Person and Job Matching in the Newly Established Department of a New Energy Power Company

In the process of organizational structural change, the first problems are how to “select and retain people,” identify suitable talent for newly established jobs, and enable them to achieve their potential. This case introduces a new, sizeable energy electric power construction enterprise, one of the branches of China Nuclear Power Engineering Co., Ltd (NP company). While reforming its traditional accounting department and introducing a Financial Shared Service Center (FSSC), the NP company encountered bottlenecks and human resource management problems. The case addresses the problem of high staff turnover for several consecutive years in the new department of FSSC. It analyzes personnel allocation and management of the new department from the perspective of job evaluation and individual-to-job matching. It provides a reference for improving human resource management ability during organizational reform. This case can be used in Human Resource Management courses and other related courses that cover, for example, job analysis, performance management, and salary management to understand relevant theories further.