Abstract:Affected by the new crown pneumonia epidemic, the pressure of market competition has further increased. Traditional manufacturing has paid more attention to the optimization and upgrading of industrial structure. In addition, policies such as strict control of environmental governance standards have been introduced one after another. Strategic adjustments and organizational changes have changed many traditional manufacturing companies. The new development of survival pressure.State-owned enterprises control the lifeline of the national economy and play a pivotal role in the manufacturing industry. In order to stimulate the vitality of the market economy, the transformation and upgrading of state-owned enterprises requires changes in development methods, institutional mechanisms, and management methods.The development of an enterprise needs to rely on the power of talents, and a well-structured talent team provides strong support for the transformation and upgrading of the enterprise.Enric Bengbu Compressor Co., Ltd. has the background of an old state-owned enterprise and has carried out the "third venture" since 2017.The transformation and upgrading of the company requires the integration of corporate development strategy into the innovation of human resource management. Therefore, talents at all levels of the company need to improve their corresponding capabilities and qualities.As an important part of corporate human resource strategic management, an effective talent team building program can solve the problem of structural shortage of corporate talents and identify key talents in various fields at different stages of the company, providing strong capabilities for the sustainable development of the company , a reserve force with excellent performance to enhance the cohesion and competitiveness of the enterprise.On the basis of studying the relevant literature of the talent team, this article takes Enric Bengbu Compressor Co., Ltd. as the case study object, conducts in-depth field visits, analyzes the status of the company’s human resources and talent team construction during the transition period, and builds on the existing talent team. A questionnaire survey was conducted on the effect, and SPSSAU software was used for statistical analysis.On this basis, PEST analysis is added, and it is concluded that there are still problems in the company's talent team construction at this stage. These problems have similarities with other state-owned enterprises in transition.From the problem to the cause, the optimization measures focusing on mechanism guarantee are proposed accordingly. In the case, the talent team of Enric Bengbu Compressor Co., Ltd. presents a problem of structural imbalance. The company has made a series of reforms in talent development, talent identification, and talent training.From the perspective of reform effects, the average age of employees has dropped from 45.7 to the current 40.6 years, the aging problem of the talent team structure is gradually alleviating, and outstanding employees are being developed.At the same time, the turnover rate of talents in the same industry is more reasonable than the company's turnover rate, labor productivity has been significantly improved, and operating results have turned losses into profits.From the feedback of the questionnaire, the self-evaluation of competence of each rank in the sample is good, and the company's performance design is more reasonable, which basically matches the personal competence.The sample self-evaluated individuals’ professional status scores are all above 4 points, and they are highly satisfied with their own development and organizational environment.To accelerate the reversal of the imbalance of the talent structure, it is necessary to implement a talent planning strategy in stages, to further break through the shackles of traditional management mechanisms, and to further promote a dynamic and balanced talent team construction guarantee mechanism.The construction of the talent team needs to be continuously updated and adjusted according to the company's strategic orientation. In the future, it is necessary to build a community of destiny for employees, continue to deepen the guarantee of the echelon construction mechanism, optimize the talent structure, inject innovative vitality, and input more outstanding talents for the company to achieve better and faster companies development of.Key words:State-owned enterprise;Transformation;Talent
