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论文编号：	15832
作者编号：	2320233795
上传时间：	2025/12/10 17:41:06
中文题目：	Y集团战略转型期核心储备人才后成长阶段开发策略研究
英文题目：	Research on Development Strategies for Core Reserve Talents in the Post-Growth Phase during Y Group''s Strategic Transformation Period
指导老师：	袁庆宏
中文关键字：	房地产大型企业；战略转型；核心储备人才；后成长阶段；人才开发
英文关键字：	Large-scale Real Estate Enterprises; Strategic Transformation; Core Reserve Talents; Post-Growth Phase; Talent Development
中文摘要：	房地产业因其关联度高、带动力强，对消费、投资和就业具有较强的拉动作用，被视为国民经济的支柱产业。近年来随着我国经济从高速增长到高质量发展转型，由传统型经济向创新型经济转变及供给侧结构性改革，房地产行业发展迎来拐点，从规模化扩张进入深度调整和新发展模式构建期。去规模化势必会伴随组织架构调整、人员流动、业务板块调整及非经营性支出的锐减等。面对内外部环境变化，房地产企业战略转型与系统性重构成为必然选择。在核心业务调整与新业务发轫之际，组织惯性约束与人才能力错配问题凸显，激活组织动能与长期积累的人才势能至关重要。 本研究以房地产大型组织内部核心储备人才为研究对象，探究其在非连续性的转型场景下如何通过组织层面的“大开发赋能”体系，进行价值转化与后成长阶段职业路径重塑。本研究分析了Y集团地产业务发展历程及组织人才现状，同时梳理了其一体化、多元化战略推进过程中的业务孵化与轻资产转型举措。以系统性视角将战略转型、组织网络、人才再开发等要素耦合协同。 本研究运用战略管理、组织管理、职业发展及人力资源柔性等理论，通过人员访谈、组织诊断等研究方法分析问题及成因，结合发展型人力资源管理实践，设计了核心储备人才后成长阶段开发管理框架与多维赋能体系，并运用组合式人才开发工具提供了体系化、结构化的人才开发优化策略。为确保方案实施，提供了组织、技术、资金方面的保障措施。解决了人才职业发展转型与再配置的阶段性难题，依托其后成长阶段的效能释放，将积累的人力资本转化为赋能新业务的战略性资产。为企业中长期竞争优势打造提供组织能力支撑，逐步实现从传统地产开发商到综合性企业集团的演变。本研究结论为增强人才与企业战略绑定度，促进人才价值与战略增量的共生演进提供参考，同时对处于复杂动荡环境下的企业实施战略转型具有借鉴意义。
英文摘要：	The real estate industry, characterized by its high relevance and strong driving force, exerts a significant pulling effect on consumption, investment, and employ-ment, thus being regarded as a pillar industry of the national economy. In recent years, with China's economic transition from high-speed growth to high-quality de-velopment, from a traditional economy to an innovative economy, and the imple-mentation of supply-side structural reforms, the real estate industry has encountered an inflection point, shifting from large-scale expansion to a period of profound ad-justment and the construction of new development models. The process of downscaling is inevitably accompanied by organizational restructuring, personnel turnover, adjustments to business segments, and a sharp decline in non-operational expenditures. In response to changes in the internal and external environments, stra-tegic transformation and systemic restructuring of real estate enterprises have be-come inevitable choices. At the juncture of core business adjustments and the incep-tion of new businesses, issues such as organizational inertia constraints and talent capability mismatches have become prominent, making it crucial to activate organ-izational momentum and leverage the long-accumulated talent potential. This thesis focuses on core reserve talents within large real estate organizations, exploring how, in the context of discontinuous transformation, an organization-al-level "comprehensive development-enabled" system can facilitate value conver-sion and the reshaping of career pathways in their post-growth phase. The thesis an-alyzes the development history of Y Group’s real estate business and its current or-ganizational and talent status, while also examining the business incubation and as-set-light transformation initiatives undertaken during the implementation of its in-tegrated and diversified strategies. From a systemic perspective, the research inte-grates and aligns elements such as strategic transformation, organizational networks, and talent redeployment. Drawing on theories from strategic management, organizational behavior, ca-reer development, and flexible human resource management, this thesis employs methods including interviews and organizational diagnostics to identify problems and their root causes. Based on developmental human resource management prac-tices, it designs a management framework and a multidimensional enabling system for the development of core reserve talents in the post-growth phase. Using a portfo-lio of talent development tools, the thesis proposes systematic and structured opti-mization strategies for talent development. To ensure implementation, organization-al, technical, and financial safeguards are provided. The research addresses the tran-sitional challenges in career development and redeployment of talents, harnessing their effectiveness in the post-growth phase to transform accumulated human capital into strategic assets that empower new business initiatives. This provides organiza-tional capability support for building medium- to long-term competitive advantages, facilitating the evolution from a traditional real estate developer to a comprehensive enterprise group. The findings offer insights into strengthening the alignment be-tween talent and corporate strategy, promoting the symbiotic evolution of talent value and strategic growth, and serve as a reference for enterprises navigating com-plex and turbulent environments during strategic transformation.
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