基于胜任力模型的HF公司区域经理培训体系优化研究
摘要
当前，我国经济的发展速度放缓，“高质量发展”成为新时期经济发展的目标。
尤其是在国家大力提倡发展民营经济和鼓励自主创新的背景下，企业既面临机遇，更
面临挑战。如何化危为机、转危为安？人才是最为关键的因素之一。企业要秉持人才
是第一生产力的理念，建立和优化员工培训体系，强化技能培训、岗位培训、素质培
训。通过有目的的培训员工，提升企业员工素质，提高人力资源建设水准，提升行业
发展水平。
本文研究的对象是企业中“区域经理”群体，其职能涉及市场的拓展、销售的
布局、管理的分工等，是企业为了扩大市场占有率和掌控力而设置的岗位，是按照
区域设置的超级经理。本文研究目的是通过专业培训帮助解决这一群体存在的“岗
位胜任力与市场需求不匹配不充分”的问题。本文依托一家已上市的生产型民营企
业，其技术、产品皆已达到行业领先，但市场占有率并未形成绝对优势。笔者对比
了行业发展优势和人才力资源短板，将研究重点确定为通过有效的专岗培训提升关
键岗位的胜任力。
本文采用了文献研究法、问卷调查法、行为事件访谈法等研究方法，对HF公
司区域经理培训现状进行了全面分析，建立了基于胜任力模型的针对性专岗培训体
系。首先，通过问卷调查发现HF公司没有针对区域经理的专岗培训，现有的培训
是按照人员进入公司的不同时段划分的，没有突出特殊性和人岗匹配性，不能满足
现实需要。其次，基于胜任力模型、冰山模型理论，参考区域经理岗位“平时 +定
期”的考核结论，同时征求部门领导和公司高层意见，得出“业绩较为优秀的区域
经理和业绩一般的区域经理”之间不同的胜任力特征。再次，通过行为事件访谈、
专家论证等方式提炼了最为核心的胜任力特征，构建出由5个能力等级、11项胜任
力因子的胜任力模型。最后，以模型为基础，形成了符合公司发展战略的 HF公司
区域经理培训体系并进行了试点检验。
本文构建了专岗区域经理培训模式，优化了HF公司重要岗位培训体系，使培
训更具有针对性和创新性，有利于提升团队战斗力，有利于提高培训工作效益，同
时也为其他生产型企业建立完善自身培训体系，提供了借鉴和参考。
关键词：区域经理；胜任力模型；培训体系
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基于胜任力模型的HF公司区域经理培训体系优化研究
ABSTRACT
At present, China's economic development is slowing down, "high-quality
development" has become the goal of economic development in the new era. Especially
under the background that the state vigorously advocates the development of private
economy and encourages independent innovation, enterprises are facing both
opportunities and challenges. How to turn danger into opportunity and turn danger into
safety? Talent is one of the most critical factors. Enterprises should uphold the concept
that talents are the first productive force, establish and optimize employee training
system, and strengthen skill training, on-the-job training and quality training. Through
purposeful training of employees, improve the quality of employees, improve the level of
human resources construction and enhance the development level of the industry.
The object of this paper is the group of "regional managers" in enterprises. Their
functions involve market expansion, sales layout and management division. They are
posts set up by enterprises to expand market share and control. They are super managers
set up according to regions. The purpose of the research is to help solve the problem of
"insufficient match between post competency and market demand" in this group through
training. This paper relies on a listed production-oriented private enterprise, whose
technology and products have reached the industry leader, but the market share has not
formed an absolute advantage. The author compares the advantages of industry
development and the disadvantages of talent resources, and determines the research focus
as improving the competency of key posts through effective special post training.
This paper uses the research methods of literature research, questionnaire survey
and behavior event interview to comprehensively analyze the current situation of
regional manager training in HF Company, and establishes a targeted special post
training system for this group based on competency model. Firstly, through the
questionnaire survey, it is found that HF Company does not have special post training for
regional managers. The existing training is divided according to the different stages of
personnel entering the company, does not highlight the particularity and person post
matching, and can not meet the practical needs. Secondly, based on the competency
model and iceberg model theory, referring to the assessment conclusion of "usual +
regular" of regional manager post, and soliciting the opinions of department leaders and
senior management of the company, the different competency characteristics between
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