Research On Talent Echelon Construction Of SHJ Company

In recent years,with the popularity of Internet and AI technology,the global situation is extremely complex,the business environment is constantly changing,and the competition among enterprises is increasingly focusing on the factor of talent.Therefore,companies gradually realize this fact,and the shortage of human resources becomes more and more obvious.Therefore,innovation and change are regarded as crucial.The company should create an open,innovative,inclusive and highly compatible environment,focusing on strengthening the construction talent echelon,so as to ensure the effectiveness of business development.Through consulting a large number of materials and literature,this paper explores the construction of talent echelon of the benchmarking enterprise SHJ Company.The innovation mainly includes the following aspects: First,for the construction of competency model for key posts in the household industry,the key behavior event method is used to interview the behavior events of excellent employees and ordinary employees in the work scene,extract the entries related to competency,evaluate the effectiveness of behavior labels based on questionnaires and high-level seminars,decompose and reorganize the words describing behaviors,and build the competency model.And the practice verification,so as to optimize and adjust the model;The second is to build a talent growth and development platform and establish a hierarchical talent echelon training path,from the young Eagle plan to the Flying Eagle plan,Phoenix plan,Zhuque plan,according to the corresponding ability points of employees at different levels;Third,build a hybrid talent training mode,adopt a variety of training methods,combining internal and external,online and offline,effectively improve the efficiency of knowledge learning and practice the knowledge learned,combine the basic logic of adult learning with emerging learning technology and traditional teaching technology to constantly improve the efficiency of hybrid talent training mode,according to different training content,To optimize the effective learning environment.This article focuses on SHJ,an organization in the furniture industry that is in urgent need of human resource development due to its business structure transformation.To realize the cultivation and recycling of talents in key positions,so as to help them achieve the strategic goals of the enterprise,the core is to solve the problems of how to strengthen the construction of talent hierarchy,select the best talents,optimize the training method,expand the career path,so as to improve the construction of high-quality team and create indispensable human capital for the development of the enterprise.Based on the theory and practice of resource management in SHJ Company,this paper adopts the research method combining qualitative and quantitative analysis,and analyzes and diagnoses the current development situation of the company with important reference theories including human capital theory,strategic management theory,competency iceberg model theory,talent inventory theory,personal and growth plan,and career planning theory.It will further examine the current situation of talent structure,talent echelon construction and talent demand,and determine the root of the problem by using professional tools such as iceberg model,competency model,talent inventory,personal and growth plan or talent map,so as to finally establish a set of simple,efficient talent echelon construction system that matches the specific situation of SHJ company.In order to make improvement,SHJ Company must carry out strategic planning,talent evaluation,capability model building,systematic training and statistical talent inventory,etc.,in order to recover the investment in talent echelon construction in the country.The research significance of this paper is not only that it can play a positive role in talent management,but also that it can cope with the current domestic and international political and economic changes,and get practical guidance for the construction of talent competitiveness of an enterprise.