State-owned Enterprises Young Managerial Talent

Human Resource is the first contributor in an enterprise, and the state-owned enterprises play an important role in national economy of china. With emergence of knowledge based economy, enterprises all over the world are focusing their competitive advantages on attracting, developing and training talent, who are known as "Soft Power". The maintenance of enterprise competitive advantages now increasingly depends on its ability to hire talent. Facing crisis of aging in management and brain drain of young talent, more and more state-owned enterprises choose training their in-service employees instead of employing from outside. Since training on talent need a long term, enterprises may attract, employ and keep talent in time by making training and competition plan. Quickly finding and training young managerial talent with high potentials is the most severe, pressing and practical problem that we are facing now, so as to promoting gore competitive power of state-owned enterprises.Based on experience in human resource management in a state-owned enterprise, together with the modern human resource theories, the author of this thesis conducts her analysis on current status of young management training in state-owned enterprises, reasons of existing problems as well as countermeasures. The author makes some useful suggestions through profound analysis on concept and principle of young management training in state-owned enterprises. The aim of this thesis is to help state-owned enterprises to deal with competitive market by effectively training on young managerial talent. The thesis includes 6 sections known as foreword, literature summary, problems and analysis on young management training in state-owned enterprises, problems and analysis on young management training in S Group Corporation, suggestion on enhancement of young management training in state-owned enterprises and the conclusion.The foreword section of this thesis includes research background, research meaning, content and structure, and research methods. In the literature summary of chapter 2, after defining on the characteristics of talent, managerial talent, young managerial talent and development of young management, it mainly introduces several theories, such as manpower theory, career development theory, talent's flow theory, talent's motivation theory and learning organization theory. The chapter 3 references a lot of literatures to come up with profound analysis into current status, problems and reasons on young management training, and get prepared for suggestions on solving existing problems. The chapter 4 is a case study on problems and reasons of young management training in S Group. The chapter 5 provides suggestions on young management training in state-owned enterprises starting from the enhancement of young management training in state-owned enterprises with making training plan, developing management ability, and perfecting motivation and service mechanism. The last section of this thesis is the conclusion, which summarizes the whole thesis and pointes out insufficiencies and effort direction.