I 摘要 随着我国城镇化的持续推进，房地产行业迎来了发展的黄金时期，伴随着政府不 断从政策、法规、金融杠杆等方面调控，地产行业增速明显放 缓，利润也越来越单薄， 去杠杆的压力陡增，房地产企业之间的竞争和整合也进一步加剧。现在房企之间的竞 争已经从单纯的比拼财务等资源的优劣转变为企业的人力资源的竞 争，企业想要在激 励的竞争中处于优势地位，需要有足够多的优质人力资源。只有以企业的发展战略目 标为导向，构建以战略为导向的培训体系来不断提高员工的知识和技能结 构以满足企 业发展需要。 W公司是安徽本土一家以房地产开发为主集团公司，旗下业务涉及地产开发、创 新金融、产城运营等领域。近年来随着房地产市场的火爆，规模快速扩 大，以往“重 开发轻管理”的发展模式所带来的问题愈发明显，如员工流失较大、高素质职业经理 人匮乏，人均效能较低等，难以满足当前公司“高周转”的发展策略。 本文以 W公司作为研究对象，通过系统梳理国内外关于战略导向培训的相关文献 和理论知识，基于问卷调查和访谈的调研结果，挖掘出W公司培训存在着缺乏战略指 导、培训体系不健全 、培训课程体系缺乏前瞻性以及培训评估缺乏等问题，并根据W 公司的发展战略和人力资源战略，构建以战略为导向的培训体系。W公司战略导向的 培训体系构建主要从W公司培训 需求分析、W公司培训计划制定、W公司培训运作实 施、W公司培训效果评估和W公司培训成果转化等五个方面进行构建研究，并从培训 制度保障、文化保障、职权保障和资源支持 保障等四个方面进行实施的保障研究。同 时，战略导向培训体系构建中要以企业发展战略为基础，最大化发挥培训对企业发展 的作用，另外重视培训需求分析以及培训效果评估 以确保培训目标的达成。 通过构建W公司战略导向的培训体系，进一步提升W公司的培训效果，提高员工 的素质和技能，满足W公司不同发展阶段对优质人力资源的需求，进而提升 W公司的 整体竞争力，最终实现W公司的战略发展目标。 关键词：战略导向；企业战略；培训体系 Abstract II ABSTRACT With the continuous promotion of China's urbanization, the real estate industry has ushered in a golden period of development, with the continuous regulation and control of the government from the aspects of policies, regulations and financial leverage, the growth rate of the real estate industry has slowed down obviously, the profit has become thinner and thinner, the pressure of deleveraging has increased sharply, and the competition and integration among real estate enterprises have further intensified. Now the competition between real estate enterprises has changed from the simple competition of financial resources and other resources to the competition of human resources of enterprises. If enterprises want to be in an advantageous position in the incentive competition, they need to have enough high-quality human resources. Only guided by the strategic goal of enterprise development, by constructing a strategy oriented training system, the knowledge and skills structure of employees can be continuously improved to meet the needs of enterprise development. Company W is a comprehensive group company mainly engaged in real estate development business in Anhui Province. Its business involves real estate development, innovative finance, industrial city operation and other fields. In recent years, with the booming of the real estate market and the rapid expansion of its scale, the problems brought by the previous development mode of "emphasizing development and neglecting management" have become more and more obvious, such as large staff turnover, lack of high-quality professional managers and low per capita efficiency, which are difficult to meet the current company's "high turnover" development strategy. This paper takes company W as the research object, systematically sorts out the relevant literature and theoretical knowledge of strategic oriented training theory at home and abroad, and based on a large number of data from questionnaire survey and interview, found that there are some problems in the training of W company, such as the lack of strategic guidance, the imperfect training system, the lack of forward-looking training curriculum system and the lack of training evaluation .According to the development strategy of company W and the human resource development strategy of W company. The paper puts forward the construction of company W strategic oriented training system. The Abstract III construction of company's strategic oriented training system mainly includes two parts: company's W training implementation process system and company's W training implementation guarantee system. The company's W training implementation process system is mainly discussed from five aspects: W company's training demand analysis, company's W training plan formulation, company's W training operation implementation, company's W training effect evaluation and company's W training achievement transformation In addition, the implementation guarantee system of strategic oriented training of company W is mainly constructed from four aspects: training system guarantee, culture guarantee, authority guarantee and resource support guarantee. Through the research on the construction of company's W training system, this paper constructs a strategic oriented training system for company W, further improves the training effect of company W, improves the quality and skills of employees, meets the needs of high-quality human resources in different development stages of company W, and then improves the overall competitiveness of W company, and finally realizes the strategic development of company W Exhibition objectives. KEYWORDS: Strategy Oriented; Corporate Strategy; Training System 目录 IV 目 录 第一章 绪论 ................................................. 1 第一节 研究背景与意义 .............................................................................................................. 1 一、研究背景 ............................................................................................................................... 1 二、研究意义 ............................................................................................................................... 1 第二节 国内外文献综述 .............................................................................................................. 2 一、国外文献综述 ...................................................................................................................... 2 二、国内文献综述 ...................................................................................................................... 4 三、文献评述 ............................................................................................................................... 5 第三节 研究内容与方法 .............................................................................................................. 6 一、研究内容 ............................................................................................................................... 6 二、研究方法 ............................................................................................................................... 7 第二章 相关概念与理论基础 ................................... 8 第一节 相关概念 ........................................................................................................................... 8 一、培训体系 ............................................................................................................................... 8 二、战略导向的培训体系 ........................................................................................................ 8 第二节 理论基础 ........................................................................................................................... 9 一、员工培训理论 ...................................................................................................................... 9 二、战略导向的培训体系理论 ............................................................................................ 12 目录 V 第三章 W公司培训现状诊断分析 ...........