Research On The Human Resource Management Of YF Company In The Period Of Strategic Transition

With the deepening of China's reform and opening up,China's economic growth rate driven by investment and other factors is slowing down,the economic structure and consumption structure are facing upgrading or optimization,China has entered a new stage and new normal of economic development,and high-quality development has become the theme of economic development.In this context,the government promotes the development of environmental protection,construction of ecological civilization,vigorously promotes the development of environmental protection equipment manufacturing industry and environmental monitoring and treatment service industry,promotes enterprises to reduce energy consumption and pollution control,transformation and upgrading,and constantly improves product quality and service experience to meet the growing consumer demand.Under the background of this era,YF company,taking the opportunity of vigorously developing the environmental protection equipment manufacturing industry of the country,acquired many companies in the field of environmental protection equipment and environmental monitoring and governance business through capital operation,transformed from the original electrical material manufacturing industry into the environmental protection industry,built a large platform for environmental protection and governance repair,and carried out the transformation of the overall strategy and operation strategy of the enterprise.Strategic transformation is a dynamic balance based on the internal and external environment and core competitive advantages of enterprises.This kind of leaping and gorgeous turn is more challenging than the requirements of human resource management in any stage of the enterprise.Therefore,it is of great significance to study the practice of human resource management in the transformation period.YF company's transformation from traditional manufacturing industry to environmental protection industry is faced with the uncertainty of internal and external environment.It needs to adapt to the uncertainty of external environment through the certainty of internal human resource management,which is very similar to the transformation and upgrading faced by many industries and enterprises in China.Studying this common problem can provide case samples for enterprises and theoretical circles,with strong Reference significance.In the process of transformation,the position and role of human resources of YF company has also changed,from traditional human resource management to strategic human resource management,from functional management to strategic management.Human resource management focuses more on enterprise strategy and business value chain,and human resource department has changed into experts of strategic partners and business partners,organizational capacity and efficiency improvement.This transformation helps the company to improve the level of human resource management from a strategic height,apply the theory and tools of human resource management,build core competitiveness,and support the realization of the company's strategic transformation.This paper uses the knowledge acquired in the MBA learning stage,theoretical literature research,case analysis and data analysis methods to analyze the needs of YF company in the period of strategic transformation.Starting from the challenges of YF company's strategic transformation to the company's human resources,it analyzes the problems and causes of the company's human resources management,and from changing the role of human resources management,according to the The company's value chain rebuilds the company's position value system,establishes the company's human resource standard,configures and optimizes the talent structure according to the company's internal value chain,carries out strategic human resource planning and allocation,adjusts the organizational structure according to the group's management and control mode matching,clarifies the division of labor positioning of the group's strategic management and control and the business industry operation,and establishes the long-term incentive based benefit sharing The strategic salary incentive mechanism of the same body and business partner mechanism,and the establishment of strong correlation between performance management and strategic objectives are studied and elaborated.So as to clarify the thinking and direction,measures and practice of human resource management matching strategic transformation,and summarize the key countermeasures,ideas and experience that can be used for reference by enterprises in the period of strategic transformation.