開放式集團中的人力資源管控 —以易居（中國）企業集團為例

Abstract

易居（中國）企業集團作為EJU的房地產交易服務的主體公司，於2016年8月28日正式成立，是中國最領先的基於大資料的房地產交易服務商。集團集合了克而瑞-決策諮詢、易居行銷-新房行銷代理、易居房友-二手房交易服務，三大業務板塊，提供從土地交易到新房、二手房交易的房地產交易服務全面涵蓋。 EJU自2015宣佈從美國資本市場私有化後，對房地產交易模組採取送上一程，獨立運作的態度和佈署。企業集團的整合，是要將土地諮詢、新房代理、二手房服務3塊內容進行優勢互補，實現業務的取長補短，管理的優化整合，產生前臺業務1+1+1＞3的正效應，中後臺管理關係1+1+1＜3的高效運作，對於整個管理團隊來說是挑戰，更是機遇。 其中，人是服務型企業的最重要資產，人力資源的統籌規劃是企業集團整合的重中之重。不同的業務板塊原本有各自的管理架構，不同的崗位層級，不一樣的管理制度、管理方法。不同省際區域的發展階段不同，規模、市場皆不同。外部的諮詢公司很難做到貼身的定制化服務。 借此契機，筆者以易居（中國）企業集團為研究物件，針對企業現狀發現人力資源管控的問題，提出系統的解決方案，重新梳理人力資源管理的架構，建立人力資源管理的體系，制定人力資源管理制度，確保人力資源管理與集團發展戰略相一致，讓易居（中國）企業集團在這個VUCA的時代裡打造出核心競爭力。首先進行了理論綜述，人的管理的理論、企業組織創新的理論和企業集團管控的理論。其次著重分析了企業人力資源的現狀，面臨的挑戰和機遇，以及創新的動因。然後著重從人力資源創新的原則、重點、體系、總體框架四方面做了符合開放式集團戰略運行的創新研究。最後立足易居（中國）企業集團實際，提出了創新的操作方案，即多層次的人力資源管控架構，不同層級人力資源管控的實施兩大部分，且對新方案推進中的保障措施及出現問題的應對方案做了說明。

EJU (China) Enterprise Group, founded in Aug. 28th, 2016, which is the main company of real estate trading service in EJU, is the most leading real estate trading service provider based on big data in China. The group congregates three business segments which are resolution advisory (cric), commodity house marketing agent (EJU Marketing), and secondhand room trading service (EJU Fangyou), providing full-scale real estate trading service from land transaction to commodity house and secondhand room sales. Since the privatization announcement from US capital market in 2015, EJU hopes the real estate trading module to operate independently with a short-range support. It is not only a challenge, but also an opportunity for the management team to have the three business segments complement on each other, to well-integrate the human resource stocks and institutions, and to make the whole business greater than the sum of three segments while the whole cost less than the sum of three segments. The integration of human resources has a leading effect among these. Different business segments own different management modes, systems, styles and different employment structures. Meanwhile, different provincial departments are in different developing stages due to the department scale and local market. It’s hard for the external consulting companies to provide such custom-made services. To take this opportunity, this paper chooses EJU (China) Enterprise Group as research object, based on the company situation, finds out the problems in human resource management and control, gives systematic solutions, untangles human resource management structure, builds human resource management system, constitutes human resource management institutions, ensures the match between human resource management and the group developing strategy and helps EJU (China) Enterprise Group build core competitiveness in this VUCA era. First of all is the theoretical review which contains the theory of people management, organization innovation, and management and control of enterprise groups. The second is the analysis of the situation about the company human resources, challenges, opportunities and the innovation motivation. The next is the innovative research fitting in with the open group strategic operation from institution, key points, system, and whole structure in human resource innovation. The last is the innovative manipulating plan based on the actual situation of EJU (China) Enterprise Group, which contains multi-level human resources management and control structure and the practice of human resources management and control in different levels. The paper also explains the safeguard measures and solutions to the problems during the execution of the new plan.