战略人力资源管理视角下三线军工企业优秀青年人才“育留用”策略研究与探索
2021-06-16王敏
王敏
Research and Exploration on the Strategy of "Training and Retaining" Outstanding Young Talents in Third-Tier Military Enterprises from the Perspective of Strategic Human Resources Management
WANG Min
（Guizhou Aerospace Fenghua Precision Equipment Co.， Ltd.， Guiyang 550001， China）
【摘 要】人才作为企业的重要战略资源，特别是优秀青年人才，其“育留用”关系到企业的长远发展和发展战略落地。三线军工企业所在地区作为人才资源比较匮乏的地区，优秀人才引进難度大，人才培养周期和成本较高，因此，如何留住这些核心关键人才是企业当前亟需解决的问题。论文以三线军工企业优秀青年人才“育留用”存在的问题为切入点，对企业青年人才的“育留用”策略进行研究和探索，以期为三线军工企业优秀青年人才的“育留用”提供参考。
【Abstract】As an important strategic resource of enterprises， talents， especially outstanding young talents， their "training and retaining" is related to the long-term development of enterprises and the implementation of development strategies. As the regions where third-tier military enterprises are located are relatively deficient in human resources， it is difficult to introduce outstanding talents， and the cultivation cycle and cost of talents are high. Therefore， how to retain these core and key talents is an urgent problem for the enterprises to solve at present. Based on the problems existing in the "training and retaining" of outstanding young talents in the third-tier military enterprises， this paper studies and explores the "training and retaining" strategies of young talents in the enterprises， so as to provide reference for the "training and retaining" of outstanding young talents in the third-tier military enterprises.
【关键词】优秀青年人才;人才培养;“育留用”;三线军工企业
【Keywords】outstanding young talents; talent training; "training and retaining"; third-tier military enterprises
【中图分类号】F272.92 【文献标志码】A 【文章编号】1673-1069（2021）05-0011-02
1 引言
随着经济全球化进程的加快，“人口红利”逐渐消失，各行业面临的国内外竞争压力空前巨大，而应对这些压力的关键是人才。三线军工企业作为核心保军单位，诸多核心专业和核心技术在国内处于前列，部分企业近年来引进了诸多高层次核心青年人才，但大部分在进入企业3～5年内便离开，企业沦为社会“人才培养基地”，企业出现人才“青黄不接”、人才断层、关键核心技术传承难度大等问题，影响企业的持续发展。“一年之计，莫如树谷;十年之计，莫如树木;终身之计，莫如树人。”人才是企业发展和获取竞争优势、抢占发展机遇的核心要素和战略资源，必须从战略的角度重视优秀青年人才的“育留用”，才能扭转三线军工企业的人才发展状况，为实现企业的持续发展和腾飞提供动力。
2 三线……
