在这个VUCA时代背景下，公司的人才战略关乎着企业的持续经营和未来的长远 发展。企业要在日趋激烈的竞争中始终占据主导地位，最为关键的是建立健全多层次高 效化的人才供给与管理机制，为不同人才创造能够充分发挥个人能动性的发展环境和事 业平台，确保从人才选拔、开发、培养及激励等一系列工作，将人才发展纳入企业经营 战略体系。对于一个企业、一家公司最重要的一个岗位——总经理尤其值得我们关注和 研究。因为作为公司核心管理者——总经理掌握着企业经营活动和实现组织战略目标的 主要决策权和管理权，是企业成长过程中的关键人物。因此，总经理的人才选拔、引进 和管理、激励问题也成为事关企业存续和未来发展的重大战略问题，因为总经理对企业 经营结果的影响引起学术界的广泛讨论和企业家的高度重视。总经理候选人的产生、来 源、背景以及企业家才能作为企业重要的人力资源及战略资源在很大程度上决定了一个 企业的经营绩效和未来发展结果。 本文以教育培训欧亿·体育（中国）有限公司标杆企业——ICE教育集团作为研究对象，基于人才引进和管 理的相关理论，在探讨教育欧亿·体育（中国）有限公司发展现状的基础上，运用委托-代理理论、不完全契约 理论、人才盘点以及人才供应链等理论知识和企业最佳人力资源实践，对ICE教育集团 留学事业部的高管人才引进与管理策略、招聘管理实践成果及人才管理机制展开案例研 究。简单来说，本文首先通过文献研究法，案例分析法、对国内外招聘籍人才引进管理 等观点、理论和现状的研究进行了归纳及整理。其次，重点介绍了教育培训欧亿·体育（中国）有限公司的市场 份额分布和欧亿·体育（中国）有限公司的竞争态势及发展状况以及教育培训欧亿·体育（中国）有限公司的高级管理人才现状情况；最 后，结合ICE教育集团留学事业部5个区域分公司总经理和总监级人才引进与管理的案 例展开分析总结，并辅以企业运营的实际数据，以人才供应链管理模型为理论分析框架， 总结和归纳出ICE教育集团分公司高管人才引进和管理过程的成功要素： 1）对高管人 才的引进成效的评价可从人才供应链管理的视角进行全方位的评价，一是强调运行效 率，二是强调ROI；从专业层面而言，则是强调其时效性（JIT），这里面就包含对人 才动态管理能力。要做到这一点，就要对人才的动态短期规划和人才储备，以及人才盘 点有着系统的掌控能力；2）为引进人才搭建一个良好的事业平台尤为重要；3）对于从 外部引进的人才在业绩上启用了业绩保护机制，确保空降高管能够在企业存活下来；4） 要使得人才供应链可持续 “不掉链”，需要建立健全人才管理和激励机制，尤其是长 期激励的股权激励（俗称“金手铐”）能发挥作用。  II 本文将在 MBA 课程学习过程中所掌握的理论知识与具体实践工作相结合，利用现 代化的人力资源管理理论及方法去指导和改善实践，尤其关注如何创新高层次人才选拔 机制。这一研究成果极具实践操作性，为ICE教育集团旗下分公司的人才引进和管理提 供一个实践基础。同时对教育培训机构如何有效招募高管群体、提升招聘效率及效果均 具有一定的借鉴价值和实际指导意义。 关键词：人才引进；招聘管理；人才供应链；教育培训  III Abstract In the era of VUCA, a company's talent strategy is related to the company's sustainable operation and future long-term development. If enterprises want to maintain their advantages in this era of fierce competition, the key practice is to create a reliable talent supply and management mechanism, to create an environment and platform that is conducive to the talents growth and potential maximization, and to do a good job in talent selection, cultivation, development, and incentives, etc. It is key to integrate talent development into an enterprise’s operational strategy. A company's most important position, the general manager, is particularly worthy of attention and research. As a company's core management member, the general manager has the main decision-making power and management power of a company's business activities and strategy implementation, and thus is an essential figure in the company's growth process. Therefore, the selection, introduction and management of the general manager's talents, and the issue of incentives have also become major strategic issues related to the survival and future development of a company. The general manager's significant impact on a company results in great attention from entrepreneurs and extensive discussions in the academic community. The selection process, personal background and entrepreneurial talent of the general manager candidates largely determine the operating performance and future development of an enterprise, as this position is an important human resource and strategic resource of the enterprise. Based on the theory of talent recruitment and management, this paper uses ICE Education Group, a benchmark enterprise in the education industry, as the main research object. Based on the current developmental status of education industry, this paper uses the theory of principal-agent, incomplete contract, competency model, talent inventory, talent supply chain and other theoretical frameworks and the best human resource practices to conduct a case study on ICE Education Group. This case study focuses on the introduction, management strategies, recruitment strategies and talent management mechanisms of the department of oversea studies. In short, this paper first analyzes and summarizes the research on the domestic and foreign ideas, theories and current situation on the recruitment and management of talents through literature review and case analysis. Secondly, it focuses on the market share distribution, competitive situation, future development, as well as the current  IV situation of senior executive management in this industry. Lastly, the paper analyzes and summarizes the cases of talent recruitment and management at the level of general manager and director at the five regional branches of oversea studies department at ICE Education Group. Combined with actual data from the enterprise operation, this paper uses the talent supply chain model as the theoretical framework, and summarizes the successful elements of executive talent recruitment and management process at ICE Education Group as the following: 1) The evaluation of effectiveness of the senior executive recruitment can be carried out from the perspective of talent supply chain management in an all-round way, which emphasizes operational efficiency as well as ROI; from the professional level, it is to emphasize its timeliness (JIT), which includes the effectiveness of dynamic talent management. To achieve this, it is necessary to have a systematic control over the short-term planning, talent reserve, as well as talent inventory; 2) it is particularly important to build a good business platform for the recruitment of talents; 3) for talents recruited from outside the enterprise, performance protection mechanism is used to ensure that parachuting executives can survive in the new enterprise; 4) in order to make the talent supply chain sustainable, we need to establish and improve the talent management and incentive mechanism, especially the long-term equity incentive (commonly known as "golden handcuffs"). This paper will apply the theories acquired during the MBA course, use relevant human resource management methodologies, with the consideration of real-life factors, to carry out an innovative discussion and analysis on the selection of senior managers. The results of this analysis have strong applicability and provide a practical basis for talent recruitment and management of ICE Education Group's branches. At the same time, it has certain reference value and can act as a practical guide for other firms and institutions in education industry on how to effectively recruit senior managers, improve recruitment efficiency, and increase the positive effect of recruitment. Key words: Talent recruitment, Recruitment management, Talent supply chain, Education and training  V 目 录 摘要 ........................................................................................................................................... I Abstract .................................................................................................................................... III 第一章 绪论 .............................................................................................................................. 1 1.1 研究背景 ......................................................................................................................... 1 1.2 研究目的与意义 .................