State-owned Enterprises’ Strategic Human Resources Training And Development Research

With the development of economic globalization, market competition is more and more fierce. In order to favor an invincible position in the competition, enterprises must base on the right strategic goals and unique competitive advantages. Human resources, especially strategic human resources, which have enormous potential and innovative features, are important source of enterprises to gain competitive advantage and achieve enterprise’s strategic objectives. As an important means to enhance the value of human resources, the importance of training becomes more prominent. Under this new strategic situation, strategic human resource’s training and development should concern organizational strategy development requirements of the expected performance and forward-looking quality requirements to offer personnel security and reserve manpower resources to achieve strategic value of strategic human resources.State-owned enterprises are important parts of the national economy and play an important role in social sustainable, stable and healthy development. Under a lot of pressure and challenges, there are many problems of strategic human resources’ training in state-owned enterprises. Training becomes a mere formality. State-owned enterprises’ training for strategic human resources must be designed to a strategic height to support to achieve enterprise’s strategic objectives. Only in this way, the state-owned enterprises can achieve longer-term development.In this paper, theoretical analysis and case study are used. First, the concept and related theoretical basis of strategic human resource management and strategic human resource training are summarized for building strategic human resource training and development system to do the theoretical basic work. Based on the status quo of China’s state-owned enterprise development, the Q company is selected as the research object. After detailing the company’s development process, structure and strategies, the current status quo of strategic human resources and training are analyzed to find problems. Then strategic human resource training and development system are designed to apply on this company’s strategic human resources. Q. company’s strategies are decided on the basis of the analysis for the internal and external environment. Human resources strategies are decided by the company’s overall strategies. Then the company’s strategic human resources are clearly identified and targeted training programs are designed for them. In the specific operation of strategic human resource training system, the training processes are optimized, emphasizing the trainees to do the training and further improving the training needs analysis, planning, implementation and Impact assessment. Establishing training transformation mechanism so that the knowledge, skills and behavior learned in the training can be translated into better performance to improve training effectiveness. Support measures are offered to promote the system, including the construction of a learning organization, support of leaders, career management and e-learning. In this way, the Q company’s training for strategic human resource can help to improve the quality of personnel and promote competitive advantages to achieve its strategic goals.