今年以(yi)來，新疆能化(hua)(hua)煤化(hua)(hua)工(gong)(gong)公司(si)以(yi)深入開展“兩化(hua)(hua)融(rong)合”、全面提升員工(gong)(gong)業績為抓(zhua)手，通過(guo)導入精(jing)益管理理念和價值(zhi)分(fen)析(xi)工(gong)(gong)具，積極推動(dong)全員業績工(gong)(gong)作與(yu)“市場(chang)化(hua)(hua)、精(jing)益化(hua)(hua)”相融(rong)合，進一步提高了員工(gong)(gong)的業績成果(guo)與(yu)工(gong)(gong)作水平。

建立健全精益績效管理體系。該公司按(an)照完全市(shi)場化專業線管(guan)(guan)理(li)原則對公司領導班子成員進行績(ji)效管(guan)(guan)理(li)。根(gen)據其管(guan)(guan)理(li)范圍及崗位職(zhi)責，合理(li)評估崗位價值，并(bing)確(que)立(li)考核維度(du)，量(liang)化關鍵績(ji)效指標、管(guan)(guan)理(li)目標，按(an)季度(du)實(shi)施專業線考核，合理(li)拉開(kai)績(ji)效工(gong)資差距(ju)。

分層分級實施全員業績考核。該公(gong)司針(zhen)對副總師(shi)及以(yi)下管(guan)(guan)(guan)理技術(shu)人(ren)員實(shi)施“半年一(yi)測評、一(yi)年一(yi)考(kao)核”的(de)長(chang)效(xiao)管(guan)(guan)(guan)理機(ji)制。通過建(jian)立健全績效(xiao)考(kao)核指(zhi)標庫、設立KPI績效(xiao)考(kao)核指(zhi)標、多維度(du)考(kao)量員工(gong)(gong)工(gong)(gong)作業績等方式，細化分(fen)解公(gong)司年度(du)生(sheng)產、經營、管(guan)(guan)(guan)理目標，將(jiang)工(gong)(gong)作任(ren)務層(ceng)(ceng)層(ceng)(ceng)落實(shi)到(dao)每(mei)(mei)一(yi)個工(gong)(gong)作崗位，細化到(dao)每(mei)(mei)一(yi)項關鍵績效(xiao)指(zhi)標，有(you)效(xiao)增強了公(gong)司各級管(guan)(guan)(guan)理人(ren)員的(de)責任(ren)感、使命感，管(guan)(guan)(guan)理技術(shu)人(ren)員綜合素質大幅提升。

下步，該公司(si)將持續深(shen)入研究(jiu)精益績效(xiao)管(guan)理方法(fa)，轉變思想觀(guan)念，創新工(gong)作思路(lu)，進一(yi)步優化(hua)、完善(shan)全員業(ye)績管(guan)理體(ti)系，促進公司(si)穩定高質(zhi)量發展(zhan)。