随着世界进入知识经济时代，企业的竞争从过去的实物资本竞争转向人力资本竞 争。在“利率市场化，金融脱媒，互联网金融和金融监管”等日趋复杂的银行业竞争 格局中，高素质人才是银行实现可持续发展的核心力量。 HS 银行作为区域性商业银行的领先者，勇于创新，自 2015 年起开始着手建立全 行的人才培训体系。但随着 HS 银行的经营规模的迅速扩张，人才缺乏、人员素质不 高与业务发展之间不匹配的矛盾凸显出来，成为了制约 HS 银行未来发展的短板。尤 其是在基层柜员培训方面，存在着培训形式单一、培训内容针对性差、培训考核形式 主义严重等方面的问题。 本文首先采用理论分析法介绍了员工培训相关理论和 HS 银行基本情况及 HS 银 行基层柜员培训情况，然后，通过问卷调查的方法和实地调研的方式，分析了 HS 银 行基层柜员的当前培训情况。找出 HS 银行基层柜员培训体系存在的问题并分析原 因，结合 HS 银行发展规划与柜员个人职业发展规划，提出了优化完善基层柜员培训 体系基本思路和原则，从明确培训需求、优化培训实施过程、健全培训评估制度等方 面提出了优化措施，对 HS 银行基层柜员培训课程内容进行了丰富和细化，提出加大 网络培训平台使用率，加大培训讲师队伍建设，完善培训师管理制度。最后通过提高 管理层对培训的重视程度、完善培训硬件设施、健全相关机制为基层柜员培训体系优 化提供实施保障。 通过本文的研究，希望优化 HS 银行基层柜员培训体系，能够为 HS 银行业务持续 健康发展奠定基础、储备人才。同时希望通过对 HS 银行基层柜员培训体系的优化研 究，对区域性商业银行的基层柜员培训体系建立和培训工作的促进起到一定的作用。 关键词：HS 银行；培训体系；人力资源I ABSTRACT As we enter in the the knowledge economy era, the competition of enterprises changes from physical capital to human capital. In the increasingly complex banking industry competition pattern, such as interest rate marketization, financial disintermediation, internet finance and financial supervision, high-quality talents are the core competence for banks to achieve sustainable development. As the leader and innovator of regional commercial banks, HS Bank has started to establish a talent training system for the whole bank since 2015. However, with the rapid expansion of HS Bank's operation scale, the contradiction of mismatching between the lack of talents, the low quality of personnel and the business development has become prominent. The contradiction has become a short-term which restrict the future development of HS Bank. Especially in the training of front-line tellers, there are kinds of problems such as monotony in training form, poor pertinence in training content and serious formalism in training assessment. In this paper, the writer firs introduces the research background, describes the basic situation of HS Bank and the training system of the front-line tellers of HS Bank by using theoretical analysis method. Then the writer finds out the existing problems of the bank teller training system, analyzes the causes of these problems in the combination of actual situation and proposes an optimized scheme and implementing guarantee by using questionnaire survey method and on-the-spot observing method. To solve the above problems, the writer puts forward the basic ideas and principles of optimizing and perfecting the front-line teller training system combined with the HS Bank development plan and the personal career development plan of the tellers. The writer proposes optimized measures in the aspects of clarifying training requirements ， optimizing training implementation and assessment methods, and enriching training assessment methods. It is proposed to enrich and refine the training course for the front-line tellers of HS Bank, increase the utilization rate of the network training platform, increase the construction of training instructors, and improve the trainer management system. Finally, the writer puts forward the supporting measures for the implementation of the optimization scheme, such as increasing the management's emphasis on training, improving the training hardware facilities, and perfecting relevant mechanisms. Through this research，it is hoped to optimize the front-line teller training system ofII HS Bank, lay a foundation and reserve talents for the sustainable and healthy development of HS Bank. At the same time, it is hoped that through the research of the HS Bank front-line teller training system, it will play a certain role in the establishment and training of the front-line teller training system of regional commercial banks. KEYWORDS: HS Bank; training system; human resource1 目 录 第一章 绪论...................................................................................................1 第一节 选题背景 ················································································ 1 第二节 研究目的与意义········································································ 1 第三节 国内外研究现状········································································ 2 第四节 研究内容 ················································································ 3 第五节 研究思路与方法········································································ 4 第二章 员工培训的基本理论 ····················································5 第一节 员工培训体系的内容架构···························································· 5 一、培训需求确定 ············································································· 5 二、培训计划拟定 ············································································· 5 三、培训活动实施 ············································································· 5 四、培训总结评估 ············································································· 6 第二节 培训的方法 ············································································· 6 一、讲授法 ······················································································ 6 二、视听技术法 ················································································ 6 三、案例研讨法 ················································································ 7 四、角色扮演法 ················································································ 7 五、网络培训法 ················································································ 7 六、工作轮换法 ················································································ 8 第三章 HS 银行基层柜员培训体系现状及分析······························9 第一节 HS 银行基本情况······································································ 9 第二节 HS 银行基层柜员培训现状·························································10 一、HS 银