人才作为当今时代最稀缺的资源，人才的去留关乎企业的兴衰，因此企业竞争的重中之重就是人才竞争。随着我国发展进入新时代，习近平总书记在十九大报告指出，“我们比历史上任何时期都更接近实现中华民族伟大复兴的宏伟目标，也比历史上任何时期都更加渴求人才。”工程造价咨询企业作为知识密集型组织，其主要产品是输出智力服务，而智力服务的主要生产要素就是人力资源，有效地管理和开发人力资源，直接关系到企业的核心竞争能力，更是深远影响着企业的生存和发展。因此工程造价咨询企业间的竞争说到底是人才竞争，人才资源作为第一资源的特征和作用尤为凸显，谁能培养和吸引更多优秀人才，谁就能在竞争中占据优势。

本文对JG公司现行的人力资源管理体系进行深入的了解与分析，通过对相关理论知识运用，挖掘存在的不足，从而提出对人力资源管理体系优化建议。论述中，本文就JG公司人力资源管理体系六大模块中发现的一些主要问题进行深入分析，分别是人力资源规划缺乏科学性、招聘机制不够系统、未重视培训和开发、绩效管理不够全面、薪酬福利体系不完善以及强化员工关系建设等方面。结合JG公司现在自身实际情况及外部市场环境，充分考虑工程造价专业技术人员的人力资源管理特点，通过多种方法探寻问题存在的原因。为了科学合理地改善这些问题，本文以国内外丰富的人力资源管理理论与经验为基础，首先明确人力资源管理体系优化的目的与原则，然后针对JG公司人力资源管理体系给出优化方案，最后提出相应的对策建议。本文还充分考虑了优化方案能否顺利得到完全落实的问题，主要通过建立理念保障、制度保障、文化保障以及机制保障等一系列措施，保障优化后的人力资源管理体系能够得到有效落实并运行顺畅。

本文通过研究，对JG公司人力资源管理体系的完善提出意见与建议，从而提升了企业经营管理水平，增强了企业核心竞争力，也能够为其他工程造价咨询中小企业的人力资源管理提供一定的参考与借鉴。

Talent as the most scarce resource in the current era, the retention of talent is related to the rise and fall of the enterprise, so the top priority of enterprise competition is the competition of talent.As China's development enters a new era, General Secretary Xi Jinping pointed out in the report of the 19th National Congress of the Communist Party of China, "We are closer to the grand goal of achieving the great rejuvenation of the Chinese nation than any period in history, and we are more eager for talent than any period in history.As a knowledge-intensive organization, the engineering cost consulting enterprise's main product is the output of intellectual services, and the main production factor of intellectual services is human resources. The effective management and development of human resources are directly related to the company's core competitiveness and are far-reaching. The survival and development of enterprises.Therefore, the competition among engineering cost consulting companies is in the final analysis talent competition. The characteristics and role of human resources as the first resource are particularly prominent. Whoever can cultivate and attract more outstanding talents will have an advantage in competition.

This article makes an in-depth understanding and analysis of the current human resources management system of JG Company. Through the application of relevant theoretical knowledge, it digs out the existing deficiencies, so as to put forward suggestions for the optimization of human resources management system.In the discussion, this article makes an in-depth analysis of some of the main problems found in the six modules of JG's human resources management system. They are lack of scientific human resources planning, inadequate system of recruitment mechanisms, failure to pay attention to training and development, insufficient comprehensive performance management, and compensation. The imperfect welfare system and the strengthening of employee relationship building and other aspects.Combined with JG's own actual situation and external market environment, fully considering the characteristics of human resources management of engineering cost professional technicians, and inquiring the reasons for the problem through various methods.In order to improve these problems scientifically and reasonably, this article is based on the rich theory and experience of human resources management at home and abroad. Corresponding countermeasure suggestions.This article also fully considers whether the optimization plan can be fully implemented smoothly, mainly through the establishment of a series of measures such as concept guarantee, system guarantee, cultural guarantee and mechanism guarantee to ensure that the optimized human resource management system can be effectively implemented and runs smoothly .

Through the research in this article, I provide opinions and suggestions on the improvement of JG's human resource management system, which improves the level of enterprise management and management, enhances the core competitiveness of the enterprise, and can also provide certain human resources management for other engineering cost consulting SME Reference and reference.