中国电信Y分公司市场营销人员培训问题研究

发布时间：2018-04-01 19:26

  本文选题：员工培训　切入点：战略导向　出处：《扬州大学》2017年硕士论文

【摘要】：在宏观经济从高速发展进入到中高速发展的新常态背景下,中国电信Y分公司也进入了转型换挡、结构调整和政策适应期,随着移动、联通两大电信运营商全业务的超速开展,市场竞争态势进一步加剧,公司面临着巨大的挑战。中国电信Y分公司市场营销部门作为公司业务发展的核心部门,承载着公司业务发展、产品推广和扩大市场规模等重任,如何让客户在日新月异的科技化时代更清晰地了解电信的通信网络质量、接入技术优势、4G网络覆盖和优质客户服务就要依靠与客户直接接触的市场营销人员。虽然近年来市场营销部门的员工人数大幅增加,但很多员工对市场营销政策的敏锐度、营销技能的掌握以及服务水平都相对欠缺,同时每个市场营销人员都有很繁重的业务考核指标,导致部分员工看不到未来前景,不能满足个人职业生涯发展规划,让企业面临市场营销和人力资源管理的双重压力。所以,公司必须通过对市场营销人员进行科学、全面、系统的培训来提升其综合素质和业务能力,从而创造企业持续竞争优势,提高企业发展效率。在公司人力资源部开展的宏观层面通用培训之余,市场营销部门虽然单独组织了一些业务技能培训,但大多数为临时性和突击性的政策宣贯和活动介绍,形式和内容都较为单一,有时甚至因为时间紧、任务重,而忽略了培训,只是发放宣传册或者电子邮件介绍营销政策,由员工自行消化吸收,从而造成了很多业务工作的疏忽和营销机会的丧失。培训工作缺乏战略指导,缺乏科学性、计划性、针对性和系统性,也没有制度保障,一味单方面填鸭式教学,既没有达到应有的培训效果,又造成了人力、物力、财力的浪费。通过对中国电信Y分公司市场营销人员基本情况和培训现状进行分析和研究,并发放调查问卷深入了解市场营销人员的培训满意度和需求,根据数据统计和分析,总结出中国电信Y分公司市场营销人员培训工作目前存在的主要问题和原因,如缺乏战略导向意识和岗位胜任特征的指导、缺乏完善的培训流程、缺乏相应的制度支持等。针对目前培训现状和不足之处,以公司发展和人力资源战略为导向,通过访谈法构建市场营销人员岗位胜任力模型,在胜任特征要素的指导下从市场营销人员培训需求分析、计划制定、组织实施、效果评估四个方面提出培训改进的对策建议,并进一步完善培训工作的保障措施。以期能够满足市场营销人员职业生涯发展规划,并为企业发展提供人力资本和保障,实现员工和企业共同发展的双赢局面。
[Abstract]:In the context of the macroeconomic development from high speed to high speed development, China Telecom Y Branch has also entered the period of transition shift, structural adjustment and policy adaptation. With the rapid development of the entire service of the two major telecom operators, China Unicom,The market competition situation further intensifies, the company faces the huge challenge.As the core department of the company's business development, the marketing department of China Telecom Y Branch bears the heavy responsibility of the company's business development, product promotion and expansion of the market scale, etc.How to make customers understand the telecommunication network quality more clearly in the changing era of science and technology, access technology advantage, 4G network coverage and high quality customer service need to rely on the direct contact with customers marketing personnel.Although the number of employees in the marketing department has increased substantially in recent years, many employees are relatively lacking in their sensitivity to marketing policies, their mastery of marketing skills and their service level.At the same time, every marketer has a very heavy business assessment index, which causes some employees to see no future prospects, can not meet the personal career development plan, so that enterprises are faced with the dual pressure of marketing and human resources management.Therefore, the company must improve its comprehensive quality and business ability through scientific, comprehensive and systematic training of marketing personnel, so as to create a sustainable competitive advantage and improve the efficiency of enterprise development.In addition to the general training at the macro level carried out by the human resources department of the company, although the marketing department has organized some business skills training separately, most of them are temporary and aggressive policy enforcement and activity presentations.The form and content are relatively single, and sometimes because of time constraints and heavy tasks, the training is neglected. It is just a brochure or an e-mail introduction to marketing policy, which is absorbed by the employees themselves.As a result, a lot of business negligence and the loss of marketing opportunities.Lack of strategic guidance, lack of scientific, planning, pertinence and system, there is no system guarantee, unilateral spoon-feeding teaching, not only did not achieve the due training effect, but also caused a waste of human, material and financial resources.Through the analysis and research on the basic situation and training status of the marketing personnel in China Telecom Y Branch, and the distribution of questionnaires to understand the training satisfaction and needs of the marketing personnel, according to the statistics and analysis of the data,The main problems and reasons of marketing personnel training in Y branch of China Telecom are summarized, such as lack of guidance of strategic orientation and post competence, lack of perfect training process, lack of corresponding system support, etc.Aiming at the current training situation and deficiency, this paper, under the guidance of company development and human resource strategy, constructs the job competency model of marketing personnel through interview, and analyzes the training needs of marketing personnel under the guidance of competency factors.Four aspects of plan formulation, organization implementation and effect evaluation are proposed to improve the training, and further improve the training measures.In order to meet the marketing personnel career development plan and provide human capital and security for the development of enterprises to achieve the win-win situation of common development of employees and enterprises.
【学位授予单位】：扬州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F626
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本文编号：1696977