受新冠肺炎疫情的冲击，市场竞争压力进一步增大，传统制造业更加关注产业结 构的优化升级，加之环保治理标准严控等政策的陆续出台，战略调整、组织变革成了 诸多传统制造企业改变目前生存压力的新发展出路。国有企业掌握国民经济命脉，在 制造业中举足轻重，为激发市场经济活力，国有企业转型升级需在发展方式、体制机 制、管理方式上做出变革。企业的发展需要依靠人才力量，结构合理的人才队伍为企 业的转型升级提供有力支撑。 安瑞科蚌埠压缩机有限公司具有老国企背景，自 2017 年开始进行“第三次创业”。 公司的转型升级要求将企业发展战略融入到人力资源管理创新中，由此企业各层级人 才需要提升相应的能力和素质。作为企业人力资源战略管理重要环节，行之有效的人 才队伍建设方案，可以解决企业人才结构性短缺等问题的基础上，找准企业不同阶段 各个领域的关键人才，为企业永续发展提供能力强、绩效优的后备力量，以增强企业 的凝聚力与竞争力。 本文在研读人才队伍相关文献的基础上，以安瑞科蚌埠压缩机有限公司为案例研 究对象，深入实地走访，分析转型期公司组人力资源状况、人才队伍建设状况，并对 现有人才队伍建设效果进行问卷调查，运用 SPSSAU 软件进行统计分析。在此基础 上加入 PEST 分析，得出公司现阶段人才队伍建设仍然存在的问题，这些问题与其他 转型中的国企存在共性。从问题推及成因，据此提出以机制保障为重点的优化措施。 案例中安瑞科蚌埠压缩机有限公司人才队伍呈现结构失衡的问题，公司在人才发 展、人才识别、人才培养方面做出了一系列改革。从改革效果上看，员工平均年龄由 45.7 岁降至目前的 40.6 岁，人才队伍结构老龄化问题正在逐步缓解，优秀员工得到 发展。与此同时同行业人才流动率相比公司人才流动率更加合理、劳动生产率得到显 著提升、经营成果扭亏为盈。从问卷反馈上看，样本各职级胜任力自评情况良好，公 司绩效设计较合理，与个人胜任力基本相匹配。样本自评个体职业状况得分均在 4 分以上，对于自身发展和组织环境满意度较高。加速扭转人才结构失衡，需要分阶段 实施人才规划战略，进一步突破传统管理机制的束缚，进一步推进动态平衡的人才队 伍建设保障机制。 人才队伍建设需根据公司战略导向不断更新调整，未来需要构建企业员工命运共 同体，继续深化梯队建设机制保障，优化人才结构、注入创新活力，为企业输入更多 优秀人才力量，成就企业更好更快发展。 关键词：国企转型；人才队伍建设；胜任力模型；人才生态国企转型中人才队伍建设研究——以安瑞科蚌埠压缩机有限公司为例 I Abstract Under the impact of COVID-19, market competition pressure has further increased, so traditional manufacturing industry has been paying more attention to the optimization and upgrading of industrial structure. With the introduction of such policies as implementing environmental protection standards strictly, strategic adjustment and organizational change have become the new development ways for many traditional manufacturing enterprises to relieve their survival pressure. As state-owned enterprises hold the lifeline of the national economy and play an important role in the manufacturing industry, it’s a must for state-owned enterprises to conduct reforms in the development mode, system mechanism and management mode in order to vitalize the market. Personnel are of crucial importance to the development of enterprises and a reasonable workforce structure provides strong support for the transformation and upgrading of enterprises. Enrico Bengbu Compressor Co., Ltd, a company with the background of an old state-owned enterprise, has started its "third venture" since 2017. The transformation and upgrading of the company requirements that the development strategy of the enterprise be integrated into the innovation of human resource management. Talent contingent construction is an important part of enterprise human resource strategic management. Effective talent contingent construction can solve the problem of structural shortage of enterprise talents. Meanwhile, it can supply the key talents needed in various fields at different development stages of the enterprise, and provide the reserve personnel who have good ability and excellent performance for the sustainable development of the enterprise, so as to enhance the cohesion and competitiveness of the enterprise. On the basis of studying the relevant literature of talent contingent, this paper takes Enrico Bengbu Compressor Co., Ltd. as the case study object, and makes in-depth field visits. According to the company's human resources situation and talent contingent construction in the company during the transformation period, and makes a questionnaire survey on the effect of talent contingent construction, using SPSSAU software to make statistical analysis. On this basis, with PEST analysis, the company's current talent team building still exist problems, these problems and other transformation of the common state-owned enterprises. From the problem to the cause of formation, based on this mechanism to ensure the focus of the optimization measures.国企转型中人才队伍建设研究——以安瑞科蚌埠压缩机有限公司为例 II Take Enrico Bengbu Compressor Co. Ltd as an example. The main problems existing in the talent management are unreasonable talent structure. The company has made a series of reforms in talent development, talent identification and talent training. In terms of the effect of the reform, the average age of employees from 45.7 years old to 40.6 years old at present, the aging problem of the talent team structure has been gradually alleviated, and excellent employees have got promotions. At the same time, compared with the talent flow rate of the industry, the company's talent flow rate is more reasonable, the labor productivity has been significantly improved, and the company has turned losses into profits. The feedback of talent contingent construction effects shows that the self-evaluation of competency of the samples (staff members) from all the levels is good, and the company performance design is reasonable, which basically matches the individual competency. The samples are satisfied with their own career development and the company’s environment, with their self-rated individual career status scoring at 4 points. To speed up the reversal of the imbalance in the talent structure, it is necessary to implement the talent planning strategy in stages, break through the bondage of the traditional management mechanism, and further promote the guarantee mechanism of the Dynamic equilibrium's talent contingent building. The construction of the talent team needs to be constantly updated and adjusted in accordance with the company's Strategic Direction. In the future, it is necessary to build a community of shared future for the employees of the enterprise, continue to deepen the mechanism guarantee for the echelon construction, optimize the talent structure and inject innovation vitality, for enterprises to import more excellent talent force so as to achieve a better and faster development of the enterprise. KEYWORDS: Transformation of state owned enterprises；Talent contingent construction； Competency model；talent ecosystem国企转型中人才队伍建设研究——以安瑞科蚌埠压缩机有限公司为例 1 目 录 第一章 绪论 .................................................1 第一节 研究背景与研究意义 ...........................................1 一、研究背景 .......................................................1 二、研究意义 .......................................................1 第二节 国内外研究现状 ...............................................2 一、国外研究现状 ...................................................2 二、国内研究现状 ...................................................3 三、文献评述 .......................................................4 第三节 研究思路与研究方法 ...........................................5 一、研究思路 .......................................................5 二、研究方法 .......................................................5 第四节 研究内容和本文解决的主要问题 .................................6 一、研究内容 .......................................................6 二、本文解决的主要问题 .............................................6 第二章 相关概念及理论基础 ...................................7 第一节 相关概念 .....................................................7 一、国企转型 .......................................................7 二、人才队伍的概念与特征 ...........................................7 三、人才队伍建设途径 ...............................................8 第二节 理论基础 ....................................................12 一、人力资本 ......................................................12 二、战略人力资源管理 ..............................................13 三、胜任力模型 ....................................................14 第三章 安瑞科蚌埠压缩机有限公司人才队伍建设案例背景 ........17 第一节 公司背景 ....................................................17 一、公司概况 ......................................................17 二、组织机构调整 ..................................................19国企转型中人才队伍建设研究——以安瑞科蚌埠压缩机有限公司为例 2 三、人力资源状况 ..................................................20 第二节 公司人才队伍建设现状分析 ....................................25 一、人才发展 ......................................................25 二、人才识别 ......................................................26 三、人才培养 ......................................................30 第三节 公司人才队伍建设效果反馈 ....................................31 一、问卷设计 ......................................................31 二、研究结果 ......................................................31 第四章 安瑞科蚌埠压缩机有限公司人才队伍建设短板成因分析 ....43 第一节 公司人才队伍建设环境分析 ....................................43 一、外部环境分析 ..................................................43 二、行业分析 ......................................................45 三、内部环境分析 ..................................................46 第二节 公司人才队伍建设的短板 ......................................47 一、人才队伍结构失衡 ..............................................47 二、人才创新意识薄弱 ..............................................48 三、人才引进渠道单一 ..............................................48 第三节 公司人才队伍建设问题成因分析 .................................48 一、人才规划缺乏战略性视角 ........................................48 二、人才管理体制僵化 ..............................................49 三、人才队伍建设保障机制不完善 ....................................49 第五章 安瑞科蚌埠压缩机有限公司人才队伍建设改革措施优化 ....49 第一节 定位人才战略规划 ............................................49 一、厘清公司战略方向 ..............................................49 二、分步实施战略人才规划 ..........................................50 第二节 创新人才队伍建设管理理念 ....................................51 一、更新人才建设理念 ..............................................51 二、重视人才价值链的作用 ..........................................51 第三节 推进人才队伍建设机制改革 ....................................52 一、完善人才进出机制 ..............................................52国企转型中人才队伍建设研究——以安瑞科蚌埠压缩机有限公司为例 3 二、推进分配改革机制 ..............................................52 三、建立人才生态系统评价机制 ......................................53 四、深化人才储备机制 ..............................................53 五、升级人才培养机制 ..............................................54 第六章 结论与展望 ..........................................55 第一节 研究结论 ....................................................55 第二节 展望 ........................................................56。。。。。。以下内容略