进入知识经济时代，人力资源对于经济生产的作用日趋增强，并逐渐替代资 本成为企业的关键性资源。随着外部环境的剧烈变化，企业在发展革新中适时调 整组织构架，并由此产生职工能力与岗位需求不相匹配的问题，容易导致工作效 率的低下以及绩效的不达标，使企业总体利益受损。人力资源管理的核心就是解 决人岗匹配的问题，基于数据的胜任力模型可以转变传统人力资源管理的粗放 模式，有效的对职工胜任力情况进行量化并识别人岗匹配的程度，实现更加科学 高效的人力资源管理决策；在此基础上优化岗位的人员结构，能够使企业提高内 部运转效率及对外竞争力，从而最终完成总体既定的战略目标。 本文以 CBL 公司为研究对象，对其部分关键性岗位进行胜任力模型的构建， 科学的采用层次分析法设计模型的层次、指标及相对应的权重，并使用雷达图使 其可视化。收集职工数据并建立档案及模型，并对职工胜任力模型与岗位标准胜 任力模型之间进行拟合匹配，从而识别判断职工对岗位的胜任情况，以此实现科 学合理的人力资源决策。通过构建 CBL 公司胜任力模型的实践，很大程度上解 决了目前该公司人岗不匹配的问题，有效的提高了职工的工作效率以及整体的 绩效情况。同时，此次研究对胜任力模型在人岗匹配方面的应用进行更加深入的 拓展，探索其在评价体系、培训及内外部招聘中的应用；提出了通过建立一套基 于数学算法的数据库搜索系统，以此实现对职工胜任力的精准搜索及胜任力模 型的拟合匹配的创新方法论。 关键词：胜任力模型 人力资源 人岗匹配 雷达图 II Abstract In the era of knowledge economy, human resource has gradually replaced capital as the key resource of enterprises, and the core of human resource management is to solve the problem of matching people with posts. With the drastic changes in the external environment, enterprises timely adjust the organizational structure in the development and innovation, which leads to the problem that employees' abilities do not match the post demand, resulting in low work efficiency and substandard performance, and the overall interests of enterprises are damaged. The competency model based on data can effectively quantify the competency of employees and identify the matching degree of people and posts, which changes the extensive mode of traditional human resource management to a large extent. On this basis, optimize the post structure, make the enterprise improve the efficiency and competitiveness, and finally achieve the overall strategic objectives. This paper takes CBL company as the research object, constructs its competency model, scientifically determines the hierarchy, indicators and corresponding weights of the model with analytic hierarchy process, and use radar chart to visualize it. Collect employee data and establish archives and models. Identify and judge employees' competency to posts through fitting and matching methods between employee competency model and post standard competency model, so as to realize scientific and reasonable human resource decision-making and avoid excessive subjective intervention. As for the practice of CBL company in constructing the competency model, the problem of mismatch between employees and posts has been largely solved, and the working efficiency and overall performance of employees have been effectively improved. Meanwhile, this study further expands the application of competency model in the field of job matching, and explores its application in evaluation system training and internal and external recruitment. This paper proposes an innovative methodology to realize the accurate search of employee competency and the matching of competency model by establishing a database search system based on mathematical algorithm. Key word：Competency model human resource person-post matching radar chart III 目录 第 1 章 绪论 .......................................................1 1.1 研究背景及研究意义...........................................1 1.1.1 研究背景.................................................1 1.1.2 研究意义.................................................1 1.2 国内外研究综述...............................................3 1.2.1 国外研究现状.............................................3 1.2.2 国内研究现状.............................................4 1.2.3 文献评述.................................................5 1.3 研究内容.....................................................5 1.3.1 内容介绍.................................................5 1.3.2 论文框架.................................................7 1.4 研究方法.....................................................8 1.5 创新点.......................................................8 第 2 章 胜任力及人力资源基本理论阐述 ...............................9 2.1 胜任力的相关理论.............................................9 2.1.1 胜任力的定义.............................................9 2.1.2 胜任力模型..............................................10 2.2 人力资源管理的相关理论......................................12 2.2.1 工作分析................................................12 2.2.2 要素有用原理............................................13 2.2.3 能级对应原理............................................13 2.2.4 岗位与岗位管理理论......................................14 第 3 章 CBL 公司人岗匹配现状及问题分析.............................17 3.1 CBL 公司情况介绍 ............................................17 3.1.1 公司简介................................................17 3.1.2 组织架构基本情况........................................18 3.1.3 人力资源基本情况........................................19 3.2 CBL 公司人岗匹配存在的问题 ..................................20 IV 3.2.1 部分职工岗位胜任力不足..................................20 3.2.2 不科学的内部招聘程序....................................22 3.2.3 离职率高及人才储备缺失..................................23 3.3 问题成因分析及解决方法......................................24 3.3.1 问题成因分析............................................24 3.3.2 胜任力模型解决相关问题的作用及可行性....................25 第 4 章 CBL 公司胜任力模型的设计构建及实践.........................27 4.1 CBL 公司胜任力模型构建 ......................................27 4.1.1 建立层次结构及选取各级指标..............................29 4.1.2 指标权重确定............................................35 4.1.3 评价准则................................................43 4.1.4 通过雷达图将模型可视化..................................44 4.2 数据采集、职工建档及形成数据库..............................45 4.2.1 数据采集（职工能力数据化）..............................46 4.2.2 构建职工胜任力模型及建档形成数据库......................47 4.3 模型拟合比对及分析..........................................49 4.3.1 设计岗位的标准胜任力模型................................49 4.3.2 模型拟合................................................50 4.3.3 比较差异并分析人岗匹配情况..............................51 4.3.4 模型检验................................................52 4.4 基于胜任力模型的人力资源管理决策............................53 4.4.1 评价结果的反馈..........................................53 4.4.2 对分析结果进行人力资源管理决策..........................54 4.4.3 效果分析及总结..........................................55 第 5 章 CBL 公司基于胜任力模型的人岗匹配开发.......................57 5.1 标准化的人才评价体系........................................57 5.2 职工培训及后备梯队建设......................................58 5.2.1 胜任力模型在培训中的运用................................58 5.2.2 后备梯队建设............................................58 5.3 胜任力模型在招聘中的运用....................................59 V 5.4 职工胜任力的精准搜索........................................61 5.5 人才匹配搜索与内部招聘......................................61 5.5.1 人人匹配搜索............................................62 5.5.2 人岗（任务）匹配搜索....................................62 5.6 塑造职工态度及价值观........................................63 第 6 章 结论与展望 ................................................65 6.1 主要结论....................................................65 6.2 不足与展望..................................................66