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企业为保证其生存发展,就必须要制定人力资源发展战略,对人力资源进行
长远开发,提高企业队伍整体素质,挖掘高质量人才,培养企业新生力量,留住
企业精英人才。目前全世界的竞争变得更加残酷,人才越来越被更多的人重视起
来,企业想要存活下去,不想被市场无情淘汰,就必须要把人力资源战略放在企
业制定发展战略的核心地位。针对本文的课题特点,将进行实地调研、查阅历史
资料,统计数据对比,并通过相关 SWOT 分析和定性定量分析等研究方法相结合
首先,本文简介了国内外煤炭行业发展现状,中国“十三五”规划以及煤炭
工业“十三五”规划发展,通过背景分析来对 P 集团公司人力资源发展定下基调;
其次,分析国内外人力资源现状,阐述相关基础理论,为 P 集团公司研究人力资
源发展战略提供理论基础;再者,分析国有企业人力资源通病,评估 P 集团公司
人力资源战略环境,结合以上两者,找出 P 集团公司人力资源管理方面存在的问
题;然后,通过各项数据分析,针对其人力资源现状,定位其发展战略目标,阐
明制定其人力资源发展战略的优势、劣势、机遇和挑战,最后制定 P 集团公司人
力资源发展战略。最后,通过优化组织结构、开展人力资源培训、完善人力资源
招聘等方面,保障 P 集团公司人力资源发展战略顺利实施
关键词:人力资源发展战略,煤炭,转型发展,SWOT 分析2
Abstract
This paper is mainly on the research of P group company human resources, P
group is a company with coal mining operations veteran of state-owned enterprises, in
order to adapt to the national 13th Five-Year and 13th Five-Year plan of coal
industry development planning, development of human resources development
strategy for the enterprise development.
In order to ensure the survival and development of enterprises, it is necessary to
develop the human resources development strategy for the long-term development of
human resources, improve the overall quality of enterprises, mining enterprises of high
quality talents, cultivate new strength, retain elite talents in enterprises. At present, the
global market competition is becoming increasingly fierce, the importance of
enterprise talent is becoming more prominent, enterprises want to survive in the cruel
competition environment must to strategic human resources put in the enterprise
develop the core status of the development strategy. According to the characteristics of
this paper, we will conduct field research, access to historical data, statistical data, and
through the relevant SWOT analysis and qualitative and quantitative analysis and other
research methods.
First of all, this paper introduces the current situation of the development of coal
industry at home and abroad, Chinese 13th Five-Year and 13th Five-Year plan of
coal industry development planning, through the analysis of the background to set the
tone for the development of human resources of P company; secondly, analysis of the
current situation of human resources at home and abroad, discusses the related basic
theory, provide a theoretical basis for the study of human resources development the
strategy of P group; furthermore, the analysis of human resource problems of
state-owned enterprises, the evaluation of human resource strategic environment of P
Corporation, with the combination of the above two, to find out the existing human
resources management of P group company issues; then, through the data analysis,
according to the current situation of human resources, positioning the development of
strategic objectives, clarify the advantages and disadvantages, opportunities the
development and challenges of human resources development strategy, the
development of human resources development strategy of P group company. Finally,
through the optimization of the organizational structure, carry out the training of
human resources, improve the human resources recruitment, P security group company
human resource development strategy implementation.第 1 章 绪 论第 1 章 绪 论
1.1 选题背景和研究意义
1.1.1 选题背景
煤炭行业作为我国的传统能源供应行业,一直担任着重要角色。我国的煤炭
从上世纪 80 年代起,就已经是第一大消耗能源,在所有能源消耗占到了 67%以
上,并且长期保持在第一位置,远远超出了其它不可再生能源的使用。截至 2015
年 12 月,全国煤炭产量 36.8 亿吨,同比下降 3.5%。进口煤炭 2 亿吨,下降 29.9%
出口 533 万吨,下降 7.1%。中国煤炭工业协会数据显示,2015 年底国内煤炭价
格有所回落,2015 年煤价平均水平位 425 元/吨,平均煤价已回到 10 年前的水平
近年来,随着产能的严重过剩,煤炭、钢铁、石油等传统能源行业受到了严
重的冲击,企业竞争日益加剧,生存环境日益恶劣。P 集团公司正经历着前所未
有的困难时期,如果不对企业进行快速的调整,企业将面临被市场无情淘汰的命
运,如果不对其人力资源重新规划下一步,企业就会在竞争过程中因为失去人力
资源的优势而被淘汰出局。因此全力以赴发挥公司的人力资源效应,提前制定公
司的人力资源发展战略,将成为企业必须要面对的首要问题之一
P 集团公司正在充分研究和利用国家补偿性政策、自身快速转型调整第三产
业、积极安排停产保矿富余人员再就业等,如何根据企业自身的应对来调整人力
资源发展战略,做好应对目前大环境的冲击,毫无疑问是 P 集团公司赢得竞争优
势的关键。但是 P 集团公司同样有着老国企的诸多通病,人力资源管理体系存在
许多不足,员工的平均年龄较高、新生后备力量缺乏、高学历高技术文凭人才不
足、绩效和薪酬等方面管理不完善,这些问题的存在严重影响和制约着 P 集团公
司的转型发展。因此积极研究人力资源发展战略,自然而然成为 P 集团公司的首
要重要任务。
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