伴随经济全球化、数据信息化的进一步加深，国有企业市场化转型过程困难 重重，高素质人才成为国有企业发展战略中不可或缺的一环。在国有企业市场化 转型的特殊阶段，如何吸引人才、留住人才，对国有企业人力资源管理提出了新 的挑战。现阶段，“新生代”员工逐渐成为各行各业的中流砥柱，他们兼具高创 造力和不稳定性，在创造高额的经济价值的同时，也在不断冲击着企业人力资源 管理能力。通过建立动态的员工培训体系，从企业内部改善员工企业环境，将企 业的发展与员工的职业生涯规划相结合，对未来人才的引进与储备至关重要。 本文选取大型国有企业的市场化转型前沿部门作为研究对象，通过查阅大量 文献与欧亿·体育（中国）有限公司，借鉴国内外学者对员工培训相关理论的研究，结合现场访谈、问卷 调查，对JT集团贸易事业部现有员工培训体系中存在的问题进行梳理。JT集团 是大型国有企业，为了推进全球战略布局，成立贸易事业部，负责主要产品的市 场交易。因此，贸易事业部兼具国有企业管理和市场化经营两个特性，是JT集 团市场化转型的先行军，员工整体素质、技能水平与国际市场要求的差距越发明 显。如何发挥员工培训体系的优势，创造学习型企业环境，吸引人才、培养人才， 成为贸易事业部人力资源管理的重中之重。 本文针对贸易事业部现状，结合企业发展需求，从制度体系、设计体系、实 施体系、保障制度四个方面提出优化建议。其中，制度体系是员工培训体系的基 础，主要建立员工培训体系框架，本文从基础制度、人事考核制度、激励制度、 职业生涯规划制度四个方面进行设计；设计体系主要是对长期存在的必备培训项 目进行设计，例如新员工入职培训，本文从培训课程设计与培训资源管理两方面 进行设计；实施体系是按照培训流程对新增培训项目和计划的执行细节进行优 化，即需求分析、培训设计、培训实施、效果评估。本文希望通过对JT集团贸 易事业部员工培训体系的整体优化，提炼出适合国有企业市场化转型的人力资源 管理方案，能为同样面临市场化转型的国有企业提供支持。 关键词：国有企业；人力资源管理；员工培训 Abstract Alongwithfurtherdeepeningofeconomicglobalization，thedatainformation， marketizationofstate-ownedenterprisetransformationprocessdifficult，high-quality talenttobecomeanintegralpartofdevelopmentstrategyofthestate-owned enterprises.Inthespecialstageofstate-ownedenterprises'market-oriented transformation，howtoattractandretaintalentsposesnewchallengestothehuman resourcemanagementofstate-ownedenterprises.Atpresent，the"newgeneration"of employeeshavegraduallybecomethemainstayofallwalksoflife.Theyareboth highlycreativeandunstable.Whilecreatinghigheconomicvalue，theyarealso constantlyimpactingthehumanresourcemanagementabilityofenterprises.Through theestablishmentofdynamicemployeetrainingsystem，improvetheemployee enterpriseenvironmentfromwithintheenterprise，andcombinethedevelopmentof theenterprisewiththecareerplanningoftheemployee，itiscrucialforthe introductionandreserveoffuturetalents. Thisthesisselectstheforefrontdepartmentsofmarket-orientedtransformationof largestate-ownedenterprisesastheresearchobject.Byreferringtoalargenumberof literaturesandmaterials，domesticandforeignscholars'researchontherelevant theoriesofemployeetraining，andcombiningwithon-siteinterviewsand questionnairesurveys，theexistingproblemsinthecurrentemployeetrainingsystem ofJTgroup'stradedivisionaresortedout.JTgroupisalargestate-ownedenterprise， inordertopromotetheglobalstrategiclayout，theestablishmentofthetradedivision， responsibleforthemarkettransactionsofmajorproducts.Therefore，thetrade departmenthastwocharacteristicsofbothstate-ownedenterprisemanagementand market-orientedoperation，andisthepioneerinthemarket-orientedtransformationof JTgroup.Thegapbetweentheoverallqualityandskilllevelofemployeesandthe requirementsoftheinternationalmarketismoreandmoreobvious.Howtogivefull playtotheadvantagesofthestafftrainingsystem，createalearningenterprise environment，attractandtraintalents，becomethetoppriorityinthehumanresource managementofthetradedepartment. Accordingtothecurrentsituationofthetradedepartmentandthedevelopment needsofenterprises，thisthesisputsforwardoptimizationsuggestionsfromfour aspects:system，designsystem，implementationsystemandguaranteesystem.Among them，thesystemisthebasisofthestafftrainingsystem，mainlytoestablishthestaff trainingsystemframework，thisthesisfromthemaintenancesystem，personnel assessmentsystem，incentivesystem，careerplanningsystemfouraspectstodesign; Thedesignsystemmainlydesignsthelong-termnecessarytrainingprojects，suchas theinductiontrainingfornewemployees.Theimplementationsystemistooptimize theimplementationdetailsofnewtrainingprojectsandplansaccordingtothetraining process，thatis，demandanalysis，trainingdesign，trainingimplementationandeffect evaluation.ThroughtheoveralloptimizationofthestafftrainingsystemofJTgroup's tradedivision，thisthesishopestoextractahumanresourcemanagementprogram suitableforthemarket-orientedtransformationofstate-ownedenterprises，soasto providesupportforstate-ownedenterprisesfacingthesamemarket-oriented transformation. Keywords:state-ownedenterprises，humanresourcemanagement，stafftraining 目录 第一章导论..................................................................................................................1 1.1研究背景..............................................................................................................................1 1.2研究意义..............................................................................................................................2 1.3研究内容与方法..................................................................................................................2 1.3.1研究内容..................................................................................................................2 1.3.2研究方法..................................................................................................................2 1.3.3研究思维导图..........................................................................................................3 第二章相关概念及理论综述.................................................................................................4 2.1基础概念..............................................................................................................................4 2.1.1人力资源管理..........................................................................................................4 2.1.2培训..........................................................................................................................4 2.1.3培训体系..................................................................................................................5 2.1.4新生代员工..............................................................................................................5 2.2国内外理论研究情况..........................................................................................................6 2.2.1国外学者的培训理论研究.....................................................................................6 2.2.2国内学者对培训理论的研究.................................................................................9 2.2.3国内外企业员工培训的研究现状.......................................................................10 第三章JT集团贸易事业部现有培训体系现状及问题..................................................12 3.1JT集团贸易事业部人力资源现状.................................................................................12 3.1.1人员结构................................................................................................................12 3.1.2员工满意度调查...................................................................................................14 3.2培训体系存在的问题........................................................................................................17 3.2.1培训制度缺乏实施细则.......................................................................................17 3.2.2培训设计流程不规范...........................................................................................19 3.2.3实施过程缺乏流程管理.......................................................................................20 3.2.4缺乏培训保障制度.............................................................................................