【摘要】：房地產(chǎn)行業(yè)的競(jìng)爭(zhēng)最終是人才的競(jìng)爭(zhēng),建設(shè)一支專(zhuān)業(yè)化的人才隊(duì)伍是公司生存和發(fā)展的關(guān)鍵,加強(qiáng)對(duì)員工的培訓(xùn)是有效提升公司核心競(jìng)爭(zhēng)力的重要手段,通過(guò)針對(duì)性強(qiáng)、實(shí)操性高的系統(tǒng)培訓(xùn),將有力提升員工銷(xiāo)售業(yè)績(jī),強(qiáng)化員工工作能力,繼而將團(tuán)隊(duì)力量打造為企業(yè)綜合實(shí)力的堅(jiān)實(shí)后盾,使企業(yè)在高素質(zhì)、強(qiáng)執(zhí)行、同心德的員工隊(duì)伍努力下,高質(zhì)量完成既定指標(biāo),讓企業(yè)獲利的同時(shí)厚報(bào)內(nèi)部員工,實(shí)現(xiàn)雙方共贏的良好局面。本文系統(tǒng)分析了安合房地產(chǎn)公司培訓(xùn)情況,結(jié)合人才培養(yǎng)計(jì)劃,力圖通過(guò)量身訂造的系統(tǒng)培訓(xùn)強(qiáng)化人員效能,使員工最大限度服務(wù)企業(yè)。通過(guò)對(duì)培訓(xùn)相關(guān)資料的查閱和對(duì)比,筆者發(fā)現(xiàn)了企業(yè)在培訓(xùn)方面存在的一些阻礙因素,并為構(gòu)建培訓(xùn)體系提出了自己的設(shè)想,具有一定的實(shí)踐意義。本文的基本架構(gòu)是:第一章是交代了選題背景和意義,第二章是安合房地產(chǎn)公司培訓(xùn)體系的問(wèn)題及成因分析,第三章是具體構(gòu)建安合房地產(chǎn)公司的培訓(xùn)體系,第四章是闡述了安合房地產(chǎn)公司培訓(xùn)體系的保障措施。本文在研究中發(fā)現(xiàn)了安合房地產(chǎn)公司在培訓(xùn)方面存在培訓(xùn)需求分析缺乏系統(tǒng)性、培訓(xùn)計(jì)劃與工作實(shí)際相脫節(jié)、培訓(xùn)內(nèi)容和方法比較的單一、培訓(xùn)效果評(píng)估流于形式等問(wèn)題,針對(duì)這些問(wèn)題,詳細(xì)分析了這些問(wèn)題是由家族式企業(yè)的發(fā)展階段、領(lǐng)導(dǎo)的組織意識(shí)淡薄和培訓(xùn)體系不健全造成的。為此,本文按照ISO10015的培訓(xùn)理論的基本思路,構(gòu)建了安合房地產(chǎn)公司的培訓(xùn)體系,主要包括四個(gè)方面,一是培訓(xùn)需求分析,二是培訓(xùn)計(jì)劃制定,三是培訓(xùn)計(jì)劃實(shí)施,四是培訓(xùn)效果評(píng)估。首先,本文把安合房地產(chǎn)公司按照組織、崗位、人員進(jìn)行區(qū)分,通過(guò)訪談和問(wèn)卷來(lái)分析培訓(xùn)需求。其次,本文擬將培訓(xùn)計(jì)劃按照新入職員工、基層員工、中層管理者和高層領(lǐng)導(dǎo)者四類(lèi)職別屬性劃分,制定符合員工現(xiàn)階段工作業(yè)務(wù)的培訓(xùn)計(jì)劃。再次,分析不同職務(wù)員工工作業(yè)務(wù)需要,利用多樣化的培訓(xùn)課程,多維度提升員工綜合素質(zhì)。最后,依托柯氏四層評(píng)估模型為安合房地產(chǎn)公司培訓(xùn)工作設(shè)計(jì)評(píng)估方式,實(shí)現(xiàn)企業(yè)員工培訓(xùn)的有效評(píng)估。本文從組織、制度、資源和環(huán)境四個(gè)層面對(duì)培訓(xùn)的實(shí)施進(jìn)行了保障措施設(shè)計(jì)。組織層面要成立培訓(xùn)部、爭(zhēng)取高層領(lǐng)導(dǎo)的支持和爭(zhēng)取基層員工的支持;制度層面要制定培訓(xùn)計(jì)劃制度、考核制度、獎(jiǎng)懲制度、檔案管理制度、經(jīng)費(fèi)制度和合同制度;資源層面要增加培訓(xùn)預(yù)算、加強(qiáng)師資隊(duì)伍建設(shè)、完善培訓(xùn)設(shè)施建設(shè);環(huán)境層面要建立學(xué)習(xí)型組織,培養(yǎng)學(xué)習(xí)型企業(yè)文化。
[Abstract]:The competition in the real estate industry is ultimately the competition of talents. Building a professional talent team is the key to the survival and development of the company. Strengthening the training of employees is an important means to effectively enhance the core competitiveness of the company. The system training with high practical ability will have the ability to improve the sales performance, strengthen the working ability of the staff, and then build the team strength as the solid backing of the comprehensive strength of the enterprise, so that the enterprise can work hard in the high quality, strong execution and concentric employee team. High-quality achievement of established targets, while allowing the company to profit and report to the internal staff to achieve a win-win situation. This paper systematically analyzes the training situation of Anhe Real Estate Company, and tries hard to strengthen the staff efficiency and make the staff serve the enterprise to the maximum extent by combining with the talent training plan. By consulting and comparing the relevant training materials, the author finds some obstacles in the training of enterprises, and puts forward his own ideas for the construction of the training system, which has a certain practical significance. The basic structure of this paper is as follows: the first chapter explains the background and significance of the topic, the second chapter is the analysis of the problems and causes of the training system of Anhe Real Estate Company, the third chapter is the concrete construction of the training system of Anhe Real Estate Company. The fourth chapter expounds the safeguard measures of the training system of Anhe Real Estate Company. In this paper, we find that there are some problems in training demand analysis of Anhe Real Estate Company, such as lack of systematic analysis of training needs, disconnection between training plan and work practice, single training contents and methods, formality of training effect evaluation, etc. Aiming at these problems, this paper analyzes in detail that these problems are caused by the development stage of family enterprises, the weak organizational consciousness of leaders and the imperfection of training system. Therefore, according to the basic train of thought of ISO10015's training theory, this paper constructs the training system of Anhe Real Estate Company, which mainly includes four aspects, one is the analysis of training needs, the other is the formulation of training plan, and the third is the implementation of training plan. Fourth, training effect evaluation. First of all, this paper classifies the real estate company according to organization, position and personnel, and analyzes the training demand through interviews and questionnaires. Secondly, this paper divides the training plan into four categories: new employee, grass-roots employee, middle manager and senior leader, and makes the training plan which accords with the present work business of the staff. Thirdly, it analyzes the work needs of different position employees, and improves the comprehensive quality of employees in many dimensions by using diversified training courses. Finally, the evaluation method is designed for the training work of Anhe Real Estate Company based on the four layers evaluation model, and the effective evaluation of employee training is realized. In this paper, the implementation of the training from the organizational, institutional, resource and environmental aspects of the implementation of the security measures are designed. At the organizational level, the training department should be set up to win the support of the senior leaders and the grass-roots staff, and the training plan system, the assessment system, the reward and punishment system, the file management system, the funding system and the contract system should be formulated at the system level. At the resource level, we should increase the training budget, strengthen the construction of the teaching staff and perfect the construction of the training facilities, and in the environmental level, we should establish the learning organization and cultivate the learning enterprise culture.
【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(lèi)號(hào)】：F299.233.4;F272.92

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