本文選題：XX鋁業(yè)公司　切入點(diǎn)：核心人才培養(yǎng)　出處：《蘭州大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：核心人才是企業(yè)的寶藏,代表著一個(gè)企業(yè)的發(fā)展?jié)摿?決定著企業(yè)是否能立足于激烈的市場(chǎng)競(jìng)爭(zhēng)環(huán)境中。企業(yè)的競(jìng)爭(zhēng)可以看作是企業(yè)所擁有核心人才的競(jìng)爭(zhēng)。XX鋁業(yè)公司在當(dāng)前的發(fā)展過(guò)程中,人才留用、人才激勵(lì)、人才培養(yǎng)方面的問(wèn)題日益突出。研究核心人才培養(yǎng)問(wèn)題,有利于實(shí)現(xiàn)公司核心人才的有效激勵(lì)與發(fā)展進(jìn)步,提升公司的經(jīng)營(yíng)效率,構(gòu)建企業(yè)核心競(jìng)爭(zhēng)力。 本文通過(guò)文獻(xiàn)梳理,討論了國(guó)內(nèi)外學(xué)者關(guān)于核心人才以及核心人才培養(yǎng)的相關(guān)研究。通過(guò)實(shí)際調(diào)查,分析了XX鋁業(yè)公司人力資源現(xiàn)狀及其存在的主要問(wèn)題。主要問(wèn)題包括：人才結(jié)構(gòu)不合理、人才流失嚴(yán)重、人才獲取渠道單一、人才招聘體系不完善、人才激勵(lì)機(jī)制不盡合理、核心人才培養(yǎng)意識(shí)淡薄以及缺乏科學(xué)、完整、系統(tǒng)的核心人才培養(yǎng)體系等。分析了引起這些問(wèn)題的原因：企業(yè)自身發(fā)展的因素、企業(yè)人力資源管理理念落后以及缺乏企業(yè)文化的有效建設(shè)等。 根據(jù)現(xiàn)有的人才狀況,本文提出了XX鋁業(yè)公司核心人才培養(yǎng)目標(biāo)以及總體構(gòu)想。目標(biāo)主要包括：合理配置人才資源,人才總量需求基本滿足以及形成尊重人才、鼓勵(lì)創(chuàng)業(yè)的良好氛圍等。分析了核心人才培養(yǎng)需求、培養(yǎng)方案設(shè)計(jì)原則以及培養(yǎng)管理流程。認(rèn)為XX鋁業(yè)公司人才培養(yǎng)方案的設(shè)計(jì)原則包括：戰(zhàn)略性原則、科學(xué)性原則、整體性原則、創(chuàng)新性原則、全員培訓(xùn)與重點(diǎn)培訓(xùn)相結(jié)合的原則以及學(xué)以致用的原則。培養(yǎng)管理流程包括招聘管理體系、績(jī)效管理體系、薪酬管理體系以及培訓(xùn)管理體系。 在核心人才培養(yǎng)體系的實(shí)施過(guò)程中,首先討論了XX鋁業(yè)公司的招聘管理體系、績(jī)效管理體系、薪酬管理體系。其中,招聘管理體系主要是為企業(yè)找到合適的人才,本文討論了招聘管理體系的三個(gè)重要環(huán)節(jié)：招聘前期、招聘中期以及招聘后期,并分析了各個(gè)環(huán)節(jié)中的主要工作內(nèi)容。績(jī)效管理體系與薪酬管理體系主要是為實(shí)現(xiàn)公司人才的有效激勵(lì),提高員工的工作效率,進(jìn)而提升公司的總體效益。討論了XX公司績(jī)效管理體系與薪酬管理體系的具體流程以及相關(guān)內(nèi)容。其次,討論了公司培訓(xùn)管理的實(shí)施形式、內(nèi)容體系和評(píng)價(jià)模型。實(shí)施形式包括師帶徒式培訓(xùn)、在職攻讀相關(guān)學(xué)位等；根據(jù)公司核心人才的三個(gè)層次,分別討論了三個(gè)層次人才的培養(yǎng)內(nèi)容體系；運(yùn)用柯式評(píng)估模型對(duì)人才培養(yǎng)的效果進(jìn)行評(píng)估。最后,提出XX鋁業(yè)公司核心人才培養(yǎng)體系應(yīng)該在實(shí)踐中不斷優(yōu)化和改進(jìn)。
[Abstract]:The core talent is the treasure of the enterprise, representing the development potential of an enterprise. The competition of the enterprise can be regarded as the competition of the core talents owned by the enterprise. In the current development process, the talent retention and the talent incentive can be regarded as the competition of the enterprise. The research on the cultivation of core talents is conducive to the effective encouragement and development of the core talents of the company, the promotion of the management efficiency of the company, and the construction of the core competitiveness of the enterprises. Through literature review, this paper discusses the relevant researches of domestic and foreign scholars on core talents and the cultivation of core talents. This paper analyzes the present situation of human resources in XX Aluminium Company and its main problems. The main problems include: unreasonable talent structure, serious brain drain, single talent acquisition channel, imperfect talent recruitment system and unreasonable talent incentive mechanism. The core talent training consciousness is weak and lacks of scientific, complete and systematic core talent training system. This paper analyzes the causes of these problems: the factors of the enterprise's own development, The concept of enterprise human resource management is backward and lacks the effective construction of enterprise culture. According to the existing talent situation, this paper puts forward the core talent training goal and overall conception of XX Aluminum Company. The objectives mainly include the rational allocation of human resources, the basic satisfaction of the total talent demand and the formation of respect for talents. This paper analyzes the core talent training needs, training scheme design principles and training management process. It considers that the design principles of XX Aluminum Company's talent training plan include: strategic principle, scientific principle, and so on. The whole principle, the innovation principle, the principle of the combination of the whole staff training and the key training, and the principle of the application of study. The training management process includes the recruitment management system, the performance management system, the salary management system and the training management system. In the process of implementing the core talent training system, the recruitment management system, the performance management system and the salary management system of XX Aluminum Company are first discussed. Among them, the recruitment management system is mainly to find suitable talents for the enterprise. This paper discusses three important links of the recruitment management system: the early recruitment period, the middle recruitment period and the later recruitment period. The performance management system and the salary management system are mainly to realize the effective incentive of the company talents and improve the working efficiency of the employees. Then improve the overall efficiency of the company. Discussed XX company performance management system and compensation management system specific processes and related content. Secondly, discussed the company training management implementation form, Content system and evaluation model. The implementation forms include teacher training, in-service study for relevant degrees, etc. According to the three levels of core talents, the training content system of the three levels of talents is discussed respectively. Finally, it puts forward that the core talent training system of XX Aluminum Company should be optimized and improved in practice.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.1;F272.92

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