摘要
摘要
近年来，信托行业整体呈现出高速发展趋势，2019年信托资产管理规模达
到二十二万亿元，在银行、证券、信托、保险四大金融行业中成为仅次于银行
的第二大金融发展支柱。随着去通道、去嵌套和打破刚兑等金融监管政策落实，
监管机构、市场都在逼着信托公司转型，各家信托公司信托业务逐步开始回归
本源业务，向创新业务转型，信托行业从发展快车道逐步进入追求行业高质量
的发展通道。如今的信托行业挑战和机遇并存，人才必然是构建核心竞争力的
必要战略资源，是推动业务创新、行业变革的关键。员工培训对于一家优秀的
企业的人才管理和人才队伍建设都是不可缺少的重要部分。高效科学的培训，
可以帮助员工具备多元化的知识体系，从而提高开展业务的能力和职业素质，
满足市场对信托公司专业度的需要，提升委托人和受益人对于信托公司的信任
度和满意度，为受益人创造更多的经济效益。此外，培训可以提升员工综合素
质与能力，使企业的员工人力资本得到不断增值，助力企业实现战略发展长期
目标。
A信托公司是一家综合服务类信托公司。如今，A信托公司构建了扁平化的
组织结构，打造了高素质、高学历、年轻化、专业化的信托人才队伍。信托经
理作为公司发展的核心力量，信托经理人数占比达 50%左右。当前 A信托公司
综合实力处于行业中下游地位，又面临着与行业内头部信托公司的激烈竞争与
转型压力，公司急需完善人才培养体系，推动人才的持续发展。
本文以 A信托公司信托经理为研究对象，研究如何完善和优化一套适用于
A信托公司发展的完整培训体系，结合A信托公司的公司战略规划、发展现状、
人力资源管理现状、培训体系现状等综合分析，借助问卷调查法、访谈法、文
献研究等研究方法，分析得到现阶段培训体系中存在培训目标未与战略相结合，
缺乏有效的信托经理需求分析，信托经理课程内容不够完善，师资力量不足，
信托经理的培训效果评估不合理等问题，并探究其原因。理论层面以学习型组
织理论、胜任力模型理论、人力资本理论、柯氏四级评估法为支撑，结合A信
托公司实际情况，从培训体系优化的目标与原则、具体内容上进行优化，提出
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摘要
了以培训保障、培训资源、培训管理和培训运营为主的培训体系优化内容和可
落地的实施策略及保障措施，以此推进A信托公司信托经理培训工作的有效开
展和培训精细化管理。通过进一步提高信托经理人才队伍质量，促进A信托公
司业务转型发展，有助于实现A信托公司的战略目标。
关键词：信托；信托经理；培训体系；优化
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Abstract
Abstract
In recent years, the trust industry has shown a rapid development trend. In 2019,
the scale of trust assets under management reached 22 trillion yuan, becoming the
second largest pillar after banks among the four major financial industries. With the
implementation of financial regulatory policies such as de-channeling, de-nesting,
and breaking of just-dated exchanges, regulators and the market are forcing trust
companies to transform, and the trust asset management business has gradually begun
to return to its origins. In today's trust industry, both challenges and opportunities
coexist. Talents must be a necessary strategic resource for building core
competitiveness and the key to promoting business innovation and industry change.
Employee training is an indispensable part of the talent management and talent team
building of an excellent enterprise. Efficient and scientific training can help
employees to have a diversified knowledge system, thereby improving the ability of
business development and professional professional quality, meeting the market's
demand for the professionalism of trust companies, and enhancing the trust and
beneficiaries of trust companies and trust companies. satisfaction and create more
economic benefits for the beneficiaries. In addition, training can improve the
comprehensive quality and ability of employees, so that the human capital of the
company's employees can be continuously increased, and the company can help the
company achieve long-term strategic development goals.
Founded in 1991, A Trust Company is a comprehensive service trust company.
Today, A Trust Company has built a flat organizational structure and built a
high-quality, highly educated, young and professional trust talent team. As the core
strength of the company's development, trust managers account for about 50%. At
present, the comprehensive strength of A Trust Company is in the middle and lower
reaches of the industry, and it is facing fierce competition and transformation pressure
with the leading trust companies in the industry. The company urgently needs to
establish a complete talent training system to promote the sustainable development of
talents.
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