本文结合大庆油田财务中心的业务模式与人力资源现状，对大庆油田财务中心的培
训体系进行分析与研究，判断该培训体系目前存在以下六个问题：培训工作与公司发展
战略不匹配、公司管理者支持力度不够、未对培训需求进行有针对性的分析、培训方法
单一且其培训过程不连贯、忽视培训结果、培训资源浪费较为严重。通过实地调研、问
卷调查、重点访谈等方式，对这些问题追根溯源并提出解决方案，并重新搭建了以培训
运营管理体系、培训讲师管理体系、培训课程管理体系、员工成长体系为核心的企业培
训管理体系。重新搭建的企业培训管理体系投入使用后，员工对培训课程设置的满意度，
员工自身认可度，员工的集体荣誉感，员工的企业归属感，企业人力资源管理的规范性，
在员工考核、晋升的过程中，企业对培训中心提供的数据支持依赖性，均有显著提高
该新型培训模式对其人力资源管理水平、员工培训的最终效果都起到了良好的促进作
用，为公司战略落地提供有力支撑
本次培训体系优化对企业而言，不仅提高员工业绩，同时在企业文化树立、形象宣
传等方面也起到了积极的促进作用；另一方面，对员工自身而言，该培训体系将使公司
价值与员工个人价值得到有机的结合，使员工在注重自身素养提高的同时实现与企业利
益的双赢模式
关键词：人力资源管理；企业培训；培训体系III
Abstract
With the coming of knowledge economy, the quality of the human resources has become
a crucial factor affecting the development of enterprises. How to establish an effective human
resource training system, and promote the sustainable development of human resources, is a
realistic problem that modern enterprises need to solve. This paper selects Daqing Petroleum
Financial Center as the research object, aims to analyze the present situation of staff training,
to Daqing oil group financial center of diagnosis, and put forward the improvement scheme
effectively, improve human resources management level, promote the realization of the
group&39;s overall strategic objectives, in order to achieve personal achievements and enterprise
benefit our.
Based on consulting the related human resources management, modern enterprise
training, curriculum development, training and development of small and medium-sized
enterprises and other related works and articles, combined with the business model, human
Daqing Petroleum financial center Petroleum Corporation resource situation, analysis,
research on the extension of the oil group&39;s financial center of the existing training system,
diagnosis of the financial center training system mainly has following several aspects:
development strategy training and company do not match, the company management support
is not enough, there is no specific training needs analysis, training method of single process is
not coherent, ignore the training results, the serious waste of resources for training. We
conduct field research, questionnaire survey, interview, etc., to find by hard and thorough
search on these problems and proposed solutions, the center training system has been re built,
enterprise training management system built by the training management system, training
management system, training course management system, employee development system as
the core. Daqing Petroleum financial center training system of Petroleum Group after the
improvement of the training courses, staff satisfaction and its improved recognition, the
enterprise human resources management is increasingly standardized, training center to
provide data to support more dependent on the staff appraisal, promotion process has been,
staff before optimization is more than the collective sense of honor and the sense of
ownership of enterprise. The final effect of the new training mode of the center on the level ofIV
human resource management, staff training plays a good role in promoting, provide
powerful support for the company&39;s strategic landing.
There are two aspects of the significance of the training system optimization. Speaking
of the enterprise, can not only improve their performance, at the same time set up, in the
image of enterprise culture propaganda has also played a positive role in promoting; on the
other hand, the employees themselves, the training system will enable the company value and
employee personal values are organically combined, so that employees realize and business
interests of the win-win model on their own to improve literacy.
Key Words: Human Resource Management; Enterprise Training; Training SystemV
目 录
第一章 绪论....1
1.1 选题背景 ..........1
1.2 研究意义 ..........2
1.2.1 公司层面研究意义 ........2
1.2.2 员工层面研究意义 ........2
1.2.3 研究的目的 ........2
1.3 研究方法与内容 ..........3
1.3.1 研究方法 3
1.3.2 研究内容 4
第二章 文献研究综述.7
2.1 培训的相关理论概述 ..7
2.1.1 人力资源管理的概念 ....7
2.1.2 培训的概念 ........7
2.1.3 培训体系的概念 8
2.2 国内外关于培训体系的研究 ..9
2.2.1 国内相关研究及现状 ....9
2.2.2 国外相关研究及现状 .. 11
2.3 相关案例分析11
2.4 小结 ....13
第三章 大庆油田财务系统培训现状分析...15
3.1 大庆油田财务中心简介 ........15
3.1.1 大庆油田企业简介 ......15
3.1.2 大庆油田财务中心简介 ..........16
3.2 大庆油田财务中心人力资源现状分析 ........17
3.2.1 财务中心人力资源现状概述 ..17
3.2.2 财务中心各维度人力资源状况分析 ..17
3.3 财务中心培训现状分析 ........21
3.3.1 财务中心培训需求分析 .......
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