摘 要
富奥集团成立于 1998 年，旗下公司均来自于第一汽车集团公司零部件厂。主要生产汽车环境控制系统、底盘系统、转向系统、安全系统、发动机附件系统等汽车零部件产品，配套能力超过 100 万辆份。主要为一汽集团、大众、通用、宝马等品牌的乘用车和商用车提供配套业务。下属全资子公司、分公司、控股合资公司，参股合资公司共计 30 家，有员工 11,000 人。集团公司的运营及未来发展需要有充足的人才作为保障。现有的人才梯度不够，后备人才匮乏，无法满足公司中长期发展的需要。后备人才队伍建设成为亟待解决的课题。
本文将该企业后备人才体系建设中存在的问题作为研究的对象，从该企业的中长期战略规划入手，以目前先进的后备人才管理新研究、新理论、新方法为依据，结合该企业的具体情况，设计出相应的后备人才体系建设的优化方案，提高企业在后备人才管理方面的科学性和可操作性，提高企业在后备人才的选拔、发展、任用方面的管理水平，建立一支高素质的后备人才队伍，提高企业应对复杂的内外部环境变化的能力，提高企业的核心竞争力。
对于该公司在后备人才体系建设方面存在的问题，分析研究其公司总体发展战略和与之相配合的人力资源战略是十分必要的。人才，尤其是后备人才匮乏将严重影响企业未来的健康、可持续发展。后备人才体系建设在整个人力资源管理中占据着十分重要的地位，其管理水平的高低，将直接影响企业战略的实施效果。后备人才体系建设本身就是企业战略规划的一个重要组成部分。同时又是一个复杂的管理过程，这一过程旨在建立一个体系，使员工个人发展的诉求与企业发展的目标保持一致，使员工的思想和行为方式与企业发展要求保持一致。后备人才体系建设对建立一个高绩效的组织以适应激烈的市场竞争和不断变化的市场环境具有重要的意义本文首先通过对富奥集团现有后备人才队伍构成；现行的后备人才选拔、发展、任用程序等方面进行调查研究，找出了该企业在后备人才体系建设中存在的各种问题。然后利用现代人才体系建设的先进理论，结合该公司实际情况，采用文献分析法、实证研究分析法，对其后备人才体系建设中存在的问题进行分析，以找出各种问题产生的原因。并对该企业存在的问题，从公司战略规划解析、人力资源规划、后备人才的识别与甄选、选拔与任用、后备人才动态管理等几个方面入手，针对该公司目前所存在的问题，探索并制定出一套与企业发展相适应的后备人才体系建设的优化方案进行优化设计，制定了科学、合理的后备人才体系方案。最后根据优化方案，系统的运用先进的现代科学管理理论，对该企业的后备人次体系进行升级，提高该企业后备人才管理的水平，提升后备人才队伍质量，并针对方案实施过程中易出现的问题，提出对应的保障措施。
关键词：后备人才体系，人才管理，人力资源规划
Abstract
FAWER group mainly manufactures automotive parts and components ofenvironment control system, chassis system, steering & transmission system, safetysystem and engine accessory system etc. FAWER Group has over 30 whole ownedsub-companies, holding joint-venture companies, and other joint-venture companies,with 11,000 employees. The growth of the company requires a considerably largepool of talents. However, current talent pool has low penetration, and the quantity andquality of the talents need to be improved. The talent reserve system cannot supportcompany's future development demand. To refine talent reserve system becomes oneof pressing tasks for FAWER to resolve.
This essay targets at the problems identified from current talent reserve system.
By studying FAWER Group's business development plan; by basing on the latestadvanced research, theories and methods of succession talent management as well asactual situation of the company, appropriate optimization solutions are developed toachieve more feasible and scientific effects on succession talent system building. Thisoptimization will enable the company to be more efficient and effective to identify,select, develop, and appoint the right talent, so that a group of qualified talents can bereserved for the company to cope with complicated changing situations bothinternally and externally. The ultimate goal is to enhance the company'scompetitiveness.
It is necessary to analyze the coherence between company's general strategicplan and human resources plan when studying the problems occurred on talentreserve system. Deficiency of talents has a negative impact on continual developmentand growth of the company in the future. Managing talent reserve system is one ofmost important function of human resource management. The capability of managingtalent reserve system will definitely affect the implementation and fulfillment ofcompany's strategic plan. The talent reserve planning is in fact a part of businessstrategic planning. It is a comprehensive process intends to establish a system thataligns employees' personal development needs with company growth targets, andaligns employees' mindset/behavior with company development requirements. Theultimate aim of talent reserve system management is to foster an organization withhigh-performance teams and employees that enables the company to survive inunprecedented changing environment, and strive for success in severe competition.
In this paper, analysis is conducted on FAWER Group existing talent reservesystem to study the process including talents' selection, development, andappointment, based on which identifies various types of problems. By considering theeventual situation of the company and modern management theories, empiricalanalysis, and system analysis are applied on the problems to identify root causes. Toresolve these problems identified, a systematic study on company strategic plan,human resource plan, talent identification/selection, development and appointment,up-to-date management is conduced. An optimized talent reserve management systemplan is developed based on company's future growth. Moreover, a safeguard systemis also developed to ensure that possible risks of the optimized plan are under control.
Keywords:Talent reserve system, talent management, human resource planning
目 录
第 1 章 绪论
1.1 研究背景
1.2 研究意义
1.3 研究方法与内容
第 2 章 富奥集团后备人才体系的现状和问题分析
2.1 后备人才体系概况
2.2 后备人才体系现状评价
2.3 现有后备人才体系中存在问题的原因分析
第 3 章 基于富奥集团战略规划的后备人才体系建设
3.1 集团战略规划解析以及相应的人力资源战略规划
3.2 后备人才的识别与甄选
3.3 后备人才的发展与任用
3.4 后备人才动态管理
第 4 章 富奥集团后备人才体系规划的实施保障
4.1 富奥集团后备人才体系规划实施的组织保障
4.2 富奥集团后备人才体系规划实施的人力资源制度保障
4.3 富奥集团后备人才体系规划实施的教育与沟通措施
4.4 富奥集团后备人才体系规划的修正制度
结 论
参考文献
致 谢
