摘要
摘要
人才是现今社会发展的核心动力，企业之间的竞争本质上是人才的竞争，
对于企业来说、吸引、保留和激励本企业的技术人才、管理人才，对企业的发
展至关重要。虽然我国检测认证行业起步较晚，但目前已经进入快速发展时期，
随着政策的进一步明确和放开，第三方检测认证企业数量逐年增加，行业发展
日新月异，人才竞争已进入白热化阶段。如何加强企业人力资源管理，避免人
才流失、进一步激发持续创新力，成为检测认证企业亟待解决的问题。
本文基于 J公司人力资源现状，以马奇和西蒙模型、中松义郎的目标一致
理论、计划行为理论为指导，在深入调查访谈后得出 J公司人才流失的主要原
因。即：“基层技术人员薪酬低、核心技术人员晋升难、管理人员考核机制不
健全、结果不公平、人才培养机制无法匹配个体成长需求、技术人员工作环境
差”。在借鉴相关理论和经验的基础上，提出提高基层员工薪酬福利，通过推
进薪酬体制改革，建立项目绩效制，优化薪酬体系；鼓励员工创新，崇尚绩效，
建立对应的薪酬机制；完善轮岗机制，打通核心技术人员晋升通道，鼓励轮岗，
激发员工潜能，激发员工活力；完善管理人员考核机制，对管理人员绩效考核
实行过程控制，并实行全方位绩效评估，考评结果及时有效公开；内部培训及
外部引进，全力打造人才供给供应链，通过获取能扛旗区域负责人、业务负责
人、校招新鲜血液来进行人员储备；吸引优秀离职人员回流，加强核心技术人
员的储备；文化引导物质补偿两手抓，缓解工作环境客观矛盾，加大硬件预算
投入，改善工作环境；推进企业文化建设，加强引导教育，提高人员凝聚力；
同时增加物质补偿，提升员工满意度等系列建议。以期为检测认证行业发展人
才队伍建设提供参考和借鉴。
关键词：检测认证企业；核心人才；人才流失；对策研究
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ABSTRACT
ABSTRACT
Talents are the core driving force of today's social development. The competition
between enterprises is essentially the competition of talents. For enterprises, attracting,
retaining and motivating their technical and management talents is very important to
the development of enterprises. Although China's testing and certification industry
started late, it has entered a period of rapid development. With the further clarification
and liberalization of policies, the number of third-party testing and certification
institutions has increased year by year, the industry has developed with each passing
day, and the talent competition has entered a white hot stage. How to strengthen
enterprise human resource management, avoid brain drain and further stimulate
sustainable innovation has become an urgent problem for testing and certification
enterprises.
Based on the current situation of human resources in J company, under the
guidance of March and Simon model, Nakasone Yilang's goal consistency theory and
planned behavior theory, this paper obtains the main causes of brain drain in J
company after in-depth investigation and interview. Namely: "the salary of
grass-roots technicians is low, the promotion of core technicians is difficult, the
assessment mechanism of managers is imperfect, the results are unfair, the talent
training mechanism can not match the individual growth needs, and the working
environment of technicians is poor". On the basis of relevant theories and experience,
it is proposed to improve the salary and welfare of grass-roots employees, promote
the reform of salary system, establish project performance system and optimize the
salary system; Encourage employees to innovate, advocate performance and establish
corresponding salary mechanism; Improve the job rotation mechanism, open up the
promotion channel for core technicians, encourage job rotation, stimulate employees'
potential and vitality; Improve the management evaluation mechanism, implement
process control for management performance evaluation, and implement all-round
performance evaluation, and the evaluation results shall be timely and effectively
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ABSTRACT
disclosed; Internal training and external introduction, make every effort to build a
talent supply chain, and reserve personnel by obtaining regional leaders, business
leaders and fresh blood for school recruitment; Attract the return of outstanding
resigned personnel and strengthen the reserve of core technical personnel; Guide
education and material compensation, alleviate the objective contradiction of the
working environment, increase hardware budget investment and improve the working
environment; Guide education and improve personnel cohesion; At the same time,
increase material compensation and improve employee satisfaction. In order to
provide reference for the development of testing and certification industry and the
construction of talent team.
Key words:enterprise; Core talents; Brain drain; Countermeasure research
III
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