I 摘要 随着市场竞争的日益激烈，提升企业的核心要素竞争力大多数企业关注的聚 焦点。归根到底，企业的竞争就是人才的竞争，所以如何做好人才战略至关重要。 就目前我国人力资源发展现状看，不完善的招聘体系对于企业人才战略的实施影 响巨大。所以如何优化企业招聘体系是每个企业运作过程中必然需要面对的问题。 本文的目标是结合实际情况对 SLBX 公司招聘体系进行具体研究，试图针对目前 存在的问题进行优化，努力让企业招聘体系更加完善，帮助企业良性发展。 本文首先通过文献综述综合学者们关于招聘体系方面的研究，奠定文章的理 论研究基础。然后，对 SLBX 公司招聘体系现状进行了诊断分析，指出其可能存 在的问题有，缺少具有系统性的招聘体系制度、招聘过程不够规范和严谨、目标 岗位胜任力缺失、招聘渠道不够合理、缺乏精准岗位说明、人力资源从业人员的 专业性不强、招聘评估工作不到位等问题。之后根据具体企业的实际状况进行了 问卷调研与专家打分的方法确定具体胜任力的模型。最后，针对存在的问题，基 于胜任力模型的开始结合 SLBX 公司研发人员的特点对公司的招聘体系进行了优 化。 通过以研发岗位胜任力模型为基础，通过胜任力模型岗位说明书编制、面试 官培训、渠道的优化、面试问题设计、录用与评估等环节的具体优化，解决了 SLBX 关键研发岗位招录的人岗不匹配问题，给 SLBX 研发岗位构造出了关键岗位的胜 任力模型，为解决关键岗位离职率高奠定了基础。 关键词，跨国公司；胜任力模型；研发人员ABSTRACT II ABSTRACT With the increasingly fierce competition in the market, the focus of most companies is to improve the competitiveness of the core elements of enterprises. In the final analysis, the competition of enterprises is the competition of talents, so how to do a good job of talent strategy is very important. As far as the current situation of human resources development in China is concerned, the imperfect recruitment system has a great impact on the implementation of corporate talent strategy. Therefore, how to optimize the enterprise recruitment system is an inevitable problem in the operation of each enterprise. The goal of this paper is to conduct a specific study on SLBX's recruitment system in light of the actual situation, trying to optimize the existing problems, and strive to make the enterprise recruitment system more perfect and help the company develop in a healthy way. This paper firstly summarizes the theoretical research basis of the article by comprehensive literature scholars on the recruitment system. Then, it makes a diagnosis and analysis of the current status of SLBX recruitment system, pointing out that its possible problems are: lack of systematic recruitment system The system, the recruitment process is not standardized and rigorous, the target position is lacking in competency, the recruitment channel is not reasonable enough, the lack of accurate job description, the professionalism of human resources practitioners is not strong, and the recruitment evaluation work is not in place; then according to the actual situation of the specific enterprise The questionnaire survey and expert scoring method were used to determine the specific competency model. Finally, based on the existing problems, the company's recruitment system was optimized based on the characteristics of SLBX's R&D personnel. Based on the R&D position competency model, through the specific optimization of the competency model job description preparation, interviewer training, channel optimization, interview question design, recruitment and evaluation, the SLBX key R&D positions are recruited. The problem of mismatching posts has created a competency model for key positions in SLBX R&D positions, laying the foundation for solving the high turnover rate of key positions. Keywords: multinational company; Competency Model；R & D Engineers目 录 III 目 录 第一章 绪论.................................................................................................................... 1 1.1 选题背景及意义 ................................................................................................ 1 1.1.1 选题背景 .................................................................................................. 1 1.1.2 研究意义 .................................................................................................. 3 1.2 研究内容 ............................................................................................................ 3 1.2.1 研究内容 .................................................................................................. 3 1.3 研究方法和技术路线 ........................................................................................ 4 1.3.1 技术路线 .................................................................................................. 4 1.3.2 本文的研究方法 ....................................................................................... 5 第二章 招聘管理概述.................................................................................................... 7 2.1.1 招聘的意义 .............................................................................................. 7 2.1.2 招聘的内容及方法 .................................................................................. 7 2.1.3 招聘的流程 .............................................................................................. 8 2.1.4 招聘的理论基础——个人-组织匹配理论............................................. 9 2.2 胜任力模型及其在招聘中的应用 .................................................................. 10 2.2.1 胜任力的定义 ........................................................................................ 10 2.2.2 胜任力的类型 .........................................................................................11 2.2.3 胜任力模型 ............................................................................................ 12 2.2.4 胜任力模型在现代企业招聘中的应用 ................................................ 14 第三章 SLBX 公司招聘体系现状与问题分析........................................................... 15 3.1 SLBX 公司基本情况 ........................................................................................ 15 3.2 SLBX 公司招聘管理体系运行现状 ................................................................ 16 3.2.1 SLBX 公司人力资源管理概况.............................................................. 16 3.2.2 SLBX 公司研发人员招聘管理流程............................................................. 20 3.3 SLBX 公司招聘管理现状诊断分析 ................................................................ 21 3.3.1 SLBX 公司近一年研发人员招聘情况数据分析 .................................. 21 3.3.2SLBX 公司近一年研发人员招聘效果分析........................................... 24 3.4 SLBX 公司研发人员招聘体系存在问题 ........................................................ 24 3.4.1 SLBX 岗位编制僵化造成招聘计划与招聘研发人员实际情况脱轨 .. 25 3.4.2 SLBX 研发岗位缺乏精准岗位说明...................................................... 25目 录 IV 3.4.3 研发岗位胜任力模型的缺失 ................................................................ 25 3.4.4 不同岗位招聘渠道的趋同 .................................................................... 26 3.4.5 面试官评判标准的差异性 .................................................................... 26 3.4.6 招聘效果评估过于简单 ........................................................................ 27 3.4.7 缺乏招聘的整合系统 ............................................................................ 28 3.5 SLBX 公司研发人员招聘体系存在问题的原因 ............................................ 28 第四章 SLBX 公司研发人员胜任力模型构建........................................................... 29 4.1 SLBX 公司研发人员胜任力模型构建方法与过程 ........................................ 29 4.2 研发人员胜任力文献分析 .............................................................................. 29 4.2.1 研发人员胜任力的采集 ......................................................................... 29 4.3 SLBX 公司研发人员的特点 ............................................................................ 32 4.4 研发人员胜任力问卷调查 .............................................................................. 32 4.5 研发人员胜任力评价指标的权重设计 .......................................................... 34 第五章 基于 SLBX 研发胜任力模型的招聘流程体系改进...................................... 38 5.1 基于胜任力模型的 SLBX 公司招聘体系具体设计思路 .............................. 38 5.2 基于胜任力模型的信息发布 .......................................................................... 39 5.2.1 基于胜任力模型的招聘信息的发布 ..................................................... 39 5.2.2 研发人员招聘渠道的选择 .................................................................... 40 5.3 基于胜任力模型的甄选测试 .......................................................................... 42 5.3.1 甄选方式的选择 ..................................................................................... 42 5.3.2 基于胜任力模型的职位申请表设计 .................................................... 43 5.3.3 基于胜任力模型的面试官的人员组成与培训 .................................... 45 5.3.4 基于胜任力模型研发人员面试问题的设计 ......................................... 45 5.3.5 基于胜任力模型研发人员面试评分表设计 ........................................ 46 5.3.6 基于胜任力模型的能力与性格测试 .................................................... 48 5.4 基于胜任力模型的背景调查与录用 .............................................................. 48 5.5 基于胜任力模型的招聘评估 .......................................................................... 50 5.6 SLBX 公司招聘体系改进方案的运行管理与保障 ........................................ 51 5.6.1 企业战略的引导 .................................................................................... 51 5.6.2 企业文化建设的全面开展 .................................................................... 52 5.6.3 人力资源专业化程度的提高 ................................................................ 52 5.6.4 相关资源的投入 ..................................................................................... 52 5.6.5 招聘流程自助服务系统详细设计 ......................................................... 53目 录 V 5.7 问题改进优化的具体分析 ............................................................................... 54 第六章 结论与展望...................................................................................................... 55 致谢............................................................................................................................ 57