Implementation Rules concerning Deepening Radio and Television Enterprise Work Unit Personnel System Reform (Trial)

Posted on Updated on

On the basis of the “Central Committee Secretariat and State Council Secretariat Notice Concerning Transmitting the ‘Central Propaganda Department, SARFT, and General Administration of Press and Publications Some Opinions concerning Deepening Press, Publications, Radio, Film and Television Sector Reform’” (GBF No. (2001)17), the following implementation rules concerning deepening radio, film and television enterprise and undertaking work unit personnel system reform are formulated.

I, Radio, film and television enterprise and undertaking work units completely practice an employment system. The employment system is the basic personnel system for radio, film and television enterprise and undertaking work units. According to relevant State provisions concerning enterprise and undertaking work unit appointment systems, work units establish an affiliation relationship with two sides through signing an employment contract, clarifying the responsibilities, rights and duties of both sides. The establishment, extension and termination of employment relationships between work units and employees shall have the two-directional requirements of the relationship of the employee and the position and the assessment situation of implementing the duties and the achievements of the post as basis.

II, radio, film and television enterprise and undertaking work units supplementing personnel, must in principle implement open applications. Through opening applications towards society, fair competition, strict examination and assessment, selecting and appointing the best of all sorts of needed personnel. We must formulate appointment and appraisal procedures and rules, adopt collective examination and comment, decision by voting, and organizational examination and approval methods to make appointment decisions. Organs organizing recruitment examinations shall have experts participate, guaranteeing that all sorts of talents have fair and competitive chances. Particular specialist technology talent appointment, on the basis of the aforementioned procedure, must also be assessed and recommended by experts.

III, Establishing position management systems. Scientifically and rationally installing leadership positions, specialist technology positions and common labour positions, implementing different management rules over different positions. The basic requirements of position management are: setting up positions according to need, clearly dividing work, open appointment, selecting the best for employment, strict assessment, remuneration according to position, contractual management. Positions shall have clarified duties, employment conditions, assessment standards, remuneration standards, and after-appointment position management is strengthened, and position assessment systems perfected. Professional achievement assessment standards integrating qualitative and quantitative aspects, that can be quantified as much as possible  shall be determined for all positions on the basis of the different objectives and duties of the position. Assessment shall become an important measure in post-appointment management, fully giving rein to the incentive and supervision function of assessment, making assessment results into a main basis for continued employment, dismissal, salary allocation, rewards or punishments.

IV, Reforming and perfecting leading personnel management system. When selecting leading personnel for employment, democracy must be expanded, competitive mechanisms introduced, selection methods improved, personnel selection channels broadened, through popular will surveys, open competition, inspection and assessment, pre-appointment announcement and trial period assessment and other methods, selecting leading personnel for employment, an appointment system, employment system and other employment methods are implemented for radio, film and television enterprise and undertaking work unit leading personnel, establishing and completing leading personnel term of office systems, implementing term of office objective and task management. When a term of office is ended, assessment must be conducted of the situation of completing the objectives of the term of office, and the assessment results will function as a basis for whether or not the appointment is extended. Perfecting corresponding systems and measures, strengthening supervision and management over leading personnel. Rolling out rotation, detachment, exchange and other system for middle-level leading personnel, paying attention to fostering and selecting excellent young cadres.

For management positions, a competitive appointment and objective management system are implemented. Progressively cancelling administrative ranks, establishing radio, film and television professional rank hierarchies reflecting management personnel’s’ levels, capacities, achievements and qualifications, and progressively rolling this out on a trial basis.

For specialist technology positions, a position duty appointment system is implemented. Work units, on the basis of needs for all professional work, and according to category and rank, classify and establish specialist technology positions on their own initiative, and manage them dynamically. Employment conditions shall be determined for specialist technology positions, and appointments made through competition. Reforming and perfecting specialist technology duty evaluation and employment management systems, implementing separation of evaluation and appointment. Specialist technology personnel report to designated specialist appraisal organs on their own initiative and obtain specialist technology duty position qualifications; work units, on the basis of State management regulation concerning specialist technology positions, within the approved specialist technology position structure proportions, take the initiative in choosing specialist technology personnel having achieved professional qualifications and selecting the best for employment. Specialist technology duty appointments are to be progressively unified with position appointment.

For crucial specialist technology positions, a certified appointment system is implemented. Crucial specialist technology positions in radio stations, television stations and broadcast platforms that directly relate to programme quality and broadcast security, shall be differentiated from other positions, and a certified appointment system is implemented. Corresponding management rules concerning appointment conditions, appointment procedures, appointment rules, remuneration, etc. must be formulated and regulations made. When the probation period of personnel appointed in crucial positions ends, and after it is determined that they meet qualifications, an employment contract of unlimited duration may be concluded.

For common labour positions, position rank management is implemented. According to State norms and management rules concerning common labour position ranking, according to work needs and the technological requirements of the position, a common labour position ranking is set up, to standardize management over common labour personnel appointment, training and appraisal.

Temporary work personnel management is standardized. According to the work tasks and work needs, temporary work personnel may be engaged. Appointing work units shall establish a service appointment relationship with the temporary work personnel and sign an appointment contract, the period of employment may not exceed one year at one time, and payment of wages and royalties are the main form of remuneration. The appointment contract is jointly signed by both the individual and the appointing work unit, and clarifies the duties, rights and obligations of both sides. Temporary work personnel’s work times of the appointment period, may be calculated as a continuous work period within that work unit.

V, For enterprise work unit management personnel, an appointment system and term of office system are implemented. Establishing and completing enterprise leading personnel term of office objective systems, conducting regular assessment of the completion situation of the objectives of the terms of office, perfecting corresponding systems and measures, realistically strengthening supervision.

For enterprise staff members, a complete personnel labour contract system is implemented. Enterprise work units and personnel must both sign labour contracts, determining both sides’ equal labour relationship that receives legal protection, and clarifying the responsibilities, rights and obligations of both sides.

VI, Reforming intra-work unit income distribution methods, persisting in the principles of giving priority to efficiency, also being fair, and in allocation integrating allocation on the basis of labour and on the basis of production factors, fully giving rein to the leverage function of income distribution. radio, film and television work units shall vigorously explore internal income distribution reform, explore the establishment of an internal allocation method integrating remuneration according to position, remuneration according to responsibilities and remuneration according to professional achievements, with position remuneration as the main content, and changing remuneration when positions change. Position remuneration design must be slanted towards important positions and difficult positions.

According to the nature and characteristics of radio, film and television undertaking work units, and integrating the degree of financial self-sufficiency and financial support strength, implementing different income allocation forms and management methods for different categories of undertaking work units. For undertaking work units that mainly rely on State funding appropriation for their expenses, a total salary responsibility management method may be tried out, permitting work units to bring a part of the earned income that is provided for distribution into internal allocation; for undertaking work units for which State finance subsidies expenses, it is permitted to, on the basis of implementing undertaking work unit salary systems and salary policies, draw a certain amount of funds from the earned income, to be used to invigorate the work units’ internal allocation; undertaking work units meeting conditions or that are completely financially self-sufficient, are permitted to try out a total wages and economic profit linkage method, and to formulate internal allocation methods on their own initiative; undertaking work units with enterprise-type management may implement enterprise allocation systems. Internal income allocation plan design must fix eyes upon effectively guaranteeing the realization of tasks and objectives, and benefit the attraction and stabilization of talent.

Vigorously implementing State policies relating to transforming science and technology achievement rewards and preferences, exploring production factors such as technology and management with good social effects and economic effects to participate in the realization forms of allocation. Encouraging specialist technology personnel to dare to innovate, and permit their obtaining corresponding income from transformation of innovation results.

VII, radio, film and television enterprise work units, on the basis of corresponding State policies on enterprise salaries, implement position salaries, and formulate internal income allocation rules on their own initiative on the basis of the social effect and economic effect of each.

VIII, Strengthening position training, stimulating knowledge renewal and technological innovation, raising overall team quality. All levels’ radio, film and television work units shall formulate and implement training programmes and annual training plans, establish and perfect training systems. The situation of all sorts of personnel participating in training must be made into an assessment content, and be listed in the qualification conditions for reporting specialist technology duties and competitive appointments. Work units must provide beneficial conditions for study by personnel, adopt flexible and diverse methods, integrate degree education and non-degree education, continuous education and position training, and encourage personnel to use their leisure time to study.

IX, Giving rein to the function of talent exchange organs. Giving rein to the function of talent exchange organs in aspects such as talent appointment, personnel outsourcing, personnel training, etc, coordinating radio, film and television work unit employment system reform, providing corresponding human resources agency services to work units and individuals, acting as go between for the rational flow of all sorts of talents, creating conditions for work unit personnel entry and exit, providing services, stimulating the rational disposition of radio, film and television talent resources.

X, Appropriately arranging for redundant personnel. It is necessary to adopt forceful measures, persist in mainly having intra-work unit absorption, and in many kinds of manners and through many kinds of channels, appropriately arrange for redundant personnel. Paying attention to adopting a method of first digging channels, and separating streams afterwards, through initiating and developing new industrial and rotational training and other methods, arranging for redundant personnel. Guiding and encouraging personnel that lost a position in the midst of competitive appointments to face the grass roots, face society, give rein to their functions in new areas, and providing preferential conditions for their starting up or entering into enterprises; in localities meeting conditions, it is also permitted that talent exchange organs conduct outsourcing. Providing basic life guarantees for personnel turned down or dismissed from positions within work units.

State Administration of Radio, Film and Television

国家广播电影电视总局关于深化广播影视企事业单位人事制度改革的实施细则(试行)

根据《中共中央办公厅、国务院办公厅关于转发〈中央宣传部、国家广电总局、新闻出版总署关于深化新闻出版广播影视业改革的若干意见〉的通知》(中办发〔2001〕17号),现就深化广播影视企事业单位人事制度改革,制定以下实施细则。

一、广播影视事业单位全面推行聘用制度。聘用制是广播影视事业单位的基本用人制度。按照国家关于事业单位聘用制的有关规定,单位与职工通过签订聘用合同,确立双方的人事关系,明确双方的责任、权利和义务。单位与职工聘用关系的建立、延续或解除,以职工与岗位的双向需求关系和履行岗位职责、业绩考核情况为依据。

二、广播影视企事业单位补充工作人员,原则上实行公开招聘。通过面向社会公开招聘、公平竞争,严格考试考核、择优聘用各类所需人员。要制定招聘考试的程序和办法,采用集体评审、投票表决、组织批准的方式做出聘用决定。招聘考试的组织机构,应有专家参加,保证各类人才公平竞争的机会。特殊专业技术人才的招聘在前述程序的基础上,还要通过专家考核推荐。

三、建立岗位管理制度。科学、合理地设置领导岗位、专业技术岗位、工勤岗位,不同的岗位实行不同的管理办法。岗位管理的基本要求是:按需设岗,分工明确,公开招聘,择优聘用,严格考核,按岗付酬,合约管理。岗位应有明确的职责、聘用条件、考核指标、薪酬标准,并加强岗位聘后管理,完善岗位考核制度。对各类岗位应根据不同的岗位目标职责,确定定性与定量相结合并尽可能量化的业绩考核指标。考核应作为聘后管理的重要措施,充分发挥考核的激励、监督作用,把考核结果作为续聘、解聘、工资分配、奖惩的主要依据。

四、改革和完善领导人员管理制度。选拔任用领导人员,要扩大民主,引进竞争机制,改进选拔方式,拓宽选人渠道,通过民意测评、公开竞争、考察考核、任前公示和试用期考核等办法选拔任用领导人员,广播影视事业单位的领导人员实行委任制、聘任制等任用方式,建立健全领导人员任期制,实行任期目标责任管理。任期届满,要对其任期目标完成情况进行考核,并将考核结果作为是否续任的依据。完善相关制度和措施,加强对领导人员的监督管理。在中层领导人员中推行轮岗、挂职交流等制度,注意培养和选拔优秀年轻干部。

管理岗位实行竞争上岗和目标管理制度。逐步取消行政级别,建立体现管理人员水平、能力、业绩、资历的广播影视职员等级序列,在试点的基础上逐步推行。

专业技术岗位实行岗位职务聘任制度。单位根据各项业务工作的需要,按类别和等级,自主分类设置专业技术岗位,动态管理。专业技术岗位应确定任职条件,竞聘上岗。改革和完善专业技术职务评聘管理制度,实行评聘分开。专业技术人员自主向指定的专业评审机构申报并取得专业技术职务任职资格;单位根据国家有关专业技术职务管理规定,在核定的专业技术职务结构比例内,对获得任职资格的专业技术人员自主选择、择优聘任。专业技术职务的聘任逐步与岗位聘用统一起来。

专业技术要害岗位实行持证上岗制度。广播电台、电视台、广播发射台内直接关系节目质量和播出安全的专业技术要害岗位,应区别于其他岗位,实行持证上岗。要制定相应的管理办法对聘用条件、聘用程序、聘用办法、待遇等作出规定。要害岗位上岗人员试用期满,确认合格后,可签订无固定期限的聘用合同。

工勤岗位实行岗位等级管理。根据国家关于工勤人员岗位等级规范及管理办法,按照工作需要和岗位的技术要求设置工勤岗位等级,对工勤人员实行聘用、培训、考核,规范管理。

规范临时工作人员的管理。根据工作任务和工作需要,可以聘用临时工作人员。用人单位应与临时工作人员建立劳务聘用关系,签订聘用合同,聘期一次不超过一年,以支付劳务费、稿酬为主要付酬形式。聘用合同由个人、用人单位双方共同签定,明确双方的责任、权利和义务。临时工作人员在聘期间的工作时间,可以计算为本单位连续工作时间。

五、企业单位管理人员实行聘任制、任期制。建立健全企业领导人员任期目标责任制,对任期目标完成情况定期进行考核,完善相关制度和措施,切实加强监督。

企业职工实行全员劳动合同制。企业单位和职工双方要签订劳动合同书,确立双方平等的受法律保护的劳动关系,明确双方的责任、权利和义务。

六、改革单位内部收入分配办法,坚持效率优先、兼顾公平,按劳分配与按生产要素分配相结合的分配原则,充分发挥收入分配的杠杆作用。对广播影视各单位应积极探索内部收入分配改革,探索建立按岗定酬与按任务定酬、按业绩定酬相结合,以岗位工资为主要内容的内部分配办法,岗变薪变。岗酬设计要向重要岗位和艰苦岗位倾斜。

根据广播影视事业单位的性质、特点,结合经费自给率和财政支持强度,对不同类型的事业单位实行不同的收入分配形式和管理办法。对经费主要靠国家财政拨款的事业单位,可试行工资总额包干的管理办法,允许将单位创收中规定可分配部分纳入单位内部分配;对国家财政补助开支的事业单位,可在执行事业单位工资制度和工资政策的基础上,按国家有关规定从创收中提取一定经费,用于搞活单位内部分配;对有条件的或经费完全自给的事业单位,经批准可试行工资总额与经济效益挂钩的办法,自主制定内部分配办法;对企业化管理的事业单位可执行企业的分配制度。内部收入分配方案的设计要着眼于有效保证任务目标的实现,有利于吸纳和稳定人才。

积极落实国家有关转化科技成果奖励和优惠的政策,探索将产生良好社会效益和经济效益的技术、管理等生产要素参与分配的实现形式。鼓励专业技术人员勇于创新,并允许在创新中通过成果转化获取相应收入。

七、广播影视企业单位,依据国家企业工资的相关政策,实行岗位工资,根据各自的社会效益和经济效益自主制定内部收入分配办法。

八、加强岗位培训,促进知识更新和技术创新,提高队伍的整体素质。各级广播影视单位都应制定、落实培训规划和年度培训计划,建立和完善培训制度。要将各类人员参加培训的情况作为考核内容之一,列入申报专业技术职务和竞争上岗的资格条件。单位要为职工学习提供有利条件,采取灵活多样的形式,使学历教育和非学历教育、继续教育和岗位培训相结合,鼓励职工利用业余时间学习。

九、发挥人才交流机构的作用。发挥人才交流机构在人才招聘、人员托管、人员培训等方面的作用,配合广播影视业单位用人制度的改革,为单位和个人提供相关的人事代理服务,为各类人才合理流动牵线搭桥,为单位人员的能进能出创造条件,提供服务,促进广播影视人才资源的合理配置。

十、妥善安置富余人员。要采取有力措施,坚持以单位内部消化为主,多种方式、多种渠道妥善安置富余人员。注意采取先挖渠,后分流的办法,通过兴办发展新的产业、转岗培训等方式安置富余人员。引导、鼓励在竞争上岗中的落岗人员面向基层,面向社会,在新的领域发挥作用,并提供创办或进入企业的优惠条件;在有条件的地方,也可由人才交流机构进行托管。对单位内部的落聘(岗)、解聘人员,提供基本的生活保障。

国家广播电影电视总局

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s