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论文编号：	13615
作者编号：	2320200302
上传时间：	2022/12/5 10:27:50
中文题目：	T集团分子公司总经理后备人才培养问题与改进策略研究
英文题目：	Research on cultivation problems and improvement strategies of back-up talents for general managers of T Group subsidiaries
指导老师：	刘俊振
中文关键字：	核心关键岗位；分子公司总经理；后备人才；人才培养；培养管理
英文关键字：	key positions; general manager of subsidiary company; back-up talents; personnel cultivation; cultivating management
中文摘要：	在快速多变的市场竞争环境下，人才资源是企业发展的动力之源，其中核心关键岗位人才发挥着不可替代的作用与价值。而生物医药企业的创新发展对人才管理提出更高的要求和挑战，如何科学合理的推进对核心关键岗位后备人才的管理和培养，使其能够满足组织发展的需求，保证核心管理团队的延续性，传承企业的管理价值与文化，进而激发组织内在活力，持续释放组织管理效能，有效促进经营战略落地，是对企业经营管理实践具有重要意义。 T集团作为一家天津本土生物医药民营企业，历经28年的快速发展，在大健康产业领域深耕细作，已形成覆盖现代中药、化学药、生物药、生物医学工程、再生医学等领域的大生物医药与生物医学工程技术产业协同发展的产业发展模式。但在集团核心关键岗位后备人才培养管理方面，尤其是对分子公司总经理后备人才的培养管理尚存诸多问题，例如人才结构配比不合理，年龄结构老龄化趋势凸显，后备人才培养不到位，人才缺口补充不及时等内容，为集团的后续发展带来影响和隐患。从后备人才培养的全局出发，相应的人才培养体系还需进一步的系统化改进与优化。 本文聚焦T集团核心关键岗位中的分子公司总经理岗后备人才培养的实际现状与问题进行研究，运用问卷调研及数据分析，剖析分子公司总经理后备人才培养体系优化的突破口，提炼出后备人才结构失衡、后备人才识别及接续管理不足、人才培养管理基础薄弱、缺乏配套人力资源管理机制等主要问题。在此基础上，本论文首先重新梳理分子公司总经理后备人才培养的改进思路与原则，并据此从构建目标岗位胜任能力模型，后备人才识别甄选机制建设、培养内容与培养方式优化等方面，对分子公司总经理后备人才培养管理体系进行系统性的改进升级。同时，为保证培养体系的良性运转，还同步从组织、制度、文化、预算等方面，完善所需的配套管理机制设计与制定，以提升整体方案的可实施性与操作性。以期改进目前企业对于核心关键岗位后备人才培养的短板，一定程度解决改善集团分子公司总经理岗位人才供给的问题，助力T集团实现自身“强人战略”的有效落地。
英文摘要：	In the rapidly changing market competition environment, human resources are the source of power for the development of enterprises, in which talents in key positions play an irreplaceable role and value. The innovative development of bio pharmaceutical enterprises puts forward higher requirements and challenges for talent management. How to scientifically and rationally promote the management and training of back-up talents for core key positions, so that they can meet the needs of organizational development, ensure the continuity of the core management team, inherit the management value and culture of the enterprise, thus stimulate the internal vitality of the organization, continuously release the organizational management effectiveness, and effectively promote the implementation of business strategies, It is of great significance to the practice of enterprise management. T Group is a private enterprise of Tianjin native biomedicine. After 28 years of rapid development, it has made intensive efforts in the field of large health industry, and has formed an industrial development model of coordinated development of large biomedicine and biomedical engineering technology industries covering chemical medicine, biological medicine, biomedical engineering, regenerative medicine and other fields. However, there are still many problems in the training and management of the reserve talents for the core and key positions of the Group, especially the training and management of the reserve talents for the general manager of the subsidiary companies, such as the unreasonable proportion of talent structure, the aging trend of the age structure, the inadequate cultivation of back-up talents, and the untimely supplement of talent gaps, which have brought influence and hidden dangers to the subsequent development of the Group. From the overall situation of back-up talents training, the corresponding talent training system needs further systematic improvement and optimization. This paper focuses on the actual situation and problems of the cultivation of back-up talents for the general manager position of the subsidiary companies in the key positions of T Group, analyzes the breakthrough of the optimization of cultivation system of back-up talents for the general manager of the subsidiary companies by using questionnaire survey and the data analysis, and extracts the main problems such as the imbalance of the back-up talents structure, insufficient back-up talents identification and succession management, weak talent cultivation management foundation, and lack of supporting human resource management mechanism. On this basis, this paper first reorganizes the ideas and principles for improving the cultivating of general manager reserve talents in subsidiary companies, and accordingly systematically improves and upgrades the cultivating management system of general manager back-up talents in subsidiary companies from the aspects of building the competency model of target posts, building the identification and selection mechanism of back-up talents, optimizing the cultivating contents and cultivating methods. At the same time, in order to ensure the healthy operation of the cultivating system, we also improved the design and formulation of the necessary supporting management mechanism from the aspects of organization, system, culture, budget, etc., to improve the feasibility and operability of the overall plan. It is expected to improve the current weakness of the enterprise in cultivating back-up talents for key positions, solve the problem of improving the supply of talents for the general manager position of the group's subsidiaries to a certain extent, and help T Group achieve the effective implementation of its "strong person strategy".
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