电力行业直接影响国计民生，相关电力企业必须高效、平稳、安全、可靠地运行，这对企业的内部管理尤其是人力资源管理提出了较高的要求，如何通过建立良好的管理体系降低企业运营成本、提升经验效益是企业不得不考量的重大现实问题。而受到体制机制限制，S公司本部机关员工的招聘途径主要从基层单位择优招聘选拔，与此同时，S公司内部却屡屡出现招聘困境——基层单位员工不愿到S公司本部工作。因此，完善、优化公司本部的人力资源管理制度对于S公司选出人才、留住人才，解决内部招聘的困境具有十分重要的作用。 本文主要基于电力企业人力资源需求的现实情况，以S电力公司为研究对象，首先找出内部招聘过程中出现的困境，包括员工流聘率高、晋升受限、权责不符等尤为突出，基于“波特五力模型”进行行业分析，然后通过管理层深度访谈、问卷调查等方法来分析问题出现的原因，发现员工的个体因素如个体特征、个体对生活成本、自身能力认知、家庭因素、工作状况、竞聘风险的态度以及组织因素如组织因素中包含组织的发展前景、薪酬福利、人际关系、工作保障、生活保障、公司制度等因素均会对员工到S公司本部工作的意愿产生不同程度的影响。 基于以上实证分析的结果，采用马斯洛需求层次理论、麦克利兰成就需要理论、赫茨伯格双因素理论和公平理论的指导下，同时结合公司实践经验，本文从完善内部招聘制度体系、优化薪酬和福利体系、拓展员工发展空间和晋升通道、完善多样化的员工培训培养机制、营造良好的机关员工工作生活环境等5个方面提出了解决内部招聘困境的对策措施，以期为S公司的科学、健康、快速发展提供决策参考。 本文的创新之处在于基于公司内部招聘困境这一现实问题提出自己的研究思路和方法。电网企业内部招聘面临的困境系近年来刚刚出现的新问题，对该问题的原因和对策研究相对较少，在研究内容上有一定的创新。

The electric power industry is vital to the national economy and the people's livelihood. Related enterprises must operate smoothly, safely, and reliably. This poses high requirements for enterprise management, including human resource management,that is how to reduce costs and improve efficiency through internal management. Due to the limitation of the institutional mechanism, the recruiting channels of the employees of the company's headquarters can only be selected from the grassroots units. At the same time, the recruitment of the S company has often experienced internal difficulties——Grass-roots’ employees do not want to work in S company. Therefore, perfecting and optimizing the human resources management system of the company plays an important role for the S company to select talents, retain talents, and solve the difficulties of internal recruitment. This article is based on the reality of the power company's human resource needs. Taking S Company as the research object, we first find out the difficulties that arise in the internal recruitment process, including the high employee recruitment rate, limited promotion, and inconsistent power and responsibility. "Five Forces Model" conducts industry analysis, and then analyzes the causes of problems through management in-depth interviews, and questionnaire surveys. It finds that employees' individual factors such as individual characteristics, individual's cost of living, self-awareness, family factors, working conditions, attitudes to competitive risks have different degrees of influence. And organizational factors, including development prospects, compensation and benefits, interpersonal relationships, job security, livelihood security, corporate governance also play a key role. Based on the results of empirical analysis, under the guidance of Maslow's hierarchy of needs, Hertzberg's two-factor theory, McClelland's three kinds of needs theory and fairness theory, combining with the company's practical experience, this article think that it’s effective to improve the internal recruitment system, optimize compensation and welfare systems, expand employee development space and promotion channels, improve diverse employee training mechanisms, and create a good working environment for employees The contribution of this paper is to put forward its own research ideas and methods based on the reality of the company's internal recruitment difficulties. The dilemma faced by the internal recruitment of power grid companies is a new problem that has just emerged in recent years. There are relatively few researches on the causes and countermeasures of this issue, and there are certain innovations in the research content.