近年来国内外的竞争环境一直在不断变化，但不论是国家之间的竞争还是企业之间的竞争，说到底都是关于人才的竞争。企业想要获得长久的发展，永远绕不开的就是人才的“选用育留”。如何把员工培养成为企业需要的人才，怎样才能让员工随着企业的发展而不断成长，这是包括H公司在内每一个企业都希望可以达成的目标。近五年来H公司在规模迅速扩大营业收入不断提高的同时，人员也在不断增加，但公司一直沿用初创时期的内部晋升机制，已越来越不符合公司发展的需要，由于内部晋升机制而产生的问题也随之凸显出来。一方面公司对岗位能力要求增加，希望有更多的中高层可供选拔委任，另一方面关键岗位上晋升的员工人岗不匹配导致业绩不达标，已严重影响公司年度目标的达成。由于H公司内部晋升基础制度不完善，晋升缺乏标准，晋升过程不透明、不公开，员工普遍质疑晋升的结果是否公平公正，导致员工工作积极性下降。这些现象表明公司晋升机制已经出现了严重的问题，逐渐成为公司发展的巨大阻力。 通过查询国内外有关内部晋升机制的相关文献，从内部晋升机制运行方式、内部晋升的作用及意义、内部晋升机制与组织公民行为等角度对内部晋升机制的文献进行梳理，最后总结了目前关于内部晋升机制研究存在哪些不足。以H公司内部晋升机制作为研究对象，结合晋升激励的相关理论：双因素理论、公平理论、强化理论，以及内部晋升机制相关理论：彼得原理、职业生涯高原、多阶梯晋升机制理论，展开对H公司内部晋升机制的研究。结合以上理论基础整理H公司目前所面临的问题。首先采用深度访谈的方法对H公司中高层管理人员以及人力资源HRBP等公司员工进行访谈，并据此制作调查问卷。该问卷以H公司基础制度、晋升公平、机会感知为内部晋升机制运行因素进行分析，从人岗匹配、自我表现、工作士气、自我成长来分析内部晋升机制运行效果，并以薪酬体系及员工培训构成辅助测量内部晋升机制运行效果的指标。通过对问卷调查所得到的数据运用SPSS进行数据分析，来印证访谈中H公司现有内部晋升机制所存在的问题。结合数据分析出H公司内部晋升机制所存在的问题以及产生问题的原因。最终提出针对H公司现状的改善方案：第一，建立任职资格体系；第二，发展多阶梯晋升制度；第三，打造企业内部竞聘体系；第四，落实岗位轮换和工作调动机制；第五，实行宽带薪酬；第六，建立长效激励机制：股权激励；第七，加强公司企业文化落地。通过以上措施，能够使H公司现有的内部晋升机制问题得到改善，确保晋升过程中做到人岗匹配并充分激发员工的工作热情和长期积极工作的意愿，让员工伴随企业一起成长，达到员工与企业之间的互利双赢。

In recent years, the competitive environment at home and abroad has been constantly changing, but whether it is the competition between countries or between enterprises, it is all about the competition of talents. If the enterprise wants to achieve long-term development, it will never be able to revolve around the “selection and retention of talents” for talents. How to train employees into the talents needed by enterprises, and how to enable them to grow continuously along with the development of the company, this is the goal that every company, including H Company, hopes to achieve. In the recent five years, H Company has rapidly expanded its scale, and its operating income has continuously improved. At the same time, its personnel are increasing. However, the company has been using the internal promotion mechanism during the initial period, and it has become increasingly inconsistent with the needs of the company's development. The problems arising from the internal promotion mechanism have also been highlighted. On the one hand, the company has increased its requirements for job capabilities, and hopes that there will be more middle- and higher-level candidates for selection and appointment. On the other hand, the mismatch of employees who are promoted in key positions leads to unsatisfactory performance, which has seriously affected the company's annual target. Due to the imperfect internal promotion system of the company and the lack of standards for promotion, the promotion process is not transparent and open. Employees generally question whether the result of promotion is fair and equitable, which results in a decline in employee enthusiasm. These phenomena indicate that the company's promotion mechanism has already experienced serious problems and gradually become a huge obstacle to the development of the company. Through inquiries at home and abroad related literature on internal promotion mechanisms, the internal promotion mechanism was categorized from internal promotion mechanism operation methods, the role and significance of internal promotion, internal promotion mechanism and organizational citizenship behavior, and the current internal promotion mechanism was summarized. What are the deficiencies in the study? Taking the H company's internal promotion machine production as the research object, combined with the relevant theories of promotion incentives: two-factor theory, equity theory, reinforcement theory, and internal promotion mechanism related theories: Peter's theory, career plateau, and multi-step promotion mechanism theory. Research on the company's internal promotion mechanism. Combine the above theoretical basis to sort out the problems that H Company currently faces. First, in-depth interviews were used to interview senior management personnel of H company and employees of human resources HRBP, etc., and a questionnaire was produced accordingly. The questionnaire is based on the analysis of H company's basic system, promotion of fairness, and opportunity perception as the internal promotion mechanism. It analyzes the effectiveness of the internal promotion mechanism based on job matching, self-expression, job morale, and self-growth. It also uses the compensation system and employee training. It constitutes an index that assists in measuring the operational effectiveness of the internal promotion mechanism. Through the data obtained from the questionnaire survey, SPSS was used for data analysis to confirm the problems existing in the internal promotion mechanism of H Company in the interview. The combined data summarizes the current problems of H company and the causes of the problems. Finally put forward the improvement plan for H company's status quo: first, establish a qualification system; secondly, develop a multi-ladder promotion system; third, create an internal competitive recruitment system; fourth, implement job rotation and job transfer mechanisms; Implementing broadband remuneration; sixth, establishing a long-term incentive mechanism: equity incentives. Through the above measures, it is possible to improve the existing internal promotion mechanism of H Company, to ensure that people in the promotion process match posts and to fully stimulate employees' enthusiasm for work and willingness to work actively for a long time, so that employees can grow together with employees and reach employees. Mutual benefit between the company and the company.