长客庞巴迪公司培训学习路径图的设计

发布时间：2018-05-03 07:21

本文选题：培训管理 + 标准培训内容　；参考：《吉林大学》2014年硕士论文

【摘要】：长春长客-庞巴迪轨道车辆有限公司（以下简称，长客庞巴迪公司）身处当下轨道交通行业快速发展的社会经济环境中，想要取得生产经营的成功，必须重视企业管理绩效，特别是重视作为其核心竞争力的人力资源管理的绩效改进。开展标准化的人力资源管理活动是公司迈出管理瓶颈，提升管理绩效，进而达成生产经营目标的重要突破口。本文着眼于长客庞巴迪公司人力资源培训管理的现状，对培训工作的各组成部分进行了审视和思考，发现了培训管理过程存在的几个问题，如：培训管理业绩不高，体现标准岗位能力要求的“岗位能力矩阵”未被充分利用、培训协议约束必不强，参加过重要专项技能培训并且与单位签订培训协议的员工选择跳槽、培训项目的支持率下降，投入大量成本的培训项目不受大家欢迎，达不到培训预期的收益或效果等。诸多问题的出现多与培训目标不明确，培训过程管理不严谨，培训结果为员工的个人发展提供不了强有力的支持等有很大关系。为此，本文对标准培训内容即学习路径图进行研究，通过设计职能部门的岗位培训内容调查问卷，结合岗位历史培训数据的统计结果，得出岗位作业人员从新手到成手所应了解的培训内容和经历的学习周期。为方便结果展示，分别选取各类职能部门中的关键部门：管理类人力资源部、技术工程类技术部、及生产一线类生产制造部，研究其标准培训学习内容及学习周期要求，，设计有适用性的学习路径框架，试制关键岗位人员的培训学习路径图。培训学习路径图的管理思路是将岗位职业要求和从业者个人发展需求结合起来的一种管理方式，是指以专业岗位技能要求为依据而设计的一系列学习实践活动，以及有记录或无记录的行为活动，旨在使岗位人员通过学习标准内容，在规定的时间内迅速成长。通过对岗位学习路径图的执行，员工从进入企业开始，便依据某个专业岗位涉及到的所有要求，明确发展方向和努力渠道，并实施设计好的学习步骤开展自我管理过程，变被动培训为主动学习，最终实现强化个人竞争力和开发个人价值的目的；与此同时，企业也可以通过对岗位学习路径图的应用，监控员工发展全过程，实时为人才的选择、任命、留用、培养等做出有依据性的判断，有效管理员工团队，提升企业人力资源管理的产出。作为人力资源培训管理的新内容，培训学习路径图的实施必须结合必要的管理要求才能保证效果。编制标准化的实施计划、开发学习路径图标准学习材料、制定的管理制度是确保执行过程的重要保障。在轨道交通行业各企业间竞争力日益加剧的今天，重视企业人力资源开发管理，提升核心竞争力水平，将有利于团队个人成长，也有利于企业达成生产经营成果，达到双赢的目的，这也是本文研究所预期达成的结果。
[Abstract]:Changchun Changke Bombardier Rail vehicle Co., Ltd. (hereinafter referred to as Changke Bombardier Company) is in the current social and economic environment of rapid development of rail transit industry. In order to achieve success in production and operation, it is necessary to attach importance to enterprise management performance. Especially pay attention to the performance improvement of human resource management as its core competence. Developing standardized human resource management activities is an important breakthrough for the company to step out of the bottleneck of management, improve management performance, and then achieve the goal of production and management. Focusing on the current situation of human resources training management in Bombardier Company, this paper examines and ponders over the various components of training work, and finds several problems in the process of training management, such as the low performance of training management. The "post ability matrix" which embodies the standard post ability requirement is not fully utilized, the training agreement constraint must not be strong, the employee who has participated in the important special skill training and has signed the training agreement with the unit chooses to switch jobs, and the support rate of the training project drops. Large-cost training programs are unpopular and fail to achieve the expected benefits or effects of the training. The emergence of many problems has much to do with the lack of clear training objectives, the lack of strict management of the training process, and the lack of strong support for the personal development of employees as a result of the training. Therefore, this paper studies the standard training content, that is, learning path map, through designing the questionnaire of post training content in functional departments, combining with the statistical results of post history training data. The training content and learning cycle of the post operator should be understood from novice to adult. In order to show the results, we select the key departments of all kinds of functional departments: human resources department of management, technical department of technical engineering, and manufacturing department of production line, and study its standard training and learning content and learning cycle requirements. Design a suitable learning path framework and develop a training path map for key position personnel. The management idea of the training learning path map is a kind of management method which combines the post occupation requirement with the individual development demand of the practitioner, and refers to a series of learning practice activities designed on the basis of the professional post skill requirement. And recorded or unrecorded activities designed to enable the post personnel to learn the standard content, within a specified period of time rapid growth. Through the implementation of the post learning path map, employees from the beginning of entering the enterprise, according to a professional position involved in all the requirements, clear development direction and effort channels, and the implementation of well-designed learning steps to carry out the self-management process, By changing passive training into active learning, the aim of strengthening individual competitiveness and developing personal value can be realized. At the same time, enterprises can monitor the whole process of employee development and choose talents in real time through the application of post learning path map. Appointment, retention, training, etc to make the basis of judgment, effectively manage the workforce, enhance the enterprise human resources management output. As a new content of human resource training management, the implementation of training learning path map must be combined with the necessary management requirements to ensure the effect. The establishment of standardized implementation plan, the development of learning path map standard learning materials, and the establishment of management system are important guarantees to ensure the implementation process. With the increasing competition among the enterprises in the rail transit industry, it is beneficial to the personal growth of the team and the achievement of the production and management results to attach importance to the development and management of the enterprise's human resources and enhance the level of the core competitiveness. To achieve a win-win goal, this is also expected to achieve the results of this study.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.47

【共引文献】