企业的竞争优势不仅作为实现改革发展战略转变的基本保障,同时也依靠庞
大的人力资源来获得竞争的有利地位,企业想要获得长久的可持续发展,就必须
持续发展企业人才资源,只有这样才能够在竞争激烈的市场中立足
当前,人才培养作为企业提髙竞争优势的主要手段,企业的发展离不开人力
资源培训,实践理念显得极其重要。企业员工素质以及专业技能的提髙是实现员
工与企业获得同步发展的关键所在
此次论文则以绪论、正文、结论以及展望作为主要结构进行撰写,通过对正
文进行详细的划分和阐述,结合以往的相关理论综述、针对现状进行深入分析,
探讨企业现如今所处阶段面临的一些重大难题,根据经验设计并制定出一套能够
符合企业发展的人才培养模式,发现具体问题完成实时优化
整篇文章是以L供电公司基层员工为研宄对象,针对当前电力体制改革过程
中出现的影响人才发展的现象,给出五项培养模式,同时,还针对员工培训的方
式、过程以及保障的相关需求进行分析,实施“金种子”新入职员工培训、“师
带徒” “兼职培训师”培养等方式优化。结合“网络大学”和实训基地实战,对
日常培训和行动学习开发等培训过程优化,做到企业员工快速成长成才,提升企
业人才竞争力。通过査阅文献、人物访谈、问卷调查以及经典案例分析,优化措
施,解决了 L供电公司当前存在的人才流失,技能型、管理型和领军型人才不足
的现状,有利于提高企业员工的素养和职业技能,加强企业核心优势。本文的最
后通过分析经典案例,为L供电企业培养出具备良好职业素质的基层员工的方案
提供宝贵意见
通过本文的分析论述,L供电公司开展员工培训优化设计,分层分类分岗位制
定人员需求计划,建立“人人都是人才、人人皆可成才”的价值观理念,树立任
人唯才的人才管理思路,让员工在企业发展中成才,发挥应有的社会价值
关键词:电力体制改革员工培训人才培养
I Abstract
At present, in terms of the direction of the national reform and development, the
state grid in the core position in the power industry is gradually decreased, its existing
business development mode has also been bigger impacted.
With the deepening of electric power system reform, state grid corporation of a
strong three-excellent modem enterprise blueprint has been basically completed, in
order to keep the enterprise a core competitive ability in the tide of reform, improving
the enterprise&39;s core competitive ability is essential to improve the quality of the staff,
and as one of the six modules of human resource, management training is of great help
to improve the quality of the staff.
The competitive advantage of the enterprise can help not only realize enterprise
reform and development of strategic shift but develop competitive advantages relying
on the competition of human resources. Only in this way can maintain the human
resources competitiveness, and sustainable development.
Enterprise human resources training is the main means of building up the
enterprise core competitive ability. In the modem society today, the development of
market economy, enterprise human resoxirces training has a particularly important role
in the development of enterprises. Not only it can meet the training, improve the
professional quality of employees, but also can be realized by enhancing the staffs
ability of the staff and the enterprises grow up together.
The structure of this article can be divided into four parts: the introduction, body,
conclusion and prospect of three most, The body part is divided into five parts: the
theory review, the present situation analysis, finding out the current problems existing
in the enterprise, and carrying on the design of training mode, and according to the
problems, complete the design process for optimization analysis.
The Entire article puts the grass-roots employees in a power supply company for
the research object. In view of the phenomenon of talent development emerging from
the current electric power system reform, we put forward the five kinds of enterprise
staff training mode designs. Meanwhile, based on staff training methods, training
process, training secvirity aspects of requirements analysis, implementation of the
III
golden seed new recruits training, apprenticeship system part-time trainer
cultivation methods such as optimization. Combining network university and practice
base of actual combat, the daily traiiiing and action learning development process
optimization, do employees grow up quickly, improve enterprise talent competitiveness.
The whole process refers to literature research, questionnaire, interview and case
analysis method and the data. These implementation of measures can solve the power
supply company existing L brain drain, skilled, managed and Leading talent shortage of
the status quo, and enhance the employees1 personal quality and ability and enterprise&39;s
core competitiveness. Finally, based on the case analysis, we give advice on the
improvement L power supply company grass-roots staff training effect optimization
suggestions.
Through the analysis of this article, L power supply company carries out the
optimization design staff training, hierarchical classification points post personnel
demand plan, adapts to the changes in the system reform quicklyfurther promotes
values, everyone can become fiirther establishment meritocracy, be open to talent
management mechanism, let employees develop in the development of enterprise
success, play their social value,and create a positive, a strong three-excellent modem
enterprise for the company goal.
Keywords : Reformation of electric power system; Staff training; Personnel
training
IV 目录
m m i
Abstract Ill
m-M
:
i
U研究的背景1.1.1现实需求1-1.2现实背景1.1.3研宄意义1.2国内外研宄现状评述1.2.1国外研宄现状1.2.2国内研宄现状1.3本文框架结构与研宄的思路
.ti1.4本文研宄的方法及创新点第二章人力资本相关理论综述2.1人力资源管理相关概念2.2人力资本的相关理论2.2.1社会学习理论2.2.2学习型组织理论2.2.3员工培训理论2.2.4企业大学概念2.2.5企业人才当量理论第三章电力体制改革对供电企业员工培训的影响3.1体制改革下电力市场的变化3.2体制改革给企业员工造成的风险3.3体制改革给电力企业人才带来的危机3.4企业员工培训开发需要进一步开拓
23
第四章L供电公司员工培训的培训需求
26
4.1 L供电公司企业概况
26
4.2 L供电公司人力资源现状
26
V 4.3 L供电公司员工培训需求
28
第五章L供电公司员工培训模式设计
30
5.1基于全过程轮训的新员工培训模式
30
5.2基于“传帮带”式的分层拔高培训模式
31
5.3基于“网络+实体”渐进式的综合实训模式
33
5.4基于“360闭环”式的培训评估模式
34
5.5基于“文化驱动”式的激励培训模式
35
第六章L供电公司员工培训优化
36
6.1员工培训方式优化
36
6.1.1 “金种子”新入职员工培训模式优化
36
6.1.2 “师带徒”培训模式优化
38
6.1.3 “企业兼职培训师”人才培养
40
6.2培训过程优化
41
6.2.1 “网络大学”综合型培训模式优化
41
6.2.2创新实训室的“实战式”培训模式优化
42
6.2.3 “班组大讲堂”日常培训模式优化
44
6.2.4行动学习课题开发模式优化
45
6.3培训保障措施优化
48
6.3.1人才年度评价模式优化
48
6.3.2系统内公开竞聘模式优化
49
6.3.3 “上挂下派”人才交流模式优化
50
第七章结论与展望
52
7.1结论 52
7.2展望 52
轉&献 54
SC m 58
在学期间发表的学术论文和参加科研情况
60
VI
第一章绪论
第一章绪论
1.1研究的背景
1.1.1现实需求
在经济市场全球化的大背景下,企业参与市场竞争的优势,归根到底是企业
发展的潜在能力,而人才作为企业发展必不可少的保障,是企业的第一资本。正
如一句古语“得民心者得天下”,企业必须通过持续地引进人才、培训人才、开
发人才,并制定激励政策,方能扩展自身的人力资源,加强“以人为本”这一思
想意识,提升自身在市场激烈竞争中优势。在人力资源开发和利用的所关心的不
再是土地、厂房、机器和
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