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论文编号：	12174
作者编号：	2320180381
上传时间：	2020/12/14 16:41:53
中文题目：	国企混改背景下GT集团关键岗位胜任力模型构建的研究
英文题目：	Research on the construction of competency model for key positions of GT group under the background of mixed reform of state owned enterprises
指导老师：	吕峰
中文关键字：	胜任力模型；人才盘点；关键岗位人才选拔
英文关键字：	Competency Model; Talent Review; Talent selection for key positions
中文摘要：	国有企业为我国的经济建设做出了巨大的贡献，是国民经济发展的中坚力量，党的十九大报告明确指出“深化国有企业改革，发展混合所有制经济，培育具有全球竞争力的世界一流企业”的方向。国有企业混改后，“混”使企业的体质发生了变化，而“改”则使机制发生变化。混改后的国企也正是改变原有的机制和体制，改变原有的治理模式，才会打破原有瓶颈，找到一片新天地。而承载着改革的最重要的载体就是企业中的“人”。企业中的人才供应方式有许多种，相比外部引入，企业内部人才更具招聘培养成本低、与企业价值观一致性高、对企业了解深入、选拔的信效度更准确等优势，且在混改过程后，对企业原有体制和文化有深入了解的人才才能更好的推动公司的改革落地，如何在企业中选出合适的人才也成为了国企人力资源从业者遇到的难题。 作为双百企业的GT集团拥有着71年的历史，面对混改带来的冲击，同样面临着上述问题，为了推动公司整体混改目标的达成，公司近两年开始从各部门选拔业务员工进行集中培养，很多关键岗位都开始启用年轻干部，但是效果不突出，甚至在管理过程中出现了很大的风险，最终公司锁定集团技术中心为公司核心人才的聚集摇篮，确定公司在研发、市场、管理三类岗位方向储备人才，通过战略主题访谈+对标分析+标杆BEI访谈+专家访谈，建立三类岗位方向的胜任力模型来确定GT集团所需人才的画像。未来将应用于技术中心的人才盘点工作，确定未来需储备的人才，并根据盘点结果实施更有针对性的培养，让储备人才快速成长以满足公司急需的关键岗位。同时，GT集团将建立的关键人才的胜任力模型作为未来外部人才引进的标准，提高人才招聘的精准性，为公司人才发展战略提供有力保障，确保GT集团混改的有效落地。
英文摘要：	State-owned enterprises have made tremendous contributions to my country’s economic construction and are the backbone of the development of the national economy. The report of the 19th National Congress of the Communist Party of China clearly pointed out that “deepening the reform of state-owned enterprises, developing a mixed ownership economy, and fostering world-class enterprises with global competitiveness. "Direction. After the mixed reform of state-owned enterprises, the "mixing" changed the physique of the enterprise, while the "reform" changed the mechanism. State-owned enterprises after the mixed-ownership reforms are also changing the original mechanisms and systems and changing the original governance model to break the original bottleneck and find a new world. The most important carrier carrying the reform is the "talents" in the enterprise. There are many ways to supply talents in enterprises. Compared with external introductions, internal talents have the advantages of low recruitment and training costs, high consistency with corporate values, in-depth understanding of enterprises, and more accurate selection reliability and validity. After the reform process, talents with in-depth understanding of the company's original system and culture can better promote the implementation of the company's reforms. How to select suitable talents in the company has also become a difficult problem for state-owned enterprise human resources practitioners. As a double-hundred enterprise, GT Group has a history of 71 years. Facing the impact of mixed reform, it also faces the above-mentioned problems. In order to promote the achievement of the company's overall mixed reform goal, the company has begun to select business employees from various departments in the past two years. For intensive training, many key positions began to use young cadres, but the effect was not outstanding, and even great risks appeared in the management process. In the end, the company locked the group technology center as the cradle of the company’s core talents and determined the company’s R&D and marketing , Manage the reserve of talents for the three types of positions, establish a competency model for the three types of positions through strategic thematic interviews + benchmarking analysis + benchmark BEI interviews + expert interviews to determine the portrait of the talents required by GT Group. In the future, it will be used in the talent inventory work of the technology center to determine the talents that need to be reserved in the future, and implement more targeted training based on the inventory results, so that the reserved talents can grow rapidly to meet the key positions that the company urgently needs. At the same time, GT Group will establish the competency model of key talents as the standard for the introduction of future external talents, improve the accuracy of talent recruitment, provide a strong guarantee for the company's talent development strategy, and ensure the effective implementation of GT Group's mixed reform.
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