在经济全球化和信息化的大趋势下，全球企业先后迈入信息化转型快车道。随着近年来知识经济的革新和现代人力资源管理理念的不断深化，人力资源管理工作已经从传统的行政事务工作逐渐发展过渡到效益化、效能化方面，发展的方向已经从“管人”演变为“管人”与“管事”的结合，迫切需要引入信息化手段来规范管理、提高效率、降低成本。人力资源管理信息系统逐渐成为组织战略管理的核心组成部分，发挥着巨大的管理效益。然而，人的多元复杂性和不同组织的特殊性都决定了人力资源管理信息化不是技术复制这么简单。由于大型集团型企业的人力资源管理各有特色，侧重点各不相同，导致人力资源管理信息系统在不同类型的企业应用中存在差异，因此，有必要对具体企业的运行状况进行深入剖析，以期更有效地提高企业经营效率。故此，本文以Z集团的人力资源管理信息化落地为研究对象，研究人力资源管理信息系统成功实施的关键要素。

Z集团是主要从事交通基础设施的投资建设运营、装备制造、房地产及城市开发等业务的综合服务商。本文从我国人力资源管理信息化现状分析出发，以人力资源管理信息系统框架模型、项目管理理论、信息系统实施生命周期理论为核心，在详细介绍Z集团人力资源管理信息系统实施战略准备和战术执行等工作的基础上，对各功能模块进行了应用分析，并基于层次分析模型和模糊综合评价模型对系统实施效果进行了量化评价。最后基于Holland关键成功因素模型，深入分析了Z集团人力资源管理信息系统实施的关键成功因素，并对实施过程中发现的问题给出了优化策略。

后评价结果显示，对于Z集团实施过程的问题分析，可以帮助其日后改进管理方式；对于人力资源管理信息系统的实施，通过本文的研究分析和经验总结，可以对日后其他企业的人力资源管理信息化建设提供有价值的借鉴：大型集团型企业人力资源管理信息系统的建设过程必须周密规划、实时调整，自始至终遵循“统筹建设、分步实施、数据集中、业务定制”的原则。

Under the trend of economic globalization and informatization, global enterprises have stepped into the fast lane of informatization transformation. With the rise of knowledge economy and the continuous influx, spread and deepening of modern human resource management concepts in recent years, human resource management has gradually developed from the traditional administrative work to the efficiency and efficiency. The development direction has changed from "managing people" to the combination of "managing people" and "managing things". It is urgent to introduce information-based means to standardize management ,improve efficiency and reduce cost. Human resource management information system(HRMIS) has gradually become the core component of organizational strategic management, playing a huge management benefit. However, the complexity of human and the particularity of organization determine that the informatization of human resource management is not a simple technology replication. Due to the different characteristics and emphases of human resource management in large-scale group enterprises, the applicability of HRMIS for small and medium-sized enterprises has some problems in large-scale group enterprises, so it is necessary to carry out detailed examination and research or even reconstruction to meet the user demand. This paper focuses on the implementation of HRMIS in Z group, and studies the key elements of successful implementation of HRMIS.

Z group is the world's leading super large infrastructure comprehensive service provider, mainly engaged in the investment, construction and operation of transportation infrastructure, equipment manufacturing, real estate and urban comprehensive development and other businesses. Starting from the analysis of the current situation of human resource management informatization in China, this paper takes the framework model of HRMIS, project management theory and the theory of information system implementation life cycle as the core, and based on the detailed introduction of the strategic preparation and tactical implementation of HRMIS in Z group, analyzes the application of each functional module, and based on the AHP model and fuzzy comprehensive evaluation model, the implementation effect of the system is evaluated quantitatively. Finally, based on the Holland key success factor model, this paper analyzes the key success factors of the implementation of Z group's HRMIS, and gives the optimization strategy for the problems found in the implementation process.

The post evaluation results show that the problem analysis of the implementation process of Z group can help it improve its management mode in the future; for the implementation of HRMIS, through the research analysis and experience summary of this paper, it can provide valuable reference for the construction of HRMIS of other enterprises in the future: the construction of HRMIS of large group enterprises, the design process must be carefully planned and adjusted in real time, and the principle of "overall construction, step-by-step implementation, data concentration and business customization" shall be followed throughout.