| In 2020,the entire international community has been affected by the COVID-19 and the demand for refined oil in the energy industry has decreased.Especially when the wholesale and retail price gap is further narrowed,the domestic refined oil sales industry is facing greater challenges.The impact of the booming development of automobile,new energy,public transportation and other industries is facing greater survival pressure on the refined oil sales industry.Oil is the blood of the Republic,and refined oil is the main fuel supply method for transportation,which plays an important role in the entire market economy.At present,most of the oil companies are traditional state-owned enterprises.Among them,the state-owned oil companies are in the process of gradual transformation,and the original system mechanism and management methods are already inapplicable to a certain extent,and they need to find a way of innovation in the process of transformation and development.The development of an enterprise relies on the continuous promotion of talents,and talents,as the driving force for the development of the enterprise,provide a solid guarantee for the development of the enterprise.SNOS is a professional company engaged in the sales of refined oil products under the SN Group.Its business models include refined oil retailing,trade,distribution,etc.In 2020,the company will readjust the company’s overall strategic direction and organizational structure to create a "self-operated + platform".+ Service" strategy,enriched its core business,expanded its asset-light development,oil testing,and professional service output models,and made profits from wholesale and retail price differences model transformation and development into a stable service charging model.Combined with the adjustment of the company’s strategy and business model during the transformation and development period,the company’s talent echelon construction model also needs to be adjusted,the company found in the process of transformation and development that the construction of the human resources echelon was relatively backward and could not match the company’s development.Problems,from the aspects of various modules of human resources,put forward constructive solutions to enhance the strategic impetus of the enterprise.On the basis of reading the relevant literature on the construction of talent echelon,this paper takes SNOS company as the research object and subject selection,carries out questionnaires and interviews,investigates and understands the current situation of human resources and enterprise talent echelon construction during the reform and transformation of enterprises,and introduces PEST analysis,it is concluded that the main problems existing in the current talent echelon construction of enterprises.Considering that the corresponding problems are common among state-owned enterprises in the same situation,from the problem raised to the analysis of the reasons,various solutions to the problem are proposed.The issues related to training,salary,organizational development,employee development and recruitment of SNOS in the paper have all undergone certain reforms at the strategic and organizational levels.On the whole,the solution is more targeted and accurate to the company’s current development pain points,breaking through the traditional human resource management framework,promoting the company’s strategic reform and transformation to a certain extent,and forming a talent echelon construction model.The perfect talent echelon construction can make the enterprise clear the future strategic development direction,so as to ensure sufficient talent supply in the development of the enterprise.In the process of talent echelon construction,enterprises need to continuously optimize the organization and team building,and do a good job in the selection,use,education and retention of talents from the system,process and mechanism,and continuously improve the competitiveness of the enterprise and the advantages of talent development. |
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