长兴集团培训方案设计研究
摘要： 随着我国改革开放步伐的加快，企业间的竞争也愈演愈烈。人力资源的优劣直接决定了企业竞争的胜负，作为人力资源中最重要、最紧缺的一种资源人力资源，无疑成为决定企业未来发展的决定性因素之一。如何能让长兴集团员工增强对企业的归属感和发展信心，提高他们的生产技能并充分释放生产潜力，帮助他们寻找到个人发展与企业发展的最佳契合点，长兴集团员工培训无疑是不可或缺的重要一环。做好公司员工培训工作必须要有好的培训方案，培训方案的质量高低很大程度上决定了培训效果的优劣。
本文的目的正是研究如何设计出有效的培训方案。 本文将能力素质模型运用于一个具体案例的培训方案设计中，试图提高方案的有效性，发挥其优势以解决长兴集团培训方案设计中存在的问题。本研究力图以能力素质模型为员工培训的核心，根据各自不同特点将长兴集团与企业战略关联度高的营销和生产研发两个核心职位族青年员工划分为初、中、高三个级别，针对三个层级员工的不同的技能和能力差距，区别确定培训目标与重点，并将其作为该层级员工技能与能力发展轴心，设计适应长兴集团现状的员工培训主题和课程。通过该方案的设计与实施，以期使基于岗位技能与专业能力的培训能够成为能力素质模型应用的范例。
关键词：能力素质模型；长兴集团；培训方案；
Research on the training scheme design of CX company
Abstract: with China’s reform and opening up, the competition between enterprises has intensified. Human resources directly determines the outcome of the competition, a human resource as the human resources are the most important and scarce, will undoubtedly become one of the decisive factors in determining the future development of enterprises. How can let CX employees enhancement to enterprise’s sense of belonging and the development of confidence, to improve their production skills and released in full production potential, to help them to find the personal and enterprise development the best fit point, CX company employee training is undoubtedly an indispensable part. For the staff training must have a good training program, the quality of the training plan largely determines the effect of training.
The purpose of this paper is to study how to design an effective training program. This paper will design a training program using the competency model in a specific case, trying to improve the effectiveness of the scheme, to exert its advantages to solve the problems of the design of CX company training program in question. In this study, we try to on the competency model for employee training core, according to the different features will CX company and enterprise strategy associated with a high degree of marketing and R & D and production of two core position clan young employees is divided into early, medium, and high levels, three levels of employees in different skills and competency gap. To determine the difference between the training target and focus and the as the level of staff skills and ability to the center of the development, design to meet CXstatus of the company staff training themes and lessons. Through the design and implementation of the program, in order to make the training based on job skills and professional ability to become a model of competency model application.
Keywords: competency model; CX company; training program;
目录
1 绪论……………………………………………………………………………………………………………………….. 1
1.1 研究背景………………………………………………………………………………………………………… 1
1.2 研究内容………………………………………………………………………………………………………… 1
1.3 研究方法………………………………………………………………………………………………………… 1
1.4 研究作用和意义………………………………………………………………………………………………. 2
2 长兴集团培训方案设计………………………………………………………………………………………………. 3
2.1 培训需求分析………………………………………………………………………………………………….. 3
2.1.1 确定范围………………………………………………………………………………………………. 3
2.1.2 目标人群……………………………………………………………………………………………. 3
2.1.3 系统规划………………………………………………………………………………………………. 3
2.2 员工培训规划………………………………………………………………………………………………….. 4
2.2.1 培训种类和内容……………………………………………………………………………………… 4
2.2.2 培训组织形式………………………………………………………………………………………… 4
2.2.3 培训工作职责………………………………………………………………………………………… 4
2.3 培训执行………………………………………………………………………………………………………… 5
2.3.1 复合型管理人才培训……………………………………………………………………………….. 5
2.3.2 专家型专业人才培训……………………………………………………………………………….. 5
2.3.3 实用型技能人才培训……………………………………………………………………………….. 5
2.4 效果评估………………………………………………………………………………………………………… 6
2.4.1 精心组织………………………………………………………………………………………………. 6
2.4.2 规范操作……………………………………………………………………………………………. 6
2.4.3 详实处理………………………………………………………………………………………………. 7
3 公司员工培训体系的现状分析……………………………………………………………………………………… 8
3.1 长兴集团背景和行业简介………………………………………………………………………………….. 8
3.2 长兴集团培训方案设计项目组……………………………………………………………………………. 8
3.3 长兴集团员工培训现状调研……………………………………………………………………………….. 9
3.3.1 长兴集团员工培训现状……………………………………………………………………………. 9
3.3.2 长兴集团现行培训方案存在的问题…………………………………………………………… 10
4 完善长兴集团培训方案措施………………………………………………………………………………………. 12
4.1 立足公司发展战略制定科学的培训计划……………………………………………………………… 12
4.2 健全培训机制………………………………………………………………………………………………… 12
4.3 完善培训评估管理体系……………………………………………………………………………………. 13
4.3.1 明确专职评估人员的选拔资格…………………………………………………………………. 13
4.3.2 完善培训评估管理制度………………………………………………………………………….. 13
4.4 建立培训评估激励机制……………………………………………………………………………………. 13
5 长兴集团培训方案实施的保障体系……………………………………………………………………………. 14
5.1 组织保障体系………………………………………………………………………………………………… 14
5.2 经费保障………………………………………………………………………………………………………. 14
5.2.1 硬件经费保障………………………………………………………………………………………. 14
5.2.2 软件资源保障………………………………………………………………………………………. 15
5.3 激励保障………………………………………………………………………………………………………. 15
5.3.1 物质激励…………………………………………………………………………………………….. 15
5.3.2 精神激励…………………………………………………………………………………………….. 15
6 结论与展望…………………………………………………………………………………………………………….. 16
致谢…………………………………………………………………………………………………………………………… 17
参考文献…………………………………………………………………………………………………………………….. 18
