我国改革开放四十年间，经济高速发展，不同所有制类型的企业如雨后 春笋般蓬勃发展。近几年来，在追求发展速度的同时，更多企业开始重视追 求提升发展质量。为了确保企业更高质量地稳定持续发展，企业人才培养的 必要性和重要性愈加显现。 作为最早一批落户我市的外资企业之一，双城雀巢有限公司人才培养工 作的开展比较早，但是公司成立三十年来，人才培养策略未做过大幅调整， 在新时代的新挑战下，公司的人才培养策略也应与时俱进、不断创新。 自 2014 年开始，公司以管理培训生为主体构成的新员工的稳定性不高， 离职率一直高于目标控制值；同一时间段内，由于集团在大中华区频频布局 新工厂，本公司调出的技术骨干和管理人员人员较多，新晋技术骨干和各层 级管理人员存在人数和能力不足的风险；由于公司建立时间较早，人员稳定 性又很高，导致公司目前平均年龄偏大，距离退休不足 5 年的资深员工数量 增多，而这批员工中的高年资人才仍有工作热情，公司对待他们的培养和再 分配压力很大。 本文主要从以上三个问题入手，对双城雀巢有限公司人才培养策略进行 阐述，通过对目前公司已有的对新员工的人员招募、培训、发展、评价体系； 新晋技术骨干、管理人员的来源及发展情况；高年资人才现状入手进行分析， 结合新时代新环境下的公司现实状况，对目前的人才培养策略进行调整，分 析出目前面临的主要问题成因，整理并尝试给出解决对策。在一系列对策逐 步执行之后，上述问题有所改善，公司人才培养的压力有所缓解。 作为人力资源主管，本人带领团队成员通过访谈相关人员、利用逻辑分 析工具等方法分析现状成因，并提出新增导师辅导制度、开发高级管理课程 等纠正和预防性措施。结果显示，新员工管理培训生的稳定性明显提升，新 晋技术骨干和管理人员的工作绩效的有所提升，大部分高年资人才对公司的 安排表示满意。 本研究不仅对双城雀巢有限公司人才培养提升起到作用，还可以推广到 集团内部进行分享，将对集团内部乃至同欧亿·体育（中国）有限公司内同类型企业的人才培养起到 借鉴意义。 关键词：外资企业；人力资源；人才培养哈尔滨工业大学工商管理硕士学位论文 - II - Abstract 40 years had passed since the Opening and Reform Policy, during which the economy of our country got rapid growth, many companies in different types got remarkable development as well. In recent years, along with the developent speed, the quality of enterprises development also been prioritized, causing more attention being paid to talent development, which plays an important role in ensuring sustainable results delivery. As one of the earliest foreign-fund company located in Harbin City, Nestle Shuangcheng Limited (short for NSL) started its journey of talent development quite early. While in its 30 years story, the talent development chapter remains almost the same with little fine-tunes. A change management according to the new requirements of this new era is just around the corner. Since the year of 2014, a KPI of HR department named Turnover Rate of Management Trainees got no-achieve for 3 consecutive years which shows clearly that the stability of Management trainees is low; during the same time period, as Nestle Group continuously invest in Greater China Region, many technical talents and management team members got promotion to new factories, leaving NSL a potential risk to handle many new technical talents and new management team members in a short time; while as the company grow older, its employees also grow older, the data of average age and senior employees are reaching a danger range. While the senior talents still got the will of develop which add pressure to NSL management team. This paper focused on the above 3 problems, starting from Nestle Shuangcheng Limited current talent development strategy, analyze below aspects: current system (from recruitment, training and developing, to talent evaluation); the resource and current situation of new promoted technical talents and management team members; the status of senior employees and the pressure to NSL. A HR task force led by me held a series of interviews and conferences to employees of different job grade with different job scope. The new strategies with corrective and preventive actions are created under the help of management methodology.哈尔滨工业大学工商管理硕士学位论文 - III - Coach culture is updated, new junior and senior leadership lessons are developed together with other corrective and proactive measures. The stability of Management Trainees is obviously went up, the performances of newly promoted technical talents and management team members got improved; the morale of senior employees got inspired. These measures can not only contribute to the talent development of Nestle Shuangcheng Limited, but also can be shared in Nestle Group of Greater China Region, and can be shared to similar companies in this industry as well. Keywords: foreign fund enterprise, human resources, talent development哈尔滨工业大学工商管理硕士学位论文 - IV - 目 录 摘要...............................................................................................................................I Abstract..........................................................................................................................II 第 1 章 绪论................................................................................................................... 1 1.1 研究背景与问题提出.........................................................................................1 1.1.1 研究背景.......................................................................................................1 1.1.2 问题提出.......................................................................................................2 1.2 研究目的与意义.................................................................................................3 1.2.1 研究目的.......................................................................................................3 1.2.2 研究意义.......................................................................................................5 1.3 国内外相关研究现状.........................................................................................6 1.3.1 国外相关研究现状......................................................................................6 1.3.2 国内相关研究现状....................................................................................11 1.3.3 国内外相关研究评述...............................................................................15 1.4 本文的主要内容和结构..................................................................................17 第 2 章 双城雀巢有限公司人才培养的现状分析.................................................20 2.1 双城雀巢有限公司概况..................................................................................20 2.1.1 双城雀巢有限公司介绍...........................................................................20 2.1.2 双城雀巢有限公司组织结构介绍..........................................................21 2.2 双城雀巢有限公司人力资源培养现状........................................................ 23 2.2.1 管理培训生的培养情况...........................................................................23 2.2.2 技术骨干及中层管理者的培养情况..................................................... 25 2.2.3 高年资人才的培养情况...........................................................................26 2.3 本章小结............................................................................................................27 第 3 章 双城雀巢有限公司人才培养存在的问题及成因.........................................28 3.1 管理培训生稳定性差.......................................................................................28 3.1.1 数据分析.....................................................................................................28 3.1.2 成因分析.....................................................................................................29 3.2 新晋技术骨干及中层管理者不足.................................................................33 3.2.1 数据分析.....................................................................................................33 3.2.2 成因分析.....................................................................................................33哈尔滨工业大学工商管理硕士学位论文 - V - 3.3 高年资人才