中油碧辟员工职业发展启示录Somepeopleputfonrardsuchaquestion:CNPCpursues〃&ldquo","procedureissupreme^,"selfbacking&rdquo〃；culture,whileimprovingefficiency,doestherigidprocedurerestrictthedevelopmentofemployees?Infact,CNPCandBPhaveanotherincentivemechanismtoeffectivelyimplementtheproceduresandmaketheseeminglylimitedemployeedevelopmentspacepossible.HumanizedpromotionmechanismRecently,intheCNPCBPcompany,therearesuchagroupofemployeeshavesteppedontoanewlevelofpersonaldevelopment.InJuly14th,ZhengworkedwiththeheadoftheperformaneeanalysisandCoordinationDepartmentofthecompany'soperationsdepartment,promotedtotheregionalmanageroftheoperationsdepartment,andwasfullyresponsibleforthemanagementoftheShanxiregioninWesternguangdong.Thiswasthemedium-termdevelopmentgoalhesethimselfwhenhefirstenteredthecompanyin2005.AndChengtogethertointerviewandgetpromoted,aswellastheoperationpolicyandprocessoptimizationdirectorLiZhenghui,twopeoplebelongtotheMinistryofoperationsperformanceteam・InJune20th,whenthehumanresourcesdepartmentissuedaninternalrecruitmentregionalmanager,theyalsonamed・Mostoftheenterprisesinthiscasewillmove,Daniel"”trytoconvincetwopeople,oratleastonetemporarystay,toavoidthenormaloperationoftheoriginalteam，sinfluence・However,ZhouJinghui,theoperationalperformancemanager,encouragedtwopeopletotakeadvantageoftheopportunity,andinhisview,&ldquowasagoodthingforemployeestodevelop,whichwouldmakethemmoreinterestedintheirwork.”DistributionmanagerFengWenyuanisgrowtogetherwiththecompany，semployees,fromtheestablishmentbythe2personinchargeof50oildistributiongasstation,today6peoplecompletednearly500gasstationdistributiontask,hisdreamcametrue・Themostproudofhimisthatthedistributionplanningsystemandtheoptimizationofthedeliveryprocess,thedistributionefficiencyisgettinghigherandhigher・&ldquo,IwasluckythatIhadn，tbeenpromotedortransferredtootherpositionssothatIcouldconcentrateondistributionfor10yearsandrealizemydreamofdevelopment・”TanGuobinworkedinthecompanytrainingjobfor10years,toacareerchange,heturnedfromthesuccessoflearningandDevelopmentManagerfortheregionalNewTaiwanYangDistrictmanager・LikeTanGuobin,intheoriginaltargetpositiontodevelop,afteraperiodoftimeandwanttomovetonewpositions,lookingfornewstagestaff,intheoilBPisnotuncommon.IntheoilBPcompany,thehumanizedpromotionmechanismduetothecompany"tomakeeveryemployeetodevelop”leadingteamconstructionthought,alsobenefitedfromthecompany's&ldquo,first&rdquoprogram;performanceoriented;mode1.Thecompanyencouragesemployeestomovetohigherandmorepromisingpositions,givingemployeesthefreedomtochooseandmakefulluseoftheirspace・IntheBP,thecompanyrequiresthateachemployeeshouldnegotiatewiththesupervisortomakeapersonaldevelopmentplanwhenheenterstheposition.Aftertheplanisformulated,thesupervisorwilltellthestaffindetailtheabilityandperformanceneededtoachievethedesiredgoa1.Themaintaskofthestaffistotakeperformanceasthemainline,mobilizeallkindsofresourcesandcreateachievements・Suchasoilstationmanagershouldbefamiliarwithsafetymanagement,ethics,conveniencestoreoperationandotheraspectsofwork,regionalmanagersshouldhavetheoverallconcept,withtheabilitytoguideandmanagetheteam・Atthesametime,thecompanyalsoinaccordancewiththestaffdevelopmentplan,givetimelyguidanceandfeedbacktohelpemployeesachievepersonaldevelopmentplan.“programoriented”theworkhascorrespondingguidelines,canbec...