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近几年,我国企业界掀起了一场素质模型热潮,几乎所有的咨询公司都将开发素质模型作为自己的一个重要咨询项目,有七成以上效益良好的大中型企业都已经建立或准备建立自己的素质模型。然而,实践效果却令人失望,真正能将素质模型应用到人力资源管理实践、提高企业管理效能的企业还不到1％。为什么国外优秀的企业都能够将素质模型成功地应用到人力资源管理的实践,而我国的企业不能呢?难道是素质模型不能适应我国企业吗?笔者根据对我国企业素质模型开发与应用实践的考察,试图通过案例分析, 提出素质模型失效于我国企业的症结和消除症结的处方。
In recent years, China’s business community has set off a boom in quality models. Almost all consulting companies will develop quality models as their own major consulting projects. Over 70% of large and medium-sized enterprises that have good returns have established or are ready to establish themselves Quality model. However, the practical effect has been disappointing. The actual application of the quality model to human resource management practices and the improvement of the management efficiency of enterprises is less than 1%. Why do foreign excellent enterprises can successfully apply the quality model to the practice of human resource management, and our enterprises can not do? Is the quality model can not adapt to the Chinese enterprises do? The author based on our enterprise quality model development and application of practice inspection , Trying to put forward by the case analysis, put forward the failure of quality model in the crux of our business and eliminate the crux of the prescription.