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论文编号：	13342
作者编号：	2320180664
上传时间：	2022/6/12 18:59:42
中文题目：	A互联网公司核心人才流失与管理应对研究
英文题目：	Study on the Problem and Countermeasures of Core Talent Drain In the A Internet Company
指导老师：	刘俊振
中文关键字：	核心人才;人才流失;互联网企业;管理应对策略
英文关键字：	Core Talent;Talent Drain;Internet Company;Tackling Strategies
中文摘要：	现代企业中核心人才控制着核心资源的分配，他们具备着独特的认知和视野，构成企业的核心竞争力，其管理和创新活动直接决定着企业经营活动的成果。虽然他们占比在少数但在关键重要管理节点上绩效显著，战略价值、市场稀缺性程度极高。近年来伴随着国内可预期的互联网线上流量红利见顶，国内互联网企业不断刷新着纪录，以高薪吸引稀缺人才的加入，无不体现出对核心人才的饥渴。2021年，曾经一度野蛮生长的互联网行业迎来强监管的时代，互联网领域商业竞争规则也在进一步清晰化、规范化和法制化；与此同时，曾经风靡一时“996工作制”，以及互联网企业鼓励“自愿”加班的狼性文化与过度重短期资本回报的倾向，近来饱受社会争议。 A公司是一家国内互联网企业，业务覆盖二手车在线营销推广、汽车交易服务以及金融等领域。因近年来出现显著的核心人才流失问题，核心人才流失率逐年攀高，阻碍着公司互联网产业化转型和高质量可持续发展。本文围绕A公司近三年来核心人才流失现状，通过对公司已离职核心人才以及在职核心人才进行调研，在梳理大量理论文献和分层次归因分析的基础上对A公司核心人才流失问题展开专题研究，进一步厘清致使核心人才流失的真实原因，找到有针对性的应对方案。 本文首先从行业监管加强的研究背景进行介绍导入主题，明确界定人才与核心人才、人才流失与人才流动，梳理人才流失相关激励理论等相关概念及理论；然后，回顾总结A公司企业核心人才流失的现状、当前存在问题；最后，明确A公司控制核心人才流失总体目标，提出企业需制订更加积极的人才竞争策略，扭转核心人才流失趋势，提出包括提升核心人才人岗匹配、改革绩效管理机制、精细化设计核心人才薪酬福利和畅通核心人才参与渠道等四个方面举措，完善管理流程以及落实相应配套的组织、能力与预算保障机制。
英文摘要：	Core talent is the core competitiveness of the modern enterprises. Core talent generally controls the allocation of the core resources, with the unique cognitive insight, and their management and innovation significantly affect the fruits of the enterprise's core business activities. Regardless of a handful of proportion, core talent contributes to significant performance in key nodes, their strategic value and market scarcity degree is extremely high. In recent years, the Internet online traffic dividend can be expected to peak, and those domestic Internet enterprises of different sizes are upsetting the new record to attract scarce talents with high compensation. The phenomenon of "talent competition" reflects their eager for scarce talents. Meanwhile, in 2021, the savagely-growth Internet industry moves into a new era of strong regulation, and business competition rules in the Internet field will be furtherly clarified, standardized and legalized. The “996” regime, which refers to a work schedule of 9a.m. to 9p.m., six days a week, often without extra pay, was once popular in the Internet firms, nowadays the Wolf culture of "voluntarily" overtime, and the tendency to excessively focus on short-term interests, with its severely impair to the employees' rights, are suffering from social controversy. The Company A, one of the China's largest online platforms, is the earliest domestic commercial online advertising servicer to the consumers and the small or medium-sized firms. From 2019 to 2021, the company A has experienced severe core brain drain, which separation rate has been increasing year by year, hindering the company's Internet industrialization transformation and high-quality sustainable development. This article has reviewed the A company core brain drain present situation during the nearly three years, through the questionnaire and interview survey of the former and serving employees , on the basis of hierarchical attribution analysis on the brain drain reason, seek the underlying causes of the core brain drain, and search for targeted solutions, with reference to make decisions for the top executives. Firstly, this paper introduces the topic from the background, and then clearly defines the concepts and reviews some classical theories of talent drain and talent flow, and the incentive theory related to brain drain. Furtherly, review and summarize the current situation and existing problems of the A company's core talent drain; Finally, This paper explicit the overall goal of the A company to control the rate of the brain-drain, aimed to provide the effective strategy, to reverse the brain drain trend, put forward effective solutions, including attaching great importance to optimize person-post matching, reforming the performance management system, upgrading the fat compensation policy, open channels for key employees’ participation. Also, the paper proposes the organization, capability and budget supporting mechanism to retain the valuable core talent.
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