Diagnosis Of Human Resource Management Problem In Daqing Oilfield QS

The Oil & Gas Industry is a very important pillar industry in China, the Daqing oilfield is the leader of China’s Oil & Gas Industry, and the QS company is the representative of diversified business enterprises in the Daqing oilfield. Its human resource management level can represent the present situations of the human resources management, which belong to a part of small and medium enterprise in the domestic Oil & Gas Industry. By referring to the domestic and foreign advanced human resource management theory and experience, discovery the hidden dangers among the enterprise human resources management, improvement strategies and measures are put forward according to the specific problems, to solve the obstacles to enterprise development from the source, improve the action force of organization, provide a reference for other small and medium-sized diversified business enterprises to improve human resources management ability.Use the modern human resource management theory, draw on the existing research results, aim to the human resource management optimization, diagnose and anglicize the QS Company’s human resource management work. By analyzing the status of QS Company’s human resources management, the author focused on the analysis of human resource management in the present problems on the process, which are the HR analysis mechanism unsound, the imperfect internal recruitment mechanism, the unsound system of staff development work, the lack of effectiveness of performance appraisal, the lack of employee incentives and the lack of a complete lack of employee repelled mechanism. According to the six modules of the human resource management, the author analyzes the reasons for the producing of the QS Company’s human resource management issues. Finally, the author raises the improvement strategies for the issues of QS Company’s human resources management, which are the improve the working mechanism, improve the internal recruitment mechanism analysis, optimization of employee development system, improve the assessment of validity and the establishment of exit mechanism, in order to improve the execution of organization and the motivation of employee. The later results of the follow-up survey show that the improved strategy has a certain rationality and feasibility. In the follow-up survey results show that, the improvement strategy has a certain rationality and feasibility. At the same time, the optimization of human resources management of the status also made other departments of QS company to improve the management level, the company laid the foundation for the future reform.