管理者人才盤點在企業(yè)中的應(yīng)用研究
發(fā)布時間：2018-08-30 08:51
【摘要】：作為我國經(jīng)濟(jì)支柱產(chǎn)業(yè)之一的房地產(chǎn)業(yè),近年來多數(shù)地產(chǎn)公司通過規(guī)�；瘮U張呈現(xiàn)出高績效增長,使得該行業(yè)在國民經(jīng)濟(jì)中發(fā)揮了越來越重要的作用。在高速擴張的同時,企業(yè)內(nèi)部的人才發(fā)展也要同步進(jìn)行,否則就會出現(xiàn)人才斷檔�；诖酥袚�(dān)憂,越來越多的企業(yè)開始意識到不僅資產(chǎn)需要盤點,人才也需要盤點。本文從勝任力素質(zhì)模型的角度來介紹人才盤點工具,并對A公司管理者人才盤點的流程進(jìn)行了詳細(xì)的介紹。對A公司管理者人才盤點結(jié)果進(jìn)行統(tǒng)計分析,并從不同管理職務(wù)等級、不同年齡段角度對人才盤點結(jié)果進(jìn)行差異性分析；對人才盤點與績效關(guān)系進(jìn)行研究,通過研究績優(yōu)組和績差組與盤點結(jié)果的相關(guān)性分析,得到以下結(jié)論：第一,本次管理者人才盤點選取的維度中有部分維度的區(qū)分度不顯著。反思產(chǎn)生這種問題的原因,在于勝任力指標(biāo)的制定。第二,就本次人才盤點結(jié)果來看,11個維度的權(quán)重不應(yīng)該全部都是1,部分指標(biāo)權(quán)重應(yīng)調(diào)高；部分指標(biāo)權(quán)重應(yīng)下調(diào),這樣管理者的人才盤點數(shù)據(jù)得分的實際使用意義和效果才會增加。第三,本次管理者人才盤點按管理職務(wù)等級的區(qū)分度較明顯,中級管理者在A公司管理者整體里面行為表現(xiàn)最優(yōu),同時自我提升的需求也最迫切,A公司應(yīng)該就中級管理者的培訓(xùn)發(fā)展進(jìn)行科學(xué)合理的設(shè)置安排。第四,學(xué)習(xí)能力作為整個管理者人才盤點中與績效差異最顯著的指標(biāo),A公司應(yīng)該合理有效的利用此能力來進(jìn)行繼任者的培養(yǎng)和人才梯隊的建設(shè)。第五,從勝任力模型中的企業(yè)文化來看,A公司所有管理者對于企業(yè)文化有著高度的認(rèn)可,這是A公司應(yīng)該繼續(xù)保留和發(fā)揚的優(yōu)點。第六,初級管理者在A公司整體管理者團(tuán)隊中出于基層弱勢群體,公司應(yīng)該意識到：初級管理者才是公司管理干部繼任計劃里的主要力量,如果不未雨綢繆的加強初級管理者的管理技能培訓(xùn),則在下一輪房地產(chǎn)快速擴張的情況下會產(chǎn)生人才斷檔的現(xiàn)象。本文最后將研究的結(jié)論落實到具體的工作策略上,提出了四條建議：一是加大人才梯隊建設(shè)力度,注重中低層管理者培養(yǎng)；二是對管理者按管理職務(wù)等級進(jìn)行培訓(xùn)提升；三是完善企業(yè)管理者勝任力模型搭建。
[Abstract]:As one of the pillar industries in our country, the real estate industry has been playing a more and more important role in the national economy. At the same time of high-speed expansion, talent development within the enterprise should also be synchronized, otherwise there will be a talent gap. Based on these concerns, more and more companies are beginning to realize that not only assets but also talents need to be counted. This paper introduces the tools of talent inventory from the perspective of competency model, and introduces the process of talent inventory of company A in detail. This paper makes a statistical analysis on the results of the personnel inventory of the managers of Company A, and analyzes the differences of the results from different levels of managerial positions and different ages, and studies the relationship between the inventory of talents and the performance. Based on the analysis of the correlation between the excellent achievement group and the poor performance group and the inventory results, the following conclusions are obtained: first, some of the dimensions selected by the managers are not significantly distinguished. The reason of reflecting on this problem lies in the formulation of competency index. Second, as far as the results of this talent inventory are concerned, the weights of the 11 dimensions should not all be 1, some of the index weights should be increased, and some of the index weights should be lowered. In this way, the actual use and effect of the talent count data score will increase. Third, the inventory of managers is more obvious according to the grade of management positions. The middle managers perform best in the managers of Company A, as a whole. At the same time, the demand of self-promotion is also most urgent. A company should make scientific and reasonable arrangement for the training and development of middle-level managers. Fourth, learning ability, as the most significant index of the difference between the managers' talent inventory and the performance, A company should reasonably and effectively use this ability to carry out the training of successors and the construction of talent echelon. Fifthly, from the view of corporate culture in competency model, all managers of company A have a high degree of recognition for corporate culture, which is the advantage that company A should continue to retain and develop. Sixth, junior managers in the overall management team of A company out of the grassroots vulnerable groups, the company should realize that: junior managers are the main force in the succession planning of corporate management cadres. If we do not plan ahead to strengthen the management skills training of junior managers, then in the next round of the rapid expansion of real estate will produce the phenomenon of talent cut file. In the end, the paper puts forward four suggestions: first, strengthen the construction of talent echelon, pay attention to the training of middle and low level managers, second, improve the training of managers according to the level of management position; Third, perfect enterprise manager competency model building.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F272.92
，
本文編號：2212585
[Abstract]:As one of the pillar industries in our country, the real estate industry has been playing a more and more important role in the national economy. At the same time of high-speed expansion, talent development within the enterprise should also be synchronized, otherwise there will be a talent gap. Based on these concerns, more and more companies are beginning to realize that not only assets but also talents need to be counted. This paper introduces the tools of talent inventory from the perspective of competency model, and introduces the process of talent inventory of company A in detail. This paper makes a statistical analysis on the results of the personnel inventory of the managers of Company A, and analyzes the differences of the results from different levels of managerial positions and different ages, and studies the relationship between the inventory of talents and the performance. Based on the analysis of the correlation between the excellent achievement group and the poor performance group and the inventory results, the following conclusions are obtained: first, some of the dimensions selected by the managers are not significantly distinguished. The reason of reflecting on this problem lies in the formulation of competency index. Second, as far as the results of this talent inventory are concerned, the weights of the 11 dimensions should not all be 1, some of the index weights should be increased, and some of the index weights should be lowered. In this way, the actual use and effect of the talent count data score will increase. Third, the inventory of managers is more obvious according to the grade of management positions. The middle managers perform best in the managers of Company A, as a whole. At the same time, the demand of self-promotion is also most urgent. A company should make scientific and reasonable arrangement for the training and development of middle-level managers. Fourth, learning ability, as the most significant index of the difference between the managers' talent inventory and the performance, A company should reasonably and effectively use this ability to carry out the training of successors and the construction of talent echelon. Fifthly, from the view of corporate culture in competency model, all managers of company A have a high degree of recognition for corporate culture, which is the advantage that company A should continue to retain and develop. Sixth, junior managers in the overall management team of A company out of the grassroots vulnerable groups, the company should realize that: junior managers are the main force in the succession planning of corporate management cadres. If we do not plan ahead to strengthen the management skills training of junior managers, then in the next round of the rapid expansion of real estate will produce the phenomenon of talent cut file. In the end, the paper puts forward four suggestions: first, strengthen the construction of talent echelon, pay attention to the training of middle and low level managers, second, improve the training of managers according to the level of management position; Third, perfect enterprise manager competency model building.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F272.92
，
本文編號：2212585
本文鏈接：http://sikaile.net/jingjilunwen/fangdichanjingjilunwen/2212585.html
最近更新
教材專著
