摘要
知识经济时代,培训在企业获取和保持竞争优势的过程中发挥着越来越重要的作用,把培训作为企业可持续发展的重要战略保障,逐渐成为理论与实践工作者的共识。然而,各方面的统计资料却显示,无论是在国外还是在国内,企业培训投入大多严重不足。研究发现,其重要原因之一是,既有培训效果评价理论和方法存在着明显缺憾。
培训效果评价作为企业培训不可缺少的重要环节,既可据此了解培训项目是否达到了预期目标；又可据此检视培训各环节评估其优缺点,从中汲取经验和教训,从而更合理配置培训资源；还可据此发现新的培训需求,借助建立员工培训资料库为组织人力资源的长期规划提供重要的参考。培训过程和培训贡献评价,是培训效果评价既有的两个侧重点。研究发现,基于既有两个侧重点的培训效果评价,均存在着明显缺憾——这是前述既有培训效果评价理论和方法缺憾的集中表现。其一,即便可以证明培训过程的每一环节都有较高的质量,也难以逻辑地证明,它们的合成意味着可以产生相应的有价值的培训贡献——培训过程评价结论的解释力不够；其二,由于培训贡献的时滞,根本不可能及时地提供关于特定阶段或特定项目培训整体性贡献的评价结论——培训贡献评价结论的实际解释力更为逊色。
本文核心的研究发现是：国内外学术界关于胜任力、成熟度以及模糊系统理论的研究,已经为培训效果评价模型等方面的重大创新累积了丰富的素材。依托这些素材,可以建立与员工培训效果相关(以及与培训需求评价等事项相关)的新的范畴——员工胜任力成熟度(Staff Competency Maturity, SC-M),可以建立基于SC-M的员工胜任力成熟度模型(Staff Competency Maturity Model, SC-MM);进一步地,可以建立基于SC-MM的胜任力成熟度空间测度模型(Staff Competency Maturity Space Measure Model, SMS-MM),以及融入了SMS-MM的SC-MM为基点的员工胜任力成熟度评价模型(Staff Competency Maturity Evaluation Model, SCM-EM)。这为员工个体、组织中的某一局部性团队以及整个组织的培训效果评价,提供了崭新的思路和方法。SC-M、SC-MM、SMS-MM和SCM-EM,带来的不仅是培训效果评价(以及培训需求评价等)相关的思路和方法的重大变化,还能带来人力资源管理基本模式的重大变化——人力资源管理在一定程度上可以看做是,促进企业内乃至所有组织内员工个体或员工团队胜任力成熟度的提升。
本文的第一部分主要讨论的是,本文的研究背景和研究目的,以及本文核心创新赖以建立的思想素材在国内外的研究进展。第二部分概述的是,本文主题相关的基础性理论。第三部分讨论的是,本文是基点性范畴——员工胜任力成熟度(SC-M)——的基本内涵与基本功用。第四部分讨论的是,建立在SC-M基础上的员工胜任力成熟度模型(SC-MM);建立在SC-MM基点上的员工胜任力成熟度空间测度模型(SMS-MM);建立在融入SMS-MM、更为精致的SC-MM基点上的员工胜任力成熟度评价模型SCM-EM。第五部分讨论的是,SC-MM及其相关模型在培训以及在人力资源管理其他环节的具体运用。第六部分是案例分析。第七部分阐述的是本文研究的主要结论以及研究展望。
In the time of intellectual economies, training plays an increasingly important role in enterprises' process of gaining and maintaining a competitive advantage. Viewing training as the crucial and strategic security for sustainable development of enterprises becomes a common sense of the theory and practice of workers. However, all aspects of the statistics have shown, either abroad or in the country, most of the investment in corporate training seriously inadequate. The study found that one of the important reasons is that there is a clear shortcoming of the existent theory and methods on training effect evaluation.
The importance of training effect evaluation can never be overestimated in corporate training. Based on the training effect evaluation, enterprises may find out whether programs objectives are achieved, and check the various aspects of training to assess the advantages and disadvantages. Then, the experience and lessons can be learnt and training resources can be allocated more reasonably. Moreover, new training demands can be explored after training effect evaluation, which can be a significant reference point for long-term planning of human resource by building staffs'training database. The training process and training contribution evaluation are the two focuses of training effect evaluation. Through previous study, training evaluation based on these two focuses has notable shortcoming, which is the demonstration of the disadvantages of the existent theory and methods on training effect evaluation as we addressed. First, even if the high quality of every aspect of the training process can be proved, it is hardly to logically announce that the combination of these aspects may provide valuable training contribution accordingly. In other words, the explanatory power of training process evaluation results is not enough. Second, due to the delay of training contribution, in certain periods or projects, it is impossible to provide the conclusions of evaluation about training integrity contribution in time. Hence, the findings of training contribution evaluation have even worse explanatory power in the real world.
We made contributions in this paper as follows. Domestic and foreign study on competency, maturity and fuzzy system theory has accumulated a wealth of materials of innovations of the training effect evaluation model. Based on the materials, we set a new range, in which staff training effect and training demand evaluation are related, called Staff Competency Maturity (SC-M). On the basis of SC-M, we are able to develop Staff Competency Maturity Model (SC-MM). Furthermore, Staff Competency Maturity Space Measure Model (SMS-MM) can be built. And then, based on these models, Staff Competency Maturity Evaluation Model (SCM-EM) can also be well developed. These models provide new mentalities and methods for training effect evaluation of staff and part/entirety of the organization. Besides these benefits, SC-M, SC-MM, SMS-MM and SCM-EM also bring huge changes for basic mode of human resource management, which can be viewed as improvement of competency maturity not only of every staff but also among the whole company and organization.
We discuss the background story and research objective in the first section. The basic materials and research progress of domestic and foreign research for core innovation in our paper also illustrated in this section. In Section2, related basic theories are provided. In Section3, we analyze the basic definition and application of SC-M. Based on SC-M and SC-MM, another model SMS-MM is built, and a more accurate model called SCM-EM also developed in Section4. Then, we discuss how to apply SC-MM and related models in human resource management and other aspects in Section5. A case study is provided in Section6. We conclude main insights and discuss future research directions in the last section.
引文
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