管理者人才盘点在企业中的应用研究
发布时间：2018-08-30 08:51
【摘要】：作为我国经济支柱产业之一的房地产业,近年来多数地产公司通过规模化扩张呈现出高绩效增长,使得该行业在国民经济中发挥了越来越重要的作用。在高速扩张的同时,企业内部的人才发展也要同步进行,否则就会出现人才断档。基于此中担忧,越来越多的企业开始意识到不仅资产需要盘点,人才也需要盘点。本文从胜任力素质模型的角度来介绍人才盘点工具,并对A公司管理者人才盘点的流程进行了详细的介绍。对A公司管理者人才盘点结果进行统计分析,并从不同管理职务等级、不同年龄段角度对人才盘点结果进行差异性分析；对人才盘点与绩效关系进行研究,通过研究绩优组和绩差组与盘点结果的相关性分析,得到以下结论：第一,本次管理者人才盘点选取的维度中有部分维度的区分度不显著。反思产生这种问题的原因,在于胜任力指标的制定。第二,就本次人才盘点结果来看,11个维度的权重不应该全部都是1,部分指标权重应调高；部分指标权重应下调,这样管理者的人才盘点数据得分的实际使用意义和效果才会增加。第三,本次管理者人才盘点按管理职务等级的区分度较明显,中级管理者在A公司管理者整体里面行为表现最优,同时自我提升的需求也最迫切,A公司应该就中级管理者的培训发展进行科学合理的设置安排。第四,学习能力作为整个管理者人才盘点中与绩效差异最显著的指标,A公司应该合理有效的利用此能力来进行继任者的培养和人才梯队的建设。第五,从胜任力模型中的企业文化来看,A公司所有管理者对于企业文化有着高度的认可,这是A公司应该继续保留和发扬的优点。第六,初级管理者在A公司整体管理者团队中出于基层弱势群体,公司应该意识到：初级管理者才是公司管理干部继任计划里的主要力量,如果不未雨绸缪的加强初级管理者的管理技能培训,则在下一轮房地产快速扩张的情况下会产生人才断档的现象。本文最后将研究的结论落实到具体的工作策略上,提出了四条建议：一是加大人才梯队建设力度,注重中低层管理者培养；二是对管理者按管理职务等级进行培训提升；三是完善企业管理者胜任力模型搭建。
[Abstract]:As one of the pillar industries in our country, the real estate industry has been playing a more and more important role in the national economy. At the same time of high-speed expansion, talent development within the enterprise should also be synchronized, otherwise there will be a talent gap. Based on these concerns, more and more companies are beginning to realize that not only assets but also talents need to be counted. This paper introduces the tools of talent inventory from the perspective of competency model, and introduces the process of talent inventory of company A in detail. This paper makes a statistical analysis on the results of the personnel inventory of the managers of Company A, and analyzes the differences of the results from different levels of managerial positions and different ages, and studies the relationship between the inventory of talents and the performance. Based on the analysis of the correlation between the excellent achievement group and the poor performance group and the inventory results, the following conclusions are obtained: first, some of the dimensions selected by the managers are not significantly distinguished. The reason of reflecting on this problem lies in the formulation of competency index. Second, as far as the results of this talent inventory are concerned, the weights of the 11 dimensions should not all be 1, some of the index weights should be increased, and some of the index weights should be lowered. In this way, the actual use and effect of the talent count data score will increase. Third, the inventory of managers is more obvious according to the grade of management positions. The middle managers perform best in the managers of Company A, as a whole. At the same time, the demand of self-promotion is also most urgent. A company should make scientific and reasonable arrangement for the training and development of middle-level managers. Fourth, learning ability, as the most significant index of the difference between the managers' talent inventory and the performance, A company should reasonably and effectively use this ability to carry out the training of successors and the construction of talent echelon. Fifthly, from the view of corporate culture in competency model, all managers of company A have a high degree of recognition for corporate culture, which is the advantage that company A should continue to retain and develop. Sixth, junior managers in the overall management team of A company out of the grassroots vulnerable groups, the company should realize that: junior managers are the main force in the succession planning of corporate management cadres. If we do not plan ahead to strengthen the management skills training of junior managers, then in the next round of the rapid expansion of real estate will produce the phenomenon of talent cut file. In the end, the paper puts forward four suggestions: first, strengthen the construction of talent echelon, pay attention to the training of middle and low level managers, second, improve the training of managers according to the level of management position; Third, perfect enterprise manager competency model building.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92
，
本文编号：2212585
[Abstract]:As one of the pillar industries in our country, the real estate industry has been playing a more and more important role in the national economy. At the same time of high-speed expansion, talent development within the enterprise should also be synchronized, otherwise there will be a talent gap. Based on these concerns, more and more companies are beginning to realize that not only assets but also talents need to be counted. This paper introduces the tools of talent inventory from the perspective of competency model, and introduces the process of talent inventory of company A in detail. This paper makes a statistical analysis on the results of the personnel inventory of the managers of Company A, and analyzes the differences of the results from different levels of managerial positions and different ages, and studies the relationship between the inventory of talents and the performance. Based on the analysis of the correlation between the excellent achievement group and the poor performance group and the inventory results, the following conclusions are obtained: first, some of the dimensions selected by the managers are not significantly distinguished. The reason of reflecting on this problem lies in the formulation of competency index. Second, as far as the results of this talent inventory are concerned, the weights of the 11 dimensions should not all be 1, some of the index weights should be increased, and some of the index weights should be lowered. In this way, the actual use and effect of the talent count data score will increase. Third, the inventory of managers is more obvious according to the grade of management positions. The middle managers perform best in the managers of Company A, as a whole. At the same time, the demand of self-promotion is also most urgent. A company should make scientific and reasonable arrangement for the training and development of middle-level managers. Fourth, learning ability, as the most significant index of the difference between the managers' talent inventory and the performance, A company should reasonably and effectively use this ability to carry out the training of successors and the construction of talent echelon. Fifthly, from the view of corporate culture in competency model, all managers of company A have a high degree of recognition for corporate culture, which is the advantage that company A should continue to retain and develop. Sixth, junior managers in the overall management team of A company out of the grassroots vulnerable groups, the company should realize that: junior managers are the main force in the succession planning of corporate management cadres. If we do not plan ahead to strengthen the management skills training of junior managers, then in the next round of the rapid expansion of real estate will produce the phenomenon of talent cut file. In the end, the paper puts forward four suggestions: first, strengthen the construction of talent echelon, pay attention to the training of middle and low level managers, second, improve the training of managers according to the level of management position; Third, perfect enterprise manager competency model building.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92
，
本文编号：2212585
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