mcm2015C Managing Human Capital in Organizations 组织机构下的人力资本管理 - matlab数学建模

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标题：mcm2015C Managing Human Capital in Organizations 组织机构下的人力资本管理
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所属分类: 数学建模资源类型：文档文件大小: 170.09 KB 上传时间: 2019-08-18 23:40:58 下载次数: 24 资源积分：1分提供者: jiqiren 20190818114241789

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(MCM 2015C)

Building an organization filled with good, talented, well-trained people is one of the keys to success. But to do this, an organization needs to do more than recruit and hire the best candidates -- they also need to retain good people, keep them properly trained and placed in proper positions, and eventually target new hires to replace those leaving the organization. Individuals play unique roles within their organizations, both formally and informally. Thus, the departure of individuals from an organization leaves important informational and functional components missing that need to be replaced. This is true for sports teams, commercial companies, schools and universities, governments, and almost any formal group or organization of people.

Human resource (HR) specialists help senior leadership manage personnel by improving retention and motivation, coordinating training, and building good teams. In particular, leaders seek to create an effective organizational structure, where people are assigned to positions appropriate to their talents and experience, and where efficient communication systems are in place to facilitate development of innovative ideas and quality products (commodities or services). These talent management and team building aspects of HR management are remaking many modern organizations.

Managing the fluid network of human capital within an organization requires understanding personnel loyalties to the company and to subgroups; building trust in the workplace; and managing the formation, dissolution and retention of formal and informal ties between people. When people leaving for other jobs or retiring are replaced, the resulting turbulence is collectively termed organizational “churn”. Your team has been asked by your HR manager to develop a framework and model for understanding churn within the Information Cooperative Manufacturing (ICM) organization of 370 people. ICM is in a highly competitive market place, leading to challenging issues related to effectively managing its human capital.

The HR manager wants to map the human capital in the organization by building a network model. Here are some issues your company faces:

1. ICM aims to identify the risk of churn in its early stages, as it is cheaper to gain the loyalty of an employee early in their carreer rather than have to improve the culture once it has soured. It is more productive to have a motivated workforce from the start rather than having to provide incentives to prevent people from leaving.

2. A worker is more likely to churn if he or she was connected to other former employees who have churned. Thus churn seems to diffuse from employee to employee, so identifying those that are likely to churn is valuable information to prevent further churning.

3. One HR issue is matching employees to the right position such that their knowledge and abilities can be maximized. Currently each employee gets an annual evaluation based on performance as judged by the supervisor. These ratings are currently not used by the HR office.

4. ICM recognizes that middle managers (Junior Managers, Experienced Supervisors, Inexperienced Supervisors) often feel stuck in their jobs with little opportunity to advance, causing them to leave the company when they find a comparable or better job. These mid-level positions are critical ones that unfortunately suffer high turn-over (twice the average rate of the rest of the company) and seem to need filling all the time.

5. Recruiting good people is difficult, time consuming and expensive. ICM usually has only 85% of its 370 positions filled at any time and, because of administrative delays and office capacity and internal promotions, the HR office is actively hiring about 8-10% of the ICM positions (about 2/3 of the current vacancies).

6. In order to move up into the higher management-level positions, people are currently required to have several years of experience in the company at specific levels and types of positions. This can pose major obstacles for the HR department.

7. The churn rate has been increasing steadily, especially for middle managers. The ICM HR manager sees this as the biggest challenge the company faces. The CEO panicked when hearing that the current churn rate is 18% per year.

8. Because ICM is always worried about being short-handed, marginal and poor employees are allowed to stay on in an attempt to lower the churn and, therefore, very few employees are relieved or fired. This results in lower quality employees who often stay with the company for a full career. This quality issue is causing concern with the management, but no one seems to have a solution.

9. Your organization is proud of its modest CEO-to-worker salary ratio (i.e., the CEO salary is approximately 10 times the median of the salaries of all the employees in the organization as compared to hundreds of times the median as found in many companies).

The ICM HR manager has recently put together a comprehensive organizational graph (Figure 1) and detailed statistics describing the basic structure, staffing, recruiting costs, training costs, and salaries of the company employees (Table 1). The company has never conducted any analyses, modeling or simulation of the HR functions of the company. Therefore, she feels that now is the time to automate and analyze the HR elements of ICM using network science.

Figure 1: The rigid structure and supervisory nature of ICM comes from the

requirement that each branch or staff office with an * consists of two divisions of 7

people. Otherwise, each entry in this chart without an * consists of 4 staff people.

Therefore, the 370 total employees are organized in 46 divisions of 7 people and 12

offices of 4 people.

Level of Position Median time to

recruit

(months) Median cost

recruitment

($) Number of

Employees

at this level Average

annual

salary rate

for this level

($) Average

annual

training

cost($)

Senior manager/Executive 7 1.2σ 10 8σ 0.5σ

Junior manager/Executive 6 0.7σ 20 4σ 0.6σ

Experienced supervisor

(Branch) 5 0.6σ 25 2σ 0.2σ

Inexperienced supervisor

(Division) 4 0.6σ 25 1.5σ 0.3σ

Experienced employee 3 0.3σ 110 σ 0.1σ

Inexperienced employee 1 0.1σ 150 0.9σ 0.3σ

Administrative clerk 2 0.3σ 30 0.9σ 0.05σ

Table 1: The HR manager has provided you with this critical HR data on number and

level of employees, average salary, the average costs and time of external recruitment

for various levels of personnel, and annual training costs. The median income of the

company is defined as σ. The value of σ for ICM does rise slowly with the inflation rate

so all the decision makers in ICM are comfortable with reports and decisions based on

the changing and relative value of σ, instead of exact monetary values.

Tasks:

The ICM HR department work-tasks and research questions from your HR manager include the following:

1) Build a Human Capital network model of ICM organization’s personnel situation using the data provided. You may have to make bold assumptions to build the model — be sure to describe the model and your assumptions.

2) Use your model to identify dynamic processes within the Human Capital network. Describe and incorporate dynamic processes involved in (1) organizational churn (e.g., influence, dissatisfaction) and (2) direct and indirect effects on the organization’s productivity. You may have to make some bold assumptions to explain these processes. Describe your model and all your assumptions.

3) Use your model to analyze your organization’s budget requirements for talent management in terms of σ for both recruiting and training over the next 2 years.

4) Can ICM sustain its 80% full status for positions if the annual churn rate for all positions goes to 25%? How about 35%? What are the costs of these higher turnover rates? What are the indirect effects of these high churn rates?

5) The ICM HR supervisor wants to use your model to simulate the impact of 30% churn in both junior managers and experienced supervisors with 1) no external recruiting and 2) promoting only qualified employees for the next two years. Other churn values should remain at 18% in your model. Explain to her the impact of that situation on the HR health of the organization.

6) Your supervisor calls this kind of talent management — team science. She has provided you with these references to start your work:

E. Salas, N.J. Cooke, and M.A. Rosen. (2008). On Teams, Teamwork, and Team Performance: Discoveries and Developments. Human Factors: The Journal of the Human Factors and Ergonomics Society June 2008 vol. 50 no. 3 540-547.

D. Stokols, K.L. Hall, B.K. Taylor, R.P. Moser (2008). The Science of Team Science: Overview of the Field and Introduction to the Supplement, Am J Prev Med 2008;35(2S): S77-S89.

Ultimately, she wants to connect your Human Capital network to other organizational network layers such as information flow, trust, influence, and friendship that the other offices of ICM are considering building. The HR manager’s vision is that the HR office should take the lead in this effort to connect the network models of the organization and wants your team to consider how that could happen. For that consideration she provides the reference

Mikko Kivel., Alexandre Arenas, Marc Barthelemy, James P. Gleeson, Yamir Moreno, Mason A. Porter. (2013). Multilayer Networks, J. Complex Networks, 2(3): 203-271 (2014); arXiv preprint arXiv:1309.7233, 2013.

Summarize the potential use of team science and multi-layered networks in fulfilling the vision of your HR manager.

7) Write a 20-page report on your organizational model and its function and the issues that the supervisor wants you to consider. The one-page executive summary of the report does not count; therefore, you can submit a total of 21 pages, maximum.

组织机构下的人力资本管理(美国竞赛2015年C题)

建立这样一个组织，该组织的成员业务优秀，才华横溢，且训练有素，是该组织成功的关键因素之一。但是要做到这一点,该组织需要多招贤引士，留得住人才，且使其接受良好的培训，做到才尽其用。从而谋求新的求职者去取代能力逊者。个人在组织中扮演着独特的角色，亦或正式亦或非正式。因此,职员离岗会造成组织重要信息功能部件的缺失，急待补充新鲜血液。就这一点上，任何体育团体，商业公司，各类学校，政府机构莫不如此。

人力资源(HR)专家帮助高层管理人员如何留得住好员工，如何恰当激励员工，协调培训从而最终建立一个优秀的团队。尤为重要的是，管理层应当寻求建立一个高效的组织机构，员工各尽其职，才尽其用，各体系沟通顺畅，激发产生更多创新性的理念和优质产品。这些优秀的管理团队，全方位打造人力资源的方方面面，不断重塑和造就了许许多多的现代企业集团。

在流动性极大的组织内部管理人力资源，需要深入了解员工对公司以及所属机构的忠诚度。在工作地建立信任的氛围，积极有效地进行管理，从容应对员工的去留问题，协调员工间的融洽关系。当员工离职或退休需要被替换时，组织内部产生剧烈的效应被称之为“人才流失后遗症”。人力资源经理会要求公司组织去开发框架和模型从而分析人才流失现象对有370人的ICM所产生的影响。ICM存在于一个具有高度竞争意识的市场,往往导致一系列具有挑战性的问题的产生，皆与如何有效地进行人力资源管理息息相关。

通过构建网络模型，人力资源经理可以测绘组织机构中的人力资本。下面列出的贵公司可能面临的问题。

1、ICM旨在识别人才流失早期的风险,因为早期可以较容易地获得员工对公司的忠诚度,而不是在事情变糟糕后想着去弥补。从一开始应该对员工进行更富有成效的激励，而不是为阻止人们离开提供各种激励措施。

2、员工会产生人才流失后遗症效应，这种效应有可能会传染到其他员工身上。因此，人力部门应该了解这部分员工的信息，获取有价值的线索而不是盲目阻止。

3、人力的最大资源问题是如何做到才尽其用。使员工的知识和能力实现最大化。每个员工应该得到主管给出的年度评估，该评估可以用到人力资源管理上。而目前却没有。

4、ICM认识到中层管理人员(初级经理,经验丰富监事、没有经验的监事)经常感到无力，难以获得提升的机会，迫使他们离开就职的公司另谋高就。而这些离职缺失的中层职位至关重要，与之连带的是高营业额(其他公司的平均水平的两倍)，这似乎是个急切需要填充的问题。

5、招聘优秀人才是困难的、耗时和昂贵的。ICM，370个职位里，通常有85%的职位在岗。因为行政延迟和办公能力和内部晋升等问题,人力资源办公室正在积极招聘大约8 - 10%的ICM职位(大约2/3的当前职位空缺)。

6、为了迈入到更高的管理级别,员工往往需要数年的经验，在公司的各个层次和岗位上进行积累。这可能会为人力资源部门引发诸多棘手的问题和障碍。

7、流失率一直在稳步增加,尤其是中层管理人员。ICM的人力资源经理认为这是该公司面临的最大挑战。每每听说目前人才流失率是每年18%，首席执行官总是感到惊慌失措。

8、因为ICM总是担心人手不足,边缘化和产效低下的员工留在了公司，这样,几乎很少有员工被免职或解雇。他们可能终其一生呆在同一个公司里。质量效益与管理有着莫大的关系，但在此条件下，难觅良策。

9、组织内部，贵公司往往可以自豪的是贵公司的CEO和员工工资之比是良性的，可以接受的( CEO的薪水大约是10倍的员工平均工资，与此同时这个比率在其他公司可能是100倍或更多)

ICM人力资源经理最近整合了一张综合性组织图表（图1）和详细的统计数据，来描述公司的基本结构、人员构成、招募成本、培训成本以及公司员工的工资（表1）。该公司以前从没有进行过类似的分析、建模或者提升人力资源功能效用。因此，该经理认为，是时候使用计算机网络科学技术来自动调控和分析ICM人力资源构成要素了。

图1：严格的结构以及高监管特性的ICM有一些必要条件：每个员工办公室或分支机构都包括含有7人的两组人员构成，要不然抑或是该表格中每条目没有含有4名员工的条目。因此370名员工被分别安排在7人组成的46个分支机构和4人组成的12个分支办公室里。

表1：人力资源经理会向您提供一些重要的数据包括员工的人数和员工的级别、平均工资、以及对外招募的平均成本和时间来匹配和对应各个层次的员工以及年度培训成本等诸项事宜。公司的中等收入被定性为σ。ICM中σ的价值会随着通胀率缓慢上升。因此所有ICM的决策者对于报告和各项决策感到相对适应。而这些报告和决策是建立在不断变化抑或是相对的σ的价值，而不是货币的确切价值。

Tasks:任务

公司的人力资源经理所面临的工作任务和研究问题如下：

1)使用提供的数据，建立一个在ICM组织人力工作情境下的人力资本网络模型。你可以大胆的假设去建立模型，务必清晰的描述模型和你的推测和假设。

2)使用你的模型去鉴定和识别人力资本网络中的动态过程，描述和整合动态过程，此过程包括：1.机构性人才流失（以及影响或造成的不满）2.对公司生产力直接或间接的影响，你可以做大胆推测和假设来解释这些过程，来描述你的模型和你所有的假设。

3)通过σ的方式，使用你的模型去分析贵公司对于人才管理的预算成本和条件，以备未来两年之内的招募和培训之用。

4)如果年度人才流失率达到25%，ICM还能维持各个职位满员80%的水平吗？达到35%又会怎么样？这两种较高的比率所带来的相关成本是什么？高人才流失率间接带来的影响是什么？

5) ICM人力资源主管想要使用贵公司的模型模拟，流失率达到30%所产生的影响，涉及到高级主管、有经验的监管人员、不进行外部招聘，未来两年只提升那些有资质的员工。在你的模型中，其他人才流失率值应该保持在18%。向人力资源经理解释健康的人力资源组织机构所带来的影响。

6)贵公司的主管可能要求此种有才能的管理方式及所谓的团队科学。在你创模之时，会向你提供以下参考资料。

E. Salas, N.J. Cooke, and M.A. Rosen. (2008). On Teams, Teamwork, and TeamPerformance: Discoveries and Developments. Human Factors: The Journal of the Human Factors and Ergonomics Society June 2008 vol. 50 no. 3 540-547.

D. Stokols, K.L. Hall, B.K. Taylor, R.P. Moser (2008). The Science of Team Science:

Overview of the Field and Introduction to the Supplement, Am J Prev Med 2008; 35(2S): S77-S89.

最终的目的是，人力资源经理最终想要把你所创立的人力资本网络连接到其他组织网络层面上。比如：信息流、相互间的信任、影响、友谊等。凡此种种，都是其他ICM的办公室一直在考虑建立的网络。人力资源经理的希望是，人力资源办公室应当带头努力实施，从而连接公司的各个网络模型，并且殷切希望你的团队能够帮他实现这一愿景。基于上述考虑，人力资源经理提供以下参考资料：

Mikko Kivel?, Alexandre Arenas, Marc Barthelemy, James P. Gleeson, Yamir

Moreno, Mason A. Porter. (2013). Multilayer Networks, J. Complex Networks, 2(3): 203-271 (2014); arXiv preprint arXiv:1309.7233, 2013.

概括团队科学和多层网络的潜在用途，实现人力资源经理的希望。

7)写一份20页的报告来陈述你的组织模型，和它的功能以及主管要求考虑的诸多问题。一页的执行摘要不计算在内，此外，所提报告最多只能为21页。

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