本文選題：員工培訓(xùn)　切入點(diǎn)：戰(zhàn)略導(dǎo)向　出處：《揚(yáng)州大學(xué)》2017年碩士論文

【摘要】：在宏觀經(jīng)濟(jì)從高速發(fā)展進(jìn)入到中高速發(fā)展的新常態(tài)背景下,中國(guó)電信Y分公司也進(jìn)入了轉(zhuǎn)型換擋、結(jié)構(gòu)調(diào)整和政策適應(yīng)期,隨著移動(dòng)、聯(lián)通兩大電信運(yùn)營(yíng)商全業(yè)務(wù)的超速開展,市場(chǎng)競(jìng)爭(zhēng)態(tài)勢(shì)進(jìn)一步加劇,公司面臨著巨大的挑戰(zhàn)。中國(guó)電信Y分公司市場(chǎng)營(yíng)銷部門作為公司業(yè)務(wù)發(fā)展的核心部門,承載著公司業(yè)務(wù)發(fā)展、產(chǎn)品推廣和擴(kuò)大市場(chǎng)規(guī)模等重任,如何讓客戶在日新月異的科技化時(shí)代更清晰地了解電信的通信網(wǎng)絡(luò)質(zhì)量、接入技術(shù)優(yōu)勢(shì)、4G網(wǎng)絡(luò)覆蓋和優(yōu)質(zhì)客戶服務(wù)就要依靠與客戶直接接觸的市場(chǎng)營(yíng)銷人員。雖然近年來(lái)市場(chǎng)營(yíng)銷部門的員工人數(shù)大幅增加,但很多員工對(duì)市場(chǎng)營(yíng)銷政策的敏銳度、營(yíng)銷技能的掌握以及服務(wù)水平都相對(duì)欠缺,同時(shí)每個(gè)市場(chǎng)營(yíng)銷人員都有很繁重的業(yè)務(wù)考核指標(biāo),導(dǎo)致部分員工看不到未來(lái)前景,不能滿足個(gè)人職業(yè)生涯發(fā)展規(guī)劃,讓企業(yè)面臨市場(chǎng)營(yíng)銷和人力資源管理的雙重壓力。所以,公司必須通過(guò)對(duì)市場(chǎng)營(yíng)銷人員進(jìn)行科學(xué)、全面、系統(tǒng)的培訓(xùn)來(lái)提升其綜合素質(zhì)和業(yè)務(wù)能力,從而創(chuàng)造企業(yè)持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì),提高企業(yè)發(fā)展效率。在公司人力資源部開展的宏觀層面通用培訓(xùn)之余,市場(chǎng)營(yíng)銷部門雖然單獨(dú)組織了一些業(yè)務(wù)技能培訓(xùn),但大多數(shù)為臨時(shí)性和突擊性的政策宣貫和活動(dòng)介紹,形式和內(nèi)容都較為單一,有時(shí)甚至因?yàn)闀r(shí)間緊、任務(wù)重,而忽略了培訓(xùn),只是發(fā)放宣傳冊(cè)或者電子郵件介紹營(yíng)銷政策,由員工自行消化吸收,從而造成了很多業(yè)務(wù)工作的疏忽和營(yíng)銷機(jī)會(huì)的喪失。培訓(xùn)工作缺乏戰(zhàn)略指導(dǎo),缺乏科學(xué)性、計(jì)劃性、針對(duì)性和系統(tǒng)性,也沒(méi)有制度保障,一味單方面填鴨式教學(xué),既沒(méi)有達(dá)到應(yīng)有的培訓(xùn)效果,又造成了人力、物力、財(cái)力的浪費(fèi)。通過(guò)對(duì)中國(guó)電信Y分公司市場(chǎng)營(yíng)銷人員基本情況和培訓(xùn)現(xiàn)狀進(jìn)行分析和研究,并發(fā)放調(diào)查問(wèn)卷深入了解市場(chǎng)營(yíng)銷人員的培訓(xùn)滿意度和需求,根據(jù)數(shù)據(jù)統(tǒng)計(jì)和分析,總結(jié)出中國(guó)電信Y分公司市場(chǎng)營(yíng)銷人員培訓(xùn)工作目前存在的主要問(wèn)題和原因,如缺乏戰(zhàn)略導(dǎo)向意識(shí)和崗位勝任特征的指導(dǎo)、缺乏完善的培訓(xùn)流程、缺乏相應(yīng)的制度支持等。針對(duì)目前培訓(xùn)現(xiàn)狀和不足之處,以公司發(fā)展和人力資源戰(zhàn)略為導(dǎo)向,通過(guò)訪談法構(gòu)建市場(chǎng)營(yíng)銷人員崗位勝任力模型,在勝任特征要素的指導(dǎo)下從市場(chǎng)營(yíng)銷人員培訓(xùn)需求分析、計(jì)劃制定、組織實(shí)施、效果評(píng)估四個(gè)方面提出培訓(xùn)改進(jìn)的對(duì)策建議,并進(jìn)一步完善培訓(xùn)工作的保障措施。以期能夠滿足市場(chǎng)營(yíng)銷人員職業(yè)生涯發(fā)展規(guī)劃,并為企業(yè)發(fā)展提供人力資本和保障,實(shí)現(xiàn)員工和企業(yè)共同發(fā)展的雙贏局面。
[Abstract]:In the context of the macroeconomic development from high speed to high speed development, China Telecom Y Branch has also entered the period of transition shift, structural adjustment and policy adaptation. With the rapid development of the entire service of the two major telecom operators, China Unicom,The market competition situation further intensifies, the company faces the huge challenge.As the core department of the company's business development, the marketing department of China Telecom Y Branch bears the heavy responsibility of the company's business development, product promotion and expansion of the market scale, etc.How to make customers understand the telecommunication network quality more clearly in the changing era of science and technology, access technology advantage, 4G network coverage and high quality customer service need to rely on the direct contact with customers marketing personnel.Although the number of employees in the marketing department has increased substantially in recent years, many employees are relatively lacking in their sensitivity to marketing policies, their mastery of marketing skills and their service level.At the same time, every marketer has a very heavy business assessment index, which causes some employees to see no future prospects, can not meet the personal career development plan, so that enterprises are faced with the dual pressure of marketing and human resources management.Therefore, the company must improve its comprehensive quality and business ability through scientific, comprehensive and systematic training of marketing personnel, so as to create a sustainable competitive advantage and improve the efficiency of enterprise development.In addition to the general training at the macro level carried out by the human resources department of the company, although the marketing department has organized some business skills training separately, most of them are temporary and aggressive policy enforcement and activity presentations.The form and content are relatively single, and sometimes because of time constraints and heavy tasks, the training is neglected. It is just a brochure or an e-mail introduction to marketing policy, which is absorbed by the employees themselves.As a result, a lot of business negligence and the loss of marketing opportunities.Lack of strategic guidance, lack of scientific, planning, pertinence and system, there is no system guarantee, unilateral spoon-feeding teaching, not only did not achieve the due training effect, but also caused a waste of human, material and financial resources.Through the analysis and research on the basic situation and training status of the marketing personnel in China Telecom Y Branch, and the distribution of questionnaires to understand the training satisfaction and needs of the marketing personnel, according to the statistics and analysis of the data,The main problems and reasons of marketing personnel training in Y branch of China Telecom are summarized, such as lack of guidance of strategic orientation and post competence, lack of perfect training process, lack of corresponding system support, etc.Aiming at the current training situation and deficiency, this paper, under the guidance of company development and human resource strategy, constructs the job competency model of marketing personnel through interview, and analyzes the training needs of marketing personnel under the guidance of competency factors.Four aspects of plan formulation, organization implementation and effect evaluation are proposed to improve the training, and further improve the training measures.In order to meet the marketing personnel career development plan and provide human capital and security for the development of enterprises to achieve the win-win situation of common development of employees and enterprises.
【學(xué)位授予單位】：揚(yáng)州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F626
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本文編號(hào)：1696977