本文選題：新員工 + 入職培訓(xùn)　； 參考：《長沙理工大學(xué)》2013年碩士論文

【摘要】：作為新生力量，新員工是企業(yè)可持續(xù)發(fā)展的動力源泉，職業(yè)生涯能否開好頭，不僅影響到員工自身的未來發(fā)展，同時也關(guān)系到企業(yè)的長遠利益。當(dāng)代新員工在價值觀念、行為特征等方面更加注重個性，作為強調(diào)規(guī)范性、公益性的電力企業(yè)，如何引導(dǎo)新員工，幫助他們盡快實現(xiàn)學(xué)校人向社會人的轉(zhuǎn)變，促進其與企業(yè)共生共榮，成功將人力資源轉(zhuǎn)化為企業(yè)財富呢？新員工入職培訓(xùn)無疑是值得我們關(guān)注的課題。 本文通過系統(tǒng)學(xué)習(xí)國內(nèi)外培訓(xùn)理論，借鑒德國電力、IBM、西門子、英特爾等企業(yè)成功的新員工培訓(xùn)案例，總結(jié)發(fā)現(xiàn)他們在新員工培訓(xùn)理念上高度重視、模式上量身設(shè)計、內(nèi)容上科學(xué)合理。在此基礎(chǔ)上，經(jīng)過深入分析企業(yè)發(fā)展現(xiàn)狀和新員工基本特點，采用SWOT辯證分析法剖析了湖南省電力公司新員工培訓(xùn)目前擁有的優(yōu)勢與機遇，，以及存在的劣勢和面臨的威脅。以全面質(zhì)量管理的PDCA循環(huán)理論為指導(dǎo)核心，運用了“KSAIBs模型”、“四象限”等分析方法，提出了圍繞一條主線，堅持兩段式培訓(xùn)和推行331培訓(xùn)模式的優(yōu)化思路，秉承突出行業(yè)性、時代性、差異性、重點性原則，著重從培訓(xùn)目標(biāo)、培訓(xùn)組織結(jié)構(gòu)、培訓(xùn)需求調(diào)研、培訓(xùn)課程設(shè)計、培訓(xùn)師資配置、培訓(xùn)效果評估和培訓(xùn)反饋與績效考核等七個方面實施優(yōu)化方案，形成了一整套符合電網(wǎng)企業(yè)實際、體現(xiàn)電力行業(yè)特色的新員工培訓(xùn)體系。項目取得了較大成效，得到多方肯定與支持，多家電力企業(yè)就此進行專題調(diào)研，具有一定實踐推廣意義和價值。
[Abstract]:As a new force, the new employee is the motive source of the sustainable development of the enterprise. Whether or not the career can start well will not only affect the future development of the employees themselves, but also affect the long-term interests of the enterprise. Contemporary new employees pay more attention to their individuality in the aspects of values and behavioral characteristics. As an electric power enterprise that emphasizes standardization and public welfare, how to guide new employees and help them to realize the transformation of school people to social people as soon as possible, Promote its symbiotic co-prosperity with the enterprise, the successful transformation of human resources into corporate wealth? There is no doubt that new staff induction training is worthy of our attention. By systematically studying the training theory at home and abroad, this paper draws lessons from the successful new employee training cases of IBM, Siemens, Intel and other enterprises in Germany, summarizes and finds that they attach great importance to the training concept of new employees and tailor their design to the model. The content is scientific and reasonable. On this basis, through in-depth analysis of the current situation of enterprise development and the basic characteristics of new employees, this paper uses SWOT dialectical analysis to analyze the advantages and opportunities of the training of new employees in Hunan Electric Power Company, as well as the disadvantages and threats faced by them. With the PDCA cycle theory of total quality management as the core, using "KSAIBs model", "four quadrants" and other analytical methods, this paper puts forward the optimized thinking of insisting on two-stage training and implementing 331 training mode around one main line. Adhering to the principles of industry, times, difference and emphasis, focusing on training objectives, training organization structure, training demand investigation, training course design, training teacher allocation, The training effect evaluation, training feedback and performance appraisal are implemented in seven aspects, which form a whole set of new employee training system which conforms to the actual situation of power grid enterprises and embodies the characteristics of electric power industry. The project has made great achievements, and has been affirmed and supported by many parties. Many electric power enterprises have carried out special research on this issue, which has certain practical significance and value.
【學(xué)位授予單位】：長沙理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.61

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