山西汾酒营销团队扁平化下的人力资源整合探析.docVIP

企业营销团队扁平化与人力资源整合 ——汾酒山西分公司人力资源整合实践 目 录 一、汾酒山西分公司基本状况及实践研究方法·····································1 （一）公司运营战略目标································································1 （二）扁平化管理模式引进的必要性与背景分析··································1 （三）实践及研究方法···································································3 二、扁平化营销模式实施及人力资源整合···········································3 （一）第一阶段：现状分析和宣传造势(2010年5月～2010年9月) ·············3 （二）第二阶段：问题诊断和方案制定(2010年9月～2011年1月) ·········3 （三）第三阶段：分步实施和系统把控(2011年1月～2014年12月) ·········4 （四）第四阶段：总结评估和持续完善(2014年12月～今) ·····················4 三、扁平化对公司人力资源管理的挑战··············································5 （一）组织结构扁平化使员工的晋升空间变得狭窄，易出现职业生涯发展中的“职业高原”危机” ············································································6 （二）组织结构扁平化给招聘和人员任用带来挑战······························6 （三）组织结构扁平化给培训开发带来挑战·······································7 （四）组织机构扁平化给绩效管理带来挑战·······································7 （五）组织机构扁平化给薪酬分配带来挑战········································7 四、应对组织结构扁平化的人力资源管理优化策略及实践·····················8 （一）建立多种晋升通道，促进员工职业生涯发展································8 （二）根据业务需求合理制定员工招聘配置标准·································8 （三）完善培训机制，提高组织的业务能力与工作水平··························9 （四）强化绩效管理，构建健全的组织绩效考核体系······························9 （五）构建基于岗位等级和业绩贡献相结合的薪酬分配体系···················9 五、实践结论··············································································10 六、参考文献·············································································10 七、附件····················································································11 一、汾酒山西分公司基本状况及实践研究方法 山西杏花村汾酒集团有限责任公司为国有独资公司，以生产经营中国名酒--汾酒、竹叶青酒为主营业务，是全国最大的名优白酒生产基地之一。核心企业汾酒厂股份有限公司为公司最大全资子公司，1993年在上海证券交易所挂牌上市。山西分公司为期下属最大营销公司。 公司运营战略目标 汾酒实行以山西省为中心，辐射河北、山东、河南、内蒙等区域，进而推广全国业务的发展策略。而山西分公司正是这一发展策略实施的“心腹之地”。2010年汾酒提出“十二五”期间实现百亿销售目标，其中74%的目标要在山西市场实现。 （二）扁平化管理模式引进的必要性与背景分析