歷屆優(yōu)秀匯總-2013年題獎1261隊題

第二屆“認(rèn)證杯”數(shù)學(xué)中參賽隊伍的參賽隊號：（請各個參賽隊提前填寫好競賽統(tǒng)一編號（由競賽送至評委團(tuán)前編號競賽評閱編號（由競賽評委團(tuán)評閱前進(jìn)行編號HermitCrabsEvolveEmploymentPatternof:Today'shumanresourcesisachallengefacedbytheflowoftalentproblem,theflowoftalentincludestwoaspects,oneistheflowoftalentbetweenorganizations,commonlyreferredtoasbraindrain;Second,theflowoftalentwithintheorganization.Atpresent,thetheoryandpracticeofcommunitypaymoreattentiontothefirstproblems,andtheyhaveaccumulatedawealthoftheoreticalandempirical.Therehasbeenrelativelymatureapproachabouthowtodealwiththeproblemofbraindrain.Incontrast,theflowoftalentwithintheorganizationislackofappropriateresearch.Whenorganizationsfacesuchproblem,theyoftenuseexistingexperienceandsometimeshelpless.Byobservingthehermitcrabsheddingmodel,webeinspired：ifwesettheappropriateexchangemode,youcanmakemorejobseekersgetachancetoexchangeworks;Inthismode,wedefineacomprehensiveindictoroftheabilitytoworkseekers,sortjobseekersaccordingtoit,letthemwaittorightjobsappear,thenexchangeworkssuccessively;however,thereisasevereshortage,suchpatterndoesn’tconsiderthecurrentsituationofjobseekersandtherequirementoffirms.Thusweproposetoimprovethemodel.Viaacollaborativeapproachandrestrictions,improvedmodelcanmaketheexchangemoreinlinewiththeactualsituation,andalsospeeduptheexchangeofwork.Collaborativeapproachis:Wecalculatewhatcompaniesneednewstaff,andthenweprovidesuitablejobseekerstothem.Whencurrent eoftheseekerisbelowthenewworkandjobseeker’sabilityisgreaterthantherequirementofthenewwork,exchangehappens.Throughsimulationexperiments,wefoundthatdifferentmobilechainlengthswillimpactthefluctuationoftheflowchain.Ingeneral,withtheincreaseofthechainlength,theapplicant'saverageexchangebenefitwillbegraduallyreduced,butoverallyieldswillincrease.Theyarebasicallylinear.Atthesametime,ifrandomlyassignedachainlength,thefluctuationofcrossing-overvalueistoomuch,whichisnotconducivetomanagementofhumanresources.So,wesetthecyclebe7days,theflowchainbe3-133instepsof10and15-35instepsof2simulaterespectively.Byyzingthechangesofthemeanofcrossing-overvalue,inthatofthevarianceandthecoefficientofvariance,wefoundthatthebestlengthoftheflowchainisabout20,whichistheassumednumberofnewpostseveryweek.Finally,weyzethechangesofhumanresourcein5yearswiththechainlengthof19,wefoundthatthemeanofthebenefitofeveryexchange,mainlyliesin[0.07,0.09],andthetotalofthebenefitwithineveryweekmainlyliesin[1.2,1.6],whichmeansthefairnessourmodelisbetterthantradition.:AHP,CollaborativeModel,OpportunityChain,Human Thebackgroundofchanging Thetraditionalwayofapplyingfora Theshortageofthetraditionalemployment TheDescriptionofthe Thequestionishowtoinspirethetransitiontothehermit Introducethewayofthehermitcrabsmoltcarapacesandmolted hermitcrabsmolt ThemodelofHermitcrabs Comparisonofhumanandhermitcrabsmoltcarapaceswayphotographrelative Modelassumptionandrationality ThebasicprincipleoftheyticHierarchy Basic InitializationandParameters DescriptionofBasic Problemsonthebasisoftheysis Improved Timefor plishedincollaborationwithconsumption Solvethebasicmodelof Improvedmodelisapplicabletowhich Modelrunning Setdifferentchainlengths Selecttheoptimalchain Simulatedsituationforfive Finalresults Conclusionsofthe Methodsusedinour Future Another Circulationenterprisesmanagelow-carbon ThebackgroundofchangingInthecurrentsociety,employmentconditionsisveryserious.TheLabormarketisnowfacingthehugepressurethatmorethan1400employeeslaidofffromstate-ownedenterprises,150millionruralsurpluslabor,andnearly10millionnewLaborsfromtowns eachyear.Accordingtoforecastofauthority,thenext3to5years,thetownneedstoarrange22~22millionpeopletoworkeachyear,eveniftheeconomicgrowthratestoodat8%,itcanstillappeartensofmillionsemploymentgap.Theemploymentpressurefromuniversitygraduates,thesecond-generationmigrantworkersand epeople,ismoreoutstanding.FacinghugeemploymentmarketinChina,it’sgreatchallengeofopportunityforindividualsandcompanies.Theworkpackageassignedtimehaspassed.Thetwo-waychannelbetweentheenterpriseandjobseekersmakesenterpriseandjobseekershavemanychoices.Findingtherightjobandrecruitingelitetalent,haveetheirprimarygoals.But,duetotheproblemofway,thestaffisnotsuitableforthispositionand"petent",orthetalentinthepositionistoogoodand"overqualified",whichwillletindividualsandenterpriseshaveabiglossfinally.Alotofpeopleinevitablycomeuptochangingjobswhentheyhavebegunworkingforaperiodoftime.Asurveyparticipatedbyover6500white-collarworkers,whichismadebyadomesticprofessionalhumanresourceservicetodayshowsthat20.8%ofwhite-collarworkershavingalreadycompletedthejob-hop,32.2%havingbeguntofindanewjobopportunities,and35.4%havinginclination,butnoaction,11.6%nottryingtojumpship.Asaofficeworker,dohavealotofbitterness,cut,demotion,impotenceandsoon.Manypeoplesecretlyhopetochangejob.Thisratioisparticularlyhigheramongyoungpeople.Bycomparison,job-hopintentionofPost-90'sgenerationishigherthanpredecessors,reaching67%.Atthesametime,enterprisesunderthemarketeconomypaymoreattentiontobenefit,andalsoeagertoadjustresource[1].Ingeneral,Themainreasonwhypeopletrytochangetheirjobsarethefamilyandgettingahighersalaryandbettercareerdevelopmentopportunities,forachangeofenvironment,theidentificationofvalues,relievingpressure,andlearningnewskillsandcreativethinking.Changingjobsisagoodthing,whichcanprovehisconfidenceandabilityofscholarsintheworkplace.Manysuccessfulworkersarenownotengagedinhisfirstjob,orevenhavenothingtodowiththefirstjob.Butweshouldseethatjob-hopis,afterall,theriskofa"betting".Thequestionofchangingjobsnownotseriouslybutmoreandmorefollowingone'sinclinations,whichcreatesthefollowingNotfavorabletothedevelopmentofthecompany.Employeesarelike"parts"onthemachine,job-hopoftheemployeewillleadtothecompanyoperationefficiencytoreduceandleaktradesecrets.Thenewstaffsalsoneedtogetuptospeed.Thecycleoftrainingskilledworkersandthecostoftraining,arenotfavorabletothedevelopmentofthecompany.Employmentpressuretothesociety.Socialemploymentpressureisoppositebiggernowadays,meaninglessjob-hopwillonlyincreasetheemploymentdifficulty,ignorethesocialstability.Mercenary.Tomakemoney,iseveryone'sdirectjobpurpose,otherwise,takingthepursuitofhigher eastheonlygoalofthetransformationofwork,ignoringtheirownconditionsandtheneedoffurtherdevelopment,attheexpenseoftheirownlong-terminterestsforimmediatetemporaryinterests,alsoisnotworththeGowiththeflow.Inseeingacertainindustryisveryhot,wechoosethiskindofwork,justgowiththeflow,thegaps.Frequentlycareers-hopareoftentheresultofnotlearningthenewtechnology,butabandoningtheoriginalknowledge,Unbalance.Theyhaven’tweighedtheirabilitiescarefullybeforechangingjobs,haven’tseeniftheirabilitiescanreachtheleveltochangeabetterjob.Theyshiftworkeasilyeventheirabilitycannotmeettherequiredlevelbythenewjob,whichwillresultinnotgettingthenewjobandlosingtheoriginaljob.Wewillyzethemainreasonwhytheproblemsoccurfromthefollowingaspects.Forindividuals,lackofselfobjectiveunderstandingandevaluation;withoutdeveloasenseofurgency,whichleadstotheabsenceofcareerplanningconsciousness;unclearprofessionalposition,nocareerplanning;onlyagoal,butnofeasiblesolutionandthepathofdevelopmentandprofessionalmentalityisnotmature,whenfrustratedeasilygiveup,whicharewhyhecannotgetidealjobs,andnottakethebiggestuseoftheirtalentstotheextreme.Forthecompany:thelackofcorporateculturewhichmakesemployeesnottoproduceasenseofbelonging,andtheimperfectsystemwhichwillmakepeoplequestionthefutureoftheircareerandlowwageswhichwillletafeelthepressureoflife.Itwillleadtothatit’shardforthecompanytoretainthebackbonetalents,andcannotlettalentsbeonthemostappropriateposttakinguseoftheirtalentstotheextremeandcreatethebiggestvalueforthecompany.ThetraditionalwayofapplyingforaThejobfairatthescene.Jobfairshavetwocategories,oneisacomprehensivejobfairs.Thiskindofjobfairsarealot,butthesuitablecompaniesmaynotmany.Anotherkindisindustry-widespecialjobfairs,thiskindofjobfairsisfew,onlytwiceorthreetimesayearinoneplace.Thereareallenterpriseoftheindustryinthisspecialjobfair,thereforetherearealotofjobsforchoice.Campusrecruitment.Thisisfornewgraduates,world500strong,foreigncompaniesandlocalcompanies,canbeseeninthecampusrecruitment.Networkjob.Onlinerecruitmenthasbeendeeplyintoallwalksoflife,mostcompanieshavearecruitmentontheInternet.Ineachbigtalentnet,jobhunterscangetalotofpostinformationonthewebsite. mendationofheadhunters.Alotofhigh-leveljobsarehiringworkersbyheadhunters.Generally,theywillactivelylookforyou,onceyouarechousedbyheadhunters,high-payingjobsarenotfarawayfromyou.Introducedbyacquaintance.Theopportunityofgettingajobbyacquaintanceishigh.Butwealsoneedtoleavedimsum,whetherthejobintroducedbyyourfriendsissuitableforyou.Thecompanystraightstroke.Somecompaniessendafewpeoplesetupastallbythesideofhighpedestrianroad,directhire.Suchkindofhiringiscomparedcommonlyemergency,soit'seasytogettowork.Toapplyforajobinitiatively.Ifyouareveryinterestedinsomecompany,butthereisnorecruitmentrequirements,youcantrytotaketheinitiativetocontactthecompanyrecruitment,youcanmakeaphonecalltoask,orwriteaattachedresumecoverlettersenttothecompany,forajob.Recruitmentonnewspapersandmagazines.Thisisaverytraditionalemploymentchannels.Beforetheriseofnetworkrecruitment,thisisaveryimportantchannel.Despitetheimpactofnetworkrecruitment,butisstillagoodway.TheshortageofthetraditionalemploymentTraditionalwayofhuntingjobmakesgettingajobandthewaytochangeyourjobnumerous,butalsotherearesomedisadvantages.Suchascampusrecruitment,asitsnameimpliedistoemploynewgraduates.Therearesomeyouthhavingdream,alive,buthavenoexperience,sometimescalledGuanPeiShengissynonymouswithoddjobs.Networkjob,developedinthenetworktoday,theInternetisfilledwithalotoffalseinformation,jobseekersneedtoremainvigilant.Thecostofrecruitmentonnewspapersandmagazines,especiallythefrontpageorimportantlayoutistooexpensiveforthecompany;Audienceiswidelyinthechannelofconditionsofapplicants,tosomeextentincreasingtheworkloadanddifficultyofselectionofhumanresources.Suchasthese,thetraditionalwaytoapplyforajobisinefficient,choiceisnarrow,thetyislimited,thequalityoftalentsisverydifficulttohaveabreakthrough,isnotconducivetoorganizationalchangeandinnovation,inordertomaketheadvantageinthejobstoapplyforajob,weshouldconsidertheirownknowledge,workingage,workattitude,psychologicalqualityandhealthlevel,atthesametimeweshouldconsiderbycombiningwiththereality.Inthefollowingprocessofsolvingthemodel,wewillmakeaconcreteysis.TheDescriptionoftheThequestionishowtoinspirethetransitiontothehermitHermitcrabisoneofthemostpopularpetsintheUnitedStates,butitsabdomenisverysoft,inordertoprotectitsbelly,theyhavetodependonotherbiologicalssforprotection.ThehousesofHermitcrabareconchs,seas,thesnails,evencapsforthebadecologicalenvironment.Asthehermitcrabbodygrewolder,existingsalreadycannotsatisfytheneedsofexisting,mustfindasuitablehouse,andthen,getintoss,hookonthetopofthesswithitstail,afewshortlegsshoredupssinside,longlegsstretchedouttotheoutsideofthes,swithspinykeepmouth.Inthisway,itismovedintoanewhome.Inaddition,sisalsohagoodstrongenvironmentalprotection.However,changingssisnotrandom,butinthesequenceofqueue.IntroducethewayofthehermitcrabsmoltcarapacesandmoltedmodelhermitcrabsmoltWhenalonelycrabmetabeautifulnews ,itimmediaycheckedthisshelter,withitsfeetandtentacles,andrunoutofthehousetotrythenewresidence.Ifthenew isagoodchoice,craboccupyit.It’stheclassichermitcrabbehavior.Butifthenews istoolarge,crabwillnotdisappointed,hurriedout,onthecontrary,itwillstandbesidethenewhomeswaitingfor15minutestoeighthours.Theywillnotgoawayuntiltheothercrabsappear,eachonetrythes s.Ifthesersalsoistoobig,theywillgettogether,sometimesformagroupof20.However,crabsnotgatheredinarandomarrangement,onthecontrary,theyaregatheredinalinefromthebiggesttothesmallestcrabdrawingfoldertoanother.Whenacrabfounditsnewhome,inthequeuequicklyexchangedallcrabsssequentially.Thelargestcrabsinthefrontlinetocatchthecrabsdiscardeds s.Thesecondlargestcrabsojourntothefirstbigcrabs s.Andsoon.Duetothescarcitys ,hermitcrabsfindinganewsisjustlikepeopleseekingforagoodjob.ThemodelofHermitcrabsAhermitcrabmetabeautifulnews,itcheckthisshelterimmediayitsfeetandtentacles,andthenrunoutofitsfamilytotrythesizeofthenewresidence.Ifthenewsisagoodchoice,crabtakespossessionofit.Theythrowstheexistingsaway,andrunsintoanews.Theprocessofexchangingssareshowninfigure1below:Figure1:hermitcrabsmoltinByobservingFigure1,wecanseethatfirstNGR1wantedtochangess,lookingfors soutside,suddenlyitdiscoveredthes GZ,NGR1gotonthes andhadatry,butnotsuitable,soNGR1wanderingaroundinGZ,afterashortwhileNGR2came,NGR2gotonandalsotriedthiss ,isnotappropriate,thenNGR2alsowanderingaroundGZ,suchasNGR1andNGR2accordingtosize,sortedfrombigtosmall,so,continuetoincrease,andthelineshermitcrabsuntilGR1,GR1tryonGZissuccessful,thenGR1GZ,leaveGR1sGZ1andleft,afterGR1hermitcrabstotryGZ1,ifappropriate,putonthenews andleavetheirss,leave,notappropriatetowait,untilallofthehermitcrabschangingnews.ComparisonofhumanandhermitcrabsmoltcarapaceswayphotographrelativerigidityItcanbespreadtothemodelofpeopleinworkbythehermitcrabsinsmodel.Studyingtheflowoftalent,weshouldfirstcleartheconceptoftalentintheorganizations.Therearemanykindsofclassification,theuseoftalentsclassificationisasfollows:Organizationalmobilityreferstothe nelintheorganizationbetweenflowindifferentpositions.ThecontrastdiagrambetweenthemodeofHermitcrabmoltandartificialexchanging:Figure2:HermitcrabsmoltcarapacescomparedwithpeopleinHermitcrabsins,asthehermitcrabgrewup,mustwanttofindasuitableforhisownhouse.Ifyoucan'tfindhisownhouse,hermitcrabwillnotbeabletobettersurvive.Whenthehermitcrabsfoundanewhouse,theywillchoosetotestthesizeofthehouse,andthenjudgethehouseisnotsuitableforliving,suitableforliving,hewillgointo,ifnotsuitableforliving,theywillchoosetolookforanewhome,untilIfindaplacetoliveinthehome,thengointo.Thewaysthehumantochangejobs,peopleworkincreaseswithtime,thegrowthoftheexperience,peoplewillbelookingforwardtomoresuitableforthedevelopmentoftheirwork,atthistime,peoplewiththeexistingwork,lookforothernewjob,ifyoufindnewjobisbetterthanyourexistingjobprospects,treatmenthigher,peoplewillchoosethenewjobatthismoment,toanexistingjobandshoveit;Iffindajobthanwhatyou'vegot,atthistime,peoplewillnotchoosethenewjob,continuetoworkintheexisting,untilonedaytofindajobthatsuitstheirexistingability,peoplewilllosetheexistingwork,tochoosethenewjob.Atthispoint,youcandrawahermitcrabswithhumanchange,workhasagreatdealofsimilarityisastimeincreases,thecapacityincreases,therequiredconditionswillimprove,soastofindnew,fortheirabilitytoexistingcondition,iffoundinthenewconditionscannotmeetitscurrentcapacity,theywillcontinuetofindnewconditions,untilyoufindcansatisfythedemandsoftheirexistingcapacity,atthistime,theywillchoosetothrowawaytheexistingconditiontochangethenewmaterial Vacancy Flow Crossing-over Thetotalbenefitfromexchangeofevery TheaveragebenefitfromeveryModelassumptionandrationalityThegiveninformationistrueandEachjobandjobseekercanbezedbyonecompositeindicatorSincethecreationofjobsand erequirementsforthisjobshouldbebroughtinline,sojobseekersconcerned,heiscurrentlyworkingwiththecorrespondingabilitytoworkonbehalfofhiscurrent e,namelytheinterestsofjobseekers.Whenajobseekerfoundabetterjob，hewillchangejobimmediaChangingjobsdoesnotspendTherewillbesomenewjobsandjobseekerseveryday,andtheirtiessubmittosomespecialdistribute;Weonlycomedowntooneprofessionalposts,suchascommunicationengineer,carsalesman,etc.,inthispaper,weonlyconsiderofficeindustry;ThebasicprincipleoftheyticHierarchyAHPdependingonthenatureoftheproblemandtheoverallobjectivetobeachieved,theproblemisbrokendownintodifferentconstituentelements,andinaccordancewithinter-relatedfactorsandtheaffiliationbetweenthedifferentlevelsofaggregationfactorscombinedtoformamulti-levelysisofthestructuralmodelandultimaymaketheproblemboilsdowntothelowestlevelrelativetothetop(ofthetotaltargets)todeterminetherelativeimportanceweightsorrelativemeritsoftheorderscheduled(forprogramdecisions,measures,etc.).1 yticHierarchyProcessestablishahierarchicaljudgmentThelevelofsingle-conformanceThetotallevelofInstepthreeoftheprocessneedstobecarriedoutlayerbyThisarticleandapplyprincipalcomponentysismethodtoclassifytheconditionofthecompanystratification,andfinallyinfullconsultationwiththecandidatesyzedusinghierarchicalviewsonthebasisofvariousaspectsoftherightmethodtocalculatetherelativeweightofeachindexestablishedthefollowingistheultimatechoiceforthejobofhandedclasshierarchydiagram,showninFigure3：Figure yticHierarchy2、theestablishmentofjudgmentmatrix,todeterminetheindexweightJudgmentmatrixismoreofafactorastheevaluationtargetlayerbylayerelementsofthepairwisecomparisontodeterminethematrixelements.3、theestablishmentofjudgmentmatrixThefirstlayeror"evaluationsystemmodel"evaluationsystemastheevaluationcriteriaforthetypeoftalent,academicknowledge,workingage,workattitude,psychological,physicalpairwisecomparisons.LetthesefiveelementsareA1,A2,A3,A4,A5judgmentmatrixisestablishedasfollows:Table1：judgmentmatrixThemeasureisjudgedtorepresentAiAjrelativeimportanceonthenumberofscale,iethenumberofformsAij.Indexevaluationmodeltomodel,theestablishmentofjudgmentscalesasdefinedinTable2below:Table2：DeterminethescaleFactorthanthefactor AiandAjareequallyimportant Aiisslightlymoreimportantthan Aistrongerimportantthan AiandAjhighly AiandAjextremely Twoadjacentintermediatevalue Table2isto fythevalueofAi/Aj'svalue,ifthecalculatedratioAiAjdegreeofimportance,youcanbytheformula:Aji=Aj/Ai=1/Aijcalculated.Judgmentbasedmetrics,tohavecorporaterecruitersandinstitutionsofthesefivefactors mendedbypairwisecomparisonoftheresultstoestablishthevaluejudgmentmatrixA,asshownbelow.121/1/1/121/1/1/11/1/1/1/ 2 1/ 14HeavylayersoffactorstocalculatetheAccordingtoAHPtheory,wecanchooseandFrenchroots,characteristicrootsandlogarithmicleastsquaresmethodandothermethodstodeterminetheweight,relativetothemodelevaluationmethodwhichisgoodandnormalandrootmethod.Selectionandmethod,andthemethodofthispaperiscalculatedasfollows:nnWi

j k1jCanbecalculatedbytheformulaA1,A2,A3,A4,A5sixfactorsbeingSpecificallyasshowninTableTable3：sixfactorsformtherightBasicAccordingtotheaboveysis,wedefinethebasicmodelasInitializationandParametersNote1:From[Papers],weknowbackground,workexperience,workattitude,psychologyandhealthcanbeusedtomeasureworkers’ability.Theirproportionaystructuresasfollows:Figure4：FivekindsoffactorsinfluencetheproportionofeachWhenyouwanttocreateajob,youjustneedtocreateits5propertiesgoalongwitheachproportion.Note2:Whenyouwanttocreateajobseeker,youshouldcreatehisjobfirst;then,calculatehisjob’scompositeindictor;finally,youcoulddeemthathisactualworkabilityismarginallymorethanhisjob’scompositeindictor.Note3:WeuseAHP(ytichierarchyprocess)tocalculatecompositeindictorfrom5elementproperties:wecalculatetheweightofthe5elementpropertiesare(0.289、0.144、0.086、Note4:Wethinkthejobsasthevacancychain,thejobseekersastheflowchain,thetwoconstituteopportunitychain[3].Step1:Leteducationbackground,workexperience,workattitude,psychologyandhealthbeelementqualities;Step2:Randomizejobsinseveralyears(SeeNote1),weassumetherewillbe20newjobspublishedeveryweek;Step3:Assumetherewillbe200newjobseekerseveryweek,randomizejobseekersinseveralyears(SeeNote2),;Step3:From[papers],wecalculatethecompositeindictorbyAHP(SeeNoteStep4:CreatematrixJwhichhas2columns,thefirstcolumndenotejobs’compositeindictorandtheseconddenotepublishdate,asnewjobs;Step5:CreatematrixJAwhichhas3columns,thefirstcolumndenotejobseekers’compositeindictorsandthesecondtheirjobs’compositeindictorsandthethirdhispublishdate,asnewjobseekers;Step6:LetthelengthofJAbe50fortestingourmodel,whichmeansthelengthoftheflowchainbe50(SeeNote4);DescriptionofBasicStep0:Step1:updatethevacancychainandtheflowchainIndetail,thefirstweekofthenewjobsaddedtothevacancychainGZ,newjobseekersjointheflowchainGR..TheGRaccordingtoindividualcapacityindex,whichGRfirstcolumnofdata,arrangedinadescendingorder,ie,GR1,1GR2,1GR3,1GR4,1GR5,1GR6,1,,TheseofficershavethecorrespondingabilitytoworkGR1,2,GR2,2，GR3,2，GR4,2，GR5,2，GR6,2,,GRn,2However,theworkabilityindexandnotstrictlyintheorder.Similarly,forGZaresorted.GZislessthantheminimumoperatingcapacityofGRinpartremoved.IntoStep2.Step2:ForthefirstjobGZ,allcandidateswithexistingworktoapplyforthejob,thesecondcolumnfromGRtofindthefirstpositionislessthantheabilitytowork,denotedbyk,thentherepresentativeGRinthek-thseekersGR(k) alcapacity,onbehalfofGRinthetreatmentofthek-thcurrentjobseekers(seeassumption3),ifitmeansthatthek-thseekerscapablerequirements,andhiscurrent e,GRthismeansthatthis isgoodrevenueforanewjobcurrentlyworking e,heiswillingtochangejobs.SoGR(k)willapplyforthejob,whiletheexistingworktoprovideit,then,rankedseekersGR(k+1)willbeunconditionallyinheritanceGR(k)workbehindhim,andsoon,behindhimseekerswillhavetore-arrangethework,turnStep3.IfGRissmallerthanthesecondcolumnnotfoundabilitytoworkposition,turnStep3.Step3todeterminewhetheralljobseekersarefindingnewjobs,andifso,theend.Otherwise,itwillcomeupasecondjob,accordingtoStep2methodtochoosetherightjobseekerscandidatesuntilalltheworkwasarrangedlast.Algorithmflowchart Figure5：AlgorithmProblemsonthebasisof ysisSetthelengthoftimeoffiveyears,thechainlengthof50tosimulatethesituationchangesasthenumberofexchange：Figure6:thecrossing-overvalueFigure7:thecrossing-overvalueAscanbeseenfromthefigure,thenumberofvolatileexchange,thecompany'shumanresourcesmanagement,itisratherdifficult,butalsocausedinstabilityinbusinessFigure8:AverageweeklyearningseachAscanbeseenfromthefigurethattheaverageexchangerevenuegrowthwasnormal,forjobseekers,thisexchangeisnotfairforjobseekers.Further,intheaboveflowchartinFig1,wecanseethatthismethodhasthefollowingseriousdrawbacks:Assumingtheconversionworkwasdoneatthemoment,itisimpossibleinreallifeestablished;Assumingflowingexchangeofthefirst inthechain,followedinturnconvertedtoeveryoneunconditionallybeforea 'swork.Infact,iftheapplicant'sabilitytoworkbackuptotheoriginalworkoftheformerthantheabilitytowork,orworkbehindseekers eexceedsthe eoftheformer,thelattercannotsuccessfullychangejobsseekers.To ethesedrawbacks,weneedtoimprovethemodel.ImprovedWeintendtomakearetwoaspectstothis consumptionissuesCollaborationreferstotheprocessofimplementationinthetarget,betweendepartments,coordinationandcooperationbetweentheindividualandtheindividual.Collaborationshouldbemultifacetedandbroad,aslongasthetargetofadepartmentorajobthatmustbeundertakentoachieveexternalsupportandcooperationshouldbethecontentofcollaboration.Generallyincludecollaborativeresources,technology,teamwork,ofinformation.Goalsrequirescertainresources,includinghuman,financial,materialandotherresources,suchasmanpowershortageorinadequateequipment.Thisrequiresotherdepartmentsstartingfromaholistic,givethenecessarysupportofeachother,helpeachothertoachievethecommongoalofcollaboration.Wecalculated,whichcompaniescandrawjobsthatrequiresubstitutions,thenwecanprovidethesecompaniesmadearrangementsforthosecompanieswhowanttochangeanumberofjobs.Viasuchcollaborativemethod,theformerassume5canberevisedto：thewholeexchangecompleteinoneweek.SolvethebasicmodelofThestatusquooftoday'sChinesesociety,awarenessofcareerplanningisstillinrelativelyearlystages.Thishasjustbeguntospreadawarenessofcareerplanningtostageuniversity,manystudentsarestill