中国石油海外员工培训与派遣计划分析

中文版：目前中国石油的培训派遣费用处于中国跨国企业中的中上游，相比于国内员工，国外员工拥有更好的薪酬待遇和培训课程，并且在归国与在国外任职期间具有较好的上升通道。

我们可以看一下在网上的一名中石油员工发表的工资对照表。

他所在的部门是钻井部门，因此，下面的工资都是针对钻井部门的。

国内员工：14万base，上井每天100美元补助。

国际员工（IM）：Global pay，培训期间工资4.8K美元×系数×12，一般越危险的地方系数越高，从1.0－1.7不等，12个月工资。

培训期间无补助，完成培训后上井补助每天100美元。

都有奖金，工作越久奖金越多。

Wireline部门工资比DM高。

Shell：7500，本研博一样。

12个月工资，超过12个月的属于bonus，Sales部门完成销量有3个月bonus，销量多则bonus多；其他部门有1－5个月bonus不等。

法国液化空气：扬帆国际管培项目offer(签三年)的待遇国内半年7.8k/m国外1年半global pay + relocation expense国内1年12万+4万GE Energy：普通职位：硕士5k-6k×13；CLP(Commercial Leadership Program)：6 000*13，两年4个rotation，2个在美国，所有费用公司cover。

由此可见，相对于国际公司，中国石油的员工派遣费用属于比较低的，这和中国的劳动力输出大国地位有紧密联系，然而，我们再回过头来分析一下在海外的管理人员的费用，因为一般来说，管理人员流动率相比于基层技工会高出许多，因此其工资以及待遇国际化很有可能会更高一些。

中国石油海外分公司的层级结构总经理及副经理处长及副处长，科长及副科长主管科员，科员这是机关的至于生产车间则是总经理车间主任工段长班组长工人科长级，年收入大约在6~10万之间，税前普通科员，年收入在3~4万左右，税前处长以上的因为资料有限，实在没有找到。

单从科长级别来看的话，并没有提高多少，众所周知，能源企业的政治色彩浓厚，并伴有相当大的风险性，所以，中国石油理应提供更好的待遇以弥补相应的风险损失。

而且了解目前中国石油的海外基地员工数实际上一个据点的人数并不多，这就说明，海外分公司的层级结构并不像上述那么完整。

这说明中国石油公司对海外项目的专业人才重视程度还不够，像壳牌已经在几年前启动了全球人才招募计划（壳牌全球挑战计划），以通过团队实战比赛招募到全球范围内的优秀人才（我已经申请了本次计划，并获得电话面试资格）。

海外的项目存在只盈不亏的现象也比较严重，绩效考核因此而形同虚设，很多项目，干了不算，算了不兑现的做法也很普遍，因此实际上海外项目很难找到真正的人才愿意接受培训并且远赴海外。

就算愿意去投身海外项目并接受培训与派遣，但是企业大多时候只在意人才的使用价值而不愿进行追加投资。

因此海外项目的培训往往并不尽如人意。

海外石油项目人力资源培训包括职前培训和在职培训两种，这是由我国海外石油项目的现状决定的。

一方面多数石油企业面临着国外市场开拓力度很大而国际人才缺乏的现状，这时就需要有针对性地培训，帮助他们尽快学习语言和文化，适应环境，转变角色。

培训的内容包括语言培训、商务知识培训、管理技能培训，以及石油技术知识培训。

培训的方式包括阅读背景资料，看录像，授课，与有经验的经理座谈，角色模拟，案例讨论，先行考察等。

通过培训让他们学习掌握当地的经济运作方式、法律规范条件和风土文化习俗，力争成为通晓当地国情民情的专家。

另一方面我国海外项目涉及五大油气生产区的多项合作开发与工程服务业务，项目的一次性和独特性要求对在职人员进行及时培训以适应项目要求，培养复合型人才。

对于管理人员，应充分利用他们自身的文化优势和学习能力，努力安排培训机会，让他们学习掌握当地法律、法规、制度，取得与项目实施有关的当地或国际标准的认证证书，加强与项目所在国语言、文化的融合。

对作业人员，应通过观察，将其中部分成绩突出、能力较强的选拔出来，通过培养锻炼使其具备更强的带动、组织一般人员的能力，逐步将其转化为技术型、管理型的工人、工长，提高生产要素的使用效率。

综上所述，要做好海外人员的培训与派遣工作，首先要充分调动企业与员工的积极性，让企业愿意培养，员工愿意被外派。

然后要解决外派员工的职业上升通道，避免出现外派员工回国安置困难的情况。

最后要搭建良好的领导班子，做对的决策，充分挖掘海外人力资源的利用率。

英文Training of the China Petroleum and dispatch costs in the Chinese multinational corporations in the ups tream, compared to domestic employees and foreign employees have a better remuneration package and training courses, and returned and worked abroad during the good rising channel. We can look at the wages of oil workers in an online table. His department is the drilling sector, therefore, the following wages are for the drilling sector.Domestic employees: 140 000 the base, on the well daily subsidy of $ 100.International staff (IM): Global pay, during the training wages 4.8K U.S. dollars × coefficient × 12, the higher the generally more dangerous place coefficients ranging from 1.0-1.7, 12 months' wages. During the training grant on well after the completion of the training subsidy of $ 100 per day. Has the money, work longer bonuses more. Wire line sector wages higher than the DM.Shell: 7500, the CRC. 12 months' wages, more than 12 months are bonus Sales departments tocomplete the sales of three months bonus, many bonus and more sales; other departments bonus ranging from 1-5 months.Air Liquide of France: sail International training projects offer (signed three years) treatmentThe country for six months 7.8k / mAbroad for one year and a half global pay + relocation expense1 year 12 Million + 000GE Energy: General Position: Master of 5k-6k × 13; CLP (Commercial Leadership Program): 6 000 * 13, two years four rotation 2 in the U.S., all the costs of cover.Thus, relative to the international company, the employees of the China Petroleum and dispatch costs are relatively low and the labor exporting country status are closely linked, however, we again come back to analyze the cost of overseas management staff, because In general, the management of staff turnover compared to the grass roots mechanics are much higher, so their wages and treatment of the internationalization of higherChina Petroleum and overseas branches hierarchyGeneral manager and deputy managersDirector and Deputy Director ofThe chief and deputy chief of the competent staff member,ClerksThis is the organThe production workshopGeneral managerWorkshop DirectorSection chiefTeam leaderWorkerSection chief level, annual income of between about 6 to 10 million pre-taxGeneral staff member, the annual income of about 3 to 4 million, before taxDirector of the above limited information, it is not found.Then look at the section chief level alone, and no increase in the number of well-known, politically charged energy companies, accompanied by considerable risk, so theChinese oil should provide better treatment to compensate for the risk of loss. And overseas bases, the number of employees understand the current Chinese oil is actually a stronghold of the number is not much, which indicates that the overseas branch of the hierarchy is not as complete as the above. This shows that the Chinese oil companyprofessionals emphasis on overseas projects is not enough, global talent recruitmentprogram (Shell Global Challenge Program), as Shell has started a few years ago torecruit to the team combat game talents worldwide (I have applied for the plan, and get a phone interview qualifications). The overseas projects exist only break even more serious, performance appraisal be useless, a lot of projects, did not forget not to honor the practice is alsocommon, in fact overseas projects is difficult to find the real talent is willing to receivetraining and to go abroad.Even willing to go to join the overseas projects and receive training and dispatch, but enterprises are often only care about the talent of use value rather than the additional investment. Therefore, the training of overseas projects are often not satisfactory. Overseas oil projects in human resources training, including two kinds of pre-employment training and job training, which is determined by the status quo of China's overseas oil projects. On the one hand, most oil companies facing foreign markets to develop the statusof the very lack of international talent, then you need targeted training to help them as soon as possible to learn the language and culture, environmental adaptation, and change itsrole. The content of the training, including language training, business knowledge, training, management skills training, as well as oil technical knowledge training. Trainingmethods, including reading the background information, watching videos,lectures, discussions with experienced managers, role modeling, casediscussions, the first inspection. Through training so that they learn to master the local economy mode of operation, the legal norm conditions and endemic cultural practices, and strive to become the expert knowledge of local conditions responsive. On the otherhand, China's overseas projects involving five oil and gas production a number ofcooperation in the development and engineering services, disposable and uniqueness ofthe project requires timely training of serving staff to meet the requirements of the project, cultivating compound talents. Management should take full advantage of their own cultural superiority and ability to learn, and strive to arrange training opportunities so that they learn to master the local law, regulations, systems, to obtain certification and projectimplementation related to local or international standards to strengthen and the project is located languages, cultural integration. Workers by observing some of them outstanding performance, strong selection, training and tempering it with a stronger lead, the ability of the general staff of the organization, and gradually transformed into technology-based,managed workers foreman, to improve the use efficiency of factors of production.In summary, to do the training and dispatch of overseas personnel, first of all to fully mobilize the enthusiasm of enterprises and employees, companies are willing to train the employees are willing to be expatriates. And then to solve the career of the expatriate employees rising channel, to avoid the expatriates to returnhome placement difficultsituation. Finally, build the leadership team todo the right decisions, and to fully tap the overseas human resources utilization.现在，恭谨不去，梦溪不去，小桃子不去，适应不去，寒窑不去。