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论文编号：	3204
作者编号：	2120082640
上传时间：	2011/6/3 22:13:59
中文题目：	技术培训生项目在外资制造型企业中的应用研究
英文题目：	Technical Trainee Program Application Research in Foreign Manufacturing Enterprise
指导老师：	袁庆宏
中文关键字：	技术培训生；外资制造业；新员工培训；胜任力素质模型；组织社会化
英文关键字：	Technical Trainee Program; Foreign Manufacturing Industries; Orientation; Competence Model; Organization Socialization
中文摘要：	信息社会和知识经济的到来加剧了世界经济的全球化，全球化的快速扩张又推动了激烈的市场竞争，在这样的背景下，人们越来越认识到，现代企业竞争优势的创造与保持在很大程度上取决于企业人力资本的状况，而人力资本不仅意味着现有的人才结构和能力水平，更关键的意义在于未来的人力资本是否能支撑企业未来的发展。人才竞争的白热化使企业不仅面临未来的人力资本无法支持企业快速发展的困局，即便是现时的人力需求，也已很难通过现场招聘、网络招聘、内部推荐等常规的人才获取渠道得到满足。无论是从现实中遇到的问题还是从长远发展的目光来看，很多企业都面临着现成的人才不好用、不适用的问题，企业亟需的是能够创造、增强或维持企业核心竞争力的高级管理与技术人才。 企业依据自身需要，对于新引入的现成人才或潜在的人才进行有效再培训和开发成为企业发展人力资源、获取无价人力资本的关键。培训生项目的出现与引进正是为了解决这样的问题，是为了发展人力资本和增强企业的核心竞争力，它是一个较新的人力资源管理工具，是近几年在世界五百强跨国公司中广泛实行的一个项目。如何系统、客观、科学地实施技术培训生项目，使其在企业未来的发展中承担起技术创新的主力军角色，实现企业可持续经营、发展的目的，是每个企业都在研究和探索的问题。 本文以培训生项目引入的背景与意义为出发点，综述了国内外培训生项目的实施应用和发展现状，通过对人力资源管理与开发中六大模块领域的理论与相关文献进行梳理，运用人才选拔与任用的重要工具-胜任力模型的搭建、项目实施的效果评价等相关分析方法，重点探讨技术培训生项目在外资制造型企业中的应用前景与科学操作流程。 由于技术培训生项目自身的特点，使其应用以高科技术行业为主，又由于技术培训生项目需要在成熟的企业运营体系中方能保证实施的效果，这种应用范围的局限性和对项目运作环境的苛刻要求使得市场上运用技术培训项目的企业屈指可数，样本的缺乏对笔者进行相关的资料收集和研究带来了很大的困扰，但是可贵的是，由于技术培训生项目与市场上应用较多的管理培训生项目具有很多共同点，研究工具与方法存在非常相似的互通性、可借鉴性等，笔者结合目前在华外资制造型企业技术类人员的特点、获取渠道比较、具有较高应用价值的培训与开发前景等，以已应用过几届技术培训生项目的外资制造企业S公司为例，总结出外资制造型企业成功应用技术培训生项目应采用的科学流程与关键点控制的实施要求，对于其他有条件应用技术培训生项目的外资制造型企业运作该项目提供了较好的借鉴经验，具有较高的参考价值。 S公司是一家全球领先的工程进入硬件解决方案供应商，客户遍布广泛的全球各行业，有百年历史，进入中国市场也有十余年的时间，一直发展稳健，在业界享有很好的口碑与声誉。由于公司的产品是工程领域的五金零部件，产品有几百种之多，在需求快速变化的市场环境里，不断进行技术创新既是企业生存的根本要求，也是企业发展的推动使然。如前章所述，技术创新只是表象，推动技术创新的实际上是企业里的技术人才， S公司由于产品的特殊性与多样性，需要大量的具有高素质专业技能的技术人才；又由于是跨国公司，对技术人员的外语要求与创新能力有很高的要求。然而五金行业在国内虽然非常普遍，从事该行业人员的经验与能力却与S公司对技术人员的要求相去甚远，技术好、外语好、综合素质高的人更是少之又少，这使市场上的人才库远远满足不了企业的用人需求；又加上企业的在华业务虽然进展良好，却始终囿于人才的短缺而没有得到大规模的扩张，没有实行办企业大学自己培养人才的条件，每年从学校毕业的学生虽然有几百万之多，符合企业用人要求的却非常少。 本文在对S公司进行分析时，正是从其对技术类人才的需求与市场供应现状出发，通过对技术培训生项目在S公司的实践过程进行全方位的分析，采集多方面的数据并通过科学的效果评价方法进行分析，联系胜任力模型与新员工培训与开发理论，重点分析了技术项目生在S公司实施的真实结果，并通过流程回顾与培训生流失现状数据，阐述了技术培训生项目在S公司运作的效果不尽人意的深层次原因与对应的应对措施，对于其他有意向引入该项目的外资制造业企业，提供了具有可操作性的科学运作模式与流程，开辟了其成为切实的人力资源管理新型利器的可能性，使有条件运作该项目的企业，在摸索前行的实践道路上少走一些弯路。 本文的结论言简意赅，由于技术培训生项目最大的价值正是在于其应用前景，作为一个新型的人力资源开发工具，笔者通过前面四大章节的论述与阐述，在对S公司运作该项目的实践进行全方面分析、重点解读的基础上，得出技术项目生项目在外资制造型企业中具有广阔的应用前景。笔者总结出的技术培训生项目运作的常规流程与关键点控制，不仅为有条件应用该项目的企业运作该项目提供了参考，对于目前暂时没有条件运作该项目的企业，也可以在企业发展的不同阶段通过人力资源顾问公司的介入，尝试小范围内运作该项目，作为人才储备的重要工具手段与工具，通过技术培训生项目成长起来的技术生力军对企业未来发展的作用举足轻重；对于有意向在技术领域发展的应届毕业生而言，技术培训生亦是职路生涯中极为可贵的成长舞台，通过这样一个平台，有潜能的人才可以在职业生涯发展中少走许多弯路，更有条件在黄金年龄锤造出在技术领域的实力与事业高峰。
英文摘要：	With the coming of information and knowledge economic era, globalization comes to be the new challenge in market competition for kinds of industries and companies, many enterprises lose their competition advantages because of shortage of talents, specially the lacking on staffs with high-level technical abilities . The cruel condition and dog-eat-dog competition on talents make people realize that the most important and valued advantage for enterprises is not only the current talents structure and level, but also the staffs’ level and structure in coming developing period. The answer is there and easily to be understood. However, how to get or win the talents company needed? On-site hiring or e-recruitment can meet all the talent requirements both in current age and coming days? If no, what the company can do to solve the shortage of talents? In manufacturing enterprise, core competency competition often focus on technical staffs, which means innovation ability and is operated by technical expert in the organization, but practices turn out that although companies’ development depends on the level and structure of technical staffs, almost all innovated companies get in trouble in the current technical staffs, which is often hard to be managed and retained. On the one side, current talents are hard to be totally worked with high performance; On the other side, companies have no very efficient channels to get enough high-level top-management and technical experts. Then what’s the next way for company to get ahead of opponents? Many companies choose self-education to solve the problem. Technical trainee program is launched under such background, which also is proved to be a good tool for companies to store up the talents focus on future. This article tries to analysis the feasibility that technical trainee program operates in foreign-owned manufacturing enterprises, the scientific process to operate the program and key point control. In first chapter, the writer introduced the background that true social actuality meet in totally competitive environment, why the trainee program is launched in top-500 enterprises, the meaning to kick off trainee program, and , the research object and related research methods, the article frame and basic thinking. In chapter II, this article introduced several valued theories and tools in human resources management and development field, which is greatly related to trainee’ development. In the writer’s opinion, the key point for the success of trainee program is the selection of candidates and the following training or development to the trainees, therefore, in the theories introduction, the writer emphasized the recruitment tools and orientation organization theories, which the writer think that will play an important role in the trainee program. Just like what the proverb says, “ practices is the only criterion to proof-test the truth”, the practices often need the guide from the truth. The success of trainee program is also greatly need of the direction of related theories and methods. In chapter III, this article focus on the reality of supply and demand of technical experts and the companies how to face the shortage of technical talents. Just base on the background that technical talents are hard to be hired in market and is very important for companies’ development in the future, technical trainee program comes to launch in some developed industries specially hi-tech manufacturing enterprises. Company “S” is the good sample to analyze the feasibility that technical trainee program is operated in foreign manufacturing industries. Chapter IV is the practice part in the article. Via the analysis to technical trainee program in company “S”, we get to know that some key point must be followed and some rules is very crucial to be complied in the program operation process. The practice make many problems exposed and caution people much more pay attention to the selection process, competency model set-up, professional training course and development arrangement, etc. In the general, it turns out that technical trainee program could be a very effective tools to hive lots of technical expert in the future for organization development, and it’s realizable in manufacturing enterprise.
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