I 摘要 随着我国市场经济的飞速发展和大数据时代的到来，现代化管理已逐渐走入 我国企业管理实践之中，也成为我国企业发展的必然趋势。而人才是企业竞争中 的核心资源，即人力资源的开发和使用程度将直接决定企业的核心竞争力。同时， 也是帮助企业达成战略目标的重要途径之一。企业可以通过两种途径提升人才质 量：外聘和内部培养。但是很多企业更偏向于外聘这一途径，民营企业尤其如此。 导致企业后续人才不足，人才管理缺乏持续发展竞争力。因此，提倡企业建立培 训体系，以及帮助企业建立富有竞争力的培训体系对于企业可持续发展是非常有 意义的事情。 本文以 A 公司为案例，通过问卷调查法和访谈法对该公司的培训管理现状进 行了分析，发现该公司非常不重视培训，导致培训课程体系设计、培训组织管理、 培训评估等都存在很大的问题，影响了员工素质的提升。本文认为，建立和完善 培训体系对于 A 公司的可持续发展具有重要意义。因此，笔者以国内外员工培训 的相关理论为基础，结合ADDIE系统培训模型，对A公司培训体系进行了再设计， 将员工培训提升到战略高度，以企业和员工共赢发展为目标，根据公司战略发展 需要设计员工培训课程体系，根据成人学习特点设计培训方式，根据 PDCA 管理 思路设计培训过程管理方案，并且提出分层级的培训评估措施。由于培训管理与 公司的其他管理体系密切关联，所以为了确保培训管理体系的实施效果，本文还 提出了一些必要的保障措施，包括高层的重视、学习型企业文化的建设、部门之 间的横向协调配合等。 笔者希望，通过本次分析和研究，帮助 A 公司构建一套适合的、科学的、合 理的员工培训培养体系，并有效推进，从而达到提升 A 公司管理水平，改善员工 职业素养和工作绩效，从而达到为企业发展提供有效智力支撑，助力 A 公司可持 续发展的目标。同时，也可以为同类中小型民营企业的员工培训、培养，打造企 业核心竞争力提供有价值的参考依据。 关键词：培训体系，优化设计，可持续发展，人力资源ABSTRACT II ABSTRACT With the rapid development of China's market economy and the arrival of the era of big data, modern management has gradually entered the practice of corporate management in China, and has become an inevitable trend of the development of Chinese enterprises. Talents are the core resources in enterprise competition, that is, the development and use of human resources will directly determine the core competitiveness of enterprises, and it is also one of the important ways to help enterprises achieve strategic objectives. Companies could improve the quality of talents through two ways: external recruitment and internal training. However, many companies are more inclined to adopt the external recruitment, especially for private companies, which further leads to a shortage of follow-up talents in the company, and the talent management of these companies lacks competitiveness for sustainable development. Therefore, it is of great significance to encourage enterprises to establish training systems and to help enterprises establish competitive training systems for sustainable development of enterprises. Taking Company A as the research example, this paper analyzes the current situation of training management in Company A through questionnaires and interviews. It is found that the company does not attach great importance to training, resulting in great problems in the design of training curriculum system, training organization and management, training evaluation, etc., which affect the improvement of the quality of the employees in the company. This paper holds that it is of great significance to establish and perfect the training system for the sustainable development of Company A. Therefore, based on the relevant theories of staff training in China and in overseas countries, and combined with ADDIE system training model, the author redesigned the training system of Company A to elevate the staff training to a strategic level, aiming at the win-win development of both company and its employee. Also, the staff training curriculum system is designed according to the strategic development needs of the company, the training methods are designed according to the learning characteristics of adults, the training process management scheme is designed according to PDCA management ideas and hierarchical training evaluation measure are proposed in this paper. Since training management is closely related to other management systems of theABSTRACT III company, in order to ensure the implementation effect of the training management system, this paper also puts forward some necessary safeguard measures, including attention need to be paid from the leadership, construction of learning company culture, horizontal coordination and cooperation between departments, etc. The author hopes that through this analysis and research, A company can be helped to build a suitable, scientific and reasonable staff training system and be promoted effectively, so that the management level of A company is improved and the employees’ professional quality and work performance can be improved. This system can provide effective intellectual supports for the development of enterprises and help the sustainable development of A company. At the same time, it can also provide a valuable reference for the employee training of the similarly small and medium-sized private enterprises and build the core competitiveness of enterprises. Key Words: Training system, Optimal design, Sustainable development, Human resource目录 IV 目录 第一章 绪论.................................................................................................................... 1 1.1 选题背景 ............................................................................................................ 1 1.2 研究的目的及意义 ............................................................................................ 1 1.3 研究思路 ............................................................................................................ 2 1.4 研究方法 ............................................................................................................ 3 1.4.1 问卷调查法 .............................................................................................. 3 1.4.2 访谈法 ...................................................................................................... 3 1.5 本论文的主要贡献 ............................................................................................ 3 1.6 论文的研究框架 ................................................................................................ 3 第二章 培训的相关理论概述........................................................................................ 5 2.1 培训的相关概念 ................................................................................................ 5 2.1.1 培训的定义及内涵 .................................................................................. 5 2.1.2 培训管理的定义及内涵 .......................................................................... 6 2.1.3 培训的基本原则 ...................................................................................... 6 2.1.4 培训的内容 .............................................................................................. 7 2.1.5 培训的流程 .............................................................................................. 8 2.2 企业培训体系 .................................................................................................... 9 2.2.1 培训体系的概念 ...................................................................................... 9 2.2.2 培训体系的内容 .................................................................................... 10 2.3 国内外培训相关理论概述 .............................................................................. 10 2.3.1 学习型组织理论 .....................................................................................11 2.3.2 基于 ADDIE 模型的系统培训理论.......................................................11 2.3.3 人力资本培训理论 ................................................................................ 12 2.3.4 成人学习理论 ........................................................................................ 13 2.3.5 其他培训相关理论概述 ..........................................................