I 摘要 2020年，国家电网公司确定最新的战略目标为建设具有中国特色国际领先的 能源互联网企业。而国家电网公司对地市级供电公司兼职培训师的管理，仍在执 行2014年管理制度，并不能达到良好的指导效果。在全新的战略目标、相对滞后 的管理制度和H供电公司发展现状等背景的影响下，提升兼职培训师队伍建设水 平成为亟待研究和解决的课题。 本文以国家电网H供电公司为研究对象，探索建立与H供电公司兼职培训师 队伍建设更加匹配的胜任力模型。首先，以国内外培训理论为研究基础，对H供 电公司兼职培训师队伍的现状进行深入分析。其次，通过问卷调查法、访谈法和 实地调研法，挖掘H供电公司兼职培训师队伍在遴选与认证环节、聘用与培养环 节、激励与考核环节存在的问题及原因。最后，运用胜任力模型理论，并对胜任 力模型进行优化，为兼职培训师队伍建设与优化提出了问题解决方案。在遴选与 认证环节，提出以打通人才队伍建设与兼职培训师队伍关联建设通道、注重高端 人才培养、建立师资力量共享平台、建立“双挂”师资培养机制的方式优化兼职 培训师各层级、各专业的人员结构；采取“以赛促培”的方式提升兼职培训师认 证通过率，从而达到扩大兼职培训师数量规模的目的。在聘用与培养环节，以问 卷调查结果为基础，优化能力素质模型的素质指标；通过建立具备培养目标、培 养原则和培养内容的培养体系提升兼职培训师能力提升。在激励与考核环节，通 过改进现有培训评估模式提升培训评估有效性；加强考核评估与激励的联系提升 兼职培训师进阶主动性，建立正负向结合的激励机制，以明确兼职培训师业绩考 核在多重职业通道中的加权比重、细化兼职培师课酬执行标准对兼职培训师实施 正向激励，以增加强制退出机制对兼职培训师实施负向激励，落实更具合理性的 激励措施。本文不仅为H供电公司兼职培训师队伍建设与优化提出合理化建议， 也为国家电网公司地市级公司的内部培训管理给提供有益借鉴。 关键词：胜任力；兼职培训师；队伍建设；管理优化 Abstract II Abstract In2020,theStateGridCorporationofChinahasdeterminedthelateststrategic goaltobuildaninternationalleadingInternetenterprisewithChinesecharacteristics. However,StateGridCorporation'smanagementofpart-timetrainersin prefecture-levelpowersupplycompaniesisstillimplementingthe2014management system,whichfailstoachieveagoodguidanceeffect.Undertheinfluenceofthenew strategicobjectives,therelativelybackwardmanagementsystemandthedevelopment statusofHPowerSupplyCompany,ithasbecomeanurgenttopictostudyandsolve toimprovetheconstructionleveloftheteamofpart-timetrainers. TakingHPowerSupplyCompanyofStateGridastheresearchobject,thisthesis explorestoestablishacompetencymodelthatismoresuitablefortheconstructionof thepart-timetrainerteamofHPowerSupplyCompany.Firstly,basedontheresearch oftrainingtheoryathomeandabroad,withthestateoftheHpowersupplycompany part-timetrainerteamforfurtheranalysis.Then,throughquestionnairesurvey, interviewandfieldresearch,theproblemsexistingintheselectionandcertification, employmentandtraining,incentiveandassessmentofthepart-timetrainerteamofH PowerSupplyCompanyareexplored,andthereasonsbehindtheproblemsare discussed.Finally,thecompetencymodelisoptimizedbycompetencymodeltheory, andasolutionisproposedfortheconstructionandoptimizationofthepart-time trainerteam.Inthelinkofselectionandcertification,itisproposedtooptimizethe personnelstructureofvariouslevelsandspecialtiesofpart-timetrainersbyopening thechanneloftheconstructionoftalentteamandtheconstructionoftheassociation ofpart-timetrainers,payingattentiontothecultivationofhigh-endtalents, establishingthesharingplatformofteachers,andestablishingthe"double qualification"teachertrainingmechanism.Inordertoexpandthenumberandscaleof part-timetrainers,weshouldadoptthemethodof"promotingtrainingthrough competition"toimprovethepassingrateofpart-timetrainers'certification.Inthe recruitmentandtraininglink,basedontheresultsofthequestionnairesurvey,the competencyindexofthecompetencymodelwasoptimized.Enhancetheabilityof part-timetrainersbyestablishingatrainingsystemwithtrainingobjectives,principles andcontent.Inthelinkofincentiveandassessment,theeffectivenessoftraining Abstract III evaluationisimprovedbyimprovingtheexistingtrainingevaluationmode. Strengthenassessmentassessmentandincentivestopromotecontactpart-timetrainer advancedinitiative,establishthecombinationofpositiveandnegativetotheincentive mechanism,inordertomakeclearapart-timetrainerperformanceinaweighted proportionofthemultipleprofessionalchannel,refined,part-timebakersdollars standardstoimplementpositiveincentivesforpart-timetrainer,toincreasethe compulsorywithdrawalmechanismforpart-timetrainernegativeincentives, incentivestocarryoutthemorerational.Thisthesisnotonlyputsforwardreasonable suggestionsfortheconstructionandoptimizationofthepart-timetrainerteamofH PowerSupplyCompany,butalsoprovidesbeneficialreferencefortheinternal trainingmanagementoftheprefecture-levelcompaniesofStateGridCorporationof China. Keywords:Competency;Part-timeTrainer;Teambuilding;Management optimization 目录 IV 目录 摘要.................................................................................................................................I Abstract..........................................................................................................................II 第1章绪论..................................................................................................................1 1.1研究背景............................................................................................................1 1.2研究意义............................................................................................................2 1.2.1理论意义....................................................................................................2 1.2.2现实意义....................................................................................................2 1.3国内外研究现状................................................................................................3 1.3.1国外研究现状............................................................................................3 1.3.2国内研究现状............................................................................................5 1.3.3文献评述....................................................................................................7 1.4研究内容及方法................................................................................................8 1.4.1研究内容....................................................................................................8 1.4.2技术路线....................................................................................................8 1.4.3研究方法....................................................................................................9 第2章相关理论基础概述........................................................................................11 2.1企业培训师概念..............................................................................................11 2.2培训队伍管理理论..........................................................................................11 2.2.1胜任力的概念..........................................................................................11 2.2.2胜任力模型的概念..................................................................................12 2.2.3初步建立理论意义上的兼职培训师胜任力模型..................................14 2.3培训结果评估理论..........................................................................................15 2.4相关理论评述..................................................................................................16 2.5本章小结..........................................................................................................17 第3章国网H供电公司兼职培训师队伍管理现状...............................................18 3.1H供电公司概况...............................................................................................18 3.2H供电公司培训组织工作现状.......................................................................18 3.2.1培训管理工作的管理部门及职责..........................................................18 3.2.2H供电公司培训管理组织结构图...........................................................18 目录 V 3.2.3现有培训资源.................