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论文编号：	6627
作者编号：	2220130112
上传时间：	2014/12/1 17:19:56
中文题目：	易居天津公司人才梯队建设研究
英文题目：	Research on the Personnel Echelon Construction of
指导老师：	李新建
中文关键字：	房地产代理行业;人力资源;人才培养;人才梯队
英文关键字：	Real estate agency industry;Human resources ;Personnel cultivation;Talent team
中文摘要：	当前，中国经济快速发展，房地产市场政策频繁出台，行业竞争也越来越激烈，此时越发凸显人才对企业发展的影响和作用，发现人才、用好人才、培养人才才能实现企业的战略目标和持续发展。易居天津公司是一家房地产代理公司，房地产代理行业竞争更加激烈，企业内部的人员管理已成为影响公司快速发展的至关重要的环节。目前，企业人才管理现状不容乐观，人员流动性很大，现有的对员工的选拔、职业生涯规划、合理任用和培养体系不健全，人才培养的针对性不强。本论文首先阐述了现代人力资源管理理论，分析了易居天津公司人才梯队建设的现状、问题以及产生问题的原因，进而修改人才梯队建设方案，制定符合公司战略发展的人才培养策略，明确人才培养改进原则，在充分满足集团发展战略的前提下，结合天津公司现状，分层级、持续的建立人才培养方案。结合集团总部的管理培训生机制、新员工导师带徒的带教机制、内部员工轮岗机制，储备干部培养机制，全方位培养人才，设计有效的人才培养模式，利用知识管理平台自学习，到360度无死角的培训考核评估，从培训课程的开发以及内训师队伍的组建和培养等等各个环节进行人才梯队建设，结合人才测评工具以及全面绩效管理体系以及激励制度等保障制度，确保人才梯队建设的顺利实施。本文的主要研究成果是为易居天津公司构建一套切实可行的人才梯队建设方案，并为相关企业在挖掘人才、储备人才、培养人才，实现公司的可持续发展提供思路和经验借鉴。
英文摘要：	At present, China's rapid economic development, the real estate industry in an increasingly competitive, more and more companies realize the important role of human resources for the development of enterprises, found that people with good talent, training in order to achieve corporate strategic goals and sustainable development. Easy Home Tianjin company is a real estate agent, real estate agent industry more competitive, personnel management within the enterprise has become a vital link affect the company's rapid development. Currently, the status quo is not optimistic enterprise talent management, staff mobility is large, the existing selection of employees, career planning, rational appointment and training system is not perfect, targeted personnel training is not strong. In this paper, from modern human resource management theory, modify talent team building programs, personnel training strategy to develop a reasonable, clear principles to improve personnel training, in the Group's development strategy to fully meet the premise, combined with the status quo Tianjin, hierarchical level, continued the establishment of personnel training programs. Combined with group headquarters management trainee mechanism with instructors teach new employees with only the mechanism, the internal staff rotation mechanism, reserve cadre training system, comprehensive training, design effective training model, the use of self-learning knowledge management platform, to 360 no dead training examination and evaluation, development, and training courses from House division team formation and training of personnel, etc. all aspects of team building, combined with talent assessment tools and comprehensive performance management system and incentive systems and other support systems to ensure personnel successful implementation of team building. Results of this study, E-House Tianjin company to build a viable talent team building program for the development of the Group and Tianjin mining personnel, reserve personnel, personnel training, to achieve sustainable development of the company to provide some new ideas.
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