随着中国城市化的进程逐步推进，建筑施工行业迎来巨大的空间和机遇，但同时国 家日益严格的管控措施给建筑施工企业施加了更大压力，对建筑施工企业的员工素质和 能力水平提出了更高要求。建筑施工行业作为国民经济发展的支柱产业，其从业人员队 伍庞大，从业人员的素质和能力制约着行业发展。建筑施工企业作为国家建设的前沿主 力军，关系到我国现代化建设的进程，随着传统劳动密集型的产业将向工业化方向转型， 建筑施工行业用工必须向精细化转变，培养拥有新技能的高素质人才势在必行。XL 公 司作为当地的建筑施工龙头企业，近年来在公司前进步伐中，对新工艺、新技术的学习 和改进不够深入，对员工的培训针对性不强，培训执行到具体工作中明显穿透力不足， 高水平的核心人才短缺，普通员工技能参差不齐等问题已经成为企业迫在眉睫的压力。 为了寻找适合人才培养发展的途径，建设一支知识结构齐全、专业结构合理的建筑施工 队伍，XL 公司必须正视问题，突破困难与时俱进，拿出切实可行的解决方案。 如何有效解决建筑施工企业员工培训中培训管理、师资管理和培训评估管理等方面 存在的困境，寻求新的方法和思路，成为本文研究的重要课题。本文通过运用员工培训 的相关理论知识，对 XL 公司现有培训现状进行研究诊断，发现 XL 公司培训中存在的 问题，提出解决方法并辅助实施，力求健全企业培训体系、提升培训质效。本文将结合 人力资本、需求层次理论、校企合作和网络开放资源等理念和资源，从提升培训认知水 平、完善培训运行机制、强化培训需求调查、丰富培训内容及方法、加强培训师资建设、 增强培训效果评估及应用机制等方面来解决传统培训工作中暴露的突出问题。期望通过 理论与实践相结合的方式来提升公司的员工培训工作水平，在企业发展的同时，打造更 加完善的培训体系，不断加强人才队伍建设，建设一支知识结构齐全、专业结构合理的 员工队伍，为企业长久运行保驾护航。 关键词：员工培训，建筑施工企业，人力资源管理III ABSTRACT There is huge space and opportunities in the construction industry along with the gradual progress of urbanization in China, while more pressure is put on the construction enterprises with the increasingly strict national control measures, which puts forward a higher level of quality and ability requirements for staff in construction enterprises. The construction industry, as the support industry of national economic development, has a large scale of workforce, whose quality and ability restrict the development of the industry. The construction enterprises, as the leading force at the forefront of national construction, have impact on the process of modernization in China. It is imperative to conduct the refinement of the labor employment in the construction industry and train the high-quality construction industry excellence with new skills along with the transformation from the traditional labor-intensive industries to industrialization. XL, as a leading local construction company, has been under imminent pressure in recent years during the progress of the company due to inadequate involvement in the study and improvement of new techniques and technologies, lacks of targeted staff training, insufficient penetration in the implementation of training to the specific, together with the shortage of high-level core excellence, uneven levels of skills of ordinary employees and other issues. Thus it can be seen that it is necessary for XL to face the problem, breakthrough difficulties with the times, come up with practical solutions for the sake of finding an appropriate way to develop excellence training, as well as building a construction team with complete knowledge structure and reasonable professional structure in XL. The methods to effectively solve the dilemma of training management, teacher management and training evaluation management in the staff training of construction enterprises, as well as the exploration of new methods and ideas, have become important topics of this paper. Through the application of theoretical knowledge related to staff training, this article studies and diagnoses the current training status of XL, identifies the problems in XL’s training, proposes solutions and assists in the implementation, as well as seeks improvement of the corporate training system and enhancement of the training quality. This paper, through the combinations of the concepts and resources of human capital, demand hierarchy theory, school-enterprise cooperation and network resources, aims to solve the outstanding problems exposed inIV the traditional trainings by improving the level of training awareness and the training operation mechanism, strengthening the training demand survey, enriching the training content and methods, improving the level of trainers, as well as enhancing the training evaluation and application mechanism, etc. It is the level of staff training that expected to be improved through the combination of theory and practice. Furthermore, it intends to create a more complete training system, constantly strengthen the construction of personnel, and to build a workforce team with complete knowledge structure and reasonable professional structure for the long-term operations of the enterprise while enterprises under development. KEY WORDS: Staff training, Construction companies, Human resource managementV 目 录 摘要...............I ABSTRACT III 1 绪 论.......... 1 1.1 研究背景............................ 1 1.2 研究目的及意义................ 2 1.3 国内外研究现状................ 4 1.3.1 国外研究现状............. 4 1.3.2 国内研究现状............. 5 1.3.3 国内外研究评述......... 7 1.4 研究方法和研究框架........ 8 1.4.1 研究方法..................... 8 1.4.2 研究框架..................... 8 1.5 创新之处............................ 9 2 相关概念及理论基础............. 11 2.1 员工培训相关概念界定.. 11 2.1.1 员工培训................... 11 2.1.2 培训要素................... 11 2.1.3 培训流程................... 12 2.2 员工培训相关理论基础.. 13 2.2.1 人力资本理论........... 13 2.2.2 马斯洛需求层次理论.............................. 14 2.2.3 柯氏评估模型理论... 14 3 XL 公司员工培训现状调查及分析....................... 17 3.1 XL 公司员工培训现状..... 17VI 3.1.1 员工培训组织机构现状.......................... 17 3.1.2 员工培训师资现状... 17 3.1.3 员工培训课程现状... 18 3.1.4 员工培训评估现状... 18 3.2 XL 公司员工培训问题调查............................ 18 3.2.1 访谈提纲的设计....... 18 3.2.2 访谈的实施............... 18 3.2.3 调查问卷的设计与实施.......................... 19 3.2.4 调查问卷结果分析... 20 4 XL 公司员工培训存在的问题及原因分析........... 31 4.1 XL 公司员工培训存在的问题........................ 31 4.1.1 培训重视度不足....... 31 4.1.2 培训流程不完善....... 31 4.1.3 培训需求调查不深入.............................. 32 4.1.4 培训内容方式单一... 32 4.1.5 培训师资力量薄弱... 33 4.1.6 培训效果评估及应用缺失...................... 33 4.2 XL 公司员工培训问题的原因分析................ 33 4.2.1 培训认知理念落后... 33 4.2.2 培训框架与制度缺失.............................. 34 4.2.3 培训需求调查不重视.............................. 34 4.2.4 培训缺乏创新意识... 35 4.2.5 未建立培训讲师队伍.............................. 35 4.2.6 未重视培训效果评估及应用.................. 35 5 解决 XL 公司员工培训问题的对策建议............. 37 5.1 提升培训认知水平.......... 37 5.1.1 认知培训战略性意义.............................. 37 5.1.2 认知培训持续性意义.............................. 37VII 5.1.3 认知培训实用性意义.............................. 38 5.2 完善培训运行机制.......... 38 5.2.1 搭建培训体系框架... 38 5.2.2 完善公司培训制度... 39 5. 3 强化培训需求调查......... 40 5.3.1 调查公司发展战略的培训需求.............. 40 5.3.2 调查岗位任务的培训需求...................... 41 5.3.3 调查员工个人的培训需求...................... 41 5.4 丰富培训内容及方法...... 41 5.4.1 完善培训内容........... 41 5.4.2 扩宽员工培训渠道... 43 5.4.3 采用多样的培训方式.............................. 43 5.5 加强培训师资建设.......... 45 5.5.1 着力组建内部讲师团队.......................... 45 5.5.2 扩宽外部讲师团队资源.......................... 45 5.5.3 加强讲师团队培训及管理...................... 46 5. 6 增强培训效果评估及应用............................ 46 5.6.1 增强员工培训效果评估.......................... 46 5.6.2 建立培训成果转化的激励机制.............. 47 6 结论与展望............................. 49 6.1