本文選題：培訓(xùn)師　切入點(diǎn)：培訓(xùn)方案　出處：《吉林大學(xué)》2017年碩士論文

【摘要】：豪華汽車市場的變化對(duì)車企提出了新的挑戰(zhàn),市場轉(zhuǎn)冷,競爭激烈。無論對(duì)奧迪還是其合作伙伴經(jīng)銷商網(wǎng)絡(luò),其售后服務(wù)能力所體現(xiàn)出的重要性都逐漸增加,關(guān)系到品牌形象、利潤甚至生存。售后服務(wù)能力的建設(shè)高度依賴于培訓(xùn),因此車企內(nèi)部的售后服務(wù)培訓(xùn)師隊(duì)伍能力的建設(shè)重要性越發(fā)凸顯。為實(shí)現(xiàn)奧迪品牌的戰(zhàn)略目標(biāo),奧迪售后培訓(xùn)部需要通過為經(jīng)銷商提供高質(zhì)量的培訓(xùn),以提升經(jīng)銷商盈利能力保障其健康的財(cái)務(wù)狀況;同時(shí)提升經(jīng)銷商員工的服務(wù)知識(shí)和技能,以保障客戶服務(wù)質(zhì)量和滿意度;進(jìn)而以高滿意度塑造品牌形象,促進(jìn)二次銷售維持市場占有率的領(lǐng)先地位。這些都對(duì)奧迪售后服務(wù)培訓(xùn)師的能力提出了新的、更高的、更全面要求,為了提升他們的能力,培訓(xùn)師培訓(xùn)必不可少。然而,目前一汽-大眾奧迪的售后服務(wù)培訓(xùn)師培訓(xùn)工作面臨管理權(quán)責(zé)不清,培訓(xùn)計(jì)劃制定不合理,培訓(xùn)實(shí)施效果不好等諸多問題,本文以成人學(xué)習(xí)理論、勝任素質(zhì)理論為基礎(chǔ),以文獻(xiàn)研究、訪談和問卷調(diào)查為研究方法,參考國外先進(jìn)的培訓(xùn)師勝任素質(zhì)模型,嘗試對(duì)一汽-大眾奧迪售后服務(wù)培訓(xùn)師培訓(xùn)現(xiàn)存問題進(jìn)行分析,并在找到原因后,嘗試有針對(duì)性地為其建立一套全新的完整培訓(xùn)方案。新的培訓(xùn)方案包括了完整的培訓(xùn)流程。首先,為支持企業(yè)的戰(zhàn)略目標(biāo),制定本組織的工作目標(biāo);然后,為確保本組織工作目標(biāo)順利實(shí)現(xiàn),制定培訓(xùn)師團(tuán)隊(duì)的勝任素質(zhì)模型。再根據(jù)素質(zhì)模型、培訓(xùn)需求調(diào)研分析結(jié)果和組織現(xiàn)狀規(guī)劃新的培訓(xùn)課程,為不同情況的培訓(xùn)師制定了真正適合其需求的培訓(xùn)課程,以分系列、分等級(jí)的培訓(xùn)課程構(gòu)成較為完整的課程體系。同時(shí)制定新的培訓(xùn)計(jì)劃,并有組織、高質(zhì)量地實(shí)施和管理培訓(xùn)師培訓(xùn)項(xiàng)目。最后再通過柯氏四級(jí)評(píng)估法對(duì)培訓(xùn)效果進(jìn)行評(píng)估,以監(jiān)控培訓(xùn)實(shí)施的質(zhì)量,同時(shí)以評(píng)估結(jié)果為反饋,持續(xù)不斷改善培訓(xùn)需求的制定,從而形成完整的閉環(huán)過程。除此以外,為保障培訓(xùn)師培訓(xùn)方案順利實(shí)施并能達(dá)到預(yù)期效果,設(shè)計(jì)了若干有針對(duì)性的保障措施,包括公司層面的組織保障、部門層面的組織保障、人員分級(jí)制度、薪酬激勵(lì)制度以及崗位晉升和人員退出機(jī)制。通過以上保障措施與新設(shè)計(jì)的培訓(xùn)師培訓(xùn)方案互相結(jié)合和促進(jìn),對(duì)培訓(xùn)師進(jìn)行充分的激勵(lì),保證其參訓(xùn)和自我提升的積極性,以達(dá)到新設(shè)計(jì)的培訓(xùn)師培訓(xùn)方案的最佳效果。本研究期待新設(shè)計(jì)的培訓(xùn)方案可以解決一汽-大眾奧迪售后服務(wù)培訓(xùn)師培訓(xùn)工作上的一些問題,提升組織現(xiàn)有工作效率與工作表現(xiàn),降低培訓(xùn)成本,提升員工滿意度,以支持企業(yè)整體經(jīng)營目標(biāo)的實(shí)現(xiàn)。另外,由于培訓(xùn)與發(fā)展領(lǐng)域從業(yè)者的工作職責(zé)和任務(wù)有很大的共同性,本研究的結(jié)論對(duì)其他行業(yè)和企業(yè)中行使培訓(xùn)開發(fā)與呈現(xiàn)職能的組織和部門,以及各企業(yè)中的企業(yè)大學(xué)、內(nèi)部培訓(xùn)中心等具有一定的可推廣性。
[Abstract]:The change of luxury car market has put forward new challenge to automobile enterprise, the market turns cold, the competition is fierce.Regardless of Audi or its partner dealer network, its after-sales service ability reflects the importance of gradually increasing, related to the brand image, profits and even survival.The construction of after-sales service capacity is highly dependent on training, so the importance of building the ability of after-sales service trainers is more and more prominent.In order to achieve the strategic goal of Audi brand, Audi after-sales training department needs to provide high-quality training to dealers to improve their profitability and ensure their healthy financial situation, and to enhance the service knowledge and skills of dealers.In order to ensure customer service quality and satisfaction, and then create a brand image with high satisfaction, promote secondary sales to maintain the leading position of market share.All these put forward new, higher and more comprehensive requirements for Audi after-sales service trainers, which are essential to enhance their ability.However, at present, FAW-Volkswagen Audi's after-sales service training work is faced with many problems, such as unclear management responsibilities, unreasonable development of training plan, poor effect of training implementation and so on. This paper is based on adult learning theory and competence theory.With literature research, interview and questionnaire as the research method, referring to the foreign advanced competency model of trainers, this paper attempts to analyze the existing problems in the training of FAW-Volkswagen Audi after-sales service trainers, and find out the reasons.Try to set up a completely new and complete training program.The new training program includes a complete training process.First of all, to support the strategic objectives of the enterprise, to establish the work objectives of the organization; secondly, to ensure the smooth realization of the objectives of the work of the organization, the competency model of the trainers team is developed.Then, according to the quality model, the results of research and analysis of training needs and the present situation of the organization, the new training courses are planned, and the training courses that are really suitable for the trainers in different situations are developed to be divided into series.Hierarchical training courses constitute a relatively complete curriculum system.Develop new training programs and implement and manage training programs in an organized and high-quality manner.Finally, the training effect is evaluated by Cor's four-level evaluation method to monitor the quality of training implementation, and the evaluation result is used as feedback to continuously improve the formulation of training demand, thus forming a complete closed-loop process.In addition, in order to ensure the smooth implementation of the training program for trainers and to achieve the desired results, several targeted safeguards have been designed, including organizational support at the corporate level, organizational protection at the departmental level, and personnel grading system.Salary incentive system and post promotion and personnel withdrawal mechanism.Through the combination and promotion of the above safeguard measures and the newly designed training scheme, the trainee should be encouraged sufficiently to ensure his enthusiasm for participating in the training and self-improvement so as to achieve the best effect of the newly designed training plan for the trainer.This study expects that the newly designed training scheme can solve some problems in the training work of FAW-Volkswagen Audi after-sales service trainers, improve the organization's existing work efficiency and performance, reduce training costs, and enhance employee satisfaction.To support the implementation of the overall business objectives of the enterprise.In addition, because of the common responsibilities and tasks of practitioners in the field of training and development, the conclusions of this study are applicable to organizations and departments in other industries and enterprises that exercise the functions of training, development and presentation, as well as enterprises and universities in various enterprises.Internal training center and so on have certain extensibility.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.471

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