电力企业员工职业生涯管理探讨

介绍了电力企业员工职业生涯管理的概念和职业发展特点,分析了电力企业员工职业生涯管理中存在的问题,探讨了电力企业员工职业生涯管理中应做的五个方面的主要工作。     

A Rationale for Professional and Managerial Education in General Electric

The rationale for education in General Electric is its role in helping to assure the current and future adequacy of its professional and managerial work force. Education is an important mechanism for accelerating professional and managerial career development and is complementary to work assignments, supervision and coaching, and career planning. The paper describes these complementary relationships briefly and emphasizes in greater detail the process used to determine the array of educational activities offered to the professional and managerial workforce as well as the related educational methodology, facilities and basis for evaluation. These educational activities are designed to foster the expectation, desire, and habit of continuing education as an important adjunct to work experience in the process of lifelong self-renewal and personal growth.     

Strengthening BME in southeast asia [Around the World]

A Europe aid-funded project within the well-known Asia Link Program "Development of Core Competencies in the Areas of Biomedical and Clinical Engineering in the Philippines and lndonesia" - is being hailed as one of the most successful human resource development programs supported by the European Commission. The project's objective is to provide the two Asian partners with adequate training (through intensive courses, seminars, workshops, and access to overseas courses and research opportunities), sufficient skills, experience, and know-how to enable them to set up BME courses contextualized for the country's particular needs     

职业生涯规划的建立与实施

本文是以人力资源管理中职业生涯规划的相关理论为基础,结合北京电力设计院的实际工作情况进行论述的。设计院员工职业生涯规划是以企业战略发展目标和个人需求为出发点,结合员工的素质能力及性格特征,为员工制订的中长期发展规划。不论员工与企业用工关系如何,均有两个成长通道可以选择,规划内容主要包括需求分析、员工培训、职位及能力发展、绩效考核、考核结果应用等五个必要环节,并通过必要的组织机构、科学的规章制度、合理的规划流程得以保障。通过建立并实施员工职业生涯规划,极大地提升了设计院的综合管理能力和经济效益。     

The science of volunteering

In recent years there has been an increase in demand from developing countries for skilled professional volunteers. This shift in the delivery of development has led to a fresh look at the personal and professional benefits of volunteering overseas. VSO (Voluntary Service Overseas) is an international development charity that works through volunteers. Volunteers live and work with local communities, sharing their skills and knowledge. Opportunities are available for people with specific biology and biomedical engineering skills for medical, technical, and teaching posts around the world. VSO looks for applicants who can be flexible and can adapt their skills to the needs of their placement. This is important because many jobs involve an element of training or community work, which wouldn't normally be part of their regular jobs at home. The view of employers towards career breaks has changed, especially in recent years with more and more people recognizing that sabbaticals can be a part of career development. Research also shows that career breaks are good for developing skills. Taking a different direction in your life does not have to mean taking time out from your career. Working with VSO may not be a holiday, but it is an experience which will challenge and reward all those involved with memories and experiences that will last a lifetime.     

Wireless Investor: Income from capital

Financial planning for retirement has two phases. The first phase involves the accumulation of financial assets during a working career. The second phase involves accessing (i.e., spending) financial assets during retirement.     

浅谈电力专项规划工作的开展

电力专项规划工作涉及的部门多、地域广、内容复杂。这里以在东莞市为例,对电力专项规划工作中遇到的问题提出了解决的办法,为电力专项规划在其它城市的开展提供参考。     

供电企业搞好员工职业生涯管理的探讨

用职业生涯管理的理念进行人力资源管理,有利于提高企业的发展。阐述了职业生涯管理的概念,结合供电企业员工队伍现状,分析了实施员工职业生涯管理所建立的企业职位结构和员工职业发展方式,以及职业生涯管理的注意事项。     

Are "Engineering" Graduates Prepared to Meet Their Employers?

The most important aspect of an educational program is to evaluate its merits in meeting the needs and concerns of those who hire its product, the graduates. The world of work is discussed and analyzed from varied viewpoints; individual wants and needs, how this relates to the employer-employee relationship, the attributes that most employers are seeking, and the specifi'c concems of industry in the technical spectrum. There are two sides to the work world-an employee is concerned about what he has to gain by considering a choice of employment: remuneration rewards, relevant work, challenging work, respect as an individual, social satisfaction, and the opportunity for career advancement; the employer will be concerned about what's in it for them should they hire the employee: basic skills, cooperative attitude, ability to communicate, loyalty, integrity, motivation, initiative, performance, and appropriate appearance. The "engineering" curriculum to meet these employee-employer needs is discussed and the reader is thus queried, depending upon their own frame of reference, to decide whether or not "engineers" are prepared to meet their employers.     

Professional Development?A Program to Stimulate Personal Growth

In 1968 the development engineering division of IBM recognized the desirability of continuing education for engineers, programmers and scientists in fields other than technology. Needs were defined which included improving the professionals' understanding of the company, improving their career management capability and their ability to achieve personal growth through work. A one-week school was established. This article describes two schools of this type, one on the east coast and one on the west coast. Actually most divisions or locations in IBM are today running similar or related programs. Using these schools as examples, this article reviews their design, their conduct and how the concepts and program have evolved over the years. Original goals are contrasted with current goals. The evolving content of the program is reviewed and some measures, albeit subjective, for the success of the school are discussed. It is believed this program represents a leading experiment in expanding the breadth and types of learning sponsored by industry for the growth of professional employees.     

基于市场资源和竞争格局的双三角地方能源企业发展的战略选择

双三角（长江三角洲地区和珠江三角洲地区）的地方能源企业寻求可持续发展,不仅资源环境空间是刚性约束,而且在国内现行能源管理模式和市场竞争格局下,其与生俱来的区域（地方）属性,致使其相比于央企缺乏全国市场统筹布局的资源和条件。在充分体现市场无障碍竞争的有效市场基础成形前,双三角地方能源企业可以依托的现实资源是主力区域市场内的优势市场空间和先发地位,从市场和产业链两个维度进行聚焦定位和深度布局,坚守区域市场的领先优势,以更符合市场规律的健康经营,谋求市场竞争格局的长期调整机遇。     

Key issues in integrated resource planning for electric utilities

Integrated resource planning (IRP) is a means for utilities and state regulatory commissions to consistently assess a variety of demand and supply resources to cost-effectively meet customer energy-service needs. The authors review recent progress in IRP and identify the need for additional work by utilities, regulatory commissions, and other organizations. They point out that IRP as a planning and regulatory process can also greatly reduce the uncertainties and risks faced by utilities and state public utility commissions. Such benefits occur because of the diversity of resources considered, public involvement in the planning process, and cooperation among interested parties     

Integrating transmission into IRP part I: analytical approach

This is Part I of a two paper set dealing with transmission and integrated resource planning. The primary objective of this paper is to report a framework to bring transmission and selected other resources into the sphere of integrated resource planning. Transmission lines and related equipment are indeed a resource, and may constitute either a substitute for other resources (e.g., a strengthened transmission network may reduce the need for remote generation) or a complement to other resources (e.g., additional transmission investment may be needed to facilitate power purchases from a neighboring system or an independent power producer). Moreover, growing competitive pressures make it necessary to plan transmission systems to facilitate competition among alternative generation and demand-side resources. A combined transmission and integrated resource planning model, called the Comprehensive Electrical Systems Planning Model (CESPLAN), is described in this paper     

Rules of thumb [Essay]

Over the years, I have been asked many times by students, employees, and peers at management meetings, as to what approaches to my assignments during my career as an engineer and as a manager served me best. While I would always take time to think about the question, the answer was almost always the same, whether one follows a technical career or a career in management?"There are four words that can help you build strong relationships, if you use them to build your daily work approach around. You could even call them 'Rules of thumb for careers'." The usual reactions were, "Sure," "Right," or for those who insist on being literal, "What four words could do that?" At that point I would suggest that everyone get comfortable and allow me to provide some insight into the topic.     

ERP系统运行维护体系建设

随着国家电网公司ERP系统建设的不断推进和应用的逐步深化,ERP系统运行维护工作的重要性日益突显。根据国家电网公司"两级三线"信息系统运维体系建设的总体要求,湖北省电力公司从队伍建设、服务流程、考核管理、客户服务、用户培训等方面全面谋划,形成了标准规范的运维体系,实现了ERP系统运维工作的主业化、集中化、专业化,大大提高了ERP系统运维的工作效率与效益。     

企业人力资源开发中人本管理思想的运用

在人力资源开发和利用的过程中,应按照以人为本的管理思想规划企业人力资源,建立竞争上岗机制和员工绩效考评淘汰机制,设计好员工激励奖励制度,注重员工的培训与发展。     

An integrated resource planning model for utilities with quantified outage costs

Integrated resource planning (IRP) for electric utilities involves management planning of supply as well as demand at the same time. In this paper, we develop a mixed integer linear programming model for IRP. The two key distinctions of this model are the incorporation of the forced outage cost and the inclusion of power deficit/surplus. The forced outage cost will more accurately reflect the true cost to a utility, and the power deficit/surplus features will more accurately represent the existence of power deficit/surplus in utilities nowadays. A comprehensive numerical example is provided for illustrative purposes.     

Senior design

The author considers what should be the desired outcomes for senior design courses for biomedical engineering students. Should the goal of senior design courses be the development of design skills, career preparation, or both? If career preparation is a goal of senior design courses, should the focus be on industry, where the majority of biomedical engineering graduates begin their careers, or should it include alternative career paths? What should be the desired outcomes of senior design courses? To initiate an exchange of ideas to help answer these questions, he describes the senior design course (which he teaches with mechanical engineering and electrical engineering colleagues) at Marquette University. He invites answers to the questions posed as well as any opinions on the subject.     

Climbing the ladder [career advancement]

Changes in the work environment and in the traditional rungs to success brought about by increasing global competition, which has pressured leading American companies to place more emphasis on profitability, are discussed. The different career tracks traditionally found in manufacturing companies are examined. Strategies for building skills that lead to increased respect and influence throughout the industry are described     

Educating for innovation and management: the engineering educators'dilemma

Research on ways to improve engineering education has identified management and innovation skills as important to success in an engineering career. This paper explores the nature of those management and innovation skills through presentation of some original research on a community of innovative engineers and managers and some published research on personality differences between engineers, managers, and entrepreneurial innovators. This paper suggests the key to producing engineering graduates with a penchant for managing and innovating lies in developing a special kind of individuality (authenticity) in engineers toward the end of their tertiary studies. It suggests this individuality involves the courage to break with one's engineering paradigm as required and to operate pragmatically and “unscientifically” in the “public world” rather than theoretically and “scientifically” in the “special world” of engineering. It outlines an optional new curriculum for engineers and scientists developed by an Australian university to encourage authenticity and to prepare science and engineering graduates for careers in management and innovation