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论文编号：	13402
作者编号：	2320190392
上传时间：	2022/6/14 18:04:05
中文题目：	A公司智能网联汽车人才流失问题与对策研究
英文题目：	A study on problem of employee turnover of intelligent and connected vehicle and countermeasures of A company
指导老师：	袁庆宏
中文关键字：	智能网联汽车人才；人才流失；人才激励；人才保留
英文关键字：	talent of intelligent and connected vehicle；talent loss；talent motivation； talent retention
中文摘要：	2021年，汽车人才流失率已经超过了2020年，智能网联汽车作为一个新兴战略方向，人才流失的矛盾更为突出。据媒体报道，某德系合资车企的研发部门去年的离职率约30%，智能网联、自动驾驶这类热门部门的离职率甚至高达50%，且出现了整个团队的集体离职现象。无论是理论研究还是管理实践当中，人才保留都是汽车行业面临的最大人力资源挑战。 伴随着新兴技术的发展，汽车行业迎来百年未有之大变局。汽车这一传统行业被人工智能、大数据、5G通信、云计算等高科技赋能，电动化、智能化、网联化、共享化的新四化重新定义了汽车。在汽车碳排放双积分政策和资本利好的推动下，众多科技公司、互联网公司和ICT企业纷纷下场造车，汽车行业的新势力层出不穷。科技公司拥有不同的薪酬架构和商业模式，对软件、算法类人才有着高薪酬的强大新引力，传统车企面临着人才流失严重与人才招聘难的双重压力。目前人才市场上拥有跨行业、跨职能、跨学科的综合性人才越来越稀缺，如何发展并留住人才，如何利用好人力资本构建企业的核心竞争力等人力资源问题，从来没有像今天这样如此重要。A公司作为在智能网联汽车领域的领先企业之一，陷入了智能网联汽车人才新人难招，老人难留的怪圈，缺乏一支稳定的人才梯队。如何在大进大出的人才高流动率背景下，保留经验和技术丰富的员工，提升全公司的智能化业务竞争力，已经是A公司推进智能网联高质量发展的关键课题。 本文以A公司智能网联汽车人才为研究对象，综合运用常见的文献研究法、问卷调查法、比较研究法、统计分析法等常见的研究方式，研究内容包括：职业生涯开发与管理、激励制度、人才保留内容，针对团队人力资源高流动率的特点和面临的实际问题，提出了完善人才培训体系、建设多层次的人才梯队、引入职业生涯开发管理、探索多层次复合型激励措施、做好离职管理等五方面的应对措施。
英文摘要：	In 2021, the talent loss rate of automobile has exceeded that of 2020. Intelligent connected automobile is a new strategic direction, and the contradiction of talent loss is more prominent. A German joint venture car company was reported by the media that the turnover rate of its R&D department was about 30%, and the turnover rate of popular departments, such as intelligent Internet connection and autonomous driving, was even as high as 50%, and the whole team quit altogether. Perhaps we can get a glimpse of the leopard, whether in theoretical research or management practice, talent retention is the biggest human resource challenge facing the automotive industry. At present, the automobile industry is facing unprecedented changes. The traditional automobile industry has been powered by artificial intelligence, big data, 5G communication, cloud computing and other high-tech, and the new four modernizations of electrification, intelligence, network connection and sharing have redefined the automobile. Driven by the double credits policy on automobile carbon emission and the favorable capital, many technology companies, Internet companies and ICT enterprises have gone out to produce cars, and new forces in the automobile industry emerge endlessly. Technology companies have different compensation structures and business models, and have a strong new attraction for software and algorithm talents with high salaries. Traditional car companies are facing the double pressure of serious brain drain and difficult recruitment. At present, cross-industry, cross-functional and cross-disciplinary comprehensive talents are increasingly scarce in the talent market. Human resource issues such as how to develop and retain talents and how to make good use of human capital to build the core competitiveness of enterprises have never been so important as today. As one of the leading enterprises in the field of intelligent connected vehicles, A company's intelligent connected department has fallen into the vicious circle of constantly recruiting people, but also constantly having talents flowing out quickly, lacking A stable talent team. How to maintain A high level of performance under the background of high talent turnover rate, so as to enhance the competitiveness of the whole company, has been A key issue for company A to promote the high-quality development of intelligent network. In this paper, the intelligent and connected automobile talents of A company are taken as the research object, and common research methods such as literature research, questionnaire survey, comparative research and statistical analysis are comprehensively used. The research contents include: Career development and management, incentive system, talent reserves, according to the characteristics of group human resources high turnover and the practical problems they faced, and puts forward the improving personnel training system, the construction of multi-level talent team, the introduction of career development and management, to explore multi-level complex incentives, and measures of five aspects, such as management of departure.
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