海外并购人力资源整合实践与启示  

Human Resource Integration in Overseas Mergers and Acquisitions:Practices and Lessons

作　　者：张室岱 王劲松 李锐 Zhang Shidai;Wang Jinsong;Li Rui(SINOPEC International Petroleum Exploration and Production Corporation,Beijing 100029,China)

机构地区：[1]中国石化集团国际石油勘探开发有限公司勘探与科技信息部,北京100029

出　　处：《石油化工管理干部学院学报》2022年第6期28-32,46,共6页Journal of Sinopec Management Institute

摘　　要：人力资源整合是海外并购整合的重要内容,也是一项较为复杂的系统工程。通过深入探讨Y公司收购S项目后在人力资源整合过程中面临的问题、挑战,以及在项目接管过渡期、调整改造期和主导建设期所采取的不同工作思路、做法、政策和措施,继而提出两点启示:一是实行人才本土化战略是实现海外并购人力资源高效整合的有利途径;二是审时度势、谋定而后动是规避并购人力资源整合风险、助力整合成功的重要手段。Human resource integration is an important part of overseas mergers and acquisitions,and is also considered as a complex systematic project.The paper discusses in depth the problems and challenges faced by Y company in the process of human resources integration after its acquisition of S project,as well as the different principles,practices,policies and measures adopted during the transition,transformation and construction phases following the takeover.Two useful lessons are summarized:First,localization is a favorable way to achieve efficient integration of human resources in overseas mergers and acquisitions;second,assessing the situation and planning before taking actions is an important means to avoid risks during human resource integration and ensure the success of the integration process.

关 键 词：人力资源整合 人才本土化 变革 启示 

分 类 号：F272.92[经济管理—企业管理] F426.22[经济管理—国民经济] F125F271