中国电信W分公司营销人员培训体系优化研究

发布时间：2018-06-30 10:08

本文选题：培训体系 + 岗位胜任力模型　；参考：《山东大学》2015年硕士论文

【摘要】：中国电信自实施全业务经营以来,企业内外环境发生巨大变化,中国电信W分公司近年来发展迅猛,在现有的经济政治环境下,既面临严峻的挑战,也有难得的机遇。中国电信W分公司营销部作为公司的龙头部门,面临着巨大的挑战和压力,人才的发展是公司和部门前进的动力源泉,公司为营销部配备了一大批年轻的优秀人才,为业务的开展储备了力量,但是大多数营销人员比较年轻,经验不足,虽然学历水平普遍较高,但专业知识和技能还不能满足岗位的需求,而且员工流失率逐年升高,影响了部门业务的开展,也影响了员工的职业生涯发展。所以,有效培训的开展迫在眉睫。营销部在培训方面比以往有了进步和发展,然而目前依然存在着不少问题,比如：培训体系没有建立,培训内容零散随意,培训机制不够健全,培训效果不理想等,这些问题成了进一步开展培训的障碍,也在一定程度上对企业的发展产生影响。而针对以上问题设计营销部培训体系,对增强员工整体素质,增强企业核心竞争力,具有重要的意义。通过系统分析中国电信W分公司营销人员培训的现状,并发放调查问卷深入了解员工培训现状和需求,整理并分析调查结果,得出营销部目前员工培训体系设计的不足之处,根据现状及不足深入分析员工培训活动及体系存在的问题,如缺乏战略的指导,也没有岗位胜任素质模型的指导和制度支持,最重要的是缺乏有效的培训体系,缺乏完善的培训需求分析,计划制定欠合理,实施培训的过程也有很多需要改善的部分,而且培训结束后没有效果评估,严重影响了培训的效果。为了解决营销部培训存在的上述问题,为营销人员重新设计培训体系。培训体系的设计需要遵循以公司战略为导向的原则,根据公司战略制定人力资源战略,并构建营销人员岗位胜任模型,以营销人员岗位模型的胜任素质为指导,设计培训体系的相关内容。结合营销部员工的调查问卷统计结果,了解营销人员的培训需求,按照培训开展的流程设计培训体系。首先,完善营销部的组织架构,使培训在组织中有所体现,并建立健全培训开展所需要的制度支持体系,包括培训的激励制度和考核制度；其次,建立培训需求分析模型,用于分析营销人员的培训需求；再次,根据培训需求分析,并结合营销人员岗位胜任模型,制定营销部培训课程；然后,根据课程安排和每年的工作安排,制定培训计划；接下来结合培训需求调查结果,了解员工需要,并根据培训计划组织实施培训；最后,建立培训的效果评估体系,分别在培训前、培训中、培训结束后对培训效果进行评估和反馈。为了确保培训的顺利开展,提出保障培训实施的前提条件,包括管理者大力支持,营造浓厚的企业文化,加大资金投入并引入社会资本等。本文采取系统的分析方法,将中国电信W分公司营销部培训体系优化设计工作看作是一个由多种要素组合而成的开放性系统,运用系统论的方法来研究公司的员工培训体系的设计,更注重了培训体系中各子体系之间的衔接,体现了培训的流程性和整体性。并创新性地引入了培训支持体系的优化,支持体系包括硬件和软件支持。完善了保障培训体系良好运行的制度体系,建立了培训激励制度和考核奖惩制度,并建立了培训数据库和E-learning网络学习平台。
[Abstract]:This paper analyzes the current situation of marketing personnel training in China Telecom W . It also has a lot of problems , such as the lack of effective training system , the lack of training content , the lack of training mechanism and the lack of training effect . The training system is designed according to the training needs of marketing personnel . First , the organizational structure of Marketing Dept . is perfected , the training is reflected in the organization , and the system support system needed for training is established , including the training incentive system and the appraisal system ;
Secondly , the training demand analysis model is established , which is used to analyze the training needs of the marketing personnel ;
Thirdly , according to the training needs analysis , and combine the marketing personnel position competence model , develop the marketing department training course ;
Then , according to the curriculum arrangement and annual organization of work , develop the training plan ;
Next , combine the survey results of the training needs , understand the needs of the staff , and organize the training according to the training plan organization ;
In order to ensure the smooth development of the training , the prerequisite for training implementation is put forward . In order to ensure the smooth development of the training , the prerequisite for the implementation of the training is put forward , including the strong support of the manager , the construction of the thick enterprise culture , the increase of capital investment and the introduction of social capital . The system is applied to the optimization of the training support system . The system of training support system is improved , the training incentive system and the evaluation reward and punishment system are established , and the training database and E - learning network learning platform are established .
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.61

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