Kaili Nuclear Power Technology Service Personnel Competent Quality Model Research

In the intensely competitive era, improving and extend the systemic capability,fostering core competitiveness are the root way to realize outstanding role for companies. Besides,the core competitiveness is source of obtaining and cultivating kernel specialities and skills. Companies will create values for customers as well as achieving self adolesce by the rare and copynessless competitive superiority.The skills-serving employers who have professional techniques and core specialities are the important objects to be managed and maintained in the nuclear power companies. However, the human resource management practice such as recruiting, selecting, training and development,performance and remuneration management which breaking away from post competency standards can often not complete beforehand targets successfully.Based on the background,this paper applied knowledge of competency models, Kaili company as the research subject,discussed the competency model for skil-serving employers. Kaili company which is a knowledge intensive enterprise mainly operates nuclear power skills-serving,enterprise management service and trade. There’re many problems in the skills-serving employers management.Therefore, this paper analysed the problems,structured competency model for skills-serving employers which is suit for company reality applied action-events interview and questionnaire survey comprehensively. This research aims at promoting the scientificness of the human resource management in Kaili company and offering mirrors and reference for relevant enterpriseThis dissertation is divided into six parts.The first part described research background and relevant information.The second part reviewed research articles of competency,competency model and structured methods.The third part analysed the current situation of kills-serving employers management in Kaili company. The fourth part structured competency models of kills-serving employers.The fifth part presented the appliance of the model in human resource management practice. The sixth part summarized the whole paper and pointe out some limits.