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论文编号：	15711
作者编号：	2320234049
上传时间：	2025/12/9 15:21:31
中文题目：	C公司管理继任计划改进研究
英文题目：	Research on the Improvement of C Company''s Management Succession Plan
指导老师：	王健友
中文关键字：	服务型企业；战略导向；人才盘点；继任计划；胜任力；
英文关键字：	Service-oriented enterprises;Strategic orientation;Talent Review Succession Planning;competency;
中文摘要：	在AI快速发展和企业全球化的时代背景下，不管是企业还是个人，发展的速度远超过过去的任何同时期，因此企业人才供给也面临严重不足的情形。企业急需要一支能快速成长并且能适应组织变化及外部环境变化的团队，以应对各种挑战。 本文以C公司为研究对象，针对其在快速扩张，国际化业务开展，产业链延伸背景下的人才管理困境进行了一次系统诊断和优化升级。调查研究显示，C公司的管理继任计划存在三个核心问题：选拔机制缺乏科学性；储备缺乏合理性；培养缺乏连续性。过度依赖九宫格静态盘点与上级主观评价，导致选拔标准与战略需求脱节，出现人选不准的风险；储备人才同质化严重，与新兴业务的多元化、专业化需求严重错配；培训内容单一、周期过短，导致继任者育之不成熟，陷入能力幻觉。 本文通过战略人力资源管理、胜任力模型及人才盘点理论，优化了C公司在管理继任计划上的不足。本文首先将企业战略转化为分层分类的战略导向胜任力模型，为人才选拔与培养提供精准标尺。其次，重构科学选拔机制，引入多维度评估，综合运用行为访谈、情境模拟、心理测评等工具，确保评估的客观性与全面性。再次，优化战略性人才储备，建立基于动态需求预测，并设计端到端的人才供应链闭环管理流程，实现人才供给的前瞻性与弹性。最后，重建连续性培养体系，打破传统课堂培训模式，通过实战项目淬炼继任者能力。 本研究不仅为C公司提供了具操作性的实施路径与保障措施，也为面临类似挑战的广大成长型企业提供了一个可借鉴的、系统性的继任计划优化框架，对其构建人才核心竞争力、实现战略目标具有重要的理论与实践意义。
英文摘要：	In the context of rapid development of AI and globalization of enterprises, both enterprises and individuals are developing at a much faster pace than any other period in the past. Therefore, the talent supply of enterprises has also highlighted strong shortcomings. Enterprises urgently need a team that can grow rapidly and adapt to organizational and external environmental changes to meet various challenges. This thesis takes Company C as the research object, and conducts a systematic diagnosis and optimization upgrade of its talent management dilemma in the context of rapid expansion, international business development, and industrial chain extension. Research shows that there are three core issues with C Company's management succession plan: Lack of scientific selection mechanism;Lack of rationality in reserves, and Lack of continuity in training. Excessive reliance on the "nine grid" static inventory and subjective evaluation from superiors leads to a disconnect between selection criteria and strategic needs, resulting in the risk of "inaccurate selection"; The homogenization of reserve talents is severe, and there is a serious mismatch with the diversified and specialized needs of emerging businesses; The training content is single and the cycle is too short, which leads to the "immaturity" of successors and falls into the "ability illusion". This thesis optimizes the shortcomings of C Company's management succession plan through strategic human resource management, competency model, and talent inventory theory. This thesis first transforms corporate strategy into a hierarchical and classified strategic oriented competency model, providing a precise "yardstick" for talent selection and cultivation. Secondly, reconstruct the scientific selection mechanism, introduce multidimensional evaluation, and comprehensively use tools such as behavioral interviews, situational simulations, and psychological assessments to ensure the objectivity and comprehensiveness of the evaluation. Once again, optimize the strategic talent reserve, establish a closed-loop management process for talent supply chain based on dynamic demand forecasting, and design an end-to-end talent supply chain to achieve forward-looking and flexible talent supply. Finally, rebuild the continuity training system, break the traditional classroom training mode, and hone the successor's abilities through practical projects. This study not only provides a practical implementation path and safeguard measures for Company C, but also provides a systematic succession planning optimization framework that can be used as a reference for growth oriented enterprises facing similar challenges. It has important theoretical and practical significance for building talent core competitiveness and achieving strategic goals.
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