谈中国企业海外并购中的人力资源整合问题——以安第斯石油公司为例

Human resource integration during overseas mergers and acquisitions by Chinese enterprises --The example of Andes Petroleum Co.’s human resource integration

安第斯石油公司是中国石油和中国石化两大集团在世界油气资源潜力区合资并购的规模性项目公司。自2005年8月签约后,创新实施了"尽职调查期、项目观察期、平行过渡期、项目执行期、持续发展期"等不同时期不同人才团队建设的运作模式。在项目组织机构、财务、技术、人力资源、企业文化等整合中,将企业人力资源建设列为企业生存与发展的重大战略来抓,不仅将投资者核心人才管理与多国籍人才团队建设有机结合,同时倡导以本土化力量为主体的用人机制,最终形成了"本土化力量为主体、股东管理为核心、多国籍人才支持"的运营模式。几年来,项目公司取得了稳产增产、安全生产、效益翻番的好成绩,向业界展示了中国企业在"走出去"战略实施中,不仅能够接管运营好全新的西方公司,而且还能有所创新和发展。

Andes Petroleum Co.Ltd.,jointly acquired by CNPC and Sinopec,is a large-scale project in a world-class oil&gas exploration region.Since acquisition in August 2005 Andes has applied different human resource management models at successive stages of due diligence,pre-project observation, parallel transition,project execution and sustainable development.Andes has incorporated human resource development in its strategy for integrating organization structure,finance,technology,human resources and enterprise culture.The company not only organically combines the investor's core talent management practices with multi-national team-building,it also promotes local hiring and promotion as the mechanism for human resource management.Andes has followed an operating model of'taking local employees as the subject and share-holders’management practice as the core,supported by multi-national personnel'. Andes has been able to carry out production smoothly, safely and economically.This shows that,in executing the'Going Global'strategy,Chinese enterprises have the ability to operate a modern Western company while achieving innovation and development at the same time.