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面对激烈的市场竞争和OTT等替代性业务的不断蚕食,通信运营企业积极推进业务转型、渠道转型和组织架构转型。在笔者看来,对于通信运营企业来说,要成功实现转型,人是其中尤为关键的因素。在本文中,笔者从基层管理的视角对人力资源管理体系的转型展开相关论述,提出了应从完善人岗匹配的岗位职级体系、转变以KPI加三度考评为主的考核评价体系、打造多重职业生涯路径的员工职级晋升体系以及强化“授人以渔”的员工在职培训体系四个方面,建立更加完善、更有活力的人力资源管理体系,激发队伍活力,提升人力资源使用效率,以更好地为企业转型发展提供人力资源支撑。
In the face of fierce market competition and continuous erosion of alternative businesses such as OTT, telecom operators actively promoted business transformation, channel transformation and organizational restructuring. In my opinion, for the telecom operators, human beings are one of the key factors for the successful transformation. In this paper, the author from the perspective of grass-roots management of human resources management system transformation related to the discussion, proposed should improve the job-post system matching people to change the KPI plus three degrees assessment based evaluation system to create multiple occupations Career path staff promotion system as well as strengthening the “give one’s consent to fish” employee on-the-job training system in four areas, to establish a more complete and more dynamic human resources management system to stimulate the vitality of the team and enhance the efficiency of human resources to Better for the transformation and development of enterprises to provide human resources support.