QiuShuang Zhou Xujian Su Yu GS63721 GS63980 GS63955 Zhang Meng GS62849 Yan Jiahui GS62899 Contect Current situation of human resources development of AVIC AVIC - Group profile Theoretical basis of human resources development The practice of human resource development of AVIC Group Characteristics, problems and suggestions of AVIC Group Current situation of human resources development of AVIC 1.1 Structural characteristics of human resources in aviation industry The human resource structure of aviation industry is composed of three types of talent teams with distinctive aviation characteristics. In the aviation industry, talent teams can be divided into three types: ·Skilled personnel with special process and technical skills ·Professional and technical personnel who are independent in a professional field ·Looking forward to the operation and management talents of aviation technology and management. 1.2 Challenges to human resources structure • The aviation industry has high requirements for talent specificity and high quality. • High level talents can only focus on self-cultivation, and it is difficult to introduce talents through social recruitment channels. • External enterprises employ outstanding talents trained in the aviation industry with high salaries, resulting in brain drain. • The proportion of knowledge-based employees in the aviation industry is high, and it is difficult for them to be satisfied with general affairs. • Aviation talents have a long training cycle, which is the core problem faced by enterprises. AVIC - Group profile 2.1 Company background AVIC (AVIC for short) Founded on July 1, 1999, it is a super large state-owned enterprise in China. The group company has 53 large and mediumsized industrial enterprises, 31 scientific research institutes, and 20 professional companies and institutions engaged in aviation foreign trade, material supply and marketing, science and technology and product development; The group has 236000 employees in enterprises and 45000 employees in scientific research institutes, with total assets of 34.9 billion yuan. AVIC mainly undertakes the development, production, sales and after-sales service of military and civil aircraft and related engines, airborne equipment, weapon fire control systems and various civil products. 2.2 Challenges faced by the group Avic is a state-owned enterprise (SOE), and there are many problems to be solved: 1. There is a relative shortage of high-level talents, a relative surplus of low-level talents and a lack of talent reserves; 2. The brain drain is serious and the introduction is difficult, and there are few middle-aged and young employees; 3. The advantages and benefits of human resources have not been brought into full play; 4. The reform of human resources development and management lags behind. Theoretical basis of human resources development 3.1 Basic concepts of human resources and human resources development and management Some scholars believe that "human resource development refers to the cultivation and improvement of the quality and skills of employees in the organization, so that employees can give full play to their potential and realize their personal value to the greatest extent. Human resource management refers to the whole process management activities of employees in the organization from recruitment, employment, training, use, treatment to retirement" 3.2 Necessity of enterprise human resources development A. Human resource development contributes to the strategic transformation of organizational human resource management Human resource management departments and their personnel can only realize the requirements of strategic management through human resource development. B. It contributes to the improvement of organizational competitiveness under the condition of modern market economy The competition of talent strength between organizations is actually the competition of human resource development level within the organization. C. It is conducive to the development of organizations under the condition of knowledge economy Whether an organization can develop and what level it can reach completely depends on the level of human resources it has and the level of its further development. D. It helps to improve the level of human resource management within the organization Only a high-level human resource development system can maintain the productivity level of the organization's employees. 3.3 Ways of enterprise human resources development Three development methods: Education, Training and Development Mobilize people's consciousness and initiative through certain ways and methods, and improve the enthusiasm of education and training. Enhance the market competitiveness of enterprises through education and training. 3.4 Career design and planningt Career management is one of the effective means of human resources development and utilization. Career is the process of a person's career, position and position continuously engaged in and undertaken throughout his life. A perfect career system can coordinate the behavior of employees into a standardized procedure. 3.5 Employee loyalty In the knowledge age, more and more enterprises begin to realize the value of highly loyal employees and strengthen their management. The management process of employee loyalty can be divided into five stages according to time: recruitment period, employee stability period, resignation incubation period, resignation period and post resignation period. AVIC—— Human resources development practice 4.1 Establish the concept of talents with aviation characteristics • 1. Regard cultivating and establishing the concept of aviation talents as the long-term capital construction of the whole group and all units; • 2. Start with the management of the group and enterprises and institutions. • 3. Strengthen the training of human resource managers at all levels within the group company to improve the ability of practitioners. 4.2 Cultivate managerial, technical and skilled talents to drive the overall development of human resources · Senior management talents Leaders implement the system of open recruitment, job rotation and competitive employment. · Senior professional and technical personnel Strengthen the training of technical talents focusing on their professional knowledge. · Senior skilled talents In the cultivation of skilled talents, the main of system cultivation, post cultivation, skill competition and other forms of cultivation are adopted. 4.3 Establish and improve the training system centered on "improving the quality of talents and innovation ability" Training is the top priority of human resource development and occupies an important strategic Senior skilled talents position in the management of modern enterprises. AVIC Group has established a registration system for education and training, standardized management, and taken education and training as the basis for talent selection and appointment. · Change the concept, increase the investment in education and training AVIC Group requires that the investment in education and training and the participation of enterprise employees in training become conscious behavior. Senior skilled talents · Training system optimization-using existing internal and external resources. Establish an effective training system. Form a training network at three levels: the headquarters of the group company, the training bases of the subsidiaries and the training bases of social resources. · Focus on the industry characteristics and different training targets to develop targeted training Training for management talents mainly focuses on the change of concept, establishment of business philosophy and improvement of leadership ability. Senior skilled talents · Optimize the education, age and professional structure of the talent team and increase the proportion of high-level personnel. The managers must have bachelor's degree or above, and the personnel with bachelor's degree, master's degree or doctor's degree should be trained to increase the proportion of talents with high education level in the talent team. 4.4 Establish and improve the career path of "management, technical and skilled talents" The company implements career design, overall design of career plan and career development for Senior skilled talents young and middle-aged talents, clear development direction, and creates and provides development opportunities and space for their growth and implementation of career plan, which is a powerful measure to ensure the construction of talent reserve echelon. 4.5 Establish and improve the human resource sharing system By establishing a system of mutual employment and parttime employment, a system of open recruitment within the industry, and a system of paid contract services, senior talents, experts and professors from international Senior skilled talents enterprises, research institutes and universities are hired to serve and work part-time within the group companies to make up for the company's shortage of human resources in some professional disciplines and other areas, and to effectively enable the reasonable flow of talents. Characteristics, problems and suggestions of AVIC Group 5.1 The characteristics of human resource development of AVIC Group We can see the significant characteristics of human resources development and management brought about by the special characteristics of the aviation industry. For example, we emphasize the Senior skilled talents cultivation of the concept and awareness of aviation talents, the concept and measures of talent sharing, attach great importance to training, and carry out a lot of practical work to build "management, technical and skilled talents". We differentiate our human resources and provide them with training and development tailored to their basic needs. 5.2 Problems and challenges of human resource development in AVIC Group Lack of viewing and planning human resource development work from a strategic height. AVIC Group has not yet implemented strategic Senior skilled talents human resource development and management, and basically remains in the traditional routine transactional personnel management, focusing on the reality and practicality, ignoring long-term planning and systematization. It fails to closely integrate the whole human resource developmen. Thank You !
