随着市场经济竞争的加剧和互联网时代的到来，5G和人工智能不仅给智能交通行业带来 了新的发展机遇，也带来了激烈的竞争。纵观我国智能交通行业，它与交通领域市场发展历 程的变化是紧密相连的。在初始阶段，我国智能交通行业的主体是系统集成商，所谓系统集 成商是指能为客户提供系统集成产品（包括硬件和软件）与服务的专业机构；近几年来，在 信息网络技术的高速发展下，以科大讯飞、百度和阿里巴巴等为代表的超级互联网企业在传 统智能交通领域中迅速崛起，这使整个智能交通行业的技术应用发生了创新性的变革。至此， 智能交通市场形成了传统系统集成商和互联网企业之间的竞争格局。 在挑战与机遇并存的背景下，系统集成商型企业如何保持强劲的竞争力和健康发展的势 头，是该类企业首要思考的问题。系统集成商型企业若想在激烈竞争的环境中不被高速发展 的科技浪潮所淹没，不被互联网企业所吞并，势必要强化自我核心竞争力，而核心竞争力来 源于人，来源于高素质能力的员工。中国历来倡导以人为本，把人当作社会活动的成功资本。 对一家高新技术企业来说，只要拥有了高素质能力的优秀人才，就拥有了发展的持续动力， 而要想实现人才聚集、人尽其才的目标，企业的员工培训就显得尤为重要。企业必须根据自 身战略发展和内外部环境进行实时调整和优化员工培训体系，强化培训管理，提高培训的目 的性和有效性，最终增加企业在智能交通行业的竞争能力。 本研究调研的KL智能交通公司属于系统集成商型企业，本研究运用国内外相关培训理 论，采用调查问卷和访谈的方式对该公司员工培训系统现状进行深入调研，旨在分析该公司 员工培训体系存在的弊病，并结合现状对员工培训体系进行科学系统的优化。首先，结合当 前我国的经济和社会形势，介绍了本研究的背景、目的、意义和研究内容、方法。其次，通 过梳理国内外的相关培训理论和文献综述，为本研究提供了有力的理论基础。再次，通过深 入调研，分析了KL智能交通公司的基本概况和员工培训体系的现状，提出KL智能交通公 司培训体系存在的问题。最后，根据KL智能交通公司员工培训体系的实际情况和理论分析， 提出了优化培训体系的方案和保障措施。本研究从培训需求、培训计划体系、培训实施、培 训效果评估、培训制度体系、优化保障措施等方面，对KL智能交通公司员工培训体系进行 优化设计。本研究的结论对其他同类企业的培训体系建设优化有一定的理论参考价值。 关键词: 优化设计；智能交通；培训体系 II Abstract With the intensification of market economy competition and the advent of the Internet era, 5G and artificial intelligence not only bring new development opportunities to the intelligent transportation industry, but also bring fierce competition. Throughout Chinese intelligent transportation industry, it corresponds to the changes in the development process of the market. During the initial stage, the main part of Chinese intelligent transportation industry is system integrator. The so-called system integrator refers to professional institutions that can provide customers with system integration products (including hardware and software) and services. In recent years, with the rapid development of information technology, super-Internet companies represented by iFLYTEK, Baidu and Alibaba have rapidly risen in the field of traditional intelligent transportation, which has caused innovative changes of technological applications in the entire intelligent transportation industry. So far, the intelligent transportation market has formed a competitive landscape between traditional system integrators and Internet companies. In the background of challenges and opportunities, It becomes the primary question for such enterprises that how to maintain a strong competitiveness and healthy development. If a system integrator-type company is neither overwhelmed by the high speed development of science and technology nor swallowed up by Internet companies, it is necessary to strengthen its core competitiveness. And the core competitiveness comes from employees who create high technology. There is an old saying in China that calls people-oriented which regards people as the successful capital of social activities. For a high-tech company, High-tech talents are the sustainable driving force for development. In order to gathering talents and making the best of their talents, the staff training is particularly important. Companies must formulate an employee training system which is suitable for the company's own development. The staff training system must be adjusted and optimized in real time based on organizational strategy and internal and external environments. Meantime, it also needs strengthen training management, improve the purpose and effectiveness of training. Ultimately, the competitiveness of the enterprise in the intelligent transportation industry will be increased. KL Intelligent Transportation Company surveyed in this article belongs to a system integrator III company. Combining domestic and foreign related training theories, this article uses questionnaires and interviews to conduct in-depth investigations on the current status of the company's staff training system. And the purpose of this article is to analyze the shortcomings of the company's staff training system and to optimize the staff training system scientifically and systematically based on the current situation. First, in combination with the current economic and social situation, the background, purpose, significance, content, and methods of this research are introduced. Secondly, by combing domestic and foreign training-related theories and literature reviews, the strong theoretical bases are provided for research. Thirdly, through the investigation, the basic profile of KL Intelligent Transport Company and the current status of staff training system were analyzed, and the problems existing in KL Intelligent Transport Company training system were raised. Finally, according to the actual situation and theoretical analysis of the KL intelligent transportation company's staff training system, the scheme and guarantee measures for optimizing the training system are proposed. From the aspects of training needs, training plan system, training implementation, training effect evaluation, training system, and guarantee measures in this research, KL intelligent transportation company staff training system is designed and optimized. The research conclusions have certain theoretical reference value for the optimization of the training system construction of other similar enterprises. Key words: optimization design; intelligent transportation; training system IV 目录 第一章 绪论 ............................. 1 1.1研究背景 ........................ 1 1.2研究目标与研究意义 .... 2 1.2.1研究目标 ................ 2 1.2.2研究意义 ................ 3 1.3研究内容 ........................ 3 1.4研究方法 ........................ 4 1.4.1文献资料研究法..... 4 1.4.2实地调查法 ............ 4 1.4.3案例分析法 ............ 4 第二章 理论基础与文献综述 . 6 2.1培训体系相关概念综述 6 2.1.1培训 ........................ 6 2.1.2培训体系 ................ 6 2.2员工培训理论 ................ 6 2.2.1培训需求分析理论 . 7 2.2.2“学习型组织”理论 ............................. 7 2.2.3成人学习理论......... 8 2.2.4培训效果评估理论 . 9 2.2.5战略人力资源管理理论 ...................... 12 2.3文献综述 ...................... 13 2.3.1国外文献研究综述 .............................. 13 2.3.2国内研究文献综述 .............................. 14 第三章 KL智能交通公司员工培训体系现状及问题分析 ................. 16 3.1KL智能交通公司概况 .. 16 3.1.1基本情况 .............. 16 3.1.2组织结构 .............. 17 3.1.3员工情况 .............. 18 3.2KL智能交通公司培训体系现状 ................. 21 3.2.1员工培训的主要内容和方法 .............. 21 3.2.2员工培训开展情况 .............................. 22 3.2.3员工培训资金投入情况 ...................... 28 3.2.4培训师资现状....... 29 3.2.5培训管理现状....... 29 3.2.6培训效果评估现状 .............................. 31 3.3KL智能交通公司培训体系存在的问题...... 31 3.3.1培训资源和培训对象层面 .................. 32 3.3.2培训需求层面....... 33 3.3.3培训计划问题....... 34 3.3.4培训实施层面....... 35 3.3.5培训效果评估层面 .............................. 35 3.3.6培训制度层面....... 36 第四章 KL智能交通公司员工培训体系优化研究............................. 38 V 4.1培训体系优化目标与原则 ......................... 38 4.1.1培训体系优化目标 ..............