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论文编号：	13427
作者编号：	2320190360
上传时间：	2022/6/15 23:03:48
中文题目：	B公司战略转型期管理人才梯队建设研究
英文题目：	Research on the construction of management talent echelon in B Company’s strategic transition period
指导老师：	杨斌
中文关键字：	战略转型；管理人才；梯队建设
英文关键字：	Strategic transformation; Management personnel; Echelon construction
中文摘要：	中国经济发展整体情况稳中向好，进入新常态，但因国内外大环境和新冠疫情的影响，经济增长速度逐渐变缓，但是大数据产业的发展以及中国政府的数字化建设进程仍然呈现出较为旺盛的需求态势。随着大数据产业的发展，越来越多的中小型企业面临着人才短缺问题，而企业之间的竞争也越来越体现在人才资源的竞争上，在企业快速发展期，人力资源管理的核心越来越聚焦在如何打造一支高绩效的队伍上，即人才梯队的建设上。 B公司作为一家成立20年，一直致力于为中国地方政府提供经济大数据处理软件和数据服务的公司，近期计划进行战略转型，主营业务从“软件开发”调整为“数据服务”。总裁提出了新的战略目标，并制定了三年战略规划，即利用三年时间占领全国市场，实现“百家子公司”，“百名创业领袖”的目标。而在此快速扩张期，管理人才队伍的建设成为了迫在眉睫的关键问题，数量的短缺、能力的不足，已经成为公司面临的最严峻问题，也成为了公司实现战略目标的瓶颈。 因此，本文对B公司管理人才梯队建设的情况进行了梳理，找出了B公司人才梯队建设存在的问题，并分析了原因，制定了B公司管理人才梯队建设的对策与措施。研究表明：人才梯队建设，首先应结合公司的发展战略进行相应的组织结构优化、并制定人力资源战略目标，通过人才需求评估，人才盘点，厘清企业发展所需的人才数量、质量和结构要求;其次应该基于胜任力模型进行人员测评与评估，将符合标准的绩优者选拔出来进入到人才梯队资源库：同时动态维护储备人才库，做到实时更新，让其保持活力和良性的循环流动；最后应该基于胜任力模型开展人才的培养、激励和保留工作，从而使管理型人才的后备队伍能力和素质能够得到有效提升，满足继任的要求，支撑企业战略目标的实现。 本文对B公司从“技术”向“服务”进行战略转型时，如何有效地储备和培养企业发展所需的高素质管理人才进行了有益探索，对解决中小型企业在快速扩张期普遍面临的人才短缺问题有一定参考价值。
英文摘要：	The overall situation of China's economic development is stable and improving, and it has entered the new normal. However, due to the impact of the domestic and foreign environment and the COVID-19 epidemic, the economic growth rate is gradually slowing down. However, the development of big data industry and the digitalization construction process of the Chinese government still show a relatively strong demand. With the development of large data industry, more and more small and medium-sized enterprise is facing the talent shortage, and the competition between enterprises is becoming more and more embodied in the human resources competition, the enterprise fast development, the core of human resource management is more and more focus on how to build a high performance team, namely the talent team construction. As a 20-year established company, B has been committed to providing economic big data processing software and data services for Chinese local governments. Recently, it plans to carry out strategic transformation and adjust its main business from "software development" to "data service". The president put forward a new strategic goal and made a three-year strategic plan, that is, occupy the national market in three years to achieve the goal of "100 subsidiaries" and "100 entrepreneurial leaders". In this period of rapid expansion, the construction of management talent team has become an imminent key problem, the number of shortage, the lack of ability, has become the most serious problem facing the company, has also become the company to achieve strategic goals of the bottleneck. Therefore, this paper combs the situation of B company's management talent echelon construction, finds out the existing problems of B company's talent echelon construction, analyzes the causes, and formulates countermeasures and measures for B company's management talent echelon construction. The research shows that: the construction of talent echelon should firstly optimize the organizational structure according to the development strategy of the company, and formulate the human resource strategic objectives. Through the talent demand assessment and talent inventory, the quantity, quality and structure requirements of the enterprise development should be clarified. Secondly, personnel evaluation and evaluation should be carried out based on the competency model, and the qualified performers should be selected into the talent echelon resource pool [1]. Meanwhile, the reserve talent pool should be maintained dynamically and updated in real time, so as to keep its vitality and virtuous circulation flow. Finally, talent cultivation, motivation and retention should be carried out based on the competency model, so as to effectively improve the ability and quality of the reserve team of managerial talents, meet the requirements of succession, and support the realization of enterprise strategic goals. This paper explores how to effectively reserve and cultivate high-quality management talents for the development of B company during its strategic transformation from "technology" to "service", which has certain reference value to solve the talent shortage problem commonly faced by small and medium-sized enterprises in the period of rapid expansion.
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