【摘要】：21世紀(jì)企業(yè)可持續(xù)發(fā)展最重要的要素之一肯定是人才。同比其他要素相比,人的作用更積極,更活躍,對企業(yè)的發(fā)展影響更大,是第一資源,是企業(yè)發(fā)展應(yīng)首要考慮的。如今,經(jīng)濟(jì)競爭已經(jīng)白熱化,科技進(jìn)步更是讓人嘆為觀止。新知識新理念層出不窮,企業(yè)間的競爭不斷加劇。人們的知識、理念需要不斷更新,技術(shù)、技能需要持續(xù)提高,否則,就如逆水行舟不進(jìn)則退。人才規(guī)劃作為一項重要的基礎(chǔ)性工作,被稱為人力資源管理的起點和最終目標(biāo)。而此目標(biāo)的最終實現(xiàn)則要求人員必須達(dá)到相應(yīng)的素質(zhì)和結(jié)構(gòu)要求。本文把北化集團(tuán)作為研究案例,從公司的戰(zhàn)略角度出發(fā),提出了研究人才培養(yǎng)機(jī)制的必要性。從北化集團(tuán)公司的現(xiàn)狀,統(tǒng)計當(dāng)前的人力資源的結(jié)構(gòu)與素質(zhì)。從北化集團(tuán)的戰(zhàn)略目標(biāo)人才規(guī)劃進(jìn)行分析,判斷當(dāng)前與未來人才需求。通過比較得出現(xiàn)有的人員構(gòu)成不能滿足企業(yè)現(xiàn)狀以及發(fā)展的需要。集團(tuán)公司在“十一五”期間為北化集團(tuán)發(fā)展的拐點,“十二五”期間進(jìn)行平穩(wěn)過渡與穩(wěn)定上升；因此,本文從企業(yè)內(nèi)部培訓(xùn)職工的角度出發(fā),挖掘潛力,制定當(dāng)前和未來5年公司的人才培養(yǎng)方案。對三類人才分別制定培養(yǎng)規(guī)劃和方案,解決阻礙公司發(fā)展的人才瓶頸問題,為企業(yè)提供合適的優(yōu)秀人才,保證企業(yè)獲得競爭優(yōu)勢,最終實現(xiàn)發(fā)展目標(biāo)。
[Abstract]:One of the most important elements of the sustainable development of enterprises in the 21 st century must be talents. Compared with other factors, the role of people is more active and more active, which has a greater impact on the development of enterprises. It is the first resource and the primary consideration for the development of enterprises. Today, the economic competition has been intensified, scientific and technological progress is even more impressive. New knowledge and new ideas emerge in endlessly, and the competition between enterprises is becoming more and more serious. People's knowledge, ideas need to be constantly updated, technology, skills need to continue to improve, otherwise, is like sailing against the tide, or retreat. As an important basic work, talent planning is called the starting point and final goal of human resource management. The ultimate realization of this goal requires the personnel to meet the corresponding quality and structure requirements. This paper takes Beihua Group as a case study and puts forward the necessity of studying talent training mechanism from the strategic point of view of the company. From the current situation of Beihua Group Company, the structure and quality of current human resources are counted. This paper analyzes the strategic target talent planning of Beihua Group, and judges the current and future talent demand. By comparison, the existing personnel structure can not meet the needs of the current situation and development of enterprises. During the 11th Five-Year Plan period, the Group Company is the turning point for the development of Beihua Group. During the 12th Five-Year Plan period, the group will make a steady transition and rise steadily. Therefore, this paper aims to tap the potential from the angle of training the staff and workers within the enterprise. Develop the current and the next 5 years of the company's talent training program. In order to solve the problem of talent bottleneck which hinders the development of the company, the three types of talents should be formulated separately, which can provide the enterprise with suitable talents, ensure the enterprise to obtain the competitive advantage, and finally realize the development goal.
【學(xué)位授予單位】：北京化工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.7

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