Research On Strategic HR Management For LYNY Company

In the knowledge economy age, the enterprises'sustainable development depends on the enterprises'competitive advantage. There are two different ways to obtain the competitive advantage, one is external way, the other is internal way. The external way means through choosing and locating the proper profession, the enterprises choose and construct a platform full of market potential and the chances of growing rapidly. The internal way means through integrating the internal resource, the enterprises'can promote their competitive advantage. For the Chinese enterprises, on the one hand, most enterprises have market potential and room for development to sustain the powerful platform for the enterprises'growing, on the other hand, Chinese enterprises'developing period is shorter, the internal management level is low and there is no powerful internal competitive advantage. Therefore, for the Chinese enterprises, the competitive advantage comes from improving the internal capability. That is, the competitive advantage comes from forming and maintaining the enterprises'core capability. For the modern enterprises, human resource is the important source of forming core capability. Strategic human resource could integrate the enterprises'human resource effectively and promote the enterprises to form and maintain the core capability.LYNY company is a production-oriented enterprise in the high tech and new resource field. It majors in Lithium-ion battery production. Through the analyzing the current human resource of LYNY company, the writer comes to the conclusion that the company is short of core technical specialists. The percentage of operatives is 60.There are many deficiencies in company's human resource management. More specifically, the human resource management idea lags far behind the other companies. LYNY company is short of human resource planning. The human resource management system has some defects. The salary level is lack of external competitive advantage. The performance appraisal is formalism in LYNY company. There is no incentives mechanism, and the operatives have public hostility to the company. In general, all these lead to high turnover rate and low production efficiency and products quality. The low human resource level has become the bottleneck of LYNY company's development.Through the analysis of the LYNY company's human resource management defect, this dissertation propose that the key to match the human resource with the strategy is establishing the long-term operational human resource planning from the perspective of the company's strategy.This dissertation uses professor Scott Snell's"strategy-core capability-core human resource capital"model to analyze LYNY company's current human resource ,elaborate the current human resource structure and propose the program to improve LYNY company's human resource capability. The program consists of acquiring and supplementing human resource, human resource configuration, cultivating human resource, proper planning to improve the human resource management capability and regulating the organizational structure properly. Through establishing proper recruitment mechanism, formulating effective KPI performance appraisal policies, building good organizational culture, LYNY company will cultivate the staff's identities to control the turnover rate of the operatives. LYNY company will fully take advantage of the external resources to complement the quantity of the operatives apace, carry out staff training and explore the internal potential to coordinate the implement of strategic human resource management between the production and non-production departments. The company will explore the usage of the operatives, reduce the costs of the human resource and improve the human resource management capability from the quantity, quality and structure to guarantee the implement of the company's strategy from the aspects of organization and intelligence.