| 高科技人才吸引和稳定的职场舒适物策略 |
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| 引用本文： | 高科技人才吸引和稳定的职场舒适物策略.高科技人才吸引和稳定的职场舒适物策略[J].科学学研究,2021,39(10):1803-1811. |
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| 作者姓名： | 高科技人才吸引和稳定的职场舒适物策略 |
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| 作者单位： | 中国科学院科技战略咨询研究院 |
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| 摘 要： | 为帮助用人单位更好地利用有限资源,制定有竞争力的福利政策,以提高人才吸引力、防止人才流失,本文基于舒适物理论,提出了职场舒适物系统概念,涵盖生存舒适物、生活舒适物、精神舒适物和环境舒适物四个圈层。以此为分析框架,通过访谈、问卷调研、文献调研等方法获取国内外知名大学、企业、科研机构的人才吸引和稳定政策,对7家用人单位的14条政策进行文本分析,发现不同地域、不同性质的用人单位所提供的职场舒适物具有趋同化特征,集中于提供生存舒适物和生活舒适物,并以住房、健康及家庭相关服务为主的福利作为核心舒适物。更进一步,以中国科学院“3H”工程（即HOUSING工程、HOME工程和HEALTH工程）为例,分析核心舒适物对人才稳定作用的差异性,发现科研人员对核心舒适物的需求按照从强到弱的顺序依次为：HOUSING > HOME > HEALTH。基于此,提出了用人单位吸引和稳定人才的职场舒适物策略,一是尽量利用所在城市的舒适物系统,二是构建以住房、健康和家庭为核心的职场舒适物系统,以最大化利用资源;三是在资源有限的情况下,应根据不同舒适物对人才吸引作用的差异,有重点、有针对性地制定人才政策。
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| 收稿时间： | 2020-08-29 |
Workplace amenities strategy in high-tech talent attraction and stability |
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| Abstract: | As an important innovation resource, high-tech talents are the primary resource for all kinds of employers, especially for universities, research institutes and high-tech enterprises. As an important means for employers to attract and stabilize talents, welfare policy has become the trump card in the "war for talents" in major cities and employers in recent years. In order to help employers make better use of limited resources and formulate competitive welfare policies, and in order to increase the attractiveness of talents and prevent brain drain as well, this study proposes the concept framework of workplace amenities system based on amenity theory. The framework is made of four layers of amenities, namely survival amenities (the core layer), living amenities (the middle layer), mental amenities (the perisphere layer) and environmental amenities (the outer layer). Taking this concept as an analytical framework, we use several common management methods, including interviews, questionnaire surveys, literature research, text analysis and so on, to analyze talent attraction and stabilization policies of well-known universities, enterprises, and scientific research institutions at home and abroad, that is from 7 employers (Chinese Academy of Sciences, Peking University, Tsinghua University, Jingdong Group, Alibaba Group, Hong Kong University of Science and Technology, and Stanford university). The results show that the 14 policies focus on the core amenities, namely house (purchase, rent, etc.), health (medical treatment, insurance, etc.) and home (enrolment of children, placement of spouse, etc.). It is found that in different regions, the workplace amenities provided by employers with different nature have the characteristics of convergence, focusing on providing survival amenities and living amenities, with taking the housing, health and family-related services as the core amenities. Furthermore, we take the “3H” project of the Chinese Academy of Sciences (namely the HOUSING project, the HOME project and the HEALTH project) as an example, to research the different effect of core amenities elements on attracting and stabilizing talents. It is found that the needs of scientific researchers for core amenities are in order. The order from strong to weak is: HOUSING> HOME> HEALTH. According to these findings, the workplace amenities strategy is proposed for employers to attract and stabilize talents. Firstly, make use of the comfort system of the city, including the city's public facilities and services, natural environment, cultural and social comfort, etc., to develop corresponding strategies for the company to attract talents. For example, enterprises and institutions in Beijing can take advantage of Beijing's hukou indicator (including work and residence permit, integral settlement), conveniently located staff dormitories, and the cultural environment of the enterprise itself to attract talents. Secondly, maximize the use of limited resources, build a workplace amenities system with housing, health and home as the core, with the most attractive three services of housing, children's education and health management as the means to attract talents, and give the most powerful policies to the most critical talents; Thirdly, in the case of limited resources, according to the different effects of core amenities on talent attraction, differentiated and personalized workplace amenities strategies should be developed for key talents and general talents. |
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