人才是企业的核心资源和财富，是企业从无到有，乃至发展致胜的重要利器。企业之 间的竞争归根结底是人与人之间的竞争，而企业的关键性人才资 源则是构成企业核心竞争 力的生命之泉、活力之源。在现代企业管理体系下，盘活现有人才、实施战略性人才规划 是企业实现可持续发展的重要举措和保证，其中，最为重要的 就是具备战略高度、使众人 行且经验丰富的中高级管理人才的供给。一般来说，我们通常会把这群人统称为企业的“关 键岗位人才/关键人才”。对于关键岗位人才的获取，不同 企业根据资源禀赋不同各有偏好。 有的喜欢外聘，有的喜欢内培，也有两者皆顾。前者通过猎头广撒网把别家企业好的人才 搜罗而来，这种方式成本较高，一方面是要支付高昂 的猎头费；另一方面是“人头费”， 即高薪养才。而且，“空降经理人”并非都能成为公司治理的“灵丹妙药”。后者，通常指 企业内部人才培养、梯队建设等等，优劣势也是 明显，如用人成本低、管理成本低，但耗 时长，不确定性大。如何取舍，取决于公司的战略目标、用人哲学和所处的情境等因素。 H 集团作为一家传承悠久的中央企业，尽管企 业性质厚重且传统，但是因为其核心管 理团队地处香港，一直以来均以市场化的方式运营企业，所以在公司治理和财务表现方面 一贯良好。近几年来公司内外部环境均发生重大 变化，未来的经济前景愈加变幻莫测，且 随着时间流逝，H 集团关键岗位经理人年龄老化、后备人才匮乏、优秀经理人屡遭流失、 在岗经理人动力不足等问题导致公司的人才梯 队青黄不接，严重影响了企业的持续稳健发 展和业绩提升。 因此，本文将尝试运用人才管理的相关理论来解决 H 集团公司的以上问题。首先借助 胜任力、职业生涯规划、激励 以及人才梯队建设等理论，设计调查问卷，对公司的关键岗 位人才培养的现状和问题进行深入调研。经过资料收集、问卷调查、焦点小组访谈等方面 收集数据，整理分析发现六 大问题：（1）选拔机制不够健全；（2）人才结构不够合理；（3） 体系运营与组织管理不够明晰；（4）人才培养体系性、规划性不够，能力构建方法单一； （5）关键岗位合理 梯队尚未形成，年轻经理人队伍系统化建设有待加强；（6）评价激励 过于求稳，激发活力不足。在问题发现的基础上，为了寻根问底，又再次通过头脑风暴、 根因归纳等方式对 目前存在的问题进行了归纳总结与根因分析，继而结合 H 集团“十三五” 时期的实际情况，发现 H 集团在关键岗位人才培养方面亟待改进，且背后隐藏的是顶层设 计问题：组 织建设、机制建设以及人才团队建设问题。然后基于“提质增效”的关键目标， 依据相关理论，从“机制优化牵引高潜成长；组织优化释放团队活力；打造专业团队”三 方面提 出了一系列针对 H 集团关键岗位人才培养体系改进的具体对策：（1）开展人才盘点， 实现“两评两定”，推动人才结构优化；（2）进行组织管理优化，推动组织变革，打通职 业通道；（3）聚焦岗位胜任力，兼顾发展准备度，突出能力培养的多样性；（4）加强后备 队伍建设，深化人才培养体系，强调发展使用并行；（5）坚持多举措并举，兼顾引才 、留 才。最后，则在如何推动变革落地方面给出了相应建议，并对人力资源工作者如何以价值II 创造为本，提供企业发展所需要的适配的核心人才队伍，建设有活力、有凝聚力 的高效的 人才管理平台，支持业务发展，提出了展望和期待。 关键词：关键岗位 ，人才梯队建设，人才培养III Abstract Talent is the core resource sand resource sliver of enterprises and wealth, and it is an important weapon for enterprises to win from scratch, and even to win. In the final analysis, the competition between enterprises is the competition between people, and the key talent resources of enterprises are the life spring and vitality of the core competitiveness of enterprises. Under the modern enterprise management system, invigorating the existing talents and implementing strategic talent planning is an important measure and guarantee for enterprises to achieve sustainable development, among which, the most important is to have a strategic height, so that the talent supply of middle and senior management is highly experienced. In the context of globalization, although the circulation of key talents seems less elusive, but in culture, values, geographical and other irresistible factors, is it the right person? Do you want to match your needs? Whether really can play a positive role in the development and growth of enterprises and other practical problems still make the reasonable supply of this group appear to be in short supply. Therefore, we say that whether we can select talents scientifically, rationally and effectively, train and use them, rather than engage in external employment, will seriously affect the position and pattern of enterprises in the future competition. Group H, which is involved in this paper, faces serious challenges in this regard under the influence of the internal and external environment. Group H, as a long-standing old state-owned enterprise, despite its strong and traditional corporate attributes, has always been good in corporate governance and financial performance because its core management team is located in Hong Kong and has been operating in a market-oriented manner. However, due to major changes in the internal and external environment in recent years, the future economic outlook is increasingly uncertain, and with the passage of time, H Group's senior management team of aging talent, the loss of outstanding talent, mature senior management training speed is slowing down, and other issues lead to the company's talent ladder, Internal and external problems are increasingly troubled and affect the sustained and steady development of enterprises and performance improvement. Therefore, this paper will try to use the relevant theories of talent management to solve the above problems of H group company. Firstly, with the help of the theories of job matching, competency, motivation and talent echelon construction, a questionnaire was designed to conduct an in-depth investigation on the current situation and problems of talent cultivation for key positions in the company. Through data collection, questionnaire survey, focus group interviewIV and other aspects, six problems are found through sorting and analysis :(1) the selection mechanism is not sound enough; (2) the talent structure is not reasonable; (3) the system operation and organizational management are not clear enough; (4) insufficient talent training system and planning, and single capacity building method; (5) the rational echelon of key positions has not yet been formed, and the systematic construction of young managers needs to be strengthened; (6) the evaluation and encouragement are too stable and lack of vitality. On the basis of the problems found, in order to arose, again through the brainstorming, fish bone spur figure way has carried on the induction summary to the present problems and returning for analysis, and then combined with the actual situation of H group "much starker choices-and graver consequences-in" period, found that H group in terms of key position talents need to be improved, and hidden behind the top design problem is: the organization construction, mechanism construction and the talent team construction. Then, based on the key goal of "improving quality and improving efficiency", according to the relevant theories, "mechanism optimization traction of high potential growth"; Optimize the organization and release team vitality; The three aspects of "building a professional team" put forward a series of specific countermeasures for the improvement of the talent cultivation system for key positions of H group : (1) to carry out talent inventory, realize "two evaluations and two decisions", promote the optimization of talent structure (2) to optimize organizational management, promote organizational change, open up the career channel; (3) focus on job competence, take into account the degree of development preparation, highlight the diversity of ability training; (4) strengthen the construction of the reserve team, deepen the personnel training system, emphasize the development and use of parallel; (5) adhere to the multi-measures, take into account the introduction of talent, retain talent. Finally, it gives corresponding Suggestions on how to promote the implementation of the reform, and puts forward the prospect and expectation for human resource workers on how to take value creation as the foundation, provide the suitable core talent team needed by enterprise development, build a dynamic and cohesive and efficient talent management platform, and support business development. Keywords：Key positions、 Talent echelon onstruction、 Talent trainingV 目 录 摘要 .................................................................... I ABSTRACT ................................................................ III 一、绪论 .................................................................. 1 （一）研究背景 ............................................................ 1 （二）研究 背景和意义 ...................................................... 1 1、研究目的 ............................................................. 1 2、理论意义 ............................................................. 2 3、实践意义 ............................................................. 2 （三）研究内容和 方法 ...................................................... 2 1、研究内容 ............................................................. 2 2、研究方法 ............................................................. 3 二、文献综述与相关理论基础 ................................................ 4 （一）国内外文 献综述 ...................................................... 4 1、 人才培养的理论和方法 ................................................. 4 2、 人才培养模式 ......................................................... 5 （二）相关理论基础 ........................................................ 5 1、基本概念界定 ......................................................... 5 2、胜任力模型理论 ....................................................... 6 3、激励理论 ............................................................. 8 4、人才梯队建设 ......................................................... 9 5、人才培养体系的 内容及其建设步骤 ...................................... 10 三、H 集团关键岗位人才培养现状分析 ........................................ 14 （一）H 集团简介 ......................................................... 14 （二）H 集团人才队伍建设情况 ............................................. 14 1、H 集团关键岗位 人才定义............................................... 14 2、以胜任力模型为基础的人才标准 ........................................ 14 3、H 集团关键岗位人才 的培养方式......................................... 16 4、H 集团关键岗位人才的数量和结构....................................... 17 （三）H 集团关键岗位人才培 养的现行制度 ................................... 21 1、选拔与培养 .......................................................... 21 2、使用与激励 .......................................................... 24 四、 H 集团关键岗位人才培养体系的问题诊断 ................................. 25 （一）H 集团关键 岗位人才培养体系问题的调研 ............................... 25 1、问卷调研设计 ........................................................ 25 2、问卷调研结果统计 .................................................... 25 3、访谈设计 ............................................................ 28 4、访谈题目及内容 ...................................................... 29 （二）H 集团关键岗位人才培养体系问题的诊断 ............................... 29 1、调研数据分析 ........................................................ 29 2、问题归纳与总结 ...................................................... 31VI 五、 H 集团关键岗位 人才培养体系的优化对策 ................................. 34 （一）关键岗位人才培养体系优化的总体思路 ................................. 34 1、基本原则 ............................................................ 34 2、核心理念 ............................................................ 34 （二）关键岗位人 才培养体系优化的主要策略 ................................. 34 1、加强后备队伍建设，深化人才培养体系，强调发展使用并行 ................ 34 2、开展人才盘点，实 现“两评两定”，推动人才结构优化 ..................... 36 3、进行组织管理优化，推动组织变革，打通职业通道 ........................ 38 4、聚焦岗位胜任力，兼顾 发展准备度，突出能力培养的多样性 ................ 39 5、坚持多举措并举，兼顾引才、留才 ...................................... 41 （三）关键岗位人才培养体系优 化的实施保障 ................................. 43 六、 结论与展望 .......................................................... 45 （一）结论 ............................................................... 45 （二）展望 ............................................................... 45 附录一 调研 问卷 .......................................................... 46 附录二 访谈提纲 .......................................................... 48。。。。。。 以下内容略