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论文编号：	14963
作者编号：	2320223859
上传时间：	2024/12/7 9:44:24
中文题目：	B工程公司钻探技术服务团队关键岗位人才培养问题与改进策略研究
英文题目：	Research on Talent Development Problems and Improvement Strategies for Key Positions of Drilling Technical Service Team of Engineering Company B
指导老师：	刘俊振
中文关键字：	钻探技术服务团队;关键岗位;人才培养;人职匹配;胜任力
英文关键字：	Drilling Technical Service Team;Key Positions;Talent Development;Personnel-position Matching;Competency
中文摘要：	国家发展、民族复兴、企业长青离不开人才，人才培养已经成为世界各国、组织关注的核心议题。随着油气资源的开采难度日益增大，钻探行业的技术服务关键岗位人才的能力与素质，已成为钻探技术服务企业核心竞争力的出发点和落脚点。B工程公司是国内知名石油集团公司专业化重组后的工程技术服务企业的子公司。钻探技术服务团队作为公司生产经营的基础单元，其关键岗位人才培养问题，更是作为关乎企业生存发展的重要课题有待深入研究和探讨。 本文的研究将B工程公司基层钻探技术服务团队关键岗位作为研究对象，在梳理人才及关键岗位概念，系统整理人才培养、人职匹配、胜任力模型、激励理论等相关理论的基础上，从价值贡献和可替代性两个维度，对团队的关键岗位进行了识别界定：确定了关键岗位3个，分别是固井主管M2、固井工程师T3、固井专员O3。研究以实地配对调查的方式，以钻探技术服务团队岗位员工、区域项目经理以及人力资源职能部门（即用人部门）作为调查对象，结合B工程公司钻探技术服务团队关键岗位人才培养现状，对存在的问题进行了总结归纳为：人才需求规划难匹配；人才培养机制不完善；职业通道狭窄转换难；配套保障机制不健全等四个方面。对此，开展了B工程公司钻探技术服务团队关键岗位人才培养体系改进策略的研究。首先，明确了改进目标、改进原则，制定了改进思路；其次，关键岗位胜任力模型的构建，为后续更好地对人才的培养体系进行改进提供理论支持并明确培养方向。最后，基于上述改进策略的前期准备，本研究在B工程公司现有的人才培养体系基础上，针对性提出需求规划改进策略、培养模式优化策略、职业发展通道畅通策略、配套体系保障策略。 本文的研究为人才培养研究提供了一定的案例补充，同时有助于为B公司构建有效的人才培养体系和发展规划，也对钻探行业解决类似人才培养问题具有一定的借鉴意义。
英文摘要：	Talent development has become a core issue of concern to countries and organizations around the world. During with the increasing difficulty of exploiting oil and gas resources, the ability and quality of talents in key positions have become the core competitiveness of drilling technical service enterprises. B Engineering Company is a subsidiary of an engineering technical service enterprise reorganized by a well-known state-owned petroleum group company. As the basic unit of the company's operation, the development of talents in key positions of the drilling technical service team needs to be further studied and discussed. This study takes the key positions of drilling technical service team of B company as the research object. It clarifies the definition of talent and key positions, refers to the relevant theories such as talent development, personnel-position matching, competency model and motivation theory. Three key positions were identified from two dimensions: value contribution and substitutability, which are cementing manager M2, cementing technician T3, and cementing operator O3. In the investigation and analysis stage, employees of drilling technical service team, project managers and HR departments are taken as the investigation objects. The problems of the talent development are divided into four aspects: talent demand planning is difficult to match; The training mechanism is incomplete; The transform of career channel is difficult; The supporting guarantee mechanism is imperfect. Accordingly, the research on the improvement strategy of talent development system for key positions in drilling technical service team of B Engineering Company is carried out. First of all, the improvement objectives and principles are defined, and the improvement ideas are formulated. Secondly, construct the competency model of key positions. At last, based on the preliminary preparation of the above improvement strategies, this study puts forward the improvement and guarantee strategies of the talent development system for key positions in the drilling technical service team of B Engineering Company: demand planning improvement strategy, training mode optimization strategy, career development channel smooth strategy and supporting system guarantee strategy. The research provides a certain case supplement for the research of talent development. It can provide reference for the talent development of key positions in the drilling technical service team of Company B, and also have certain reference value for the drilling industry to solve similar talent development problems.
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