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国际一流的石油公司,如BP、壳牌等,他们的优势在于通过资源整合,将国际上优质的人力、资本、技术等关键因素整合在一起,在先进的国际化管理模式下,发挥资源配置中各自比较优势,实现真正意义的跨文化交流与融合,在优势互补与创新发展中实现效益、收益的最大化,这是我们经常倡导的管理国际化的标杆或模型。那么在国际化的征程中,如何在人力资源配置上,使企业更具生产力;今以员工本土化为切入点,结合在中国石油工程建设公司的海外实践,浅谈员工本土化工作的重要性和必要性,以及员工本土化推进的主要模式;希望起到抛砖引玉的作用。
The world-class oil companies, such as BP and Shell, have the advantage of integrating key international quality human resources, capital and technology through resource integration. Under the advanced international management mode, they can allocate resources Their respective advantages, to achieve a real cross-cultural exchange and integration, complement each other and innovation and development to achieve the benefits and maximize earnings, which is often advocated by our management of the international benchmark or model. Then in the process of internationalization, how to make enterprises more productive in the allocation of human resources; Nowadays, the localization of employees is taken as an entry point, and the importance of localization of employees is combined with the overseas practice of China Petroleum Engineering Construction Company And necessity, as well as the main mode of localization of staff; hope to play a valuable role.