进入21世纪以来各行各业发展无比迅猛，各大行业以及各个领域的竞争愈发激烈，而核 心竞争力的构成要素也在不断发生改变，如今企业之间的竞争升级为人力资源的竞争，作为 市场竞争的关键，人力资源的重要性更加明显，且逐渐成为企业竞争中最关键的一部分。在 中国移动KF公司内，网络专业技术员工绝对是竞争要素中的核心，也是企业内部资源中必不 可少的关键性资源。网络专业技术员工的特点包括知识水平较高、综合素质突出、相对年轻、 工作积极性高等。但传统的绩效管理方式早已不适用于现代社会，对员工的激励效果明显不 足，员工激励需求无法被满足时极易产生工作积极性不高、工作效率持续降低等问题，严重 时很多员工会直接选择离开，企业就要直面人才流失问题，对于中国移动KF公司而言，只有 重视网络专业技术员工的职业生涯管理，才会对其起到更大的激励效果。 本文综合运用文献研究法、问卷调查法等常见的研究方式，研究内容包括：首先，简单 介绍本研究的背景、意义、核心、当前基本情况等，继而对研究涉及的相关理念进行阐述， 充分发挥问卷调查法的作用对中国移动KF公司网络技术员工职业生涯的基本规划情况进行 全面调查与分析，找出其中不足并总结成因，以此为基础展开系统研究；其次，对该公司网 络技术员工职业生涯管理体系的内部结构进行系统分析，同时更加深入地研究该类员工职业 生涯管理存在的问题。立足于职业生涯管理体系的设计原则，从设计双通道职位管理体系、 构建轮岗制度、建立面向员工的职业生涯管理机制、提升员工自我职业生涯管理能力以及建 立培训体系这五大方向出发，面向中国移动KF公司网络技术员工落实科学的、合理的职业生 涯管理体系，进而制定中国移动KF公司网络技术职员职业生涯的实施保障方案。本文分析了 该公司网络技术员工职业生涯管理体系的初步实践方案，并对其实施保障方案展开讨论；最 后对文章结论进行全面总结，并以此为基础提出未来计划。 本研究认为，中国移动KF公司在网络技术员工职业生涯规划管理中存在着较多的问题， 关键原因在于企业文化严重缺失，几乎找不到“以人为本”的文化元素，同时也没有针对员 工职业生涯规划设置专业岗位，再有就是员工缺少合适的发展途径。基于此，笔者立足于职 业生涯管理体系的设计原则，从设计双通道职位管理体系、构建培训机制、建立面向员工的 职业生涯管理机制、提升员工自我职业生涯管理能力、建立轮岗制度这五个方面出发，面向 中国移动KF公司网络技术员工建立合理、科学的职业生涯管理体系，并提出相关实施保障。 关键词：基层员工，职业生涯规划，网络技术，职业生涯管理 II Abstract Since the beginning of the 21st century, all walks of life have been developing rapidly, and the competition in various industries and fields has become more and more fierce, and the elements of core competitiveness are also changing. Nowadays, the competition among enterprises has been upgraded to the competition of human resources. As the key to market competition, the importance of human resources has become increasingly prominent, which has become an indispensable part of enterprise competition Want part. In China Mobile KF Company, network professional and technical staff is absolutely the core of the competitive elements, and also the essential key resources in the internal resources of the enterprise. The characteristics of network professional and technical staff include high level of knowledge, outstanding comprehensive quality, relatively young, high enthusiasm for work. However, the traditional performance management method is not suitable for the modern society for a long time. When the incentive effect of employees is obviously insufficient, and the incentive demand of employees cannot be met, it is easy to produce problems such as low enthusiasm and continuous reduction of work efficiency. In serious cases, many employees will directly choose to leave, and the enterprise will face the problem of brain drain directly. For China Mobile KF Company, only the network is valued Professional and technical staff's career management, will play a greater incentive effect. This paper uses literature research, questionnaire survey and other common research methods. The research content includes: first, a brief introduction of the background, significance, core, current basic situation of this study, and then the related concepts involved in the study are described, giving full play to the role of questionnaire survey in the basic planning of the career of network technology employees of China Mobile KF Company We will conduct a comprehensive investigation and analysis, find out the deficiencies and summarize the causes, and carry out a systematic study on this basis; secondly, we will conduct a systematic analysis on the internal structure of the company's network technology employees' career management system, and at the same time, we will further study the problems of such employees' career management. Based on the design principles of the career management system, this paper aims to implement a scientific and reasonable career management system for the network technical staff of China Mobile KF Company from the five directions of designing a dual channel position management system, building a rotation system, establishing a career management mechanism for employees, improving employees' self career management ability and establishing a training system, and then work out the actual career of network technical staff of China Mobile KF Company Implementation guarantee plan. This paper analyzes the initial practice scheme of the company's network technology staff career management system, and discusses the implementation of the security scheme; finally, it summarizes the conclusions of the article, and puts forward the future plan based on this. III This study believes that China Mobile KF Company has many problems in the career planning and management of network technical employees. The key reason lies in the serious lack of corporate culture, which can hardly find the cultural element of "people-oriented". At the same time, it has not set up professional posts for the career planning of employees, and there is also a lack of appropriate development channels for employees. Based on this, the author, based on the design principles of career management system, establishes a reasonable and scientific career management system for the network technical staff of China Mobile KF Company from five aspects: designing a dual channel position management system, building a training mechanism, establishing a career management mechanism for employees, improving employees' self career management ability, and establishing a rotation system Manage the system and put forward relevant implementation guarantee. Key words：Network Technology，Career Planning，Grass-roots Staff，Career Management IV 目录 摘要 ................. I Abstract ........... II 第一章 绪论 .. 1 1.1 研究背景 ........................ 1 1.2 研究目的和意义 ............ 2 1.3 研究思路和技术线路 .... 2 1.3.1 研究思路 ............. 2 1.3.2 技术路线图 ......... 3 1.4 研究方法 ........................ 3 1.5 论文内容安排 ................ 4 第二章 相关理论和基本概念综述 ............................ 5 2.1 职业生涯管理相关理论概念 ....................... 5 2.1.1 职业选择 ............. 5 2.1.2 职业生涯 ............. 5 2.1.3 职业生涯规划 ..... 6 2.1.4 职业生涯管理 ..... 7 2.2 职业发展路径 ................ 8 2.3 个人职业生涯管理理论 8 2.4 小结 . 9 第三章 KF公司网络技术员工职业生涯管理现状 .11 3.1 中国移动KF公司概况 11 3.2 网络技术部门人员职业生涯管理概况 ......11 3.2.1 网络技术部门员工现状介绍 ...........11 3.2.2 网络技术员工职业生涯管理现状介绍 .......................... 13 第四章 网络技术员工职业生涯管理调查和问题分析 .......................... 15 4.1 调查问卷设计 .............. 15 4.2 调查过程和基本人口统计资料分析 ......... 15 4.3 调查数据统计分析和问题汇总 ................. 17 4.3.1 员工薪酬提升制度死板 .................. 17 4.3.2 职业生涯管理仍处于较低水平....... 18 4.3.3 员工培训体系机制尚不健全 .......... 19 4.3.4 个人发展满意度不高 ...................... 21 4.3.5 晋升渠道单一 ... 21 4.4 网络技术员工职业生涯管理存在问题原因剖析 ..................... 22 4.4.1 缺乏“以人为本”的企业文化 ........... 22 4.4.2 职业生涯管理缺乏专业性引导....... 24 4.4.3 公司整体对职业生涯管理重视度不高 .......................... 24 第五章 网络技术员工职业生涯管理体系优化....... 27 5.1 KF公司网络技术员工职