發(fā)布時間：2018-05-18 07:37

  本文選題：新員工 + 培訓(xùn)��； 參考：《吉林大學(xué)》2014年碩士論文

【摘要】：新員工是一個公司的補充型和更新型人力資源，，是公司戰(zhàn)略實施和工作開展的重要財富。新員工成為符合所在企業(yè)要求的真正的人力資本，必須要通過培訓(xùn)。本文對建設(shè)銀行吉林省分行的新員工培訓(xùn)狀況進行了分析，并在此基礎(chǔ)上提出了改進建議。 目前，建設(shè)銀行吉林省分行新員工培訓(xùn)的水平呈現(xiàn)出一定程度上升的趨勢，但仍然存在著很大的不足。例如，建設(shè)銀行銀行吉林省分行對新員工培訓(xùn)需求的研究不足，沒有和員工職業(yè)生涯發(fā)展需求相聯(lián)系；員工培訓(xùn)課程設(shè)計在理論與實際有一些脫節(jié)；員工培訓(xùn)方式和手段較為單一；對新員工培訓(xùn)的成本控制有待提升；在新員工培訓(xùn)上，缺乏足夠的大局觀，僅考慮短期需求；對即將從事不同崗位的新員工培訓(xùn)的關(guān)注度參差不齊、培訓(xùn)考核機制還沒有建立、新員工培訓(xùn)沒有和已在崗員工培訓(xùn)有機結(jié)合等。造成建設(shè)銀行吉林省分行新員工培訓(xùn)體制問題的原因包括以下幾方面：例如對新員工培訓(xùn)計劃缺乏長期的、契合分行戰(zhàn)略發(fā)展的培訓(xùn)規(guī)劃；培訓(xùn)體系和機制缺乏彈性；培訓(xùn)效果評估機制不健全；評估反饋難度較大；培訓(xùn)導(dǎo)師機制不完善等。本文借鑒了一些優(yōu)秀企業(yè)如花旗銀行的新員工培訓(xùn)方案，作為金融機構(gòu)的培訓(xùn)經(jīng)驗值得建設(shè)銀行吉林省分行借鑒。 針對建設(shè)銀行吉林省分行新員工培訓(xùn)中存在的問題，本文提出了改進的建議。銀行新員工培訓(xùn)是指通過一定方式和手段，讓銀行新員工了解銀行的基本背景情況、企業(yè)文化、新員工即將從事的工作和崗位的基本內(nèi)容與方法，明確工作職責(zé)、標準、流程，便于新員工明確在所在銀行及其從事部門所期望的工作規(guī)范、工作態(tài)度、企業(yè)價值觀和銀行員工行為模式、考核機制和職業(yè)生涯規(guī)劃發(fā)展方向等等，盡快成為企業(yè)真正可用、持續(xù)可發(fā)展的的人力資源。從總體上，本文認為新員工培訓(xùn)的優(yōu)化應(yīng)該遵循幾大原則：考核勝任素質(zhì)和員工職業(yè)生涯發(fā)展的雙向考慮原則；理論聯(lián)系實際的原則；成本可控和效益核算原則；符合銀行總體利益和靈活調(diào)整原則、考核原則和長期原則。在這幾個指導(dǎo)原則下，針對新員工即將從事的不同崗位，從以下幾個角度提出了新員工培訓(xùn)方案的改進建議。第一，加大分析新員工即將從事崗位的勝任素質(zhì)需求和新員工自身職業(yè)生涯發(fā)展的心理滿意度需求，體現(xiàn)新員工培訓(xùn)需求模型和培養(yǎng)目標模型。第二，針對銀行文化和崗位要求，完善新員工培訓(xùn)課程設(shè)計體系。第三，開發(fā)新員工培訓(xùn)方式和手段，有效利用現(xiàn)有培訓(xùn)資源和設(shè)施，進行全脫產(chǎn)式、短期封閉式、帶崗現(xiàn)場式培訓(xùn)和網(wǎng)絡(luò)化自主培訓(xùn)。第四，健全培訓(xùn)考核機制、反饋機制、效果評估機制，建立靈活的新員工培訓(xùn)調(diào)整體系。第五，實施新員工導(dǎo)師制培訓(xùn)，將短期培訓(xùn)和員工長期培養(yǎng)相結(jié)合，建立長期培訓(xùn)規(guī)劃。 在對培訓(xùn)方案進行優(yōu)化后，本文通過問卷調(diào)查的方式，對員工培訓(xùn)的改進效果進行預(yù)評估。最后，本文還根據(jù)建設(shè)銀行吉林省分行的實際情況，對新員工培訓(xùn)方案的實施分別從三個層面提出了保障建議。保障措施主要包括：人力保障、制度保障和組織保障。
[Abstract]:New employees are complementary and updated human resources of a company. It is an important asset for the implementation and work of the company. The new employee is the real human capital that meets the requirements of the enterprise. It must be trained. This article analyses the training situation of the new employees in the Jilin branch of the construction bank, and puts forward it on this basis. Suggestions for improvement.
At present, the level of new staff training in the Jilin branch of Construction Bank is rising to a certain extent, but there are still a lot of shortcomings. For example, the research on the training needs of new employees in the Jilin branch of the Bank of Construction Bank is insufficient, and it is not related to the career development of the employees; the design of staff training course is in theory and reality. There are some disjointing; the methods and means of staff training are relatively simple; the cost control of the new staff training needs to be improved; in the training of new employees, there is not enough overall view, only short-term demand is considered; the attention degree of the new staff training in different positions is uneven, the training and assessment mechanism has not been established, and the new employee is trained. The reasons for the training system of new employees in the Jilin branch of the Construction Bank include the following aspects: for example, the lack of long term for the new staff training program, the training plan for the branch strategic development, the lack of flexibility in the training system and mechanism, and the unsound mechanism of training effectiveness evaluation. The evaluation feedback is difficult and the training tutor mechanism is not perfect. In this paper, some excellent enterprises, such as Citibank's new employee training program, are used for reference to the Jilin branch of the Bank of construction as the training experience of the financial institutions.
In view of the problems existing in the training of new employees in the Jilin branch of the Construction Bank, this paper puts forward some suggestions for improvement. The training of new employees of the bank refers to the basic background of the bank, the enterprise culture, the basic contents and methods of the work and posts that the new employees are going to engage in by means of a certain way and means. Responsibility, standard, process, to facilitate the new employees to clear the job specifications, work attitude, enterprise values and bank employee behavior patterns, assessment mechanism and career planning development direction, and so on in the bank and its departments, and so on, as soon as possible to become the real and sustainable development of the human resources. The optimization of staff training should follow several principles: the principle of assessing the competence and the career development of the staff; the principle of connecting the theory with the practice; the principle of cost control and efficiency accounting; the principle of the overall interest and flexible adjustment of the bank, the principle of assessment and the long-term principle. Under these guiding principles, the new members are aimed at the new members. The different positions that the workers are going to engage in, from the following points of view, put forward some suggestions for the improvement of the new employee training program. First, to increase the analysis of the requirements for the competency of the new employees and the psychological satisfaction needs of the new employees' career development, and to embody the training demand model and the training target model of the new employees. Second. Third, develop new staff training methods and means, develop new staff training methods and means, effectively use existing training resources and facilities, carry out full off production, short term closed, on-site training and network independent training. Fourth, health training assessment mechanism, feedback mechanism, effect evaluation mechanism, construction Flexible new staff training and adjustment system. Fifth, the implementation of new staff tutorial system training, short-term training and long-term training of employees to build long-term training plan.
After optimizing the training program, this paper makes a pre assessment on the improvement effect of staff training through a questionnaire survey. Finally, according to the actual situation of the Jilin branch of the Construction Bank, this paper puts forward some suggestions on the implementation of the new staff training program from three levels. The safeguard measures mainly include: human security, system Degree guarantee and organization guarantee.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33;F272.92

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本文編號：1904992