人力资源是企业的第一资源。培训与开发是充实人力资源内化提升的有效 途径。从1999年中国大规模开展高等职业教育，已经走过了20多个年头，伴 随《职业教育法修正草案》（征求意见稿）首次将职业教育与普通教育置于同等 高度，职业技能鉴定模式亦随之改变——职业技能鉴定的“中心平台”已逐步从 政府向企业转移，为企业发展个性化的职业教育提供了必要的环境支持。 基于上述背景，文章首先回顾了培训和职业教育的有关含义、不同导向下 企业培训的特点和培训流程要素中的相关理论，同时总结了相关企业的培训实 践经验。继而，关注此次研究的主体S物业公司。S物业公司拥有超过5000名 员工的传统物业企业，2017年企业“新三板”上市以后，企业组织架构发生数次 重大调整，随之包括企业培训体系在内的企业各职能体系也需要有与之相适应 的变化，以保持与组织架构的有效适配。 聚焦S物业公司培训体系的整个优化过程。通过对基层项目综合行政人事 负责人、新设支援中心人员的问卷调查，以企业的发展战略和员工的培训需求 为切入点，对培训要素进行“望、闻、问、切”，进而对S公司培训框架每个流 程的逐一梳理，应用了“培训者”和“受训人员”两次问卷的答案比较，介绍了从 培训需求、培训目标、培训内容、培训师资及培训工具的应用等的差异。通过 两种视角的观察，发现S物业公司在培训中存在的核心需求，对策性地给出优 化方案，用最朴素的问答，解决一家传统企业转型中遇到的，如何从多维度满 足企业培训需求问题，并最终形成以满足企业日常培训需求为导向的日常培 训、以满足国家法律法规及行业规范强制要求为导向的认证培训和以满足企业 任务需求的企业专项培训所共同构成的S物业公司新企业培训体系架构。 此外，利用“矩阵式”的培训理念下的企业培训方案实操，即通过对“分公司 项目团队养成”专项培训从计划、组织、实施、反馈等全流程的描述与分析，及 应用实操获取的知识与技能，顺利地在半年后的园区物业服务招标实战中中标 的案例，从一个侧面说明了整体优化对策是有效的。 综上所述，无论是体系优化，还是创新实践，针对S物业公司培训体系的 VI 优化过程，需要切合企业组织架构调整的实际状况，围绕企业发展的整体战 略，在按照不同层次、不同人群分类组织实施的基础方案，确保企业长期培训 目标达成；针对不同的培训需求，适时组织专项培训，以利企业发展及短期的 需求。正所谓“有教无类”，通过长短兼顾，利用好诸如网络学院等培训工具， 以培训来提高员工的工作效率，进而提升企业的整体绩效，为企业的长期发展 战略目标服务。 关键词：培训需求，培训体系优化，矩阵式培训，物业公司 VII Abstract Human resources are the primary resources. Sustainable training and development assure internalizing the human resources and their improvements. The focus of the Chinese higher vocational education has been lasting since 1999, and the consultation paper to the Law Amendment of Vocational Education for the first time proposed to place the vocational education and general education on the same level published by MOE on Dec. 8th 2019. With the change of vocational skill identification mode, the core of the professional identification platform was gradually keeping changed from centering on "vocational skill training center" to centering on "enterprises’ jobs", which provided environmental supports for enterprises to develop their characteristic vocational education in line with their own developing needs. Under these circumstances, the paper firstly reviews the relevant meanings of training and vocational education, the characteristics of the enterprise training under different guidance, and the summary of relevant theories and practical experience during the training process. Aimed at the S property management company, as a traditional corporation with more than 5000 employees, S company had to re-organize for the general requirements to go public on the New OTC Market in 2017. The corresponding system of different business functions also followed its changes, the existing training system needed to effective organizational adaptation: On the one hand, taking the enterprise's development strategy and employees' training needs as bases, we provided the questionnaire survey forms to both the staffs who in charge of the human resources and the administrative managements from the property projects and the staffs to the supporting center from the header quarter, then like the diagnosis of traditional Chinese Medicine, to check the whole body of the enterprises by using the four clinics, and the countermeasures to solving the problems are put forward. To solve a problem under the transformation of a traditional enterprise background by a pair of simple question and answer. On the other hand, through the VIII innovation of training program, the value of system optimization is proved by practice cases and subsequent successful practices of enterprises. In terms of the optimization of training system, this paper sorted out each process of the training framework in the S company, compared the answers of two sets of questionnaires made by the "trainers" and "trainees", then introduce the differences among the training process, including the needs, the objectives, the contents, the trainers, the application of training tools and so on. Through the observation of both two perspectives, try to find out the core needs of S property company in the training, and then to give the answer to these two questions i.e. "What does the training need? What needs to change?" Finally, a new enterprise training system structure of s property company is formed, which is composed of daily training oriented to meet the daily training needs of enterprises, certification training oriented to meet the mandatory requirements of national laws and regulations and industry norms, and enterprise specific training to meet the needs of enterprise tasks. What’s more, the training practice of innovation, by using a training model under matrix organization, the case had given a special training to four sets of simulated bidding teams for a period of three weeks which was including the whole process description and analysis among planning, organization, implementation and feedback. And one team of them succeeded on the bid after six months which proved the benefits of innovation practice on the other side. Based on the training among of the combining in a park after six months of the realty service bidding practice, participate in the training of the actual situation of a team won the bid, certification training innovation from one side of success. The optimization process of the training system of S property management company needs to be in line with the actual situation of the adjustment of the enterprise's organizational structure. Based on the overall strategy of the enterprise's development, the basic plan is organized and implemented according to different levels and different groups of employees to ensure that the long-term training goal is to achieved. According to the different training needs, special trainings should be timely organized IX to facilitate the enterprise development and short-term needs. Make good use of training tools such as the E-enterprise college, to improve the work efficiency of employees and improve the overall performance of the enterprise so that to touch the goal of the enterprise’s prospect. Zhu Zhiwei (Business Administration) Supervised by Xu Weimin . Keywords: Training needs, Optimization to Training system, Matrix Training, Property Management Company X 论文目录 摘要...................... V Abstract ............. VII 1 绪论 ............... 1 1.1 研究背景 ...................... 1 1.1.1 S物业公司战略需要适配的培训体系 ............................. 1 1.1.2 企业将成为职业技能鉴定的主角 ..... 2 1.2 研究意义 ...................... 2 1.2.1 现实意义 .............. 3 1.2.2 “企业家”的作用与意义 ..................... 3 1.3 研究内容 ...................... 4 1.4 研究方法及技术路线 .. 6 1.4.1 研究方法 .............. 6 1.4.2 技术路线 .............. 7 2 相关文献综述 .............................. 8 2.1 培训与职业教育 .......... 8 2.1.1 培训的含义 .......... 8 2.1.2 职业教育 .............. 8 2.2 不同维度导向下企业培训的主要特点 ..... 9 2.2.1 绩效导向下企业培训的特点 ............. 9 2.2.2 胜任素质导向下企业培训的特点 ..... 9 2.2.3 职业生涯管理导向下企业培训的特点 ............................ 9