I 摘要 随着近几年全球化商业竞争的加剧、国际金融市场的震荡、国家经济结构的宏观 调整，地产行业发展增速整体成放缓态势。面对如此复杂、激烈的市场竞争环境，目 前众多企业发展的大势是完成战略转型升级。然而，大多数企业面临着这样的现状： 即企业现有的内部人才难以支撑完成战略转型这一发展目的，甚至有可能会阻碍企业 战略转型的推进实施，从而造成运营效率的降低。实施战略性人才储备的最佳突破和 切入点是实现人才梯队建设，通过梯队建设，能够不断发掘人才，并为人力资源提供 持续保障，从而为企业实现战略转型及持续发展提供支撑。因此，未来十年，企业所 面临的最大挑战将会是人才梯队建设问题。然而人才识别、人才培养、人才发展问题 已不仅仅是寻找岗位替代者那么简单，而是需要依据企业人力资源管理现状及战略发 展需要打造系统性人才梯队建设与培养机制。所以，企业要进行可持续性人才梯队建 设就必须未雨绸缪，为未来各种人才需求进行提前规划，确保有合适的继任者能够及 时补充关键岗位的空缺。本人所在的OC集团目前正处于这样的时期：即从传统建筑 施工及地产行业转型扩展到全产业链大运营行业，须进一步变革优化集团整体管控机 制，以上这些都向人力资源管理提出了一个新难题——对于人才的标准和要求，企业 需要不断创新，并基于新的定义，进行未来管理人才的储备。本文是在以上背景和OC 集团人力资源管理现状的基础之上进行撰写。 本文把OC集团作为主要研究对象，首先梳理了人才概念、人才战略理论、人才 供应链理论、胜任力模型理论及继任规划等相关理论；然后阐述了OC集团发展历程、 战略转型方向及未来发展布局、人力资源管理及人才梯队建设现状；其次，简要分析 了在OC集团战略转型阶段，人才梯队建设面临的挑战及亟待解决的问题和原因，并 重点剖析了OC集团目前面临的最为严峻的问题在于企业内部现有人才储备的数量与 质量难以支撑企业战略发展的需求，同时还面临核心管理及技术人才严重短缺、支撑 企业长期稳定发展的核心关键人才不断流失加剧、内部人才选拔及培养基础薄弱，人 才评价及培养体系的缺失等一系列问题；再次，重点阐述了通过建立基于OC集团战 略转型需要的人力资源规划、人才战略、各层级能力素质模型、人才识别及测评机制、 OC骄子计划与人才培养体系等一系列机制探索出系统全面解决OC集团人才梯队建设 问题的应对措施；最后，为确保OC集团人才梯队建设各项举措的顺利实施及可持续 性推进，进一步完善了人才发展体系相关的基础保障措施。本文对OC集团战略转型 时期人才梯队建设进行了系统性研究，研究成果一方面为OC集团人才梯队建设提供 西北农林科技大学硕士学位论文 II 了具体的思路，另一方面还结合实际情况，提出了可行性强的具体举措，更重要的是 能够为行业内，即面临传统地产转型的企业提供帮助。 本文主要使用的方法有：实地调研访谈、问卷调查、文献搜集、数据分析、标杆 企业研究等多种研究方式，针对战略转型时期企业人才梯队建设进行了系统性研究， 并站在人才梯队建设顶层设计的视角，分析了人才战略的发展目标，提出了可行性措 施，并深入探索了人才规划、人才标准、人才测评等相关内容，从而将人才管理实现 闭环，特别是采用人才盘点的方式，通过构建企业内部人才地图的方式撬动了人才管 理的各个环节，从而提升OC集团人才梯队建设工作的系统性、规范性、有效性和可 持续性。 关键词：人才；梯队建设；战略转型期；OC集团 ABSTRACT III ABSTRACT With the intensification of global business competition, the shock of the international financial market and the macro adjustment of the national economic structure, the growth rate of the real estate industry has slowed down. Faced with such a complicated and fierce market competition environment, strategic transformation and upgrading has become the general trend of the development of many enterprises. However, the existing talent reserve of most enterprises is difficult to support the needs of enterprise strategic transformation and development, and may even hinder the implementation of enterprise strategic transformation, resulting in the reduction of operating efficiency. As the best point for the implementation of strategic talent reserve, talent echelon construction can continuously explore and provide human resources guarantee, and escort the strategic transformation and sustainable development of enterprises. Therefore, in the next ten years, the biggest challenge facing enterprises will be the construction of talent echelon. However, the problems of talent identification, talent training and talent development are not only about finding job substitutes, but also about building systematic talent echelon construction and training mechanism based on the current situation of enterprise human resource management and strategic development. Therefore, the enterprise to carry out sustainable talent echelon construction must prepare for a rainy day, for the future of a variety of talent needs to plan in advance, to ensure that there is a suitable successor can timely fill the vacancy of key posts. OC group is in the phase of strategic transformation of traditional real estate and construction industry, from the building areas extend to the whole industry chain operations, to the transformation of the organizational control mode optimization, all of these changes for a new challenge to human resource management.In this state enterprise must find a new way to define talents,which can meet the needs of the future development. In view of the above background and OC's human resource management status, this paper is written. Taking OC group as the research object, this paper firstly sorted out relevant theories such as talent theory, talent strategy theory, talent supply chain theory, competency model theory and succession planning. Then, it objectively elaborated OC's development history, strategic transformation direction and future development layout, human resource management and talent team construction status quo. Second, briefly analyzed the stage of 西北农林科技大学硕士学位论文 IV strategic transformation in the OC group, the challenge for the talent team construction and the problems to be solved and the reason, and it analyzes the OC group currently facing the most serious problem is that the quantity and quality of the enterprise existing talent pool is difficult to support the needs of the development of the enterprise strategy also faces the core management and technical personnel shortages, support enterprise long-term stable development of the core loss of key talent constantly aggravate, internal talent selection and cultivation foundation weak, the lack of talent evaluation and training system and a series of problems; Again, focusing on establishing strategic transformation based on OC group need human resources planning, talent strategy, at all levels of ability quality model, talent identification and evaluation mechanism, the OC runway talent and talent training system and a series of mechanism to explore system comprehensive countermeasures to solve the problem of OC group talent echelon construction; Finally, in order to ensure the smooth implementation and sustainable promotion of OC's talent development initiatives, the basic guarantee measures related to the talent development system were further improved. In this paper, a systematic study on the talent echelon construction of OC during the period of strategic transformation provides ideas, methods and specific measures for the solution of OC's talent echelon.construction.For enterprises which is faced with the same problems,it provides reference. The writing of this article through on-the-spot interviews, questionnaire survey, literature collection, data analysis and benchmarking enterprise research study a variety of ways, in view of the enterprise strategic transformation period talent echelon construction has carried on the systematic research, and to stand in the Angle of the top design talent echelon construction, put forward the goal of talents strategy and concrete implementation measures, to explore through human resources planning, talent evaluation and so on, the establishment of the talent, talent career planning and so on each link, form a complete closed loop of talent management, especially by personnel inventory build enterprise internal personnel maps kick-started the talent management of each link, So as to improve the system, standardization, effectiveness and sustainability of OC talent team construction. KEY WORDS: Talent; Echelon construction; Strategic transformation; OC group 目 录 I 目 录 摘要