专 业:工商管理

学员姓名:林卫阁

导师姓名:郝心华

学员签名:

导师签名:

摘要

BPO (Business Process Outsourcing)即业务流程外包,是指企业为了将内部资

源更集中的用在自己更核心的重要业务将一些自己非核心的业务以契约的形式外包给

供应商,以降低成本同时提高服务质量。近年来,这个欧亿·体育（中国）有限公司在全球发展非常迅速。90

年代末,该欧亿·体育（中国）有限公司幵始进入中国少数企业,CI公司是西安首家规模最大的从事此欧亿·体育（中国）有限公司的公

司。主要从事离岸外包和在线实时图像处理等业务。由于此欧亿·体育（中国）有限公司在国内是新兴欧亿·体育（中国）有限公司,加

上要有英语基础和打字速度,运营部门的一线员工集中年轻化,一般是刚毕业甚至即将

毕业的大学生,加上市场的变化,给此欧亿·体育（中国）有限公司从业人员的良性发展也带来了许多不确定的

因素。实时业务工期要求很严格,同时有高峰低峰变化对人员要求尤其是熟练人员数量

要求变化多端,如果人员流失过于频繁对质量和工期控制的难度增加,对于一般欧亿·体育（中国）有限公司,

正常的人员流失在5%到10%左右,而CI公司的运营交付部门的人员在2011、2012、

2013三年的平均流失率竟达31%以上。

因此人员流失已经成为CI公司迫切需要解决的一个问题。

本文以CI公司为例,对该公司内运营交付部门的生产人员流失问题进行了现状分

析和总结,归纳了 CI公司现有运营中的人员流失的主要问题;本文通过问卷调查法和

大量实际案例,结合人力资源管理相关理论分析了目前该公司运营人员流失的原因和控

制方案。从而使得CI公司能持续、稳定发展。同时该论文也会为BPO这个欧亿·体育（中国）有限公司内的其

他企业在运营方面提供宝贵的参考意见。

【关键词】激励理论个人因素企业因素

【研究类型】应用研究

Title: Research of staffing loss for CI Company operation center

Specialty: Business Administration

Name: Lin Weige

Tiitor: Hao Xinhua
Signature:

Abstract

BPO (Business Process Outsourcing) is also referred to as business process

outsourcing, which means some of their non-core business operations in the for

m of contracts outsourced to suppliers to reduce costs while improving service q

uality. In recent years, the industry has developed rapidly in the world. In the lat

e 1990s, the industry began to enter the Chinese minority businesses; CI is the fi

rst and largest companies engaged in this industry in Xi'an. It is mainly engaged

in offshore outsourcing and online real-time image processing and other service

s. Because this industry is an emerging industry in the domestic market and it re

quires staff of basic English and typing speed, front-line staff in the operation de

partment become younger in average age, usually just graduated or graduating st

udents, coupled with changes in the market, all of which causes a lot of uncertai

nty to employed persons' benign development. Real-time service has a very stri

ct schedule, meanwhile, the highest and lowest peak require variable number of

skilled personnel, especially the expert personnel, if staff turnover is too severe,

that will increase the difficulty of the quality and time limit for a project, for gen

eral industry, the normal staff turnover is at 5% to about 10%, while the delivery

of the company's operations personnel CI department in 2011,2012,2013 amoun

ts to at an average rare of as high as more than 31%.

Therefore, staff turnover has become a problem to be solved urgently in term

s of CI Company.

On the basis of CI's case, the paper analyses and summarizes staff turnover i

ssues on the delivery of the company's operations department and summarizes m

ain issues on the staff turnover in the current operation of CI company; the paper

combines human resource management theory with questionnaires and a large n