J公司转型期员工职业生涯规划研究

 

工商管理 刘梅花 20063222409

邵芳副教授

 

基于商业环境的巨变，各行各业正进入一个快速变革转型的时期。显然，在各企业一波波战略转型过程中，无论业务模型是进行调整还是重塑，都将是企业管理层关注的焦点，但往往容易忽略对原有从业员工职业生涯调整变化的重点关注，忽略有效的转型期员工职业生涯规划、时效性员工培训和员工绩效考核等内容对企业转型的重要性，这种现象，轻则影响队伍士气和战斗力，严重时甚至关乎企业转型得失和成败。

本文从J公司转型期员工职业重构系列问题入手，对其当前所处的职业现状开始进行概述，对其职场规划问题予以分析，给出其问题解决方案及对策，力促J公司用“新”的人力资源生涯规划为J公司转型发展提供新势能，同时，结合其新的业务条线和转型需要，为J公司接下来的初创发展阶段做好人力保障，形成接下来更趋适应性和高绩效发展的员工职业生涯规划，让J公司从过去人力“专精优”的特点快速转寰为转型期“多特好”需求，也为公司后期的发展期和成熟期做好路径发展规划。本文的研究有一定的理论意义、现实意义和应用意义。首先，在理论方面，参照当前企业外部生存环境，本文围绕J公司特定发展阶段员工生涯规划建设的案例探索，着力在转型期对员工职业规划进行有针对性的研究，希望能引起更多企业和学者对于企业转型期员工的职业生涯规划与企业转型期发展的特别关注。其次，在现实意义层面，可以解决J公司转型期员工工作效能与企业转型需求不匹配的潜在问题，提高员工对职业环境变化、职业困境的把握能力，提高公司转型期人才培养的精准性，帮助公司人才发挥最佳智能，以期达到管理成本的降低、组织文化的有效建设、企业绩效的快速提升。最后，在应用层面，能为其它同类型的企业在转型期阶段的员工生涯建设方面提供一定的参考思路，倘能适当予以借鉴运用，或能达到企业转型成功、持续发展和员工职业健康发展的目标。

本文主要依据职业生涯和转型期的相关理论和概念，例如动态能力理论、企业基因理论、变革理论以及职业生涯规划理论，同时，企业转型期、企业转型期员工、职业生涯等相关概念为文章的研究提供了参考。本文的主要研究方法包括：文献和期刊研究、调查问卷发放以及本人参与到实施场景，通过进入到转型期员工的实际工作场景，同员工一起落地职业规划构建中的所需动作，对其工作所处环境、工作所呈现的态度以及工作所取得的成效进行比较，保证全面且有力度的规划实施反馈。

本文的研究结论如下：

首先，围绕J公司在转型期的员工职业生涯规划重构进行的设计、实施、反馈表明，J公司员工的职业生涯规划工作是其转型期不可或缺的重要组成部分，它与公司成功转型有着密切的联系，因此，在企业转型期结合转型战略做出契合转型发展的员工职业生涯规划是转型企业人力资源管理的关键。

其次，J公司通过研究实施相关举措，加强了预期的人力管理效果，转型期业务业绩指标有明显改善，员工凝聚力恢复向好，显而易见，J公司转型期问题解决的紧迫性和能否顺利解决，在很大程度上取决于是否采用了有效及时的人力方案设定，通过进一步对员工职业通道拓展、加强工作内容培训和更新绩效考核相结合的方法，可以切实做好科学、系统、有效的员工职业生涯规划，扫清转型发展道路人力板块障碍。

最后，本文提出的J公司转型期存在的问题远非问题的全部，其解决方案也是自己摸索和实践，目前对于J公司转型期员工的职业生涯规划的研究和实践是比较符合J公司转型期的发展需求，随着公司进入发展期和成熟期，相信公司和员工会得益于本文的生涯规划研究。

在采写本研究时，本人一度陷入企业转型期这一短暂历程和员工个体职业生涯规划这一长程设计相互关系、相互作用价值的思考和探究，拷问本文的实际研究价值和应用意义，基于J公司转型期发展中这一绕不过去的问题的实际对立困境，企业转型期难以预设且或短或长，但却难以剔出每个身处这一时期的员工职业生涯，好的能发挥积极作用的人力管理动作，应该能帮助到转型企业或转型期员工更好过渡，以利企业或个体在这之后长久坚实地发展。令本人欣喜的是，在边研究边实践的过程中，J公司把员工职业生涯规划作为转型期的首要问题之一下力度地解决，帮助其渡过了转型期最艰难的时刻，让转型期的下一阶段曙光再现。由于本人理论水平所限，在本文中对J公司转型期员工职业生涯规划研究难免存在着研究方法单一、研究深度挖掘不足等方面的问题，但本人会因本论文研究过程中积累产生的对J公司转型业务发展的浓厚兴趣，在后期持续参与和关注J公司员工职业发展情况，便于对本研究内容的深入与细化，以期进一步研究能够加强与J公司转型期实践相结合，对J公司的长远人力资源发展有更大的帮助。

 

关键词：企业转型期， 员工职业生涯规划， 转型双赢

 

 

 

 

 

 

 

 

 

                                              导师签名：

 

J Company’s Research on Career Planning of Employees in the Transition Period

 

Business Administration  Liu Meihua  20063222409

Associate Professor  Shao Fang

 

Based on the great changes in the business environment, all industries are entering a period of rapid change and transformation. Obviously, in the process of strategic transformation, regardless of the business model is adjusted or reshape, will be the focus of enterprise management, but often easy to ignore the focus of existing employees career adjustment change, ignore the effective transition staff career planning, timeliness staff training and employee performance appraisal on the importance of enterprise transformation, this phenomenon, light affect team morale and combat effectiveness, even serious about enterprise transformation gain and loss and success or failure.

This paper starts with the series of problems of employee career reconstruction in the transition period of J Company, Start to give an overview of his current career status, Analyze its workplace planning problems, Give its problem solutions and countermeasures, Promote J Company to provide new potential energy for the transformation and development of J Company with the "new" human resources career planning, at the same time, Combined with its new business lines and transformation needs, To ensure the human resources for the next start-up development stage of J Company, Forming the next more adaptive and high-performance development of employee career planning, Let J Company from the past human "specialization" characteristics to the transition "more special good" demand, Also for the company's later development period and mature period to do a good path development planning. The research in this paper has certain theoretical, practical and applied significance. First of all, in terms of theory, with reference to the current enterprise external living environment, this paper around J company specific development stage employee career planning construction case exploration, focus on the transition period of targeted research of employee career planning, hope to cause more enterprises and scholars for enterprise transition employee career planning and the development of enterprise transition special attention. Second, in the practical significance level, can solve the J company transition staff work efficiency and enterprise transformation demand does not match the potential problems, improve the staff of professional environment change, professional dilemma grasp ability, improve the precision of talent training, transition help talent best intelligence, in order to achieve management cost reduction, the effective construction of organizational culture, the rapid improvement of enterprise performance. Finally, at the application level, it can provide some reference ideas for other similar enterprises in the career construction of employees in the transition stage. If it can be appropriately used for reference, it can achieve the goals of successful enterprise transformation, sustainable development and healthy development of employees' career.

This paper is mainly based on the relevant theories and concepts of career and transition period, such as dynamic ability theory, enterprise gene theory, change theory and career planning theory. At the same time, the enterprise transition period, enterprise transition period employees, career and other related concepts provide reference for the research of this paper. The main research methods of this paper include: literature and journal research, questionnaires and I participate in the implementation scenario, by entering the transition staff actual work scenario, with the employees in the career planning construction, for the work environment, work attitude and compare the work results, ensure comprehensive and strong planning implementation feedback.

The research conclusions of this paper are summarized as follows:

First of all, around J company in the transition of staff career planning reconstruction design, implementation, feedback shows that J company staff career planning work is an indispensable important part of the transition, it is closely related to the company successful transformation, therefore, in the enterprise transition transformation strategy combined with the transformation of employee career planning is the key to the transformation of enterprise human resource management.

What’s more, J company through research implementation of relevant measures, strengthen the human management effect of expected, transition business performance indicators have improved significantly, employee cohesion recovery, obviously, J company transition solve the urgency of the problem and can solve smoothly, to a large extent depends on whether the effective and timely human plan set, through further to employee career channel development, strengthen the work content training and update performance appraisal method, can be science, system, effective staff career planning, clear the transformation development road human sector.

Finally, this paper puts forward the problems of the transition, its solution is their exploration and practice, at present for J company transition employees career planning research and practice is more in line with the development of J company transition needs, as the company into the development and mature period, believe that the company and employees will benefit from the career planning research in this paper.

In this study, I once in the enterprise transition this short course and employee individual career planning the long range design relationship, interaction value of thinking and inquiry, torture the actual research value and application significance, based on J company transition development of the problem of the actual opposition around the past, enterprise transition difficult to preset or short or long, but it is difficult to pick out each in this period of employee career, good can play a positive role of human management, should be able to help to the transition enterprise or transition employees better transition, for enterprise or individual after this for a long time solid development. To my delight, in the process of research and practice, J Company took employee career planning as one of the primary problems in the transition period, helped them through the most difficult moment of the transition period, and reappeared the dawn of the next stage of the transition period. Due to my theoretical level, in this paper to J company transition employees career planning research is a single research method, the depth of insufficient mining problems, but I will accumulate in the process of the paper of interest in J company transformation business development, in late continuous participation and focus on J company employees career development, facilitate this research content and refinement, in order to further research to strengthen the combined with J company transition practice, to the long-term human resources development of J company has greater help.

 

Key words: enterprise transformation period, employee career planning, transformation and win-win situation

 

 

 

 

 

 

 

 

Supervisor’s Signature:

[1] 刘平青，陆云泉著.职业生涯与人生规划（21世纪经济与管理规划教材）[M]. 北京：北京大学出版社，2014.7
[2] 鞠强.中国文化化人才心理测评[M]. 上海：复旦大学出版社，2017.8
[3] 徐浩.Y公司员工共职业生涯管理研究[D] 扬州：扬州大学，2021.5
[4] 王吉发，侯强.企业准星的系统化理论[M]. 沈阳：辽宁人民出版社，2012.12
[5] 于海波，董振华.职业生涯规划实务（现代企业人力资源管理实务丛书）[M]. 北京：机械工业出版社，2018.6
[6] 加里∙德斯勒（Gary Dessler）著；刘昕译.人力资源管理（第14版）[M]. 北京：中国人民大学出版社，2017.7
[7] 张惠琴.动态能力、创新氛围、知识分型对创新行为的跨层次效应研究[M]. 科技出版社，2016
[8] 刘睿智.国内企业基因模型构建研究：以创新型中小企业为例.[J].中国海洋大学学报，2014，
[9] 斯蒂芬∙罗宾斯，玛丽∙库尔特；刘刚等译.管理学（第13版）[M].北京：中国人民大学出版社，2017.1
[10] 罗伯特∙里尔登等著；侯志瑾等译.职业生涯发展与规划（第4版）[M]. 北京：中国人民大学出版社，2016.4
[11] 刘永芳.管理心理学（第3版）[M]. 北京：清华大学出版社，2021.8
[12] 朱艳. 基于ERG理论的高职院教学创新团队激励机制研究[J] 理论观察，2021，184：155
[13] 肖恩∙埃克尔，黄钰平译.幸福原动力[M]. 浙江人民出版社,2015.3
[14] 孙宗虎.职业生涯规划管理实务手册（第3版）[M]. 北京：人民邮电出版社，2021.8
[15] 孙中淼等著.职业生涯规划与创新创业（微课版）[M]. 北京：清华大学出版社，2021.9
[16] 许峰.人才测评使用手册[M]. 北京：清华大学出版社，2021.10
[17] 汤姆∙拉思，常霄译.盖洛普优势识别器2.0[M]. 中国青年出版社，2012，7
[18] 萧政鸣.人员素质与测评[M].高等教育出版社，2003
[19] 水藏玺等著.胜任力模型开发与应用[M].中国经济出版社，2019.7
[20] 刘镜等，员工职业生涯规划有益于其创新行为吗？[J].预测,2020.（4）
[21] 甘晓兵，现代企业员工职业生涯规划规划经验分析[J].现代企业文化.2020（2）
[22] 陈惠敏，杨婷婷.企业员工职业生涯规划文献评述[J].北方经贸，2017（6）
[23] 张华初等著.我国人才评测存在的问题及对策[J].中国人力资源开发.2003（12）
[24] 程竹华.基于职业生涯发展的“1+3+5”企业人才培养模式构建[J].职业技术教育，2015（2）
[25] 马芳.河南CC公司员工职业生涯规划与管理研究[D].郑州：郑州大学，2020.
[26] 赵文宇.Z成品油销售公司员工职业生涯规划管理研究[D]贵阳：贵州大学，2019.
[27] 徐浩.Y公司员工共职业生涯管理研究[D]扬州：扬州大学，2021.5
[28] Malhotra N,Smets M,Morris T.Career pathing and innovation in professional service firms[J].Academy of Management Perspectives,2016,30（4）
[29] Ali A，Marwan H.Exploring career management competencies in work based learning（WBL）implementation[J].Journal of Education and Training ,2019,11（1）
[30] Jeon A.Effects of career barriers on career self-efficacy and career preparation behavior among undergreaduates majoring aviation tourism[J].Service Business,2019,13（4）
[31] Arnaold J,Coombs C R,Gubler M.Career anchors and preferences for organizational career management:a study of information technology professionals in three European countries[J].International Journal of Human Resource Management,2019,30（22）
[32] David Burkus.Under New Management[M]Pan Books,2016
[33] 施恩.施恩的职业生涯发展理论[OL].百度百科，2008.https://baike.baidu.com/item/.
[34] 职业生涯规划[OL].头条百科， https://m.baike.com/wikiid/