ZX汽车服务公司售后技术人员培训体系优化研究 伴随着我国社会与经济的不断发展，居民家庭收入持续的增加，梅赛德斯-奔驰汽 车作为世界豪华品牌也在逐渐走进百姓的家庭。由于目前汽车市场发展逐步成熟，以 及对汽车行业售后技术人才的迫切需求，各大汽车企业纷纷从长远发展的角度出发， 实施一系列有针对性的培训活动，以提升售后技术人员的综合实力，最大程度的挖掘 和发挥售后技术人员的价值，努力实现售后技术人员的技能素养和公司发展战略的目 标保持一致。 利星行集团是一家跨国公司，总部设在香港，其五大业务遍及多个发展迅速的市 场，其中包括在东北亚地区分销奔驰、保时捷、克莱斯勒、吉普车及微型汽车等高端 汽车在重型机械方面也很出色，同时还经销各种卡特彼勒产品。ZX汽车服务公司是其 全资子公司，作为汽车经销商，在当前的市场环境下，公司的主要盈利之一来源于售 后服务部门，而售后服务部门的核心竞争力依赖于售后技术人员是否有足够的知识储 备、高超的技术能力、以及专业素养等。本文从ZX公司售后技术人员培训体系的实际 情况出发，运用多种方法，针对ZX公司售后技术人员的培训体系现状进行分析研究， 归纳了当前培训体系中存在的不足之处，同时也提出了新的优化培训体系设计方案， 为培训工作提供相关的保障。 ZX公司按照不同业务划分为14个部门，售后技术人员在公司中占有一定的人数比 例，按照奔驰厂家认证的级别区分为系统技术人员和诊断技术人员。在售后技术人员 体系中由于相关学历构成、年龄层次以及认证情况的参差不齐，导致现有的公司售后 技术人员培训体系存在一些问题。我们依据相关的培训理论，以问卷调查、访谈等方 法进行统计和分析，同时结合ZX公司培训体系的实施现状以及相关考核标准进行总结， 发现培训体系中存在的具体问题主要有以下几个方面：公司现行的年度培训计划没有 系统性的设计方案，缺乏系统性、售后技术人员开展培训工作时，没有培训前的需求 评估，采取统一授课方式，缺乏针对性、以及没有专业的团队负责培训工作实施等。 经过对这些问题的分析，本文也提出了针对性的解决措施，制定了培训体系优化的原 则并以此为基础设置了培训需求、培训过程分析与计划、以及培训效果评估，同时提 出了具体的保障措施构建优化的培训体系框架，以促进ZX公司售后技术人员培训体系 顺利实施，实现售后技术人才的综合素质的提升以及企业竞争力的不断增强等。 II 关键词： 售后技术人员，培训体系，培训效果评估 III Abstract Research on the Technical Staff of Customer Service Department Training System of Qingdao ZX Automobile Service Co., Ltd With the continuous development of China's society and economy and the continuous increase of household income, Mercedes Benz, as a world luxury brand, is gradually entering the family of the common people. Due to the development of the automobile market and the urgent demand for after-sales technical personnel in the automobile industry, major enterprises have implemented a series of targeted training activities to improve the comprehensive strength of after-sales technical personnel, cultivate and play the value of after-sales technical personnel to the greatest extent, and strive to achieve the technical literacy of after-sales technical personnel In line with the company's development strategy. Lei shing hong group is is a multinational company headquartered in Hong Kong. Its five major businesses cover a number of fast-growing markets, including the distribution of Mercedes Benz, Porsche, Chrysler, Jeep and minicar in Northeast Asia, which are also excellent in heavy machinery, as well as various caterpillar products. ZX automobile service company is its wholly-owned subsidiary, As an automobile dealer, in the current market environment, one of the company's main profits comes from the after-sales service department, and the core competitiveness of the after-sales service department depends on whether the after-sales technical personnel have enough knowledge reserve, superb technical ability, and professional quality. Based on the actual situation of ZX company's after-sales technical personnel training system, this paper analyzes and studies the current situation of ZX company's after-sales technical personnel training system by using various methods, sums up the shortcomings of the current training system, and puts forward a new optimization training system design scheme to provide relevant guarantee for the training work. ZX company is divided into 14 departments according to different businesses. After sales technicians account for a certain proportion of the number of people in the enterprise. According to the certification level of Mercedes Benz manufacturer, ZX company is divided into system technicians and diagnostic technicians. In the after-sales technical personnel system, there are some problems in the existing after-sales technical personnel training system due to the uneven education level, age level and certification. According to the relevant training theory, we make statistical analysis by means of questionnaire survey, IV interview, etc., and at the same time summarize the implementation status of ZX company's training system and relevant assessment standards. We find that the specific problems of the training system are as follows: the current annual training plan of the company has no systematic design scheme, lacks systematic and after-sales technical personnel to carry out exhibition and training During the training, there is no pre training needs assessment, unified teaching method, lack of pertinence, and no professional team responsible for the implementation of the training. Through the analysis of these problems, this paper also puts forward the targeted solutions, establishes the principles of training system optimization, and sets up the training needs, training process analysis and plan, and training effect evaluation on this basis. At the same time, it puts forward specific safeguard measures to build an optimized training system framework, so as to promote the smooth implementation of the after-sales technical personnel training system of ZX company, To realize the promotion of the comprehensive quality of after-sales technical talents and the continuous enhancement of the competitiveness of enterprises, etc. Keywords: After sales technical personnel, Training system, Training effect assessment, V 目 录 第1章 绪论 ...................................................................................................... 1 1.1 研究背景 .................................................................................................. 1 1.2 选题意义 .................................................................................................. 2 1.3 研究内容与论文框架 .............................................................................. 3 1.4 研究方法 .................................................................................................. 6 第2章 相关理论基础 ...................................................................................... 7 2.1 相关概念界定 .......................................................................................... 7 2.1.1 员工培训的含义 ................................................................................ 7 2.1.2 员工培训体系的含义 ........................................................................ 7 2.2 员工培训体系构成 .................................................................................. 8 2.3 员工培训实施流程 .................................................................................. 9 2.4 员工培训效果评估 .................................................................................. 9 第3章 ZX公司售后技术人员培训体系现状分析 ..................................... 10 3.1 公司及其售后技术人员概况................................................................ 10 3.1.1 公司概况 .......................................................................................... 10 3.1.2 售后技术人员概况 .......................................................................... 11 3.2 售后技术人员培训体系现状概述 ....................................................... 14 3.3 售后技术人员培训体系存在的问题调查 ........................................... 16 3.3.1 问卷调查 .......................................................................................... 16 3.3.2 访谈调查 .............................................