拣金不易–A通讯公司的中层胜任难题与破解尝新

作        者：  闫淑敏   周林腾   向晨   张家欣

案例名称：拣金不易–A通讯公司的中层胜任难题与破解尝新

案  例  库：中国工商管理国际案例库

入库时间：2019年6月30日

摘        要： A集团是我国移动通信市场三寡头之一，在数字化战略转型、新业务接踵出炉之时针对其管理人员提出了“三气精神”，以激发管理人员的积极性、鼓舞他们变革创新。然而A集团上海分公司的中层管理人员却普遍出现缺少创新、主观能动性不够，缺少专业管理知识训练，沟通协调能力低下，适应性不足等问题，让公司管理链出现了“断层”。张仪作为上海分公司人力资源总监，从2017年第二季度开始协同D咨询公司成立专项小组，历时3个月，经过对计划的不断完善和对难点的攻克，构建出针对上海分公司中层管理人员的胜任力模型，将其初步投入员工培训使用并证明了其有效性。该胜任力模型将如何在人力资源管理实践中进一步使用？A集团其他城市分公司在学习上海分公司胜任力模型构建与落地经验时需要考虑哪些问题？这些问题都需得到解决。

Abstract:   As one of the three oligarchs in China’s mobile communication market, group A proposed the “three spirit” for its managers when the digital strategic transformation and new business came out one after another, so as to stimulate their enthusiasm and encourage them to reform and innovate.However, problems such as lack of innovation, lack of subjective initiative, lack of professional management knowledge training, poor communication and coordination ability, and insufficient adaptability generally occur in the middle management staff of group A Shanghai branch, causing A “fault” in the company’s management chain.Yi cheung as the Shanghai branch of director of human resources, starting from the second quarter of 2017 D together consulting company set up a special team, after 3 months, through the continuous improvement of plan and to overcome difficulties, build up the competency model of middle managers in Shanghai branch, its preliminary used in employee training and prove its validity.How will this competency model be further used in HRM practices?What issues should be considered when learning the competency model construction and landing experience of Shanghai branch in other city branches of A group?These issues need to be addressed.