【作者】 王雪梅；

【导师】 王艳霞；

【作者基本信息】 兰州大学 ， 工商管理硕士（专业学位）， 2024， 硕士

【摘要】 在竞争激烈的商业环境中,人才资源是公司成功的关键驱动力之一,它在降低成本、改革创新、提高绩效、制定战略规划等方面发挥着重要作用。企业人才战略的主要方向是培养认可企业文化、具备专业业务技能、能担任管理工作的年轻力量,而管理培训生项目(以下简称管培生项目)一直被视为企业发展和培养管理人才的重要途径。基于此,越来越多的企业通过开展管培生项目,期望培养出公司未来的"专业+管理"复合型人才。然而,尽管企业在开展管培生项目过程中投入了相应的人力、财力、物力资源,但仍未达到预期效果,人才转化率低、管培生离职率高等问题始终困扰着公司,这也是当下HY公司亟需解决的人才流失难题。本文主要研究HY公司管培生离职率高的成因及应对策略。首先,阐述了与管培生离职相关的心理契约理论和个人-组织匹配理论,解析了管培生、离职等关键词的含义,并综述了国内外有关管培生离职的文献研究现状。其次,立足HY公司目前的管理现状和发展需求,以HY公司管培生为研究对象,通过问卷调研的方法分析出导致管培生离职的主要因素,包括招聘定位模糊、入职培训片面、轮岗带教管理不规范、定岗不合理、培养追踪不足、晋升发展空间受限、激励体系单一传统等。并根据上述因素,以HY公司管培生项目所涉及的主要人员为访谈对象,通过访谈分析法进一步归纳总结出造成离职的主要原因。再次,依据HY公司管培生离职的主要归因,确定出解决该问题的主要原则和方向思路,从推进招聘模式升级、优化入职培训、建立轮岗管理制度、合理定岗及时追踪、拓宽员工晋升通道、完善薪酬激励结构等方面提出解决对策。最后,根据解决方案从组织、资源、制度、文化四个方面给出保障措施,以确保管培生解决对策得以顺利实施,为HY公司管培生项目今后的有效运转提供支持保障。本文旨在帮助HY公司解决管培生离职率居高不下这一问题,通过针对性的对策和保障措施来应对这一难题,使管培生项目发挥出预期的作用,为HY公司发展创新保障人才竞争优势。更多还原

【Abstract】 In the highly competitive business environment,human resources are one of the key driving forces for a company’s success,playing a crucial role in reducing costs,promoting innovation,improving performance,and strategic planning.Cultivating young talent who embrace the company’s culture,possess professional business skills,and can undertake management responsibilities is the primary focus of an enterprise’s talent strategy.Management trainee programs(hereinafter referred to as MT programs)have long been considered an essential pathway for corporate development and management talent cultivation.Based on this,an increasing number of companies have launched MT programs with the expectation of nurturing future "professional +managerial" composite talents.Despite investing corresponding human,financial,and material resources in the implementation of MT programs,companies have not achieved the anticipated results.Issues such as low talent conversion rates and high turnover rates among management trainees have consistently plagued companies,and this is also the pressing talent loss problem currently faced by HY Company.This paper primarily investigates the causes and countermeasures for the high turnover rate of management trainees at HY Company.Firstly,it elaborates on the psychological contract theory and person-organization fit theory related to management trainee turnover,and analyzes the meaning of key terms such as management trainees and turnover,as well as the current state of domestic and international literature research on management trainee turnover.Secondly,based on HY Company’s current management and development,with HY Company’s management trainees as the research object,the main factors contributing to management trainee turnover are analyzed through questionnaire surveys,including:ambiguous recruitment positioning,one-sided onboarding training,irregular rotation and mentoring management,unreasonable job placement,insufficient training tracking,limited promotion and development space,and a single,traditional incentive system.According to the above factors,the main personnel involved in HY Company’s MT program are selected as interviewees,and the main reasons for turnover are further summarized and analyzed through interview analysis.Thirdly,based on the main attributions of management trainee turnover at HY Company,the main principles and ideas for solving the problem are determined,and countermeasures are proposed from the aspects of promoting recruitment model upgrades,optimizing onboarding training,establishing a rotation management system,reasonable job placement and timely tracking,broadening employee promotion channels,and improving the compensation and incentive structure.Finally,based on the solution,safeguard measures are provided from four aspects: organization,resources,system,and culture,to ensure the smooth implementation of management trainee solutions and provide support for the effective operation of HY Company’s MT program in the future.This paper aims to help HY Company solve the problem of persistently high turnover rates among management trainees.Through targeted countermeasures and safeguard measures,it seeks to address this issue,enabling the MT program to play its expected role and ensuring HY Company’s competitive advantage in talent for its innovative development.更多还原