建设银行吉林省分行新员工培训改进研究

发布时间：2018-05-18 07:37

本文选题：新员工 + 培训　；参考：《吉林大学》2014年硕士论文

【摘要】：新员工是一个公司的补充型和更新型人力资源，，是公司战略实施和工作开展的重要财富。新员工成为符合所在企业要求的真正的人力资本，必须要通过培训。本文对建设银行吉林省分行的新员工培训状况进行了分析，并在此基础上提出了改进建议。目前，建设银行吉林省分行新员工培训的水平呈现出一定程度上升的趋势，但仍然存在着很大的不足。例如，建设银行银行吉林省分行对新员工培训需求的研究不足，没有和员工职业生涯发展需求相联系；员工培训课程设计在理论与实际有一些脱节；员工培训方式和手段较为单一；对新员工培训的成本控制有待提升；在新员工培训上，缺乏足够的大局观，仅考虑短期需求；对即将从事不同岗位的新员工培训的关注度参差不齐、培训考核机制还没有建立、新员工培训没有和已在岗员工培训有机结合等。造成建设银行吉林省分行新员工培训体制问题的原因包括以下几方面：例如对新员工培训计划缺乏长期的、契合分行战略发展的培训规划；培训体系和机制缺乏弹性；培训效果评估机制不健全；评估反馈难度较大；培训导师机制不完善等。本文借鉴了一些优秀企业如花旗银行的新员工培训方案，作为金融机构的培训经验值得建设银行吉林省分行借鉴。针对建设银行吉林省分行新员工培训中存在的问题，本文提出了改进的建议。银行新员工培训是指通过一定方式和手段，让银行新员工了解银行的基本背景情况、企业文化、新员工即将从事的工作和岗位的基本内容与方法，明确工作职责、标准、流程，便于新员工明确在所在银行及其从事部门所期望的工作规范、工作态度、企业价值观和银行员工行为模式、考核机制和职业生涯规划发展方向等等，尽快成为企业真正可用、持续可发展的的人力资源。从总体上，本文认为新员工培训的优化应该遵循几大原则：考核胜任素质和员工职业生涯发展的双向考虑原则；理论联系实际的原则；成本可控和效益核算原则；符合银行总体利益和灵活调整原则、考核原则和长期原则。在这几个指导原则下，针对新员工即将从事的不同岗位，从以下几个角度提出了新员工培训方案的改进建议。第一，加大分析新员工即将从事岗位的胜任素质需求和新员工自身职业生涯发展的心理满意度需求，体现新员工培训需求模型和培养目标模型。第二，针对银行文化和岗位要求，完善新员工培训课程设计体系。第三，开发新员工培训方式和手段，有效利用现有培训资源和设施，进行全脱产式、短期封闭式、带岗现场式培训和网络化自主培训。第四，健全培训考核机制、反馈机制、效果评估机制，建立灵活的新员工培训调整体系。第五，实施新员工导师制培训，将短期培训和员工长期培养相结合，建立长期培训规划。在对培训方案进行优化后，本文通过问卷调查的方式，对员工培训的改进效果进行预评估。最后，本文还根据建设银行吉林省分行的实际情况，对新员工培训方案的实施分别从三个层面提出了保障建议。保障措施主要包括：人力保障、制度保障和组织保障。
[Abstract]:New employees are complementary and updated human resources of a company. It is an important asset for the implementation and work of the company. The new employee is the real human capital that meets the requirements of the enterprise. It must be trained. This article analyses the training situation of the new employees in the Jilin branch of the construction bank, and puts forward it on this basis. Suggestions for improvement.
At present, the level of new staff training in the Jilin branch of Construction Bank is rising to a certain extent, but there are still a lot of shortcomings. For example, the research on the training needs of new employees in the Jilin branch of the Bank of Construction Bank is insufficient, and it is not related to the career development of the employees; the design of staff training course is in theory and reality. There are some disjointing; the methods and means of staff training are relatively simple; the cost control of the new staff training needs to be improved; in the training of new employees, there is not enough overall view, only short-term demand is considered; the attention degree of the new staff training in different positions is uneven, the training and assessment mechanism has not been established, and the new employee is trained. The reasons for the training system of new employees in the Jilin branch of the Construction Bank include the following aspects: for example, the lack of long term for the new staff training program, the training plan for the branch strategic development, the lack of flexibility in the training system and mechanism, and the unsound mechanism of training effectiveness evaluation. The evaluation feedback is difficult and the training tutor mechanism is not perfect. In this paper, some excellent enterprises, such as Citibank's new employee training program, are used for reference to the Jilin branch of the Bank of construction as the training experience of the financial institutions.
In view of the problems existing in the training of new employees in the Jilin branch of the Construction Bank, this paper puts forward some suggestions for improvement. The training of new employees of the bank refers to the basic background of the bank, the enterprise culture, the basic contents and methods of the work and posts that the new employees are going to engage in by means of a certain way and means. Responsibility, standard, process, to facilitate the new employees to clear the job specifications, work attitude, enterprise values and bank employee behavior patterns, assessment mechanism and career planning development direction, and so on in the bank and its departments, and so on, as soon as possible to become the real and sustainable development of the human resources. The optimization of staff training should follow several principles: the principle of assessing the competence and the career development of the staff; the principle of connecting the theory with the practice; the principle of cost control and efficiency accounting; the principle of the overall interest and flexible adjustment of the bank, the principle of assessment and the long-term principle. Under these guiding principles, the new members are aimed at the new members. The different positions that the workers are going to engage in, from the following points of view, put forward some suggestions for the improvement of the new employee training program. First, to increase the analysis of the requirements for the competency of the new employees and the psychological satisfaction needs of the new employees' career development, and to embody the training demand model and the training target model of the new employees. Second. Third, develop new staff training methods and means, develop new staff training methods and means, effectively use existing training resources and facilities, carry out full off production, short term closed, on-site training and network independent training. Fourth, health training assessment mechanism, feedback mechanism, effect evaluation mechanism, construction Flexible new staff training and adjustment system. Fifth, the implementation of new staff tutorial system training, short-term training and long-term training of employees to build long-term training plan.
After optimizing the training program, this paper makes a pre assessment on the improvement effect of staff training through a questionnaire survey. Finally, according to the actual situation of the Jilin branch of the Construction Bank, this paper puts forward some suggestions on the implementation of the new staff training program from three levels. The safeguard measures mainly include: human security, system Degree guarantee and organization guarantee.
【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】：F832.33;F272.92

【参考文献】