党的二十大报告强调，人才是全面建设社会主义现代化国家的基础性和战略性支撑。人才是国家和民族发展的第一资源，培养高素质的人才可以为实现国家繁荣富强做出贡献。始终以党管人才为准则，推崇尊重劳动、知识、人才和创造的价值观念，实行高效、开放、务实的人才政策。坚持全方位的人才发展，构建规模宏大、结构合理、素质优良的人才队伍。真心爱才、悉心育才、倾心引才、精心用才，求贤若渴，不拘一格，把各方面优秀人才集聚到党和人民事业中来。A单位同样需要建设高质量的人才梯队，在满足自身发展的同时，也推动社会的发展。就目前而言，A单位所面临的一个问题是组织能力并不能完全的匹配当前的发展需要，因此单位的人才策略除了依靠外部的招聘外，更加需要加强对内部人才的能力提升。

本文以A单位中层管理干部梯队建设为研究内容，对A单位职工进行调研分析，回收有效调查问卷共152份，运用人力资本理论、胜任力模型理论和人才盘点理论等基础理论，通过文献研究法、统计分析法、问卷调查法和访谈法等方法，检验A单位中层管理干部梯队建设的现状，包括A单位目前对中层管理干部梯队建设的要求以及现行的中层管理干部梯队建设制度措施等方面，发现A单位中层管理干部梯队建设存在的问题以及问题存在的深层次原因，并提出改善中层管理干部梯队建设整体水平的对策建议。通过研究发现：

（1）中层管理干部梯队建设所面临的主要问题：梯队干部储备数量不足，梯队干部选拔困难，梯队干部能力素质提升缓慢，干部梯队结构优化较慢，梯队建设推进困难。

（2）中层管理干部梯队建设问题产生的主要原因：选拔范围局限导致人才缺口，选拔标准不清晰导致选人困难，培养工作缺位导致培养效果不理想，晋升淘汰机制不健全导致结构优化较慢，支持保障薄弱导致梯队建设工作开展困难。

（3）对中层管理干部梯队建设提出的对策建议是：丰富选拔范围，提高入口质量；加强人才培养，强化能力提升；实施动态管理，规范晋升渠道；加强支持保障力度，营造积极的组织氛围。

The report of the 20th National Congress of the Communist Party of China emphasizes that talents are the fundamental and strategic support for building a socialist modern country in an all-round way. Talents are the first resource of the country and nation's development, and cultivating high-quality talents can contribute to achieving national prosperity and strength. We always adhere to the principle of Party governance of talents, advocate the values of respecting labor, knowledge, talents, and creativity, and implement efficient, open, and pragmatic talent policies. We persist in developing talents in all directions, and build a large-scale, well-structured, and high-quality talent team. We sincerely love talents, carefully cultivate them, wholeheartedly attract them, and carefully utilize them. We eagerly seek them out and do not limit ourselves to one pattern, and gather outstanding talents from all fields to the cause of the Party and the people. A unit also needs to build a high-quality talent team. At present, one problem facing A unit is that its organizational capacity does not fully match its current development needs. Therefore, the talent strategy of the unit not only relies on external recruitment but also needs to strengthen the ability improvement of internal talents.

This article focuses on the research content of the talent construction of A unit's middle management cadre, conducts research and analysis on the employees of A unit, and collects 152 valid questionnaires. Using human capital theory, competency model theory, talent inventory theory and other basic theories, this article adopts literature research method, statistical analysis method, questionnaire survey method, interview method and other methods to test the current situation of the talent construction of A unit's middle management cadre, including A unit's current requirements for the talent construction of middle management cadre and existing talent construction system measures. This article also finds that there are problems in the talent construction of A unit's middle management cadre and the deep reasons for these problems. Finally, this article proposes countermeasures and suggestions to improve the overall level of talent construction in middle management cadre. The study found that:

(1) The main problems facing the talent construction of middle management cadre are: insufficient reserves of talent cadres, difficulty in selecting talent cadres, slow improvement of talent quality in talent cadres, slow optimization of talent structure in talent cadres, and difficulty in promoting talent construction.

(2) The main reasons for the problems in the talent construction of middle management cadre are: limitations in talent selection scope resulting in talent gap, unclear selection standards resulting in difficulties in selection, lack of training work resulting in unsatisfactory training results, imperfect promotion and elimination mechanism resulting in slow structural optimization, and weak support resulting in difficulties in talent pipeline construction work.

(3) The countermeasures and suggestions for the talent construction of middle management cadre are: enriching the selection scope and improving the quality of admission;strengthening talent training and ability improvement; implementing dynamic management and standardizing promotion channels; strengthening support security and creating a positive organizational atmosphere.