在经济飞速发展的新时代，企业要面对的不仅仅是瞬息万变的市场经济大环 境，还要能积极应对来自同行企业发出的各种挑战。为了提高企业的适应力和竞 争力，越来越多的企业开始意识到，只有拥有一支高素质的人才队伍，才能在市 场竞争中立于不败之地，才能在技术创新、企业发展上走在行业前列，保持竞争 优势。 BH 公司近年来不断发展，但是对于员工的培训工作重视程度不高，虽然公 司已建立员工培训体系，公司组织的培训整体质量较差，培训的效果也是事倍功 半，不尽人意。因此，如何优化和改善员工培训体系，是 BH 公司在其持续经营 与不断发展中迫切需要解决的问题。 本文以 BH 公司为研究对象，首先阐明了研究的背景和意义，并从国外和国 内两个方面对培训研究的文献进行了综述，为文中分析员工培训体系以及优化设 计提供了理论基础。为了更好的了解分析 BH 公司员工培训的实际状况，通过发 放调查问卷、访谈等方式了解了公司的基本概况、人力资源基本情况以及培训组 织开展、培训实施、培训评估等方面的具体情况，发现 BH 公司存在培训需求分 析针对性较差、培训计划缺乏战略考量、培训内容和方法需丰富改善、培训实施 缺乏控制及评估形式单一等方面存在需要完善的地方，而这些问题的产生，是因 为培训计划制定缺乏针对性和规范性、管理者对培训重视程度有待提高、培训专 业化程度低、培训机制转化不健全等原因。最后，针对企业培训现有问题，根据 公司实际情况以及员工培训需求等因素，针对培训需求分析、培训制度、培训内 容和方式、培训效果评估几个方面提出了具体的优化对策和建议。此外，为了保 障培训成果的有效转化，制定了保障措施。 关键词：人力资源；员工培训；优化设计I ABSTRACT In the new era of rapid development of China’s economy,enterprises must face not only the ever-changing market economy environment,but also the challenges form the peers.More and more enterprises realize that only by having a high-quality talent team can they improve their adaptability.Only in this way can they be in an invincible position in the market, stay ahead of the industry in technological innovation and maintain a competitive advantage. BH company has been developing continuously in recent years, but the company has paid insufficient attention to employee training.Although the company has established a staff training system, but the system structure is not perfect;the overall quality of the training organized by the company is poor, the training effect is half the battle.Therefore, how to optimize the staff training system is an urgent problem that BH needs to solve in its continuous operation and development. This article takes BH company as the research object, expounds the background and significance of the research firstly.Afterwards, the relevant literature of training research were comprehensively summarized from domestic ans foreign aspects,which provided a theoretical basis for analyzing and optimizing the staff training system.In order to grasp the basic situation of the company, the investigators took the form of issuing questionnaires and interviews.Through the survey, we learned about the company’s human resources, training organization, training evaluation,training evaluation and other aspects.On this basis, it’s found that there are some problems in BH company, such as poor targeting of training needs analysis, lack of strategic considerations in training programs, insufficient training content and form, lack of control in training implementation,etc.These problems arise because the training plan formulation lacks pertinence and standardization, the manager’s emphasis on training has not risen to the strategic level, the degree of training specialization is low, and the training mechanism is not well transformed.In view of the existing problems of employee training, combined with the actual situation of the company, this paper puts forward specific optimization plans from the aspects of training needs analysis, training system, training content and methods.In addition, BH’s optimized employee training program requires a series of safeguards during its implementation.With regard to safeguard measures, this paper focuses on the support mechanisms and incentive mechanisms for the transformation of training effects. KEYWORD: human resources; employee training; optimal design1 目录 第一章 绪论............................................. 1 第一节 选题背景和研究意义 ......................................1 一、选题背景 ................................................1 二、研究意义 ................................................2 第二节 研究内容和研究方法 ......................................2 一、研究内容 ................................................2 二、研究方法 ................................................3 第二章 理论基础与文献综述............................... 4 第一节 员工培训基本概念 ........................................4 一、人力资源管理概念 ........................................4 二、培训管理概念 ............................................5 第二节 员工培训相关理论 ........................................5 一、 培训需求分析理论 .......................................5 二、培训转化理论 ............................................5 三、培训效果评估理论 ........................................6 第三节 国内外文献综述 ..........................................6 一、国外文献综述 ............................................6 二、国内文献综述 ............................................7 三、研究成果评述 ............................................7 第三章 BH 公司员工培训现状及存在问题分析 ................ 9 第一节 BH 公司基本情况..........................................9 第二节 BH 公司人力资源状况.....................................10 一、性别结构 ...............................................10 二、年龄结构 ...............................................10 三、学历结构 ...............................................11 四、工龄结构 ...............................................11 第三节 BH 公司员工培训现状.....................................122 一、员工参训情况 ...........................................12 二、培训对象 ...............................................12 三、培训体系流程 ...........................................13 第四节 BH 公司员工培训存在的问题...............................14 一、培训需求分析缺乏针对性 .................................15 二、培训计划缺乏战略考量 ...................................15 三、培训内容和方法需丰富改善 ...............................15 四、培训实施缺乏控制及评估形式单一 .........................16 第五节 BH 公司员工培训体系存在问题的原因分析...................16 一、培训需求调查缺乏针对性和规范性 .........................16 二、管理者对培训重视程度有待提高 ...........................17 三、培训专业化程度低 .......................................17 四、培训转化机制转化不健全 .................................18 第四章 BH 公司员工培训体系的优化设计.................... 19 第一节 BH 公司员工培训体系优化的思路和目的......................19 一、BH 公司员工培训优化的思路...............................19 二、BH 公司员工培训优化的目的...............................20 第二节 BH 公司员工培训体系优化策略.............................20 一、培训需求分析优化 .......................................20 二、培训制度优化 ...........................................21 三、培训内容和方式优化 .....................................22 四、培训效果评估优化 .......................................25 第五章 BH 公司员工培训体系优化的保障措施 ............... 27 第一节 建立培训效果转化的支持机制 ..............................27 一、提高高层管理者对培训重要性的认识 .......................27 二、加强公司培训文化建设，构建学习型组织 ...................27 三、增加新技能施展机会 .....................................28 第二节 建立培训效果转化的激励机制 ..............................28 一、健全员工培训后的职业规划管理机制 .......................28 二、完善员工培训后的薪酬管理机制 ...........................29 三、注重员工培训后的岗位管理建设 ...........................303 第六章 结束语.......................................... 32