| （摘要内容经过系统自动伪原创处理以避免复制，下载原文正常，内容请直接查看目录。） 公司的基本义务是为公司发明利率，而完成这个义务须要靠人来完成。所以人才是公司成长的动力之源，是竞争的基本，而人才的造就须要有一个与企业计谋与文明婚配的培训系统。培训体系体例的设计应该严谨，卖力，迷信，与时俱进。用成长的眼力对待培训，为员工供给给员工的不只是今朝的一份岗亭，而是一个任务将来。培训是手腕，而不是目标，培训的终究目的是在公司构成一种进修气氛，一种难以摇动的公司进修文明，德语论文题目，成为公司计谋的一部门。本文起首剖析了企业设立培训系统的需要性，并对企业表里部情况作了充足的论述和具体的剖析；用迷信的培训实际常识做指点，以培训系统准绳为基本，德语论文，树立了与中德安联人寿保险企业计谋相婚配的计谋培训系统。新培训系统不只可以赞助培训治理者对培训需求切实其实定、培训项目标选择、培训筹划的拟定、培训资本的掌握、培训情势的采用等一切作用终究培训后果的任务供给改良信息；并且可以经由过程对培训的治理政策、培训形式和采取的培训技巧及培训组织运转的评价，让培训治理者汲取有价值的经历经验。从2017年11月起，笔者开端着手树立培训系统在经由一年现实的理论后，对新的培训系统的初步结果作了剖析和提出改良的地方，用现实数据来折射新系统的实用性，并对下阶段义务，中期目的和历久目的作了计划，赞助公司完成第一个计谋目的。本课题从以下几个角度对培训系统做深刻研究，培训课程开辟，培训团队扶植，培训治理和掌握，培训品牌推行办法。在新的培训系统创立进程中，笔者经由过程系列问卷查询拜访，例如培训需求查询拜访，培训后果评价，外部客户满足度查询拜访的数据来完美培训系统的树立和磨练其理论性。 Abstract: The basic obligation of the enterprise is to invent the interest rate for the enterprise, and the completion of the obligation need to be completed by the person. So talent is the power source of enterprise growth, it is competition, and personnel training needs have a with company strategy and civilized marriage training system. The design of training system should be rigorous, hard, scientific, with the times. With growth of the eye towards the training, for staff to provide to employees not only current a booth, but a task in the future. Training is the means, not the goal, the training of the end is in the business of a learning atmosphere, a difficult to shake the enterprise culture, become a part of the corporate strategy. First of all, this article analyzes the establishment of training system of the need, and plenty of discussion and specific analysis of Ministry of inside and outside of the company; guidance with scientific training practical common sense, to the principle of training system for basic, set with Allianz China life insurance company strategy phase matching strategy training system. The new training system can not only help the training needs of the training needs of training, training, training, training, training, training, and so on, and can be used to train the management policies, training forms and training skills and training organization, so that training managers to learn valuable experience. Since November 2017, the beginning start to establish training system via the theory in reality, the preliminary results of the new training system for the analysis and proposed the improvement of, the usefulness of the new index system with real data, and obligations to the next stage, medium-term and long-term plan, sponsored enterprises completed the first strategic objective. This topic from the following perspectives on the training system to do a deep research, training courses, training team to build, training and management and control, training brand implementation approach. In the process of creating new training system, the author through a series of questionnaires, such as training needs, training evaluation, external customer satisfaction survey data to perfect training system to establish and hone its theoretical. 目录: 摘要 4-5 ABSTRACT 5-6 第1章 绪论 9-13 1.1 项目背景与目的 9-10 1.2 探讨意义 10 1.3 调研措施 10-12 1.4 结构与内容安排 12-13 第2章 培训体系理论综述 13-20 2.1 战略人力资源管理下的培训体系设计 13-16 2.2 有效培训体系特征与评价措施 16-18 2.3 建设企业培训体系的基本准则 18-20 第3章 中德安联近况略论 20-31 3.1 中德安联人寿保险有限企业简介 20-21 3.1.1 企业合作方的变化 20-21 3.1.2 企业人员的变化 21 3.2 企业外部环境之中国保险市场环境略论 21-22 3.3 企业SWOT 略论 22-25 3.4 企业培训的近况及存在的问题 25-31 第4章 企业培训体系具体建立的计划与实施 31-57 4.1 企业培训战略 31-33 4.2 企业培训体系框架 33-35 4.2.1 培训体系结构 33-34 4.2.2 培训团队组织框架和主要职能 34-35 4.3 企业培训管理、控制及关键指标企业培训体系框架 35-55 4.3.1 对总企业、分企业的培训管理控制 35-36 4.3.2 培训需求略论 36-41 4.3.3 培训计划 41-43 4.3.4 培训日常管理 43-46 4.3.5 建立培训资源 46-47 4.3.6 培训分类 47-48 4.3.7 培训理念宣传和教育 48-49 4.3.8 培训激励方法 49 4.3.9 培训效果评估 49-51 4.3.10 投资回报略论 51-54 4.3.11 职业生涯设计 54 4.3.12 考评指标 54-55 4.4 企业培训体系建立实践 55-57 第5章 企业新培训体系实践与评估 57-63 5.1 新培训体系在企业实践的初步结果与评估 57-61 5.2 新培训体系在实行中的有待改进之处 61-63 第6章 结论 63-65 参考文献 65-67 附录 67-78 附录一 对于员工参加培训的规定 67-70 附录二 对于员工参加资格考试的管理规定 70-73 附录三 对于企业培训资源采购的管理规定 73-75 附录四 培训/考试申请表 75-76 附录五 培训意见反馈表 76-78 致谢 78-79 攻读学位期间的学术论文目录 79 |
