【作者】 张萍；

【导师】 赵涛；

【作者基本信息】 天津大学 ， 工商管理（专业学位）， 2015， 硕士

【摘要】 进入21世纪,随着技术的革新,生产水平不断提高,企业之间的竞争愈加激烈,企业之间不单纯是产品、技术、服务的竞争,更是人才的竞争。培训作为人力资源管理的六大模块之一,越来越多的企业把培训作为实现企业效益成长和高效运作的重要途径。培训可以使员工更快地融入企业,提升工作技能,更进一步说,培训能使企业的文化和价值观得以贯彻和执行,从而提高企业核心竞争力。本文通过对FL(中国)有限公司天津封装测试厂的DL和IDL人员的培训需求问卷调查,分别对培训满意度、培训内容和培训的意见和建议等方面了解员工的真正培训需求。分析了公司的培训现状和不足及其产生的原因,运用文献阅读法、问卷调查发、理论与实际结合法,探索出结合公司实际情况、符合公司发展战略的人力资源培训体系。本文从培训组织结构、培训流程管理和培训体系的持续改进三个方面构建了FL培训体系。明确了培训组织结构和职能。规范了培训流程即在培训需求收集和从个人层次、职务层次和组织层次分析的基础上制定培训计划,包括培训目标、培训时间与地点、培训内容、培训讲师、培训对象、培训教材、培训形式和培训预算。培训实施的过程中创新了外训内培的方式,节省了大量的培训成本,并有益于内训师成长。培训制度和培训的PDCA循环作为培训体系的持续改进。从这三方面确保了培训体系的有效性。培训体系建立后,对新员工、操作员、工程师和管理人员在培训体系中进行实践应用,并对培训体系的实施效果进行了阶段性的评估分析。经过半年多时间对培训体系的运行和实际培训工作的检验,通过硬性评估和软性评估对培训体系实施后的效果进行分析。硬性评估包括对生产管理的4大核心内容SQDC即Safety安全,Quality质量,Delivery交货期,Cost成本的分析;软性评估包括企业文化、团队沟通和创建学习型组织等方面的分析。FL公司培训体系的建立和实施提高了公司培训的有效性、实用性和针对性,降低了公司的安全事故率,提高了产品的质量和交货期,减少了客户抱怨,降低了产品的成本,提高了员工的士气,团队协作,沟通和学习能力,已取得阶段性的成果。更多还原

【Abstract】 In the 21 st century, the competition between enterprises becomes more intense with the new technology and improved productivity. The competition between enterprises is not only from the products, technologies and services, but also from the people. As one part of human resources management, more and more enterprises emphasize the training as the method of realizing the enterprise’s high profit and effective operation. On one hand, training can accelerate the employees to involve in the enterprise and enhance their skills, on the other hand, training can help make the enterprise’s culture and sense of worth realize and develop qualified personnel to improve the core competiveness.This paper holds the training requirement survey on FL Tianjin factory DL and IDL to investigate their training satisfaction, training courses and training suggestion and advice respectively to know what the employees really need. The paper explores the training system which is built in order to solve the disadvantages of current training management by literature reading, questionnaire survey and theory combination with practice, which is benefit for FL condition and development. The paper builds FL training system based on three aspects training organization, training flow and training continuous improvement. Training organization and responsibilities are specified. Training flow is standardized. Training requirement collection is analyzed through individual, job duty and enterprise aspects. Training plan includes training objective, training time, venue, content, trainers, teaching material, training form and budget. Carry out the trainings according to the training plan. The training system creates ‘external training internal teaching’ method which saves substantial costs and help internal trainers self-development. Training rules and training’s PDCA are as the training continuous improvement. Training organization, training flow and training guarantees together make sure the effectiveness of training system. Training system has carried out on new-hired employees, operators, engineers and managers during the past six months. The paper evaluates the training system by half year’s implementation.After more than half year’s running on training system, the paper does the evaluation on training system performance by hard and soft aspects. Hard evaluations assessSQDC, the four core production management factors, namely safety, quality, delivery and cost. Soft evaluations assess corporate culture, team communication and building learning organization. FL training system design and practice improve company’s training effectiveness and usefulness; reduce the safety accident; improve the quality and delivery; decrease customer complaints and costs; improve employees’ moral, team spirit and communication, which achieved initial success.更多还原