本文選題：戰(zhàn)略導(dǎo)向 + 人才梯隊(duì)��； 參考：《華北電力大學(xué)(北京)》2017年碩士論文

【摘要】：若企業(yè)既有的人力資源無(wú)法滿足業(yè)務(wù)發(fā)展的需要,決策層在調(diào)配人員時(shí)瞻前顧后、左支右絀,企業(yè)后續(xù)發(fā)展乏力、趨緩,甚至停滯不前,其根本原因在于后備人才貧乏。人才儲(chǔ)備不足輕則阻礙公司發(fā)展,重則可能會(huì)拖垮快速成長(zhǎng)的企業(yè)。人才梯隊(duì)建設(shè)作為實(shí)施戰(zhàn)略性人才儲(chǔ)備的最佳切入點(diǎn)和突破口,可以源源不斷的發(fā)掘并提供人力資源,為企業(yè)的可持續(xù)發(fā)展保駕護(hù)航。本文通過(guò)對(duì)中盛公司人才梯隊(duì)現(xiàn)狀的分析和研究,指出其中存在的主要問(wèn)題及成因,以公司的發(fā)展戰(zhàn)略為導(dǎo)向,制定中盛公司人才梯隊(duì)建設(shè)的對(duì)策與措施。人才梯隊(duì)建設(shè)首先要明確人力資源規(guī)劃,通過(guò)人力資源盤點(diǎn),厘清企業(yè)的人才缺口;其次以勝任力模型為核心進(jìn)行人員測(cè)評(píng)與甄選,挑選高潛質(zhì)員工進(jìn)入人才梯隊(duì)資源庫(kù);最后結(jié)合人才職業(yè)生涯規(guī)劃采用多樣化、有針對(duì)性的培養(yǎng)方式,例如輪崗、導(dǎo)師傳幫帶、專題座談等,對(duì)其進(jìn)行有效培養(yǎng)。當(dāng)企業(yè)出現(xiàn)職位空缺有人才需求時(shí),可以從人才梯隊(duì)資源庫(kù)選拔繼任者。同時(shí)要不斷維護(hù)人才梯隊(duì)資源庫(kù),使之具有流動(dòng)性,保持活力,通過(guò)人才入庫(kù)、培養(yǎng)、過(guò)濾、萃取工作,形成后備人才隊(duì)伍能力水平循序漸進(jìn)、螺旋上升的良性循環(huán)。本文為建設(shè)一支數(shù)量充足、布局科學(xué)、結(jié)構(gòu)合理、素質(zhì)優(yōu)良的后備人才隊(duì)伍,推進(jìn)中盛公司的可持續(xù)發(fā)展進(jìn)行了有益的探索,對(duì)解決中小型軟件企業(yè)在快速發(fā)展中普遍面臨的人才不足問(wèn)題有指導(dǎo)價(jià)值。
[Abstract]:If the existing human resources of the enterprise can not meet the needs of the business development, the decision layer is looking forward and backward in the deployment of the staffs, and the enterprise's follow-up development is weak, slow and even stagnant, the basic reason is the poor reserve talent. The shortage of talent reserves is a hindrance to the development of the company. As the best breakthrough point and breakthrough point for the implementation of strategic talent reserve, the construction of talent echelon can continuously excavate and provide human resources to protect the sustainable development of the enterprise. Through the analysis and Research on the present situation of the talent echelon of Zhongsheng company, this paper points out the main problems and causes in which the development strategy of the company is developed. In order to guide, formulate the countermeasures and measures for the construction of the talent echelon of the Zhongsheng company. First of all, the construction of the talent echelon should clarify the human resource planning, make clear the talent gap of the enterprise through the manpower resource inventory, and then take the competency model as the core for the personnel evaluation and selection, select the Gao Qian quality staff to enter the resource pool of the talent echelon; finally, combine the talents with the talents. Career planning adopts diversified and targeted training methods, such as rotation, tutor, and special symposium, which can be effectively cultivated. When the job vacancy is needed, the enterprise can select the successor from the resource storehouse of the talent echelon. At the same time, we should constantly protect the resource storehouse of the talent echelon to keep it fluidity and stay alive. In order to build a contingent of back-up talents with adequate quantity, scientific layout, reasonable structure and good quality, this paper has carried on a beneficial exploration to the sustainable development of Zhongsheng company and solved the medium and small medium. It is instructive for software enterprises to face the problem of talent shortage in rapid development.
【學(xué)位授予單位】：華北電力大學(xué)(北京)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F49

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本文編號(hào)：1985350