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论文编号：	11427
作者编号：	2320170603
上传时间：	2019/12/15 16:00:39
中文题目：	DT管理咨询公司顾问团队
英文题目：	Research on Human Resource Development Strategy of DT Management Consulting Team
指导老师：	孟繁强
中文关键字：	管理咨询企业、人力资源开发，顾问团队
英文关键字：	Enterprise management consulting company, Human resources development, Consultant team.
中文摘要：	根据有关方面统计，北美是全球最大的咨询服务市场，其2017年的咨询服务市场规模占全球咨询服务市场规模（2770亿美元）的55%左右，其次是欧洲，亚太地区因发展较晚，占全球咨询服务市场规模的比重仅在17%左右。据测算，2018年和2019年亚太地区的管理咨询服务仍将保持6%至7%的增速，市场规模或在2019年达到536亿美元左右。以往都是世界500强，大型国有，事业单位，大型民营企业购买咨询服务，但是近年来，中小型国有，事业单位，乃至中小型民营企业也开始购买各类咨询服务，客户群发生的较为明显的扩大，在咨询收费方面，由于中小型企业的加入，尤其是民营企业的加入，对于整体咨询收费都产生了潜移默化的影响。由于国际，国内一线咨询公司的咨询报价较为高昂，对于部分企业犹如天价，因此，给了国内二线，三线咨询公司较为明显的市场机会。我国拥有咨询企业约上万家，分布于中国各大直辖市，省会城市，乃至地级市，尽管外部市场空间较大，机遇较多，尤其是对于已经解决基本经营问题的小型民营咨询公司来讲，同样还面临着公司内部各项管理的压力，在该行业中，咨询顾问作为完成工作主要群体，承担履行客户委托合约的重要工作。因此，这些小型民营管理咨询公司如何通过有效开展人力资源开发，激发管理顾问潜能，推动小型民营咨询公司做大，做强，是本文要研究的主要问题。本论文以DT管理咨询，一家非一线民营咨询公司的人力资源开发系统为研究对象，采用理论结合实际的研究方法开展研究，使用知识管理、人力资源管理、人力资源开发等理论作为研究理论基础，在此基础上，采用实证的研究方法，全面分析DT公司目前人力资源开发现状，界定人力资源开发的具体问题，并以此为依据，通过对DT公司现阶段人力资源管理、开发现状和特点分析后，结合这些现状又对其背后的主要原因进行了提炼。在明确以实现企业战略目标，可持续发展为最终目的，引入战略性人力资源管理理论和人力资源竞争力理论，通过人力资源开发工作，打造可以支撑其企业商业模式的学习型组织。尽管咨询服务行业组织的是根据项目从外部市场或公司内部组建临时团队为客户提供服务，尤其是在小型民营咨询公司中尤为常见，但是这类临时的团队很难为公司的长期发展积淀有效的成果，无法逐渐形成咨询公司的核心竞争力。因此，该研究最大的意义在该研究成果直接为DT公司提供了人力资源开发的方案，使DT公司在经营、管理中快速打造核心人才队伍，快速的提升DT公司在市场中的综合服务能力，为打造企业品牌，提升市场占有率奠定基础。从行业角度出发，帮助以DT公司为代表的小型民营咨询公司能够在未来的咨询市场中，从人才打造方面，增加成功的概率。为国内其他小型民营咨询公司提供良好的经验借鉴。 DT公司各方面在中国国内小型民营咨询公司范畴内的较为典型，其人力资源管理现状，开发现状都较有代表性。通过本文作者对DT公司现阶段人力资源管理、开发现状和特点分析后，结合这些现状又对其背后的主要原因进行了提炼。在明确以实现企业战略目标，可持续发展为最终目的，通过人力资源开发工作，打造可以支撑其企业商业模式的学习型组织。本章本文作者制定的策略结构为六项总策略汇聚实现一项总策略。一项总策略为效果目标，引领六项子策略互相联动包含了开发标准、开发路径和开发工具三个重要维度的研究内容。这六项策略分别为三维魔方顾问人才开发模型构建，顾问团队能力画像开发，顾问人才开发路径建设，知识管理平台开发，顾问团队学习与发展计划开发，顾问团队师徒制度开发。通过该论文的撰写和全面的论述，确保多项子策略之间有效联动，缺一不可，核心的理念还是从企业可持续性发展的角度出发，经过对DT公司的主要价值链活动进行分析，充分借鉴包括成人学习理论、知识管理理论形成学习型组织，保持企业的学习力和创新力，对顾问团队进行合理且科学的开发，促进企业战略达成，实现企业可持续发展的目标。策略设计完成后，在部署实施的时候，本节本文作者计划从三个保障角度来进行具体的论述，它们分别是：实施组织保障，实施制度保障和实施技术保障。其中，DT公司因为其业务的特性是项目活动和运营活动并存的公司，在本策略保障实施过程中，从可实施角度来讲，工作量虽然较大，但是可以分段实施。通过任命专职项目经理，设定强矩阵式的组织结构来保障该策略的实施。其次，对于实施过程来讲，制度的更加同样重要。笔者从三个维度包括规章制度，技术规范制度和经济责任制度进行设计，将制度内的内容嵌入人员绩效考核当中。最后，通过对组织保障和人员保障的综合论述，该策略实施过程是从“零”到“一”一次突破性的活动，笔者建议以项目管理作为突破手段，强调目标导向，聚焦目标的同时，利用科学的方法对过程进行有效管理，在质量、费用/成本和进度实现综合管理。本文作者，在此也衷心希望该研究成果，通过应用实践改善以DT公司所代表的国内小型民营咨询公司的人力资源开发现状，从而提升DT公司为代表的行业内的小型民营咨询公司人力资源开发品质和效率，为中国国内小型民营咨询公司在人力资源开发方面提供一定的参考价值。
英文摘要：	According to relevant statistics, North America is the world's largest consulting service market, accounting for about 55% share of the global consulting service market in 2017 (US $277 billion), followed by Europe, Asia Pacific region, due to its late development, only accounts for about 17% of the global consulting service market. It is estimated that in 2018 and 2019, management consulting services in the Asia Pacific region will still maintain a growth rate of 6% to 7%, and the market capacity may reach about 53.6 billion US dollars in 2019. In the past, it has been one of the top 500 companies in the world, large-scale state-owned company, public institutions, and large-scale private enterprises purchase consulting services. However in recent years, small and medium-sized state-owned company, public institutions, and even small and medium-sized private enterprises have also started to purchase all kinds of consulting services, and the customer capacity has expanded significantly. In terms of consulting fees, due to the participation of small and medium-sized enterprises, especially private enterprises. The comprehensive consulting fees have had a subtle impact. Due to the high price of consulting quotation of domestic first-tier consulting companies in the world, it is like a sky high price for enterprises. Therefore, it gives domestic second-tier and third-tier consulting companies more obvious market opportunities. There are about 10000 consulting enterprises in China, which are distributed in major cities in China. Although the external market space is large and there are many opportunities, especially for small private consulting companies that have solved basic business problems, they are also facing the pressure of internal management. In any industry, as the main carrier of these knowledge, the consultant To undertake the important work of fulfilling the client's entrustment contract. Therefore, how these small-scale private management consulting companies to effectively develop human resources, stimulate the potential of management consultants, and promote the small-scale private consulting companies to become bigger and stronger is the prior research of this thesis. This thesis takes DT management consulting, the human resource development system of a non- first-tier private consulting company as the research object, adopts the research method of combining theory with practice, uses the theories of knowledge management, human resource management and human resource development as the research theoretical basis, and on this basis, uses the empirical research method to comprehensively analyze the current human resource development of DT Company Based on the current situation, this thesis defines the specific problems of human resource development, analyzes the current situation and characteristics of human resource management and development of DT Company, and then find out the main reasons behind these situations. In order to realize the strategic goal and sustainable development of the enterprise, the thesis introduces the theory of strategic human resource management and the theory of human resource competitiveness, and through the work of human resource development, builds a learning organization that can support its business model. Although the consulting service industry organizes temporary teams to provide services for customers from the external market or within the company according to the project, especially in small private consulting companies, such temporary teams are difficult to accumulate effective results for the long-term development of the company, and cannot gradually form the core competitiveness of the consulting company. Therefore, the greatest significance of the research is that the research results directly provide DT Company with a plan for human resource development, so that DT Company can quickly build a strong talent team in operation and management, quickly improve DT Company's comprehensive service ability in the market, and lay a solid foundation for building enterprise brand and improving market share. From the perspective of industry, help small private consulting companies represented by DT Company to increase the probability of success in the future consulting market in terms of talent building. Provide good experience for other small private consulting companies in China DT Company is typical in all aspects of China's small private consulting companies, and its human resource management status and development status are more representative. Based on the analysis of the current situation and characteristics of human resource management and development in DT Company, the main reasons behind the situation are extracted. In order to achieve the strategic objectives of the enterprise and sustainable development as the bright goal, through the work of human resources development, to build a learning organization that can support its business model. In this chapter, the author proposes a strategy structure of six strategies aggregation to implement one strategy. A general strategy is the goal of effect, leading the interaction of six sub strategies, including three important dimensions of human resource development standards, human resource development paths and human resource development tools. These six strategies are respectively the construction of three-dimensional talent development model of magic cube consultants, the development of capability portrait of consultant team, the construction of development path of consultant talents, the development of knowledge management platform, the development of learning and development plan for consultant team, and the development of mentoring system for consultant team. Through the writing and comprehensive discussion of this thesis, it is necessary to ensure the effective linkage between multiple sub strategies. The core idea is from the perspective of sustainable development of the enterprise. Through the analysis of the main value chain activities of DT Company, we can fully learn from adult learning theory and knowledge management theory to form a learning organization and maintain the learning and innovation power of the enterprise The consultant team develops reasonably and scientifically, promotes the achievement of enterprise strategy and realizes the goal of sustainable development of the enterprise. After the completion of the strategy design, the author of this section plans to carry out a specific discussion from three aspects of support: implementation organization support, implementation system support and implementation technology support. Among them, DT Company, because of its business characteristics, is a company where project activities and operation activities coexist. In the implementation process of this strategy, from the perspective of implementation, although the workload is large, it can be implemented in sections. By appointing a full-time project manager and setting up a strong matrix organizational structure to ensure the implementation of the strategy. Secondly, for the implementation process, the system is more important. The author designs the rules and regulations, technical specifications and economic responsibility system from three dimensions, and embeds the contents of the system into the personnel performance appraisal. Finally, through the comprehensive discussion of organizational support and personnel support, the implementation process of the strategy is a breakthrough activity from "zero" to "one". The author suggests taking project management as a breakthrough means, emphasizing the goal orientation, focusing on the goal, using scientific methods to effectively manage the process, and achieving comprehensive management in quality, cost / cost and schedule. The author of this thesis also sincerely hopes that the research results can improve the current situation of human resource development of domestic small private consulting companies represented by DT Company through application, so as to improve the quality and efficiency of human resource development and sincerely hopes provide some reference for domestic small private consulting companies in human resource development field.
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