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论文编号：	15732
作者编号：	2320233752
上传时间：	2025/12/9 17:01:29
中文题目：	C医疗器械公司基于胜任力模型的研发人员培训体系优化研究
英文题目：	Research on the Optimization of the R&D Personnel Training System in C Medical Device Company Based on Competency Model
指导老师：	李全
中文关键字：	医疗器械企业；研发人员；胜任力模型；培训体系；优化路径
英文关键字：	Medical device enterprises; R&D personnel; competency model; training system; optimization path
中文摘要：	在医疗器械行业高速发展的背景下，研发人员已成为推动企业持续创新与技术突破的核心力量。然而，C医疗器械公司在研发人员培训体系方面仍存在不足：培训需求识别缺乏科学性与前瞻性，课程内容以碎片化知识传递为主，缺乏分层设计；培训方式单一，过度依赖线下讲授，内部知识未能有效沉淀；培训效果评估流于形式，未形成计划—反馈—改进的闭环；培训制度与文化建设滞后，缺少激励与组织支持。这些问题导致研发人员在专业技能、协作沟通、项目管理和创新能力等方面存在短板，制约了企业研发效率与成果转化能力的提升。 为解决上述问题，本文在梳理胜任力理论与相关研究成果的基础上，综合运用文献研究、问卷调查、深度访谈和案例分析等方法，对C医疗器械公司研发人员培训体系的运行现状进行了系统分析。随后，采用行为事件访谈（BEI）、专家评审和因子分析等方法提炼并构建了C医疗器械公司研发人员胜任力模型。该模型涵盖六大维度共21项要素，分别为技术攻坚与创新、专业执行、质量合规、项目与资源管理、协作与沟通、用户与市场洞察，既体现了医疗器械研发的行业特性，也契合了企业战略发展的需求。在此基础上，论文提出基于胜任力模型的培训体系优化路径，包括流程重构与组织支撑两方面：前者围绕培训需求识别、课程体系构建、培训实施与效果评估四个环节形成能力提升闭环；后者从组织保障、企业文化和制度流程层面推动培训体系由经验驱动向能力导向转变。 研究结果表明，引入胜任力模型不仅提升了培训的针对性与有效性，使研发人员在专业技能、跨学科整合、质量意识、项目执行和团队协作等方面实现持续成长，还增强了岗位适配度与职业发展动力。通过培训体系的系统优化，C医疗器械公司能够构建更加稳定的人才梯队，提升研发效率与成果转化率，形成以人才能力为核心的可持续竞争优势。本文研究不仅为C医疗器械公司提供了实践路径，也为其他医疗器械企业优化研发人员培训体系、推动人才战略转型提供了理论借鉴与实践参考。
英文摘要：	With the rapid development of the medical device industry, R&D personnel have become the core driving force for continuous innovation and technological breakthroughs. However, C Medical Device Company still faces deficiencies in its R&D training system: training needs lack scientific analysis and foresight; course content remains fragmented and untiered; training methods are monotonous, relying heavily on offline lectures while failing to retain internal knowledge; evaluation mechanisms are superficial, lacking a plan–feedback–improvement loop; and institutional support and cultural incentives remain weak. These problems have led to gaps in professional skills, collaboration, project management, and innovation, constraining the company’s R&D efficiency and achievement transformation. To address these issues, this study integrates qualitative and quantitative research methods, including literature review, questionnaire survey, in-depth interviews, and case analysis, to systematically analyze the current operation of the training system. Behavioral Event Interviews (BEI), expert evaluations, and factor analysis were applied to extract and construct a competency model for R&D personnel. The model consists of six dimensions and 21 elements—technological innovation, professional execution, quality and compliance, project and resource management, collaboration and communication, and user and market insight—reflecting both the industry characteristics of medical device R&D and the company’s strategic needs. Based on this model, the study proposes an optimization path comprising two aspects: process reconstruction and organizational support. The former focuses on four stages—training needs analysis, curriculum design, implementation, and effectiveness evaluation—to build a closed-loop mechanism, while the latter enhances training through cultural, institutional, and structural reinforcement. The findings indicate that introducing a competency model improves the precision and effectiveness of training, enabling R&D staff to achieve continuous growth in technical expertise, cross-disciplinary integration, quality awareness, project execution, and teamwork, while enhancing job fit and career motivation. Through systematic training optimization, C Medical Device Company can build a stable talent pipeline, improve R&D efficiency and achievement transformation, and establish a sustainable competitive advantage centered on talent capability. This study provides not only practical pathways for C Medical Device Company but also theoretical and practical references for other medical device enterprises seeking to optimize R&D training systems and advance talent strategies.
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