随着企业的不断发展,对企业文化和企业核心知识的培训需求越来越旺盛,简单
依靠外部培训满足企业发展人才需要已显得捉襟见肘,现存缺陷主要有两点:一
是外部培训师无法深入了解公司具体内容进行针对性培训,二是成本较高。基于
此,为实现培训高效,国内外企业高度重视内训师队伍的建设,纷纷建立企业自
身的内训师队伍,并形成了内训师选拔、培养、考核评估和激励等管理政策与制
度
近年来,SD某国有银行二级分行(下文称SDZG银行)在培训体系和理念上
都继承和延续了上级行高度重视人才培养的传统,坚持“人才强行”的人才战略
其中,内训师在整个培训体系中承担较多内部培训任务,发挥重要作用,但现存
问题是公司制度建设和人员建设仍处于摸索阶段,相关制度还不成熟也不高效,
这严重阻碍了培训对企业发展推进作用的发挥,将使企业面临人才供给困境。因
此,内训师选拔、培养及使用管理等问题是SDZG银行以及现代商业银行亟待解
决的重要问题,而如何优化完善内训师管理方案则是解决内训师队伍管理困境的
重中之重
本文基于胜任力模型理论、双因素激励理论,对内训师管理相关文献进行回
顾综述,通过对SDZG银行内训师管理现状进行调查研宄,说明了内训师选拔、
培养、管理使用以及激励等管理过程中存在的缺乏科学的选拔管理、系统的培养
措施、有效的评价管理及激励约束力度不足等问题,有针对性地提出了建立内训
师选拔与分层胜任评价标准,优化选拔与晋级流程、健全内训师培养方案、优化
考核评估方法、建立物质与精神双重激励方案等措施,并总结了转变认识、塑造
氛围及资源支持等三点保障措施。该方案对于指导SDZG银行培养建立一支专业
化、职业化、知识化、规范化的内训师队伍,促进SDZG银行内部培训水平及效
果的提升具有重要的参考价值,同时为商业银行及其他企业内训师管理提供有益
参考
关键词:内训师管理,胜任力,激励与约束
I Abstract
The competition between modem enterprises, from the appearance of products,
services, technology and management of the competition, but in essence, it is the
competition of talents. As the carrier of knowledge, talents become the most important
capital of enterprises.The high quality human resource has become the decisive factor
for the growth and sustainable development of the enterprise.More and more enterprises
began to realize the importance of personnel training, and one of the most important
ways is to train them.But with the enterprise human resource supply bottleneck problem
is more and more prominent, the development of enterprises need to rely solely on
external training is more and more difficult, the cost is higher and higher.With the
enterprise human resource supply bottleneck problem is more and more prominent, the
development of enterprises need to rely solely on external training is more and more
difficult, the cost is higher and higher.With the continuous development of enterprises,
the training of enterprise culture and the core knowledge of enterprises is becoming
more and more vigorous, and these contents are unable to be understood and mastered
by external trainers. In view of the unique role of internal trainers in employee training,
domestic and foreign enterprises set up their own internal trainers team , and form their
trainer selection, training, evaluation and incentive management policy and system.
In recent years, the branch of a state-owned bank SD (here in after referred to
SDZG) adhere to the talent strategy of “talent strong banks”,the training system and the
concept of consistent with the higher line, inherited and attaches great importance to
talent cultivation tradition, in the fierce competition in the market to meet the basic
needs of the rapid development of branches. In the SDZG bank&39;s training system,
internal trainers have played an important role, undertake more internal training tasks.
But SDZG bank is still in a relatively weak state in the system construction and
personnel construction. If it can not give full play to the mentor role in employee
training, SDZG bank will face the bottleneck of talent development
constraints.Therefore, the selection, training and management work are SDZG bank and
modem commercial banks and other enterprises must face and resolve . To solve this
III problem, it should consider how to optimize and improve the internal trainer
management scheme .
In this paper, based on the investigation of the present situation of SDZG bank
management trainer, analysis of the causes of the existence of the SDZG bank internal
trainer selection, training, management and incentive management process
.
problems,puts forward the optimization and improvement of SDZG bank internal trainer
management scheme.The scheme for guiding the SDZG bank culture and the
establishment of a professional occupation knowledge and standardized training
teachers has an important guiding significance to promote the internal training level of
SDZG bank and enhance the effect, and provide a useful reference for commercial
banks and other corporate training management division.
Key words: internal trainer management, competency, incentive and restraint
IV 目录
m ^ I
.Abstract
Ill
胃1胃绪论1.1研宄背景1.2研究意义1.2.1理论意义1.2.2现实意义1.3研宄思路与框架1.3.1研宄思路1.3.2研宄内容1.4研究方法1.5创新点 4
第2章理论依据与研究综述2.1概念界定2.1.1 itijll2.1.2内训师2丄3内训师管理2.2理论依据2.2.1胜任力模型理论2.2.2双因素激励理论2.3内训师管理相关文献研究2.3.1内训师选拔研宄2.3.2内训师培养研宄2.3.3内训师评估研究2.3.4内训师激励研究第3章SDZG银行内训师管理现状分析3.1内训师管理现状V 3.U企业简介3.1.2内训师管理的建立与发展3.2内训师管理满意度调查3.2.1调查方案设计3.2.2调查结果第4章SDZG银行内训师管理问题成因分析
29
4.1访谈方案设计
29
4.2分析结果
30
4.2.1缺乏科学的选拔管理
30
4.2.2缺乏系统的培养措施
31
4.2.3缺乏有效的评价管理
32
4.4.4激励约束力度不足
33
第5章SDZG银行内训师管理方案优化目标与对策
35
5.1方案优化目标与原则
35
5.1.1方案优化目标
35
5.1.2方案优化原则
35
5.2方案优化思路
36
5.3内训师管理方案优化
36
5.3.1建立选拔与分层胜任评价标准
37
5.3.2优化选拔与晋级流程
40
5.3.3健全内训师培养方案
42
5.3.4优化考核评估方法
44
5.3.5建立物质与精神双重激励方案
46
第6章方案实施的保障
49
6.1转变认识
49
6.2塑造氛围
50
6.3资源支持
50
第7章结论与展望
51
7.1研宄结论
51
7.2展望 51
VI 参考文献 53
附录 57
&39;
M 59
攻读硕士期间的科研成果
61
VII
第1章绪论
第1章绪论
1.1研究背景
在经济、社会高速发展的今天,人才作为企业持久竞争力是组织长远发展的
关键,而其培养方式也越发受到企业关注,企业纷纷通过外培和内训的方式帮助
员工提高岗位胜任素质。但伴随着依靠外部培训为企业提供人才成本越来越高的
同时,外训己不能满足员工技能提升需求,越来越多的企业选择通过建立内训师
队伍的方式为员工提供系统的、针对性的培训。内部培训师(本文简称内训师)
作为企业内训工作的主体,是培训效果的重要保障,高素质的内训师队伍有助于
支撑企业战略实现并满足员工的内在需求
在组织层面,目前企业对内训师管理的工作内容集中在如何制定内训师选拔
标准,提高课程开发能力和授课技巧,如何进行考核评估、激励约束等问题。在
内训师层面,在培训过程中其本身也面临多种挑战,如课程内容缺乏与实际案例
的联系,内容过于理论化;培训手段和教学形式单一,不能有效调动参训人员的
积极性;自身缺乏自我提升的意识和能力等,这些问题都直接影响到了企业培训
的效果。因此,为满足企业长远发展及员工需求,建立一支卓有成效的内训师团
队势在必行,而如何将内训工作的各个机制有机结合起来,提高内训师队伍的胜
任能力,建立包含有选拔、培养、考核评估和激励等内容的内训师管理方案则是
其核心所在
SD某国有银行二级分行(下文称SDZG银行)作为国有银行在SD省的一家
地市级分行,其培训体系和理念保持了与上级行的一致性,继承和延续了高度重
视人才培养的传统,初步建立了一支内训师队伍,但在制度建设和内训师管理上
仍处于摸索和实践的阶段。优化和完善内训师管理方案是SDZG银行解决内训师
队伍培养及管理
==>>