| Talent is the first resource of an enterprise while talent development is an important driving force for the scientific development of an enterprise. With the deep development of world multi-polarization and economy globalization, science and technology progresses rapidly day by day and knowledge economy is in the ascendant, causing the competition among enterprises rely more and more on the competition of talent resources. It is a competition of not only talent quantity and quality, but also of the development level and management system of talent resources. At present, non-governmental enterprises, as the important cornerstone and energy source of China’s market economy, are the most creative growth pole in China’s enterprises system. Human resource is the first resource of the existence and development of non-governmental enterprises, which lays a foundation on market competitiveness of non-governmental enterprises. Current human resource management situation of non-governmental enterprises have increasingly become a major bottleneck of enterprises’development. Only by analyzing the problem of talents objectively and calmly and seeking for the root where the problem produces can enterprises formulate scientific and effective coping strategies and grasp key links, leading talent management better serve for the rapid development of enterprises.Starting from the concepts of private enterprises talent resource management, this paper systematically analyzes the connotation of non-governmental enterprises. Non-governmental enterprises studied in this paper include private enterprises entirely invested by privates, individual enterprises, state-owned enterprises contracted or leased for operation by privates, and township collective enterprises, among which private enterprises and individual enterprises are the major types this paper focuses on. As major parts of non-governmental enterprises, this paper analyzes the three stages and three types of private and individual enterprises, and makes a definition on talent resource. The basic connotation of enterprise talent should fulfill three conditions, including first, having certain knowledge or skill, second, being able to carry out creative work and third, can make contribution to the enterprise. The paper also points out that talent resource management is the sum of mechanism, system, process, technique and method of effective development, rational utilization and scientific management of the special resource-talents in the organizations, in accordance with the development needs of both organizations and individuals. In short, it is a total management process and activity the organization conducts, including acquisition, integration, motivation, utilization and development of talents. Then the paper systematically elaborates the four phases of talent resource development in non-governmental enterprises, including startup period of initial accumulation, growth period of standardization, mature period of corporate governance transition and recession period of facing restart the enterprise, as well as their corresponding features of talent resource management. The above analysis will be used as a theoretical basis for the exploration and analysis on LXJT talent resource management.The third part of this paper mainly analyzes and explores LXJT internal talent resource management in detail. First of all, the author conducts a survey on employee satisfaction and a questionnaire on the company’s human resource, which leads to the following current situation of LXJT human resource:first, group strategic controlling mode is basically established; second, company’s functional management organizations operates effectively; third, responsibility of human resource management department is completely clarified; four, human resource quantity and quality are gradually optimizing; five, mechanism of talent recruiting and selecting is relatively flexible; six, positive role of family management is still obvious. With the enhancement of talents’importance in enterprises and the continuous reform of the company, the company has started on enterprises human resource development and management and has achieved good results. However, as group companies develop rapidly, LXJT human resource management is still not optimistic and exists several problems, such as first, group controlling mode needs further innovation; two, the problem of talent quantity and structure; third, lack high-end talents; four, human resource training system is not perfect; five, drawbacks of family management appears. Then this paper makes an analysis on the causes of these problems. Influenced by family management and Chinese cultural accumulation, which attaches little importance on procedure and rationality, the performance of management methods relying on human and irrational management consciousness outstands LXJT internal human resource management, putting an impact on the application of modern human resource management technique and methods in enterprises, which can be seen in human resource management philosophy and operation that they are still on the elementary level.The fourth part of the paper mainly put forward an idea that in order to solve the complex problems of human resource, the company must transfer human resource management philosophy and build a standard human resource management mechanism. The author points out that human resource management mechanism refers to the regulations and systems of the factors in talent resource management system linked and restricted with each other in various stages. According to interest sharing principle, the input and output of talent resource achieves fairness in process and results, and achieves full utilization of talents with their full abilities, thus realizing the best allocation of human resource and reaching an agreement of interests between organization and individuals. Talent resource management mechanism is characterized by its automaticity, incentive, constraint, systematicness and authority. At the same time, the author analyzes current conditions of establishing talent resource management mechanism in LXJT, in other words, the company has established a new talent resource management philosophy and has raised its strategic status of talent resource management in actual operation. Then, the author puts forward the whole idea of establishing talent resource management mechanism in LXJT, namely establishing four inter-coordinated mechanisms of selecting, using, training and gathering talents to promote the effectiveness of talent resource management, by means of integrating and activating company’s talent resource. "Four talent mechanisms" keeps talents being active persistently in the company, with their abilities and performance improving constantly, thus becoming the key factor in enterprises’existence, development and expansion.In the process of establishing the mechanisms, selecting mechanism plays a functional role of competition, and using and training mechanisms perform more of functions of incentive and constraint, while gathering mechanism is the result formed by the combined action of incentive, constraint and competition.This paper discusses the exploration and innovation practice in establishing talent resource management mechanism in LXJT in detail and introduces the construction of talent plan and human resource management system in the head company of LXXY Mining while two different companies which are different from each other on working habits, corporation atmosphere and human resource management system joint together. Then the paper introduces the internal job value management implementation in a company and its means of realizing compact closed-loop job value management by refining and integrating the cost, safety, quality, performance, efficiency and information of job value. The company optimizes the combination of the factors of job value management by means of introducing internal market mechanism and applying management information platform and scientific performance assessment system, so as to standardize management, improve efficiency and create job value as well.In the following, this paper introduces the implementation of company’s two innovations and four projects. Concept innovation, namely innovate employing concept instead of transferring employing concept, is a drive to mechanism innovation, which contributes to the establishment of a new mechanism of encouraging everyone become useful. The four projects is composed of loose access project, talent recommendation and selection project, talent training project and talent retaining project. The company also establishes a long-term mechanism for five talent groups, including technology controller, monitor and team leader, highly skilled operator, party member and league member, and devotes itself into building a new bright spot of human resource management and consistently laying a solid foundation for enterprise’s stable development. In addition, the company launches a five-dimension caring project covering safety caring, heart caring, work caring, development caring and life caring, which satisfies human’s overall needs and masters human’s essence of development, thus bringing soft power to the development of LXJT, increasing staff’s identification, sense of pride and responsibility to a great extent, and injecting a stimulant to the long-term development of the company.After analyzing the specific practices, this paper makes an objective evaluation on the effects of LXJT establishing human resource management mechanism. Thanks to the establishment and improvement of human resource mechanism, the company’s economic benefit reaches a new high and the general staff quality improves while the company achieves a substantial increase in income and internal management level. In addition, the company has cultivated an effective and disciplined team which establishes a new image of enterprise’s harmonious development.Finally, the author ponders over the four mechanisms of selecting, training, using and gathering talents and puts forward that, in the future, the company will take Scientific Outlook on Development as guidance, establish correct talent selection concept, construct and improve talent identification and selection standards and talent selection methods, as well as further raise public credibility and satisfaction of selecting operation management talents. What’s more, accountability mechanism of talent selection and appointment will also be established. Connected with its actual situation, the company will set up modern talent training philosophy, enhance talent training management, perfect overall arrangement and strengthen base construction of talent training. The company will make great efforts to update talent management philosophy, allocate human resource scientifically and rationally, totally implement performance management, improve competition for posts system and strength supervision and restraint to talents, achieving "proper people on proper position, everyone makes full use of their abilities and all abilities take effect". The company will establish a perfect talent policy system, improve talent growth channel system and staff salary and welfare system, and enhance enterprise cultural construction, so as to establish a humanism environment and atmosphere which is beneficial for attracting talents, encouraging talents growth and promoting talents development.In modern enterprise management, talent resource management is not a new topic, but is one requires more innovation. Many non-governmental enterprises, with the most traditional talent management mode, are engaging themselves in the changing innovation tide and compete with those multinational corporations and high-tech industries. Talent bottleneck is an urgent problem to be solved which requires creative and effective ideas and the spirit of practice bravely. On basis of the analysis on LXJT human resource, this paper proposes establishing standard talent resource management mechanism to meet the needs of company’s sustainable development. The author’s analysis on specific practices such as the overall idea of constructing the four talent mechanisms, the building of four projects and new management mode of job value, all provide an effective reference for non-governmental enterprises in talent resource management. In terms of demonstration angle and idea, the author keeps closely around the special economic type, non-governmental enterprises, analyzes its concept as well as its human resource development stages and features in detail, and reflects human resource management current situation of LXJT as a non-governmental enterprise and the sharp problems existing in forms of questionnaire. The solution is gained through the analysis on the problems, and its rationality and necessity is proved to be true by elaborating the specific practices and their effects in LXJT. Finally the author returns to the basic point of view of this paper, makes a profound thinking on the future work in connection with the company’s actual situation, and points out the company’s key direction in the future. |
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