雇主品牌构建与战略人力资源优化——以可口可乐雇主品牌构建为例  

Build Employer Brand and Optimize Strategic Human Resource Management——Take Coca-Cola as the Example

作　　者：丁一[1,2] 吕学静[2] 

机构地区：[1]甘肃政法学院公共管理学院,甘肃兰州730070 [2]首都经济贸易大学,北京市100070

出　　处：《中国流通经济》2013年第10期95-100,共6页China Business and Market

基　　金：国家社会科学基金项目"我国社会保障公平的非均衡发展研究"(项目编号:11BJY037);首都经济贸易大学研究生科技创新项目的部分研究成果

摘　　要：现代企业面临战略同质化、智力资本化、工作人性化等挑战,企业间人力资源竞争日益激烈,人才管理已经成为企业战略重要的组成部分,通过塑造雇主品牌,吸引、激励、留住人才,推动企业品牌、产品品牌的建立和发展,最终获得超额附加价值,对增强企业竞争力具有十分重要的意义。文章基于战略人力资源管理视角深入剖析雇主品牌内涵和多维价值,探讨在人力资源管理流程中将雇主品牌与企业战略相联系,实现雇主品牌与产品品牌、企业品牌协调发展的路径。研究指出,为更好地构建雇主品牌,优化战略人力资源管理,企业要先有"品",后有"牌",有效吸引和保留人才;要内外兼修,全方位塑造雇主品牌;要打造雇主品牌的价值生态链,实现可持续发展。With the fierce competition of talents, there are many challenges for modem enterprises, such as strategic homogenization, intellectual capital and job humanization. Building employer brand can enhance the competitiveness of enterprises. From the perspective of strategic human resource management, bow to link building employer brand to implementing corporate strategies in human resource management processes to achieve coordinated development of employer brand, product brand and corporate brand is discussed. To better build employer brand and optimize strategic human resource management, the enterprises should improve quality first and establish brand then, and effectively attract and retain more talented persons： they should get refined internally and externally and establish the all-dimensional employer brand; they should build the value ecological chain of employer brand and realize the sustainable development.

关 键 词：雇主品牌 战略 人力资源管理 可口可乐 

分 类 号：F240[经济管理—劳动经济]