(ye)走(zou)(zou)出(chu)(chu)國(guo)(guo)(guo)(guo)門，在(zai)國(guo)(guo)(guo)(guo)際工程(cheng)承包領(ling)域扮演(yan)著(zhu)越來(lai)越重要(yao)(yao)的(de)角色。為增強企(qi)業(ye)國(guo)(guo)(guo)(guo)際化(hua)經(jing)營(ying)能力，提升項(xiang)目管(guan)理(li)(li)(li)水平(ping)，培(pei)育企(qi)業(ye)核(he)心競爭(zheng)力，國(guo)(guo)(guo)(guo)際工程(cheng)承包商必須實(shi)施(shi)屬地(di)(di)(di)化(hua)管(guan)理(li)(li)(li)。屬地(di)(di)(di)化(hua)管(guan)理(li)(li)(li)屬于企(qi)業(ye)管(guan)理(li)(li)(li)范疇，幾乎(hu)涵蓋(gai)了(le)海外管(guan)理(li)(li)(li)的(de)方方面面，主要(yao)(yao)分為經(jing)營(ying)屬地(di)(di)(di)化(hua)、管(guan)理(li)(li)(li)屬地(di)(di)(di)化(hua)、人員屬地(di)(di)(di)化(hua)和(he)待遇(yu)屬地(di)(di)(di)化(hua)四個(ge)方面。這四個(ge)方面相(xiang)輔(fu)相(xiang)成，密切(qie)聯(lian)系。筆者認為，轉變中(zhong)資企(qi)業(ye)“走(zou)(zou)出(chu)(chu)去(qu)”的(de)方式(shi)迫在(zai)眉(mei)睫，利用(yong)當(dang)(dang)地(di)(di)(di)和(he)國(guo)(guo)(guo)(guo)際資源、與(yu)當(dang)(dang)地(di)(di)(di)共(gong)同發展的(de)屬地(di)(di)(di)化(hua)經(jing)營(ying)戰略已經(jing)成為企(qi)業(ye)在(zai)海外謀求生存和(he)發展的(de)重要(yao)(yao)出(chu)(chu)路。
建立健全各項制度是屬地化管理的基本原則
企(qi)業(ye)一(yi)方面(mian)應遵守、執(zhi)行(xing)項目所(suo)在(zai)國(guo)的(de)(de)(de)勞(lao)動(dong)(dong)法(fa)律和制(zhi)(zhi)(zhi)度(du)(du)(du)，避免(mian)產(chan)生(sheng)不必要(yao)的(de)(de)(de)糾紛和麻煩(fan)；另一(yi)方面(mian)應建(jian)(jian)立健(jian)全企(qi)業(ye)自身(shen)員工(gong)(gong)(gong)(gong)(gong)屬(shu)(shu)(shu)地(di)化(hua)(hua)(hua)(hua)管(guan)(guan)理(li)(li)(li)制(zhi)(zhi)(zhi)度(du)(du)(du)，形成一(yi)個包(bao)括公開招聘、合(he)同(tong)簽訂、教育培訓、崗(gang)位責任、勞(lao)動(dong)(dong)定額、薪酬待遇(yu)、工(gong)(gong)(gong)(gong)(gong)資結算(suan)、勞(lao)動(dong)(dong)保護、生(sheng)活(huo)管(guan)(guan)理(li)(li)(li)、文化(hua)(hua)(hua)(hua)活(huo)動(dong)(dong)、休(xiu)息休(xiu)假合(he)理(li)(li)(li)訴求、違(wei)紀處理(li)(li)(li)、解除合(he)同(tong)等(deng)(deng)內(nei)(nei)容的(de)(de)(de)規范化(hua)(hua)(hua)(hua)、標準(zhun)化(hua)(hua)(hua)(hua)、系(xi)(xi)統化(hua)(hua)(hua)(hua)、信息化(hua)(hua)(hua)(hua)的(de)(de)(de)管(guan)(guan)理(li)(li)(li)體系(xi)(xi)，從而保證員工(gong)(gong)(gong)(gong)(gong)屬(shu)(shu)(shu)地(di)化(hua)(hua)(hua)(hua)管(guan)(guan)理(li)(li)(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)持續健(jian)康發展。由于社會環(huan)(huan)境和意識形態不同(tong)，完(wan)善(shan)外籍(ji)員工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)管(guan)(guan)理(li)(li)(li)體系(xi)(xi)要(yao)注重結合(he)屬(shu)(shu)(shu)地(di)國(guo)家的(de)(de)(de)國(guo)情以及制(zhi)(zhi)(zhi)度(du)(du)(du)要(yao)求，有(you)針對性地(di)建(jian)(jian)立和完(wan)善(shan)員工(gong)(gong)(gong)(gong)(gong)制(zhi)(zhi)(zhi)度(du)(du)(du)，在(zai)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)中切實體現(xian)“用(yong)制(zhi)(zhi)(zhi)度(du)(du)(du)管(guan)(guan)人”的(de)(de)(de)原則(ze)，把(ba)制(zhi)(zhi)(zhi)度(du)(du)(du)盡可能細化(hua)(hua)(hua)(hua)到(dao)每個管(guan)(guan)理(li)(li)(li)環(huan)(huan)節和崗(gang)位。在(zai)制(zhi)(zhi)(zhi)度(du)(du)(du)執(zhi)行(xing)過(guo)程中，無論中方員工(gong)(gong)(gong)(gong)(gong)還是(shi)外籍(ji)員工(gong)(gong)(gong)(gong)(gong)，都要(yao)一(yi)視同(tong)仁，保證制(zhi)(zhi)(zhi)度(du)(du)(du)的(de)(de)(de)嚴肅性和公平性。完(wan)善(shan)考核、考察和獎懲機制(zhi)(zhi)(zhi)，將外籍(ji)員工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)表現(xian)與其薪酬、待遇(yu)、升遷(qian)等(deng)(deng)結合(he)起來，充分(fen)調動(dong)(dong)屬(shu)(shu)(shu)地(di)化(hua)(hua)(hua)(hua)員工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)積極性。要(yao)為(wei)屬(shu)(shu)(shu)地(di)化(hua)(hua)(hua)(hua)員工(gong)(gong)(gong)(gong)(gong)建(jian)(jian)立信息檔案，包(bao)括姓名(ming)、身(shen)份證號、住(zhu)址(zhi)、家庭(ting)狀況、個人特(te)長、工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)經(jing)歷(li)、上崗(gang)時間(jian)、離職時間(jian)、所(suo)屬(shu)(shu)(shu)班組、工(gong)(gong)(gong)(gong)(gong)種、工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)表現(xian)等(deng)(deng)多項內(nei)(nei)容，并進行(xing)動(dong)(dong)態更新(xin)。通過(guo)聘請律師(shi)，定期就工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)中出現(xian)的(de)(de)(de)問題進行(xing)法(fa)律咨詢，尋找處理(li)(li)(li)依據。另外，借助屬(shu)(shu)(shu)地(di)化(hua)(hua)(hua)(hua)國(guo)家勞(lao)工(gong)(gong)(gong)(gong)(gong)部等(deng)(deng)機構對勞(lao)工(gong)(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)(gong)資、清算(suan)等(deng)(deng)業(ye)務(wu)給予指導。
開展屬地化員工培訓是屬地化管理成敗的關鍵
企業(ye)(ye)應通(tong)過(guo)理論培(pei)(pei)(pei)訓(xun)(xun)(xun)和崗位練兵等形式，發揮中(zhong)(zhong)方技(ji)術(shu)人員(yuan)的(de)(de)(de)“導(dao)師帶徒”作(zuo)(zuo)(zuo)(zuo)(zuo)用(yong)，管理人員(yuan)緊盯現場、言傳身教(jiao)，在質量上把關(guan)、在技(ji)能上傳授(shou)、在安全(quan)上嚴控，并運用(yong)裂(lie)變原理，將培(pei)(pei)(pei)養成熟的(de)(de)(de)員(yuan)工(gong)(gong)(gong)按班組分開，以培(pei)(pei)(pei)養更多(duo)服從安排(pai)、技(ji)術(shu)過(guo)關(guan)的(de)(de)(de)員(yuan)工(gong)(gong)(gong)，在外籍員(yuan)工(gong)(gong)(gong)中(zhong)(zhong)掀(xian)起(qi)“比、學、趕、超”的(de)(de)(de)濃厚氛圍(wei)，從而在工(gong)(gong)(gong)作(zuo)(zuo)(zuo)(zuo)(zuo)實(shi)踐中(zhong)(zhong)鍛煉(lian)自己(ji)、提高自己(ji)。開展培(pei)(pei)(pei)訓(xun)(xun)(xun)重點抓好四(si)(si)個方面(mian)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)(zuo)(zuo)：其一(yi)，完善(shan)企業(ye)(ye)員(yuan)工(gong)(gong)(gong)培(pei)(pei)(pei)訓(xun)(xun)(xun)戰(zhan)略(lve)，建立培(pei)(pei)(pei)訓(xun)(xun)(xun)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)(zuo)(zuo)反饋機(ji)制，使企業(ye)(ye)總部及(ji)(ji)時了解不同(tong)國(guo)家屬(shu)地化(hua)(hua)員(yuan)工(gong)(gong)(gong)培(pei)(pei)(pei)訓(xun)(xun)(xun)、雇傭(yong)過(guo)程中(zhong)(zhong)存在的(de)(de)(de)問題和解決辦法，然(ran)后有針對(dui)(dui)性(xing)(xing)地調整(zheng)企業(ye)(ye)屬(shu)地化(hua)(hua)員(yuan)工(gong)(gong)(gong)培(pei)(pei)(pei)訓(xun)(xun)(xun)戰(zhan)略(lve)，形成一(yi)套成熟的(de)(de)(de)體系和機(ji)制；其二，做好跨(kua)文(wen)(wen)化(hua)(hua)培(pei)(pei)(pei)訓(xun)(xun)(xun)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)(zuo)(zuo)，包括(kuo)對(dui)(dui)對(dui)(dui)方民族(zu)文(wen)(wen)化(hua)(hua)及(ji)(ji)公司文(wen)(wen)化(hua)(hua)的(de)(de)(de)認識和理解，文(wen)(wen)化(hua)(hua)的(de)(de)(de)敏感性(xing)(xing)、適(shi)應性(xing)(xing)的(de)(de)(de)培(pei)(pei)(pei)訓(xun)(xun)(xun)，語(yu)言培(pei)(pei)(pei)訓(xun)(xun)(xun)，跨(kua)文(wen)(wen)化(hua)(hua)溝通(tong)及(ji)(ji)沖突處理能力的(de)(de)(de)培(pei)(pei)(pei)訓(xun)(xun)(xun)等；其三，建立引導(dao)和培(pei)(pei)(pei)訓(xun)(xun)(xun)相結(jie)合(he)的(de)(de)(de)機(ji)制，使屬(shu)地化(hua)(hua)員(yuan)工(gong)(gong)(gong)理解或認同(tong)中(zhong)(zhong)國(guo)國(guo)際(ji)工(gong)(gong)(gong)程項目的(de)(de)(de)管理方式，使其工(gong)(gong)(gong)作(zuo)(zuo)(zuo)(zuo)(zuo)態度(du)、工(gong)(gong)(gong)作(zuo)(zuo)(zuo)(zuo)(zuo)方式以及(ji)(ji)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)(zuo)(zuo)目標(biao)逐步與(yu)項目要(yao)求達(da)到一(yi)致；其四(si)(si)，搭配(pei)多(duo)樣性(xing)(xing)的(de)(de)(de)激(ji)勵(li)措施，將屬(shu)地化(hua)(hua)員(yuan)工(gong)(gong)(gong)在培(pei)(pei)(pei)訓(xun)(xun)(xun)中(zhong)(zhong)的(de)(de)(de)收獲轉化(hua)(hua)為(wei)項目績效。
管理人員屬地化是屬地化管理發展的基本方向
國(guo)際化(hua)公司的管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)目(mu)標是實(shi)(shi)現企業(ye)(ye)的本(ben)(ben)地化(hua)管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)。強化(hua)“屬地”意識(shi)，必須堅持本(ben)(ben)土(tu)化(hua)管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)，用本(ben)(ben)地人(ren)(ren)(ren)管(guan)(guan)(guan)(guan)好本(ben)(ben)地人(ren)(ren)(ren)，構建“以屬地管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)人(ren)(ren)(ren)員(yuan)(yuan)管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)屬地勞(lao)(lao)務(wu)工(gong)(gong)(gong)(gong)人(ren)(ren)(ren)”的管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)模(mo)式，探(tan)索一條(tiao)極(ji)具特色的海外(wai)項目(mu)用工(gong)(gong)(gong)(gong)管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)模(mo)式。有些企業(ye)(ye)，由于擔心外(wai)籍員(yuan)(yuan)工(gong)(gong)(gong)(gong)的工(gong)(gong)(gong)(gong)作能力(li)(li)(li)和(he)(he)管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)水平，不愿聘用外(wai)籍員(yuan)(yuan)工(gong)(gong)(gong)(gong)從(cong)事管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)工(gong)(gong)(gong)(gong)作，從(cong)國(guo)內引進大(da)量管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)和(he)(he)技術人(ren)(ren)(ren)員(yuan)(yuan)，由于語言不通(tong)和(he)(he)文(wen)化(hua)差(cha)異(yi)，造(zao)成管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)難度加(jia)大(da)，人(ren)(ren)(ren)工(gong)(gong)(gong)(gong)成本(ben)(ben)也相應(ying)增(zeng)高。所(suo)以，企業(ye)(ye)應(ying)強化(hua)“屬地”意識(shi)，積極(ji)研究探(tan)索本(ben)(ben)地人(ren)(ren)(ren)管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)本(ben)(ben)地人(ren)(ren)(ren)的有效方式，在(zai)(zai)外(wai)籍員(yuan)(yuan)工(gong)(gong)(gong)(gong)中積極(ji)選(xuan)拔和(he)(he)培養一批忠實(shi)(shi)于企業(ye)(ye)、責任(ren)心強、有管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)能力(li)(li)(li)的人(ren)(ren)(ren)員(yuan)(yuan)，通(tong)過他們傳遞信息和(he)(he)思想(xiang)，提高溝通(tong)能力(li)(li)(li)。在(zai)(zai)用人(ren)(ren)(ren)過程中，要加(jia)強監督和(he)(he)考(kao)察，建立激勵措(cuo)施(shi)，激發外(wai)籍員(yuan)(yuan)工(gong)(gong)(gong)(gong)的工(gong)(gong)(gong)(gong)作活力(li)(li)(li)和(he)(he)創造(zao)性，實(shi)(shi)現企業(ye)(ye)健(jian)康、持續、穩定的發展(zhan)。企業(ye)(ye)還應(ying)建設國(guo)際化(hua)人(ren)(ren)(ren)才庫，將技能較高的當地勞(lao)(lao)工(gong)(gong)(gong)(gong)列入公司人(ren)(ren)(ren)才庫管(guan)(guan)(guan)(guan)理(li)(li)(li)(li)。
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)際(ji)視野選聘(pin)雇員，實現(xian)中(zhong)外雇員的(de)(de)(de)(de)(de)有(you)機結合。普(pu)通(tong)管(guan)理(li)、技術和勞(lao)(lao)(lao)務(wu)人(ren)(ren)(ren)員以(yi)當(dang)地(di)為主(zhu)(zhu)，分包施(shi)工(gong)(gong)隊伍以(yi)當(dang)地(di)或(huo)鄰國(guo)(guo)的(de)(de)(de)(de)(de)跨國(guo)(guo)公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)施(shi)工(gong)(gong)隊伍為主(zhu)(zhu)，以(yi)降低(di)(di)人(ren)(ren)(ren)工(gong)(gong)成本(ben)、減(jian)少施(shi)工(gong)(gong)設備(bei)投入。其(qi)一，自主(zhu)(zhu)用(yong)(yong)(yong)(yong)工(gong)(gong)方式(shi)。通(tong)過(guo)勞(lao)(lao)(lao)動力市場調(diao)查后確(que)定勞(lao)(lao)(lao)動力使(shi)用(yong)(yong)(yong)(yong)價(jia)格，允許項(xiang)(xiang)目公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)就近(jin)聘(pin)用(yong)(yong)(yong)(yong)人(ren)(ren)(ren)員，以(yi)現(xian)金形式(shi)支付工(gong)(gong)人(ren)(ren)(ren)工(gong)(gong)資；其(qi)二，專業(ye)化自主(zhu)(zhu)用(yong)(yong)(yong)(yong)工(gong)(gong)管(guan)理(li)方式(shi)。與(yu)(yu)勞(lao)(lao)(lao)務(wu)人(ren)(ren)(ren)員簽(qian)訂(ding)正規(gui)合同，項(xiang)(xiang)目公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)在(zai)銀行備(bei)案(an)，每(mei)月通(tong)過(guo)銀行提現(xian)后支付工(gong)(gong)人(ren)(ren)(ren)工(gong)(gong)資；其(qi)三，專業(ye)勞(lao)(lao)(lao)務(wu)公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)管(guan)理(li)方式(shi)。 由項(xiang)(xiang)目公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)確(que)定一家(jia)或(huo)幾(ji)家(jia)正規(gui)的(de)(de)(de)(de)(de)勞(lao)(lao)(lao)務(wu)公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)，項(xiang)(xiang)目公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)與(yu)(yu)勞(lao)(lao)(lao)務(wu)公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)簽(qian)訂(ding)勞(lao)(lao)(lao)務(wu)用(yong)(yong)(yong)(yong)工(gong)(gong)合同，勞(lao)(lao)(lao)務(wu)公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)設專人(ren)(ren)(ren)負(fu)責(ze)勞(lao)(lao)(lao)務(wu)工(gong)(gong)人(ren)(ren)(ren)的(de)(de)(de)(de)(de)管(guan)理(li)，項(xiang)(xiang)目公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)通(tong)過(guo)轉賬方式(shi)向勞(lao)(lao)(lao)務(wu)公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)支付費用(yong)(yong)(yong)(yong)；其(qi)四(si)，使(shi)用(yong)(yong)(yong)(yong)第(di)三國(guo)(guo)勞(lao)(lao)(lao)務(wu)。如從孟加拉(la)引進(jin)勞(lao)(lao)(lao)務(wu)到中(zhong)東地(di)區、印度洋島國(guo)(guo)等，相(xiang)(xiang)對低(di)(di)廉的(de)(de)(de)(de)(de)人(ren)(ren)(ren)工(gong)(gong)價(jia)格、相(xiang)(xiang)比中(zhong)國(guo)(guo)工(gong)(gong)人(ren)(ren)(ren)較好的(de)(de)(de)(de)(de)英語(yu)基(ji)礎，使(shi)中(zhong)國(guo)(guo)承包商的(de)(de)(de)(de)(de)人(ren)(ren)(ren)力工(gong)(gong)效(xiao)優勢得(de)以(yi)保(bao)留(liu)并(bing)可持續保(bao)持；其(qi)五(wu)，聘(pin)用(yong)(yong)(yong)(yong)專業(ye)人(ren)(ren)(ren)士。在(zai)許多國(guo)(guo)家(jia)特(te)別是(shi)英聯(lian)邦國(guo)(guo)家(jia)，很多職(zhi)業(ye)需(xu)要經過(guo)論證(zheng)并(bing)取得(de)資格的(de)(de)(de)(de)(de)專業(ye)人(ren)(ren)(ren)士才能承擔(dan)，所以(yi)在(zai)當(dang)地(di)聘(pin)請相(xiang)(xiang)關專業(ye)人(ren)(ren)(ren)士成為國(guo)(guo)際(ji)工(gong)(gong)程公(gong)(gong)(gong)(gong)(gong)司(si)(si)(si)的(de)(de)(de)(de)(de)必要手段，可采取兼職(zhi)式(shi)聘(pin)用(yong)(yong)(yong)(yong)，從價(jia)格較低(di)(di)的(de)(de)(de)(de)(de)第(di)三國(guo)(guo)聘(pin)用(yong)(yong)(yong)(yong)，或(huo)聘(pin)用(yong)(yong)(yong)(yong)曾在(zai)歐(ou)美留(liu)學(xue)并(bing)取得(de)相(xiang)(xiang)關證(zheng)書的(de)(de)(de)(de)(de)中(zhong)國(guo)(guo)留(liu)學(xue)生(sheng)等。
（本文(wen)章摘自10月9日(ri)《光明日(ri)報》）