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论文编号：	14132
作者编号：	2120213382
上传时间：	2023/6/13 15:36:13
中文题目：	X 新能源材料公司人才梯队建设的改进研究
英文题目：	Research on The Improvement of Talent Echelon Construction of X New Energy Materials Company
指导老师：	袁庆宏
中文关键字：	新能源材料产业；人才盘点；人才梯队建设；胜任力模型；人才 培养
英文关键字：	New Energy Materials Industry; Talent Echelon Construction; Competency Model; Talent Inventory; Talent Training
中文摘要：	中国经济在改革开放以来，实现了高速增长，经济市场中的企业竞争也愈 发激烈，而企业的核心竞争力优势建设离不开优秀人才团队的建设，所以企业 间的竞争本质是关于优秀人才的竞争，企业对于优秀人才的竞争也愈发激烈。 随着国家碳中和，碳达峰目标的提出，光伏行业是实现目标的重要一环， X 公司作为一家光伏产业上游的民营企业，积极响应国家“碳达峰、碳中和” 的号召，进一步巩固和发挥 X 公司在新能源材料行业的先进研制能力，从晶硅 生产为主向研发、生产综合新能源材料先进企业进行全面发展和变革。在这个 过程中 X 公司需要不断挖掘和激发企业的人力资源潜力，来支撑未来战略落地， 进而在竞争环境中持续领先。X 公司需要不断对自己的原有的人才团队进行培 养优化及挖掘可靠的后备人才，所以人才梯队建设对提升 X 公司的竞争力尤为 重要。 本文立足于研究 X 公司在新能源材料产业布局和战略落地过程中，采用问 卷、访谈调研相结合的方式，对 X 公司人才梯队建设过程中存在的问题进行深 入了解和分析，研究光伏和新能源材料产业发展政策和资料，在国内外学者对 人才梯队建设的相关研究结果、实践应用及相关理论模型的基础上，借鉴冰山 模型、人力资源开发、人才盘点等专业模型工具，对 X 公司后备人才评价选拔 标准、培养体系、人才梯队建设成果应用等方面存在的问题进行深入研究分析， 最终以后备人才体系搭建、人才评价选拔机制、人才培养体系、人才梯队建设 成果的应用改进为基础，提出了 X 公司人才梯队建设方案。 本论文对 X 公司人才梯队建设工作的改进研究属于案例论证性研究，对 X 公司人才梯队建设过程中存在的问题进行深入了解和分析，对 X 公司人才梯队 建设提出改进和建议，从而对完善符合 X 公司背景的人才梯队建设工作具有重 要的实践指导意义，进一步提升经营管理水平和企业核心竞争力，也能够为行 业内其他类似企业的人才梯队建设提供一定的参考与借鉴，具有一定的理论和 实践价值。
英文摘要：	Since the reform and opening up of China, its economy has seen a swift expansion, and the economic market has entered a period of rapid growth. Competition between businesses in the economic market has become ever more intense, and the foundation of their success is the formation of a remarkable talent team. Therefore, the heart of the competition between businesses lies in the competition for exceptional talents. At the same time, the emergence of new technologies such as industrial Internet, 5G, and artificial intelligence has greatly improved the per capita production efficiency of enterprises, making human resources gradually become the first resource of social production. As a private enterprise upstream of the photovoltaic new energy industry, Company X actively responds to the call of the state to "achieve carbon peak in 2030 and carbon neutrality in 2060", and further consolidate and exert the company's advanced research and development capabilities in the high-purity polysilicon industry。 Since 2019, He company has been cognizant of the dearth of personnel and resources, and has taken steps to ensure a thorough transformation and growth of their integrated new energy materials enterprises, ranging from polysilicon production to research and development. and has successively organized and carried out some talent echelon construction improvement and optimization work to supplement the company's reserve talents in the process of production management and research and development. This thesis is based on the analysis of Company X in the process of new energy materials industry layout and strategy landing, using a combination of qualitative and quantitative methods, through interview research and questionnaire research tools to understand and in-depth analysis of the company's talent echelon construction status quo, study the photovoltaic and new energy industry development policies and materials, study domestic and foreign scholars for the construction of talent echelon related theory and practice applications, learn from the iceberg model, competency model, talent inventory and other professional tools, and targeted with the X company talent team structure, Strategic planning and talent echelon construction status quo combined, A thorough examination and examination must be done to establish criteriaAbstract III for evaluating and selecting talent, creating a training system, utilizing the results of talent echelon construction, and other facets of the issue. This will be based on the strategic planning for talent echelon formation, the selection process, the system training system, the talent inventory, and the utilization of the outcomes from company X's talent echelon construction, as well as other components of the enhancement plan. This thesis, an exemplary one, offers improvement plans and suggestions for the construction of Company X's talent echelon, with significant practical guiding significance. This will enhance the level of operation and management, as well as the core competitiveness of the enterprise, and also provide a basis for the construction of talent echelon of other similar enterprises in the industry, both theoretically and practically.
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