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论文编号：	4837
作者编号：	2120102719
上传时间：	2012/12/12 11:11:16
中文题目：	渤海证券营业部总经理内部继任计划的研究
英文题目：	Research on the Succession Planning for the General Managers of Bohai Security Company’s Exchange
指导老师：	崔勋
中文关键字：	内部继任计划，渤海证券，营业部总经理，胜任力测评，胜任力素质模型
英文关键字：	internal succession plan, Bohai Security, general manager of the security exchange, compentency qualification evaluation, competency model
中文摘要：	企业即人，组织间的一切竞争归根结底都是关于人才的竞争，在经济全球化和科学技术迅猛发展的背景下，人才是企业生存和发展的根本动力，是企业竞争力的关键组成部分，是否能够有效的选拔和培养人才直接决定了企业的生死存亡。而核心人才作为企业的重心，是企业核心竞争力的主要创造者和主要承载者，掌握着企业运营过程的关键业务和关键流程。在竞争日益激烈的行业环境中和经济背景下，要增强资本实力、发展新业务、完成营业部在全国的布局以突破地域限制、提升企业整体的管理能力是渤海证券公司近年来的发展目标。从每年的业务收入对公司总收入的贡献度来讲，经纪业务的贡献率在60%以上；从人力资源数量上来讲，渤海证券经纪业务人员占总人数的70.7%（2010年底数据）。因此经纪业务条线的发展是直接影响企业战略目标达成的关键因素。而在人才供应方面，由于经纪业务是一项专业性很强的业务，营业部总经理除了要掌握过硬的业务知识之外，还需要有非常扎实的综合管理能力。市场上成熟的营业部总经理并不多，外出招聘周期长、费用高，再加上企业文化等因素的影响，都大大增加了外部招聘的难度。因此在渤海证券内部储备和培养营业部总经理就有着尤为重要的战略意义。员工继任计划就是通过从公司内部提升适合的员工的方式来有效系统的获取公司需要的人才，能够极大的规避外部招聘带来的一系列弊端。继任管理是由人力资源管理和战略管理互相融合而形成的一个新领域，通过预测公司未来发展的方向和需求，将人力资源开发和员工职业生涯发展同公司的战略发展紧密联系。本文以素质测评理论、继任管理理论、胜任力素质模型等理论为指导，形成了本文的理论框架。结合渤海证券股份有限公司营业部总经理继任计划的相关研究，通过对该项目的实施背景、实施前的准备工作与前期调研、项目流程设计与实施状况、素质模型的搭建等进行分析，通过对企业管理人员继任计划的研究，为公司全面有效开展公司所有关键岗位的继任管理奠定了坚实的基础，提供了理论指导和实践经验，促进了企业持续保持核心竞争能力，在瞬息万变的经济社会中利于不败之地。
英文摘要：	Enterprises consist of talents. All competition involves talents. In modern society, talent is the most important driving factor to help enterprises survive and develop. As the core of the company, key talent is the main creator and carrier of the company’s core competency, mastering the key business. Under the background of fierce competion and rapid development, Bohai Security company’s chief goal is to increase capital, develop new business, get exchanges located all around China and improve the entire management of the company. Security broking contributes over 60% to the total annual transaction revenue; Security brokers take about 70.7% of the whole staff. Therefore, security broking is the most influential unit for the Bohai’s strategic plan. In terms of talent supply, broking is a highly professional business, and thus the general manager of the exchange need to know the business knowledge well and in addition strong capability of management. In talent market, there are not enough mature exchange general managers, the cycle of external recruitment is too long, its cost is comparatively high, and the candidates from external recruitment cannot adapt to the culture of the company, all of which makes external recruitment extremely difficult. As a result, internal succession plan is a strategic plan for Bohai Security. Proper staff get promoted from internal channel in it, which may induce the shortages of external recruitment. Succession management is composed of human resources management and strategy management, forecasting company’s future goal, demand and combining human resources development and staff career plan. The theoretical frame of this paper is made up of competency qualification evaluation, succesion plan theory and competency model. This paper takes the exchange general managers’ succession plan of Bohai Security as the case study, analysing this project’s background, preparation, process design and execution. Researching the succession plan provides guidelines to the task of selecting and training successors of key position, and promotes the sustained development of the enterprise.
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