化学工艺学小组作业人才招聘

1、,Organization chart,Supply Business Unit,Risk Management Unit,Sales Business Unit,Corporate Planning Unit,Project Development Business Unit,Corporate Management Unit,Research&Development Unit,Executive Officers Committe,.,CSR Management,Consolidated Medium-Term Management Plan,CSR Initiative Policy,

2、Cosmo Oil Group Code of Conduct,Cosmo Oil Group Management Vision,We project that demand will continue to weaken in Japan. However, global business development is a viable strategy, as we expect demand for petroleum products to increase overseas, mainly in Asia. （我们在日本项目,需求将继续走软。然而,全球商业发展是一个可行的策略,我们

3、预计对石油产品的需求将增加海外,主要是在亚洲。） In its long-term vision for sustainable growth, the Cosmo Oil Group aims to be a top-class vertically integrated global energy company. With these objectives in front, Cosmo Oil will not hesitate to collaborate, cooperate and join forces with partners in various businesses a

4、nd regions that will benefit our cause.（在其长期可持续增长的愿景,Cosmo石油集团的目标是成为一个顶级的垂直整合全球能源公司。与这些目标面前,Cosmo Oil会毫不犹豫地合作,与合作伙伴合作,联合各企业和地区,将有利于我们的事业。）,Cosmo Oil Group Management Vision,Harmony and Symbiosis with the Global Environment,Harmony and Symbiosis between Energy and Society,Harmony and Symbiosis betwee

5、n Companies and Society,Harmony and Symbiosis,Cosmo Oil Group Management Vision,Creating the Value of “Customer First”,We will respect individual interests and concerns, as well as innovative ideas and value creation arising from a positive attitude of pioneering change.,Creating Value by Expressing

6、 Collective Wisdom,Creating Future Value,日本企业人才培养方针,员工研修制度是日本公司最具特色的人才培养方式。 Example: 丰田的教父制即使普通企业员工、新入企业组织的员工都可以在专家们的帮助下，不断持续地深化专业能力，形成岗位专业化的技能，专业人才被一层一层地提拔初来.这些专家就称为教父。 教父制解决了一个大问题，那就是一位员工自加入企业那天起，企业内就有人负责他的成长，无论职员愿不愿意学习成长，都会有一股力量推动他成长。,在中国也有教父制的应用。 例如华为，它借鉴了日本企业的教父制，引进管理的 传帮带机制，帮助员工提升技能与境界，这种方式在 华

7、为称为导师制。 华为的定期述职工作中，如何尽力帮助培养员 工是一项必须的内容，如果员工没有得到提拔，那么 上级就很难获得提拔，在激励机制上做出了制度规定。,中国企业人才培养方针,整体来看，我国企业虽初步认识到了人才培养的重要性，也做出了一些探索，但多数企业在人才培养方面投入的精力很少，太多的企业忙于抓市场机会、忙于加班加点的工作，没人对人才成长负责。 我们对人才采用“拿来主义”的办法，让人才拼命干活，企业的专业人士往往都被分配了繁重的眼前工作，他们身上的专业技能和经验只用于做好工作，这些珍贵的资源很少用于培养人才。凡此种种，造成我国人才培养方法单一，无法形成体系的局面。,对策,国内企业学习日本

8、企业的做法，千万不要被表面现象所吸引，更不要认为一个体系的建立可以短期内形成，必须要在关键行为上步步积累才能形成复杂精深的系统。 要认识到建立人才培养机制并非孤立的事情，不但要建立新功能，而且还要为建立这新功能扫清障碍，同时很多不利的方法制度也需要进行调整。,Description of the contents,ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.,Description of the contents,Description of the content

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