科技型企业 PX 公司在成立二十周年后，在新业务模式的推动下，也加入了风
生水起的人才竞争行列。在雇主品牌没有太大优势，融资能力也不如新型互联网公
司的前提下，如何帮助 PX 公司扬长避短在人才竞争中占有一席之地是本文的主旨
本文通过对人才获取相关的理论和案例的研究，结合 PX 公司实际情况和自身
在企业中的工作实践经验，总结了公司在迅速扩张的一年里人才获取中发生的种种
问题。本文通过从岗位评估体系制定、胜任力模型设计、人力资源伙伴机制建立、
招聘渠道拓展、人才质量提高、雇主品牌优化等比较全面地提高 PX 公司的人才获
取能力
PX 公司有其本身人人敬业的传统优势，但各项管理制度的缺失和管理人员能
力的有限使得人力资源的工作既又被需要又具挑战。对 PX 公司人才获取策略的改
良将会是一次富有意义的项目
关键词：人才获取；招聘；岗位评估；胜任力模型；人力资源业务伙伴III
Abstract
Talent acquisition strategy is the decisive factor to the success of a company. In the
competitive economic environment, a bunch of hot money has flowed into prospective
projects, most internet companies have a huge amount of financing which can be spent
to introduce all kinds of talents they need, but it had caused chaos to the talents market.
Since its 20th anniversary, PX company, as a high-tech enterprise, has joined the
ranks of talent competition under the impetus of the new business model. In the
employer brand does not have much advantage, financing ability is not as good as the
new Internet Co premise, how to help PX company to avoid weaknesses, in the
competition for talent occupies a place, is the main thrust of this article.
Based on the research of talent acquisition related theories and cases, combined
with the actual situation and the work experience in PX company, the thesis summarized
the problems regarding talent acquisition occurred in the rapidly expanding year. For the
purpose of full cycle improvement for talent acquisition in PX company, job evaluation
system should be implicated, competency models should be designed, human resources
business partnership should be established, talent channels should be diversified, talent
quality should be enhanced and employer branding should be optimized.
PX company has its own traditional advantages of dedicated work, but the lack of
management system and limited ability of managers make human resource work both
necessary and challenging. The improvement of PX&39;s talent acquisition strategy will be a
meaningful project.
Key Words: Recruitment; Talent Acquisition; Job Evaluation; Competency Model;
Human Resources Business Partnership目录
致谢 ....I
摘要 ..II
Abstract........III
第 1 章 绪论 .1
1.1 选题的背景 ..1
1.2 研究目的和意义 ......2
1.3 全球研究现状和评述 ..........3
1.3.1 全球研究现状 ...3
1.3.2 评述 .......5
1.4 研究内容与方法 ......5
1.5 本文创新点 ..6
第 2 章 相关理论 .....7
2.1 素质理论 .....7
2.2 胜任力模型 .7
2.3 岗位评估 .....9
2.3 人才缺口成因理论 ........... 11
2.4 达尔文理论和农夫理论 ...12
第 3 章 PX 公司人才获取的现状及问题分析 .....13
3.1 教育机器人行业背景 .......13
3.2 PX 公司介绍 ..........14
3.3 PX 公司人才获取现状 ......14
3.4 公司人才获取问题 ...........15
3.4.1 组织架构设计不合理 .16
3.4.2 岗位职责界定不明确 .18
3.4.3 人力资源部和业务部门的合作不协调 .........21
3.4.4 人才获取渠道未全面打通 .....21
3.4.5 招聘质量有待提高 .....22
3.4.6 雇主品牌有待改善 .....23第 4 章 PX 公司人才获取方案设计 .........24
4.1 制定科学有效的岗位评估体系 ....24
4.2 确立胜任力模型 ....26
4.3 建立人力资源伙伴机制 ....29
4.4 进一步拓展招聘渠道的广度和深度 ........31
4.4.1 建立实时更新的人才库 .........31
4.4.2 猎头、RPO 供应商的沟通和定期培训.........32
4.4.3 内部推荐的深化 .......
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