【中文摘要】 人是一个企业发展的最大动力,而管理人员则是动力中的“源动力”,作为管理人员中的中坚力量,中层管理人员质量的好坏,直接决定了企业的成败。因此,中层管理人员的选拔也就成了人力资源管理中的一个核心问题。一个企业,拥有一支好的中层管理人员队伍,就拥有了战略目标实现的一个重要保障。本文运用人力资源管理理论,对过去六年一汽-大众汽车有限公司(下面简称“一汽-大众”)引进德国大众的AC测评体系培养中层管理人员的实践经验进行了理论总结。同时,结合一汽-大众的百万辆战略目标,进一步阐述了企业组织构架发生的变革以及由此引发的对中层管理人员能力要求的新变化,设计了开发合理的AC测评方式以使其能够与企业新需求紧密结合的工作方案,进而为保证百万辆战略目标的实现打造一支合格的中层管理人员队伍。

【英文摘要】 With the rapid economic growth in China, the domestic car market has also been developed rapidly, which brings for FAW-Volkswagen Automotive Co., Ltd. (below referred to as "FAW-Volkswagen") and other enterprises opportunities for rapid development. However, due to the limit of the middle-level managers, many enterprises can not achieve their desired pace of development. For this reason, many companies are actively developing tools and methods for the middle-level reserve cadres selecting.In 2003, FAW-Volkswagen has introduced the advanced technology for personnel evaluation from Volkswagen of Germany - Assessment Center, which is used for the middle-level reserve cadres’selection. After the application and reform of AC in the passed six years, a total of nearly 50 the middle-level manager were selected out. FAW-Volkswagen has also increased his annual sales volume from 200,000 units to 600,000 units quickly in those years. In 2007, FAW-Volkswagen declared a new objective: strive to ac...hieve the production and sales volume of 1 million in 2012. This requires the middle-level managers to increase and have a higher management capacity rapidly. As a tool for personnel selection, AC must provide the company's strategy more support. Based on the present situation of middle-level managers, Assessment Center and strategic objectives of FAW-Volkswagen, the author will analyze and develop a new AC program in this paper.The standardized assessment for repeated acts constitutes the AC technique. A number of trained observers evaluate the candidates’behaviors with the help of the technical means from the simulation scenarios. The current AC system of FAW-Volkswagen includes two parts: pre-selection and formal AC. The pre-selection includes the departmental recommendation and foreign language test and pre-selection. The formal AC was a three-day test. The cases include moderation of a meeting, conversation among the colleagues, interviews, etc. The capability of the candidates in there dimensions, namely basic qualifications, capability of team development and strategic thinking, is to be evaluated in the cases.Although this AC system is effective, but there are also problems. Firstly, the actual AC is not fully integrated with the enterprise. It leads to a certain deviation between the selected people and business's needs, which led to the personal shortage. In addition, the irrational structure of the AC process is also a problem. Many of the employees, those who have the strategic thinking and not have the team management capability can not go to the managerial position. In addition, the lack of team management capability restricts further development of AC process. Therefore, AC needs the reforms.At the same time, due to historical reasons, there are also many problems of the middle-level managers and their reserve cadres. For example, the irrational age structure is a serious risk. 60% of the middle-level managers are over 45 years, which leads to many vacant positions in the future. In addition, the capacity of the middle-level managers is hard to improve; besides, the reserve cadres are unable to meet the needs. This is a bottleneck and restricts the further development of the enterprise.In addition, FAW-VW has set one million volume of production and marketing as his strategic objectives for the year 2012, and organizational structure was reformed and adjusted in order to achieve the objectives. The reform resulted in further refinement of the management levels, and the requirements for middle-level managers also changes correspondingly. A very important point is that the focus changes from strategic to team and business development, which made for middle-level managers to new requirements.Based on the above discussion, the author proposes the following innovative reform program:About the process, training before and after the pre-selection, departmental decision-making and performance evaluation can be added. The training before and after the pre-selection, which allows the candidates to improve their competency on the job according to the requirements. The departmental decision-making can solve the problem that the distribution of the reserve cadres is not balanced. At the same time, this link has played a role such as pre-selection in the one hand, and further ensures the quality of AC candidates. On the other hand ensures the balanced departmental distribution of the candidates, so that the employees can get the same chance for their career development; and the performance evaluation becomes a part of the formal AC process. The performance evaluation has his focus not on completion of the tasks, because the candidate's performance results can reflect the strengths and weaknesses of their competence, and thus enhance the objectivity and reality of the performance appraisal and the formal AC process.About the formal AC, the author also conducted a series of reforms. First, cancel the original Individual and group case, which only concerned the strategic thinking, and use the vision case to evaluate the candidates’strategic thinking. In order to enhance the evaluation of the competency of team management, the documents basket case was added. Furthermore, for the lack of thinking competency of some of the candidates, a high credible human-machine dialogue was added. In addition, the results of the formal AC process were reformed. The original result M1 *, which only concerns the ability of strategic thinking, was cancelled. Instead several levels of team management capabilities were added. In addition, about the reform of scoring rules, change the evaluative score to quantitative scores, reducing the influence of subjective factor in the AC process and to improve the validity of the AC process.Based on the reform above, the author believes that a lot of work needs to be done before the implementation of the new AC program, such as identify the relationship between the items and the cases, set up a new reasonable competence matrix of the cases. To develop new cases based on the requirement model. To promote the potential and competency on the job assessment training of the employees among the middle and senior management team, in order to promote the performance evaluation. To strengthen the training of the observers and the moderators. To use external resources rational, such as to introduce the human-machine dialogue and MBTI test. In addition, processes and systems related changes should also be carried out simultaneously.In addition, there are some difficulties in the new AC program, mainly in case development and internal communication. And the internal communication is particularly difficult, because the new AC program would have an enormous impact on the enterprise. If you can not complete an effective internal communication, this program will not be carried forward.The new AC process requires test and verify in the in the practice. Through analysis of the 892 employees with university educational level, they were introduced by FAW-Volkswagen in the year 2003 to 2007. After the application of the new AC program, about 80 persons, namely, 9% to 10% employees with university educational level can go to the management position. This can meet the needs of the enterprise, but is also consistent with the laws of the talents development in the manufacturing enterprises. It should be said here, the new AC program is able to achieve the desired purpose. 

【中文关键词】 AC测评; 中层管理人员; 选拔
【英文关键词】 Assessment Center; middle-lever manager; selection