本文選題：雇主品牌 + 企業(yè)責(zé)任　； 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：“雇主品牌”是企業(yè)雇主對(duì)現(xiàn)有雇員和潛在目標(biāo)人才的“承諾”,它包含外部品牌和內(nèi)部品牌。外部品牌就是在潛在的目標(biāo)人才中樹(shù)立品牌,使他們?cè)敢獾焦緛?lái)工作,為公司樹(shù)立最佳工作地的形象。內(nèi)部品牌則是在內(nèi)部員工中樹(shù)立品牌,是公司對(duì)雇員做出的某種承諾,不僅僅是公司和雇員之間所建立的關(guān)系,還體現(xiàn)了公司為現(xiàn)有員工所提供的獨(dú)特工作經(jīng)歷。 在執(zhí)行力成為決勝關(guān)鍵的現(xiàn)代社會(huì),如何面對(duì)日益升級(jí)的人才爭(zhēng)奪戰(zhàn)是當(dāng)前企業(yè)必須面對(duì)的問(wèn)題,而卓越的雇主品牌可以幫助企業(yè)形成獨(dú)特競(jìng)爭(zhēng)優(yōu)勢(shì)。在當(dāng)今社會(huì)感嘆“人才難找,留才不易”的同時(shí),企業(yè)投入越來(lái)越多的錢(qián),提供遠(yuǎn)高于市場(chǎng)價(jià)位的工資。然而一旦競(jìng)爭(zhēng)對(duì)手效仿,此招便告失靈,結(jié)果人員留用狀況未得到改進(jìn),經(jīng)營(yíng)成本卻大幅度攀升。 最近幾年,一種新的人才戰(zhàn)略開(kāi)始發(fā)揮作用,即在社會(huì)公眾心中建立并保持一個(gè)強(qiáng)有力的雇主品牌。一個(gè)成功的雇主品牌,對(duì)于企業(yè)的發(fā)展,人才的聚集,無(wú)疑是巨大的。如今回顧微軟、谷歌、蘋(píng)果、英特爾等赫赫有名的世界級(jí)公司,雇主品牌效應(yīng)無(wú)疑是其成功的重要因素。 從2009年到2012年,英特爾公司連續(xù)三年入圍美國(guó)《財(cái)富》雜志組織的全球最佳雇主評(píng)選,其雇主品牌排名位列全球前25強(qiáng)。英特爾公司對(duì)雇主品牌的創(chuàng)建有獨(dú)特的見(jiàn)解,除了給予員工具有競(jìng)爭(zhēng)力的薪水,建立創(chuàng)新型的企業(yè)文化和打造全球一流的企業(yè)社會(huì)責(zé)任形象是公司雇主品牌建設(shè)致勝的法寶。以英特爾中國(guó)為例,過(guò)去五年中,員工年離職率不到3%,穩(wěn)定的員工隊(duì)伍也帶來(lái)了公司的穩(wěn)定發(fā)展,避免了不必要的人才流失的。 英特爾長(zhǎng)期致力于企業(yè)社會(huì)責(zé)任方面的前瞻性探索。基于“創(chuàng)新、催化、共享價(jià)值”的戰(zhàn)略思考,英特爾一直積極參與各方力量跨界合作,著眼于一些亟待解決的社會(huì)問(wèn)題攜手共進(jìn),如教育變革、環(huán)境保護(hù)、中小企業(yè)創(chuàng)新、公益組織能力發(fā)展以及老齡化等問(wèn)題。積極互動(dòng)和參與社會(huì)公益事業(yè)給公司建立了良好的企業(yè)社會(huì)責(zé)任形象。只有對(duì)社會(huì)負(fù)責(zé)的公司,才能對(duì)自己的員工負(fù)責(zé),一個(gè)良好的社會(huì)口碑是一個(gè)優(yōu)秀企業(yè)雇主必備的品質(zhì)。從而當(dāng)英特爾不斷走向企業(yè)責(zé)任新高度的同時(shí),良好的社會(huì)反饋和豐富的社會(huì)需求也將為它帶來(lái)戰(zhàn)略新機(jī)遇。 在市場(chǎng)經(jīng)濟(jì)高速發(fā)展下的中國(guó),企業(yè)核心競(jìng)爭(zhēng)力是支撐企業(yè)生存和發(fā)展的關(guān)鍵,而核心競(jìng)爭(zhēng)力主要是人才。中國(guó)企業(yè)加強(qiáng)雇主品牌建設(shè)勢(shì)在必行。如果沒(méi)有優(yōu)秀的人才加盟企業(yè),或者企業(yè)留不住優(yōu)秀的人才資源,企業(yè)就很難具備優(yōu)秀的核心競(jìng)爭(zhēng)力,長(zhǎng)遠(yuǎn)來(lái)說(shuō)企業(yè)生存都會(huì)面臨極大的困難。 論文第一章對(duì)雇主品牌的理論和實(shí)踐進(jìn)行了梳理,總結(jié)其理論發(fā)展各階段的主要內(nèi)容和特點(diǎn)。第二章總結(jié)了當(dāng)前英特爾公司雇主品牌的特點(diǎn),組織結(jié)構(gòu)和企業(yè)文化。第三章以英特爾公司為例,介紹了其雇主品牌的創(chuàng)建途徑和具體方法,強(qiáng)調(diào)了一個(gè)優(yōu)秀的企業(yè)雇主所需要的企業(yè)社會(huì)責(zé)任和卓越的創(chuàng)新戰(zhàn)略意識(shí)。第四章進(jìn)一步揭示了英特爾公司雇主品牌建設(shè)成功案例對(duì)中國(guó)企業(yè)的啟示,通過(guò)總結(jié)英特爾公司雇主品牌的創(chuàng)建途徑和方法,對(duì)中國(guó)企業(yè)雇主品牌的創(chuàng)建和成長(zhǎng),有一定的借鑒作用。
[Abstract]:The " employer brand " is a " commitment " of an enterprise employer to existing employees and potential target talents , which includes external brands and internal brands . The external brand is to set up a brand in potential target talents , making them willing to work with the company to establish the best place of work for the company . The internal brand is a kind of commitment by the company to employees , not just the relationship established between the company and the employee , but also the unique experience of the company for existing employees .

In modern society where the execution force becomes the key to the decisive victory , how to face the problem that the current enterprise must face , and the superior employer brand can help the enterprise to form a unique competitive advantage . At the same time , the enterprise invests more and more money to provide the salary which is higher than the market price .

In recent years , a new talent strategy has begun to play a role in building and maintaining a strong employer brand in the public ' s mind . A successful employer brand is no doubt huge for the development of the enterprise and the gathering of talents . It is no doubt that the employer ' s brand effect is an important factor for success in reviewing the famous world - class companies like Microsoft , Google , Apple , Intel , etc .

From 2009 to 2012 , Intel Corporation was ranked by top 25 in the world ' s top 25 global best employers for three consecutive years . Intel has a unique insight into the creation of employers ' brands . In addition to giving employees a competitive salary , creating innovative corporate culture and creating a world - class corporate social responsibility image is a victory for the company ' s employer brand . With Intel China as an example , in the past five years , the employee turnover rate is less than 3 % , and the stable workforce also brings the company ' s stable development , avoiding unnecessary brain drain .

Intel has been actively involved in forward - looking exploration of corporate social responsibility . Based on the strategic thinking of " innovation , catalysis and sharing value " , Intel has been actively involved in cross - border cooperation , focusing on issues such as education reform , environmental protection , innovation of small and medium - sized enterprises , capacity development of public welfare organizations and ageing .

Under the high - speed development of the market economy , the core competence of enterprises is the key to support the survival and development of enterprises , and the core competitiveness is mainly talent . Chinese enterprises must strengthen the construction of employers ' brands . If there are no outstanding talents to join the enterprises , or enterprises can ' t retain the outstanding talent resources , enterprises can hardly have excellent core competitiveness . In the long run , the survival of enterprises will face great difficulties in the long run .

The first chapter summarizes the theory and practice of the employer ' s brand , summarizes the main contents and characteristics of the theory development stages . The second chapter summarizes the characteristics , organization structure and enterprise culture of the employer brand in Intel Corporation .
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F416.63;F273.2

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