T公司关键人才保留对策研究 近二十年间，外资企业在中国市场获得了极大的发展，而中国本土企业也在全球 经济一体化浪潮中扮演着越来越重要的角色。民企、外企之间的差距逐渐缩小，出现 了从外企流向民企的人才发展倾向。大到国家，小到城市、企业之间的人才竞争越来 越大，地区及企业开始出台越来越多的人才吸引和保留政策。拥有并合理使用人才， 尤其是核心人才，是企业成长发展的先决条件。 T公司最近几年中关键人才流失现象很严重。这些核心技术骨干及业务管理人员的 大量流失，对T公司的健康发展带来了严重的威胁。本文从关键人才的定义及识别入 手，通过文献研究法、理论分析法及问卷调查法，分析得出关键人才流失的主要原因， 即关键人才薪资不具有市场竞争性、公司晋升渠道单一、培训管理缺乏系统性规划、 文化价值观宣传不深入、绩效管理沟通不到位等。寻找到问题的根源后，通过回顾关 键人才的人力资源管理制度，并结合马斯洛需求层次理论、公平理论、强化理论及国 内知名激励理论，本文提出了一系列针对性的举措，以扭转关键人才不断流失的局面。 社会经济发展越来越快速，人才的竞争也在加剧。本文研究分析了T公司关键人 才流失的原因，并对关键人才的激励与保留策略进行了探讨，该研究不仅可以提升T 公司人力资源管理，而且可以对同行业甚至其他相关行业关键人才的保留与发展起到 参考借鉴作用。 关键词： 关键人才，激励，保留 III Abstract Key Talent Retention Policy in T Company In the recent 20 years, foreign companies have made great developments in the Chinese market, while Chinese companies are playing a more and more important role in the wave of global economic integration. The gap between foreign companies and Chinese companies is decreasing, and people in foreign companies tend to jump to Chinese companies. From country, city, to company, talent competitions are becoming more and more sever. Companies as well as local government start to publish a series of policies on talent attraction and retention. To have good talents especially key talents, and make good use of them is a prerequisite for the enterprise growth and development. In recent years, T company has suffered a serious loss of key talents. The loss of these core technical backbones and business management personnel poses a serious threat to the healthy development of T company. Starting with the definition and identification of key talents, through literature research method, theoretical analysis method and questionnaire survey method, this paper tries to find out the root causes for such situations, which includes salary of key talents not competitive in the market, limited promotion channels, lack of systematic planning in training management, lack of in-depth promotion of cultural values as well as inadequate communication in performance management. After finding out the main reasons for key talents drain, together by reviewing the company's main human resource management system and combining maslow's hierarchy of needs theory, Equity Theory, Skinner's reinforcement theory and domestic well-known incentive theory, this paper puts forward a series of targeted measures to solve this problem. Economic development is getting faster and faster, and talents retention is becoming more and more challenging. This paper analyzes the problem of key talent drain in T company, and figured out the strategy for key talent retention. It can not only improve the human resource management of T company, but also serve as a reference for the retention and development of key talents in the same or other related industry industries. Keywords: Key talent, Incentive, Retention V 目 录 第1章 绪论 ...................................................................................................... 1 1.1 研究背景及意义 ...................................................................................... 1 1.2 研究方法 .................................................................................................. 2 1.3 研究内容 .................................................................................................. 2 1.4 小结 .......................................................................................................... 3 第2章 企业关键人才保留的相关理论基础 ................................................. 4 2.1 关键人才的概念 ...................................................................................... 4 2.1.1 关键人才的定义 ................................................................................ 4 2.1.2 关键人才的识别 ................................................................................ 4 2.2 激励的相关理论 ...................................................................................... 5 2.2.1 国外关于激励的相关理论研究........................................................ 6 2.2.2 国内关于激励的相关研究理论........................................................ 8 2.3 关键人才保留的常见实践方法 ............................................................. 9 2.4 小结 ........................................................................................................ 10 第3章 T公司关键人才管理现状分析 ........................................................ 11 3.1 T公司介绍 ............................................................................................ 11 3.1.1 T公司简介 ...................................................................................... 11 3.1.2 T公司人力资源介绍 ...................................................................... 12 3.2 T公司关键人才的选拔现状 ................................................................ 13 3.3 T公司关键人才管理现状 .................................................................... 16 3.3.1 关键人才薪酬管理制度 .................................................................. 16 3.3.2 关键人才培养管理制度 .................................................................. 17 3.3.3 关键人才晋升管理制度 .................................................................. 18 VI 3.3.4 关键人才绩效管理制度 ................................................................. 20 3.4 小结 ........................................................................................................ 20 第4章 T公司关键人才流失情况及原因分析 ............................................ 22 4.1 T公司关键人才流失情况 .................................................................... 22 4.2 关键人才离职原因剖析 ....................................................................... 23 4.2.1 离职关键人才访谈表设计 ............................................................. 23 4.2.2 关键人才离职访谈实施与结果 ..................................................... 24 4.3 在职关键人才满意度调查 ................................................................... 25 4.3.1 满意度调查的实施.......................................................................... 25 4.3.2 满意度调查的结果.......................................................................... 26 4.4 T公司关键人才调查结论 .................................................................... 28 4.5 小结 ........................................................................................................ 28 第5章 T公司关键人才的保留策略 ............................................................ 29 5.1 完善薪资管理制度................................................................................ 29 5.1.1 开展薪资市场调查.......................................................................... 29 5.1.2 改革公司的薪资管理制度 ............................................................. 30 5.2 丰富职位发展体系................................................................................ 31 5.2.1 充实职位发展双通道 ..................................................................... 32 5.2.2 完善关键人才晋升管理制度 ......................................................... 32 5.3 推行继任者计划.................................................................................... 34 5.3.1 关键人才继任者计划的筹备 ......................................................... 34 5.3.2 关键人才继任者计划的实施方案 ................................................. 34 5.3.3 建立关键人才内部轮岗制度 ...........