Strategies for Optimizing Human Resource Management in Electric Power Enterprises under the Energy Transition

As decarbonization targets tighten, the energy mix is being restructured and the reform of state-owned power enterprises continues to deepen. The electric power industry has therefore entered a new configuration characterized by renewable substitution, intelligent upgrading of the grid and market-based electricity trading. Human resource management (HRM) models that were built around conventional energy operations no longer match the requirements of new-type power system construction, digital transformation and the expansion of renewable business. Typical problems include an imbalanced talent structure, lagging incentive mechanisms, a rigid training system and poor person–job fit. Drawing on current industry conditions and on HR practice in power enterprises, this paper systematically analyses the core pain points of HRM and proposes optimization strategies along five dimensions: talent attraction and development, compensation and incentives, performance appraisal, talent deployment and digital management. The aim is to construct a modern HRM system adapted to the energy transition, to remove bottlenecks in talent development and to activate organizational vitality, thereby providing core talent support for high-quality and sustainable corporate development.