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论文编号：	6908
作者编号：	2120122786
上传时间：	2014/12/8 12:20:49
中文题目：	国家电网公司省级经研院专业技术人员能力素质模型构建与应用研究
英文题目：	The State Grid Corporation of the provincial Economic and Technology Research Institute Professional and technical personnel Competency model and application Research
指导老师：	袁庆宏
中文关键字：	国家电网;省级经研院;专业技术人员;能力素质模型
英文关键字：	The State Grid Corporation;The Provincial Economic and Technology Research Institute;Professional and technical personnel;Competency model
中文摘要：	为了适应当前社会高速发展对能源的需求，扩大清洁能源在我国能源使用中的所占比重，近年来，国家电网公司制订了创建“一强三优”现代公司的战略目标，并进行了三集五大体系建设。省级经研院是在国家电网公司三集五大体系建设过程中在各省公司新成立的机构，主要承担电网规划、设计等职责。省级经研院对国网公司大规划、大建设业务的发展提供了重要的人才保障和智力支撑。其员工素质和能力直接决定了电网规划、设计方案的质量，甚至影响着电网运行的效率与效益。因此，省级经研院的专业人才队伍建设显得尤为重要。本文首先介绍了和能力素质及能力素质模型相关的理论，介绍了常见的能力素质模型：冰山模型、洋葱模型和通用素质模型等。回顾了国际、国内关于能力素质模型理论研究的重要观点和研究历程。其次分析了某省级经研院人力资源管理现状，发现了经研院在人力资源管理中存在缺乏系统的战略性人力资源规划，人才梯队储备不足；缺乏科学的人岗匹配评估方法，员工胜任能力难以衡量；缺乏合理的岗位交流和晋升机制，员工职业发展存在瓶颈；缺乏有效的培训开发策略，人才成长路径模糊等问题。由于能力素质模型的构建是完善科学岗位管理体系的基础，是合理区分高低绩效员工的有力工具，是实现企业激励机制的前提，论文进一步阐述了构建专业技术人员能力素质模型的必要性。由于清晰的职系分类可以为岗位管理和能力素质模型构建提供必要的依据，因此在构建能力素质模型之初，首先梳理了经研院的职级序列，形成了经营管理、专业管理和专业技术三大类，并将专业技术类细化为七大专业技术序列。本论文以七大专业技术人员为对象构建能力素质模型。本论文在构建能力素质模型时，借鉴了国内外的理论研究成果，将能力素质分为了核心能力素质、通用能力素质和专业能力素质三部分。核心能力素质是基于公司核心价值观、企业文化与战略愿景，要求全体员工都应具备的能力素质。经研院能力素质模型的核心能力部分是在系统的梳理电力企业和优秀研究院标杆等行业共性、企业特性的核心价值观和组织愿景等料分析基础上，获取电力行业或经研院标杆企业在核心能力素质方面的相似价值，形成了包括开拓创新、严谨细致、正直诚信、求真务实和职业化素养在内的五大核心能力素质。通用能力素质是指适用于经研院各专业序列中所有职位的基本能力素质，但序列中各职位在各要素上的重要程度和精通程度有所不同。经研院技术类各序列通用能力素质的要素提炼可以分成三个阶段，首先在梳理工作职责的技术上，初步构建适合技术类7个专业序列的能力素质库；其次在专业序列典型岗位范围内开展问卷调查、BEI访谈和专家研讨等多种方式反馈补充各序列的备选能力素质；最后经过与5个二级机构、数十位中层管理者的专家评议或小组讨论等方式，共发放56份专业序列和能力素质模型征求意见稿，电子版和纸质版意见稿共计收回48份，最终确定各序列的通用能力素质。专业能力素质是某个特定角色和工作所需要的特殊的能力素质，通常情况下，专业能力素质是针对特定岗位来设定的，经研院序列专业能力素质包括专业知识和专业技能两个子维度。首先进行工作职责梳理，从岗位工作手册中提炼相关素质要项，同时选择关键岗位核心员工进行BEI访谈，初步确定各序列的专业能力素质库；其次，针对各技术序列关键岗位备选专业能力素质项进行全面深入分析研究和完善；最后，通过发放征求意见稿经过专家评议小组讨论等方式确定各序列的专业知识和专业技能能力素质。随后阐述了专业技术人员能力素质模型在任职资格等级认证、职业发展通道建设、差异化培训课程体系开发等方面的应用。将经研院专业技术人员能力素质模型转化并应用于任职资格标准体系，可以有效激发员工以不同等级的任职资格标准作为学习和努力的方向，以本岗位或本企业优秀员工为标杆，持续追求高绩效岗位能力素质标准，促使员工个人和企业绩效的双向提升，形成学习型企业文化，保持公司的持续性发展。基于能力素质模型实施员工能力测评，掌握人才成长情况，一方面结合组织需求应用“职业生涯通道模型”进行职业生涯规划，分析技术类各专业序列人岗匹配的实现过程，有助于甄别员工岗位胜任能力，提高整体绩效水平，同时有助于员工个人寻找到最适合的职业发展方向，实现组织目标与员工成长共赢。另一方面可以分析找出员工素质现有水平与标杆岗位能力素质模型的差异，建立差异化的培训课程体系。最后，得出研究的结论，能力素质模型能够对经研院人力资源规划和人才培养起到优化和促进作用。本文的研究成果对于各网省经研院实施基于能力素质模型的人力资源管理具有指导意义，具有一定的理论研究价值和应用价值。但在样本的通用性、及研究过程依靠主观判断较多等方面还存在局限性。未来对于电力行业特别是技术类人员的能力素质模型，应更加深入研究基于能力素质模型的应用和实践，如技术人员的能力素质综合评价、职业发展规划和人岗匹配分析等。此外，可以推广到经营类人才和管理类人才的能力素质模型，对于推动经研院和相关企业的人力资源管理水平和人才队伍建设，将会有更加明显的促进作用。
英文摘要：	In order to meet the demand for clean energy because of the sustainable development of the national economy, the State Grid Corporation formulated the new development strategy in recent years. In order to ensure the realization of the State Grid Corporation to create the “Strong grid - Reasonable asset structure- Excellent service- Outstanding performance” modern corporate goals，and achieve the goal of“ The large Planning The large Construction The large Operation The large Overhaul The large Marketing”, the Provincial Economic and Technology Research Institute has been founded to be responsible for the power system planning and design, providing the important personnel and intellectual support etc. Therefore, the quality and capabilities of the staff have the direct influence on the quality of the power system planning and design, even the efficiency and effectiveness of power system operation. Thus, the building of professional talent team of the Provincial Economic and Technology Research Institute is very important. This thesis firstly introduces the theory related to the competence and competence model, such as the Iceberg model, the Onion model and reviews the international and domestic important views and previous studies on competence model. Secondly, the status quo of the Provincial Economic and Technology Research Institute human resource management is detailed analyzed and the following problems are discovered: the lack of systematic human resource planning leading to lack the talent echelon reserves; the lack of scientific talent-position matching evaluation method leading to difficultly measure the employee competence; the lack of the reasonable position exchange and promotion mechanism leading to the bottleneck in employee career development; the lack of the efficient training development strategy leading to the vague in the talent growth path. As the construction of the competence model is the foundation to improve the scientific position management system, is the powerful tool to reasonably distinct the performance of the employee and is the premise to realize the enterprise incentive mechanism, the thesis further expounds the necessity of constructing the model of competence model of professional and technical personnel. As the clear classification of position rank sequence can provide the necessary basis for the position management and competence model, the thesis analyzes the position rank sequence of the Provincial Economic and Technology Research Institute to form the following categories: operating management, professional management and professional technology and then to divided the professional technology into seven professional and technical sequences, which are the object of the construction of the competence model. In the construction of the competence model, the thesis draws lessons from the international and domestic study results and divides the competence into the core competence, common competence and professional competence. Core competence, based on company’s core values, corporate culture and strategic vision, is the competence that all the staff should own. The core part of the Provincial Economic and Technology Research Institute’s competence model is to obtain the similar values of the power industry and the Economic and Technology Research Institute to form the following five core competence: innovation, rigorous and meticulous, honest, pragmatic and professionalism on the basis of systematically analyzing the common and unique core values and vision of the power industry and excellent research institute. The common competence refers to the basic abilities applying to all positions of each professional rank sequences, but there are some differences in the importance and proficiency of each factor in each position. The refinement of the common competence of each technical rank sequence can be divided into three stages. The first stage is to construct the ability and capability series of seven sequences in professional technology. The second stage is to supplement the alternative abilities of each sequence through questionnaire investigation, BEI interview and expert discussion in the typical position of the professional sequence. The last stage is after discussed with the five second level organizations and dozens of middle-level managers、experts and groups, the author issued 56 pieces of draft of professional sequences and competence model, collects a total of 48 copies and determines the common competence the each sequence. The professional competence is the ability needed in the particular character and job. Generally speaking, professional competence is designed for particular position. The professional competence of the Provincial Economic and Technology Research Institute includes two dimensions: professional knowledge and professional skills. Firstly, the author analyzes the job’s responsibilities, extracts the relevant factors from the position manual and chooses the key employees to make the BEI interview to determine preliminary the professional abilities series. Secondly, the author comprehensively analyzes、studies and improves the alternative factors of key position of each professional sequence. Lastly, through the issue of the draft and the discussion with the expert panel discussion, the author determines the professional knowledge and professional skills of each rank sequence. Then it expounds the professional and technical personnel competence model’s application in the level certification of job qualification, in career development construction, and in the differentiated training courses development etc. Transforming the professional and technical personnel competence model into the job qualification standard system can effectively stimulated the employees to keep different level job qualification standard as the learning direction, to regard the position and enterprise’s excellent employees as the benchmark to constantly pursue the high performance position competence standard, to stimulate the performance promotion of both the individual and enterprise, form the learning culture and keep maintain the sustainable development of the enterprise. Based on the competence model, the company can evaluate the employees’ abilities to know clearly the talent growth. On one hand, with enterprise’s needs, using the “career channel model” to conduct career planning and to analyze the realization progress of talent-position matching of each technical sequence is helpful to screen the employees’ competence and improve the whole performance level and meanwhile is helpful for the employees to find the most suitable career development direction and realize the win-win between the enterprise’s goal and the employees’ development. On the other hand, the analysis can discover the difference between the existing levels of employees’ abilities and the standard the position competence to establish the differentiated training courses system. Finally, it draws a conclusion that competence model can optimize and promote the human resource planning and training of the Provincial Economic and Technology Research Institute. The results of this thesis can give some enlightenment for other Provincial Economic and Technology Research Institutes to practice the human resource management based on the competence model and has a certain theoretical and practical value. But there are some limits in the sample’s commonness and the research process mostly based on the subjective judgment. In the future, the competence model in the power energy industry especially the technical personnel should study in-depth the application and practice based on the competence model, such as the comprehensive evaluation, career development planning and talent-position matching analysis of the technical personnel’s competence. What’s more, this model can be applied to the competence model of operating personnel and management personnel and will play an obvious role in promoting the human resource management level and talent team construction of the Provincial Economic and Technology Research Institute and related enterprises.
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