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论文编号：	1644
作者编号：	2120072258
上传时间：	2010/6/12 23:46:48
中文题目：	GSKT公司的人才流失问题研究
英文题目：	The Research of Talent Lost of GSKT
指导老师：	崔勋
中文关键字：	人才、人才流失、员工离职、人才流失对策、人才留用、离职管理
英文关键字：	talent;talent lost;employee turnover;talent retention;turnover management
中文摘要：	管理学大师彼德•德鲁克曾经说过：“企业只有一项真正的资源——人”。在21世纪，衡量企业成功的重要标志之一就是人力资本，企业之间人才的竞争将会非常激烈。要想在激烈的竞争中立足，一方面要增强自身的实力，然而更重要的就是要吸引人才、激励人才、留住人才。 本文运用现代管理理论、人力资源管理理论、组织行为学等各领域的相关理论以及分析方法，分析GSKT公司的人才流失问题。在正文中介绍了GSKT公司人才流失的现状以及人力资源政策，探讨了GSKT公司人才流失的影响以及原因，并提出了适合GSKT公司的人才流失管理战略，可以概括为以下几点： 首先，关注外部环境也要关注公司内部，从体制上以及具体方法入手，建立GSKT公司的人力资源战略规划，预测公司未来人力资源需求和供给两个方面，满足公司在内外环境中对人力资源的需求，为调整人力资源管理措施奠定基础。 其次，重点解决GSKT公司人才工作压力的问题，专门成立关注员工工作压力的健康部，负责员工的顺应力调查并进行相应的改善计划，为留住人才提供基础保障。 第三，结合GSKT公司的实际，建立了人才流失的保障机制，对员工进行职业生涯规划、改变招聘选拔制度、调整绩效考评制度，以及提高沟通的实际效果，完善GSKT公司的人力资源管理体系，提高员工的满意度，减少人才流失。 最后，建立“防控人才流失”的体制，制定人才流失风险的控制措施，并建立预警管理模型，建立评估体系，评估人力资源管理方面的状况，人才的行为以及表现，通过对指标进行实时的监控，及时地发现人力资源管理中的异常情况，防范人才的流失。
英文摘要：	Peter Druker had said that the genuine resource of the enterprise is human resource. In 21st century, one important indicator of measuring business success is the human capital, so it will be very intense about the competition for talent among enterprises. To gain a foothold in the fierce competition, besides increasing theirs strength, it is more important to attract talent, encourage talent and retain talent. This essay uses the theory of management, human resource management, organizational behavior and so on to and their analysis methods to analyze GSKT’s Talent Turnover. In the text, the author describe that current status of GSKT’s talent turnover and human resources policies, and discuss the impact of talent turnover to GSKT and the reason of talent turnover, and suggest the company's talent turnover management strategies. These can be summarized as follows: First of all, paying attention to both the external environment and the interior, to start from the institutional as well as specific ways, and establish the human resources strategic planning, to predict the company's future demand and suly to meet the internal and external environment, to lay the foundation for adjusting human resources management practices. Secondly, focusing on solving the GSKT’s work pressure on staff. Establishing a special health department, which is responsible for investigating employee resilience and do the corresponding improvement program, and provide the basis for retain talent. Third, establishing the mechanism to protect talent turnover, for example giving career planning to employee, changing recruitment and selection systems, adjusting performance araisal systems, improving the actual results of communication, perfecting GSKT's human resources management system to improve employee satisfaction, and reducing the talent turnover. Finally, establishing the system of "talent turnover prevention and control", developing the measures to control the risk of talent turnover, and setting up the early warning management model, and using the evaluation system to assess the situation of human resources management, and personnel actions and performance, and monitoring timely these indicators, to find out the unusual circumstances for prevent the talent turnover.
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