摘要
随着市场经济的不断完善和企业管理的日趋成熟，越来越多的企业都开始认识到人力资源是企业最重要的资源，企业要在竞争中脱颖而出的捷径就是充分开发、科学管理企业的人力资源。员工培训作为企业人力资源开发的重要组成部分，对提高员工素质，加快知识和技术积累，增强企业内聚力具有重要作用。而如何建立起一个符合企业自身发展特点的员工培训体系一直是许多国内企业关注和思考的问题。本文运用现代管理理论、人力资源管理理论、员工培训理论，探讨如何设计一个科学的员工培训方案，从而充分发挥培训对企业发展的重要作用。此研究对于我国企业在实际工作中如何正确实施员工培训，进而整体提高国内企业竞争实力以迎接WTO的挑战等方面具有现实意义。
本文以美国、德国、日本等国的企业和中国的海尔、用友、TCL等企业为例介绍了国内外员工培训现状，然后又介绍了系统型培训模型、过渡型培训模型、“国家培训奖”型模型、持续发展型模型、顾问型培训模型、索罗门型培训模型、ST型培训模型、学习型组织模型和三阶段培训模型等现有的9种员工培训模型。在详细分析重庆中邮普泰公司发展现状及员工培训现状的基础之上，对该公司目前员工培训中存在的问题进行了讨论。揭示出重庆中邮普泰公司目前员工培训存在问题的根源就是在于人的观念。因此，要想做好培训工作，首先就要转变思想，使公司管理者认识到员工培训是一种经济性的投资行为，使员工认识到自己是培训过程中直接的被投资者和受益者，使公司上上下下都能够对培训引起足够的重视。根据以上分析结果，文中提出了该公司的员工培训方案的设计思路，分别对该公司的新员工培训方案和在职员工培训方案进行了整体设计。最后对员工培训进行了总结，并对国内企业员工培训工作的实施提出了一些可操作性的建议。
As the developing of the market economic and the maturity of the enterprise management, more and more enterprises have been recognizing that human resource is the most important resource of an enterprise . The shortcut of an enterprise's winning out of the competitors is to develop and manage the enterprise's human resource thoroughly and scientifically. As the important component of an enterprise's human resource developing, staff training plays important role in enhancing employees' quality, accelerating knowledge's and technology's accumulation and enhancing enterprise's cohesions. But how to establish a training system that can accord with the characteristics of an enterprise's developing has been a problem that many domestic enterprisers are concerning and thinking of. Guiding with the theories of modern management, human resource management and staff training, the paper tries to explore how to design a scientific staff training scheme that can make training play sufficient role in enterprise's developi
ng. And this research can give great contributions on how Chinese enterprises train their staff correctly and how to enhance domestic enterprise's competitive abilities to receive the WTO's challenges.
The paper introduces the domestic and abroad enterprises' staff training status quo exampled by the enterprises of US's, German, France's and Japanese, and Chinese (say Haier, Yongyou, TCL etc) . And then the paper introduces 9 kinds of training models, namely, systemic training model, transition training model, "national training prize" model, constant developing model, consultant training model, Solomon training model, ST training model, learning organization training model and 3 stages training model. On the basis of analyzing status quos of CQPTAC's developing and its staff training, the paper discusses the problems existing in the company's staff training and illustrates the source of the company's staff training problems lies in the wrong concepts of both managers and employees. Thus only when managers realize that staff training is an investment action and employees realize that they can benefit from the training, will they both pay enough attention to it, and then can staff training go smoothly. Acco
rding to the results of analysis, the paper designs newcomers' training plan and on-duty-employee training plan respectively. As the end, the paper concludes the results of the company's staff training, and gives some operational suggestions to the domestic enterprises' staff training.
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