Career Planning Study For IT Employees Of Cummins China Company

Cummins China has 30 entities including 16 joint-ventures, which is the biggest and rapid-developed ABO(Area Business Organization) in Cummins Global.Optimizing 30 China IT departments by proper human resource tactics, establishing China IT career development plan study by comprehensive training, performance evaluation, become the core of IT strategy – “Powering Cummins to achieve what’s the next”. This thesis mainly focuses on “Cummins China IT Career Development Plan” study. I hope it could be used as reference of Cummins China IT human resource development.This thesis includes 4 sections: In first section, describe the background and analysis intention of this study, introduce study methods. And define the theory basement of this study: Dual-career ladder, Career anchors. Holand people job matching and Greenhaus career development theories. In second section, mainly analysis career plan’s situation and root cause analysis in Cummins China IT. Firstly,introduce Cummins and Cummins China; secondly, summarize Cummins China IT career plan as-is situation through questionnaire analysis; then point out the problems of Cummins IT career plan; lastly analysis root causes one by one. In third section,define Cummins China IT Career Plan. Based on 8 principles: Benefits integration,Justice and equity, Collaboration, Dynamic objectives, Time Horizon, creativeness,Full implementation and assessment; have established Cummins China IT Career Plan system by improving objective system, performance evaluation system, training system. After the plan definition, refine organizational career development network by IT organization transformation. Change IT organization structure from original entity-based to new China-based, provide Cummins China IT employees with more diverse and flexible career development opportunities. Then, implement Cummins China IT Career Plan by 6 phases: Diagnose career plan, Define career direction,Select career path, Define career objectives, Implement career plan, Feedback andtrack. In last section, by organizing Cummins China IT Career Management Committee, assure sustainable implementation of Cummins China IT Career Plan; by clarify 3 main stakeholders’ responsibilities, make sure management, employee and HR take accountable for their own roles in Cummins China IT Career Management and guarantee the smooth implementation.Hope this thesis could be used to optimize Cummins China IT Career Management, and provide resource management strategy of “Keep talent and develop talent” with theory reference. Beside this, hope this thesis could be used to analysis IT human resource management for other foreign manufacturers in China region.Meanwhile, provide IT human resource management and development in Chinese Manufacturer with some practical references.