中建八局一公司招聘体系优化设计研究

发布时间：2018-01-12 23:01

本文关键词：中建八局一公司招聘体系优化设计研究　出处：《山东大学》2014年硕士论文　论文类型：学位论文

【摘要】：国家“十二五”规划实施以来,我国经济总体发展趋势稳中向好,但随着全球经济格局深度调整和国家宏观经济政策对企业转型升级的倾斜,国内行业环境也随之发生深刻的改变,企业间的竞争越来越激烈,面临的挑战和不确定因素越来越多。而人才作为企业发展的最为关键要素,日益成为现代企业竞相角逐的焦点。企业招聘作为人力资源工作的重要组成部分,是企业获取人才最主要的渠道,它直接决定企业人才数量和质量的保障,是提高企业人才发展优势的前提基础。作为国家工业领域的重要组成部分,中建八局一公司是一家大型建筑施工类企业,综合实力处在行业的领先地位。但随着建筑行业领域人才竞争日益激烈,人力资源管理工作特别是人才招聘工作的重要性日益凸显。经过多年发展,公司人力资源部在如何完善招聘管理体系、开展人才招聘工作方面积累了很多经验,并运用到具体工作中,为公司的发展提供了强有力的人才保障。随着国家“十二五”规划的稳步实施,公司也制定了自身的“十二五”发展后期宏伟目标,即创中建序列名次“前三甲”。随着各项工作的顺利实施,公司发展渐入快车道,对人才数量和质量的需求也上升到一个更高的层面。但由于长期缺乏创新,人才招聘只是“断点”式地服务当前需求,缺乏中长期人才规划等原因,公司的招聘管理体系已不能很好地服务当前公司发展需要,甚至成为限制企业发展的一个瓶颈。本文围绕“中建八局一公司招聘管理体系优化设计”这一研究主题展开,以中建八局一公司为企业背景,通过阅读大量招聘相关文献,认真学习、分析、总结我国当前招聘相关理论研究现状和背景,归纳出较为成熟的企业招聘管理体系。首先,结合对中建八局一公司人力资源和招聘管理的现状问题分析,找到存在的诸多问题：如招聘人员需求的制定缺乏战略性；缺乏系统的招聘理念指导招聘工作；对招聘工作组建立不够重视或不规范；招聘甄选方法缺乏科学性；招聘管理人员招聘工作中主观意识过强；招聘评估工作仍停留在主观评价阶段,缺少跟踪评价及考核的长效机制等等。针对上述问题,结合具体工作实际,对其产生原因进行了深入而有针对性的分析。随后,通过对中建八局一公司人力资源规划,人员需求分析,招聘工作组、招聘评估流程的重新梳理,结合相应的理论模型和研究方法,得出一套优化的招聘管理体系,以指导公司未来的招聘管理工作。企业发展需要一套成熟的人才招聘管理体系来保障,同时,人才招聘管理体系的运行实施需要企业提供良好的运行环境,本文第五部分从公司发展战略、人力资源管理体系、企业内外部资源、及企业文化等四个方面来详细阐述如何为人才招聘管理体的实施与运行提供全面有效的保障。
[Abstract]:Since the implementation of the 12th Five-Year Plan, the overall development trend of China's economy has stabilized and improved, but with the deep adjustment of the global economic pattern and the tilt of the national macroeconomic policy to the transformation and upgrading of enterprises. The domestic industry environment has also undergone profound changes, the competition between enterprises is becoming more and more fierce, facing more and more challenges and uncertainties, and talent as the most critical element of enterprise development. As an important part of human resource work, recruitment is the most important channel for enterprises to obtain talents, which directly determines the quantity and quality of talents. It is the premise foundation that enhances the enterprise talented person development superiority. As an important part of the national industrial field, China Construction eight Bureau and one company is a large construction enterprise, comprehensive strength is in the leading position in the industry, but with the construction industry increasingly fierce competition for talent. After many years of development, the human resources department of the company has accumulated a lot of experience in how to perfect the recruitment management system and carry out the recruitment work. And applied to the specific work, for the development of the company to provide a strong talent protection. With the country's "12th Five-Year Plan" steadily implemented, the company also formulated its own "12th Five-Year" development of the later magnificent goals. With the smooth implementation of all kinds of work, the development of the company gradually into the fast lane, the demand for talent quantity and quality also rose to a higher level. But because of the lack of innovation for a long time. Talent recruitment is only "break point" to serve the current demand, lack of long-term talent planning and other reasons, the company's recruitment management system has not been able to serve the current development needs of the company. Even become a bottleneck restricting the development of enterprises. This paper focuses on the theme of "the optimal design of the recruitment management system of the eighth Bureau of China Construction Corporation", taking the first company of the eighth Bureau of China Construction Corporation as the background of the enterprise, through reading a large number of relevant documents on recruitment, carefully studying and analyzing. Summarize the current situation and background of the relevant theories of recruitment in China, and summarize the more mature recruitment management system. First, combined with the analysis of the current situation of human resources and recruitment management of China Construction eight boards one Company. Many problems were found: such as the lack of strategic development of recruitment needs; Lack of systematic recruitment concept to guide the recruitment work; The establishment of recruitment working groups is not given enough attention or is not standardized; The method of recruitment and selection is not scientific; The subjective consciousness of recruiting managers is too strong; Recruitment evaluation is still in the subjective evaluation stage, the lack of tracking evaluation and assessment of the long-term mechanism and so on. In view of the above problems, combined with the actual work. Then, through the human resource planning, personnel needs analysis, recruitment working group, recruitment evaluation process of re-combing. Combined with the corresponding theoretical model and research methods, a set of optimized recruitment management system is obtained to guide the future recruitment management of the company. Enterprise development needs a mature talent recruitment management system to ensure, at the same time. The implementation of talent recruitment management system needs to provide a good operating environment. This article 5th part from the company development strategy, human resources management system, enterprise internal and external resources. And corporate culture to elaborate how to provide a comprehensive and effective guarantee for the implementation and operation of talent recruitment management system.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.92

【参考文献】