在宏观经济情况下行、国企竞争力下降的背景下，用工总量管理是深化国企改革的重要组成部分。国资委逐步加强了国企用工总量管控，要求用工总量须与单位经济指标相协调。近年K研究所科研生产工作都取得了较大进展，但经济运行状况一直不佳，相对效益指标偏低，骨干人才待遇竞争力不强。究其原因，员工总量多、辅助业务及人员多、人员配置粗放等都是重要影响因素。同时人才队伍存在结构性矛盾：一方面人员总量偏多，但高端紧缺人才不足，优秀人才吸引和稳定困难；另一方面，技能人员年龄结构趋于老化，高技能人才平均年龄增长过快，面临生产任务匹配、年龄结构优化与成本调控压力的多重挑战。另外劳务派遣用工在数量、岗位设置方面还一定风险。K研究所用工总量管控与优化的挑战与差距很大，需要加强用工总量管控，持续改善人员结构。本文从研究所价值创造数据入手分析用工总量和劳动效率、经济指标的影响关系，然后进一步分析人员队伍的静态结构、动态结构的现状与问题，并结合离职人员访谈调研了解职工相关发展诉求。提出的解决方法是结合劳动效率指标改善要求、职工待遇提升以及研究所经营发展规划和人员供需预期变化，规划用工总量、合理确定新增用工计划、优化人员队伍结构比例。另外，本文以K研究所当前运营发展模式为研究基础，结合人力资源战略、总量控制、人员结构优化的相关理论，运用SWOT分析工具分析了研究所内外部环境等因素，进一步论证用工总量、结构等战略规划，并制定了相关实施方案和保障措施，然后对相关方案的实施效果进行了分析。本文研究设计的总量管控办法以及结构规划已经在K研究所全面推进，结果显示实现了K研究所用工总量的合理管控以及人员结构的优化配置，也实现了劳动用工的进一步规范管理，推动了K研究所人力资源的转型升级和研究所的可持续健康发展。

In the context of macroeconomic downturn and the decline of the competitiveness of state-owned enterprises, the total amount of labor management becomes an important part of deepening the reform of state-owned enterprises. State-owned Assets Supervision and Administration Commission gradually strengthened the total amount of labor management in state-owned enterprises which requires the total amount of labor to be coordinated with the economic indicators of the enterprise. In recent years, K Institute has made great progress in scientific research and production, but the economic performance has been poor, the relative efficiency indicators are low, the backbone of the competitive treatment is not strong. The challenge and gap of the total labor control and optimization of K Institute are great, so it is necessary to strengthen the total labor control and improve the personnel structure continuously.Based on the value creation data of the Institute, this thesis analyzes the relationship between the total employment, labor efficiency and economic indicators, and further analyzes the static structure of the staff, the current status of the dynamic structure and the existing problems. It is found that the total number of employees, auxiliary business and personnel, extensive staffing and other issues are urgent solutions. At the same time, there are structural contradictions in the workforce: on the one hand, the total number of personnel is too large, but at the same time there are not enough high-end shortage professionals, which have some difficulties in attracting and stabilizing excellent talents; on the other hand, the age structure of skilled personnel tends to be aging. The average age of highly skilled personnel increased too fast, leading to multiple pressures and challenges facing the Institute in matching production tasks, optimizing age structure and controlling costs. In addition, there are some risks in the quantity and post setting of labor dispatch workers. In this thesis, through interviewing the departing staff and investigating the development demands of the staff and workers, it is also a key issue that the institute should consider in order to find that the reasonable treatment of staff and workers.At the same time, based on the current operation and development mode of the Institute, this thesis analyzes the internal and external environment and other factors by using SWOT analysis tool, and demonstrates the strategic planning issues such as total employment and personnel structure. Then according to the actual situation of human resource strategy, total quantity control and personnel structure optimization, combined with the improvement of labor efficiency indicators, the enhancement of employees' treatment and the expected change of supply and demand of management and research institute, the total amount of employment is reasonably planned. The new employment plan and internal deployment of methods are carried out, also the relevant implementation plan and safeguard measures are developed, as well as the total amount of employment is controlled, and to some extent, the personnel structure is optimized. Finally, this thesis summarizes the implementation of the relevant programs.The total amount control measures and structural planning which are studied in this thesis have been fully promoted in the K Institute. The results show that the total amount of employment of K Institute has been properly controlled and the optimal allocation of personnel structure has been greatly improved. At the same time, standardized management of labor and employment is realized, which effectively promoted the transformation and upgrading of the human resources of K Institute and the sustainable and healthy development of K Institute.