Human capital evaluation of Chinese forestry listed companies based on the improvement of organizational resilience

Abstract

Forestry listed companies are an important force in the development of the forestry industry, and their human capital level is related to organizational innovation driving ability, comprehensive performance, and thus affects the development of the forestry industry. There is little existing research on this topic. From the perspective of organizational resilience improvement, this article constructs an evaluation index system for human capital of Chinese forestry listed companies based on the annual report data of 61 Chinese forestry listed companies, focusing on knowledge human capital, capacity human capital, and proactive human capital. On the basis of determining the weights of each indicator in the evaluation index system using analytic hierarchy process and entropy value method, the final weights are determined using the combined weights method. Obtain a comprehensive evaluation value of the human capital level of each forestry listed company and conduct cluster analysis on this basis. In terms of research objects, this article focuses on human capital of forestry listed companies; In terms of research content, establish a systematic evaluation index system; At the research level, quantitative analysis was conducted to achieve innovation. The research results indicate that the comprehensive evaluation value of the overall human capital level of each forestry listed company has a maximum value of 0.8245 and a minimum value of 0.0801, with an average score of only 0.2692. Overall, there is room for improvement. A total of 56 companies were relatively average and poor, reaching 92%. The overall human capital of forestry listed companies is relatively low, which is closely related to the weakness, core competitiveness, and high risk of forestry. Therefore, the following policy recommendations are proposed: attach importance to the reserve of knowledge-based human resources and increase the proportion of employees with junior college degree or above in total employees; strengthen the construction of talent for technological breakthroughs and increase the proportion of R&D technicians ; pay attention to the improvement of the abilities of senior executives, directors, and supervisors, and optimize the structure of professional and technical titles; appropriately increase employee compensation levels and enhance employee proactive human capital utilization.