英國企業戰略性人力資源管理留學生dissertation

當今的社會已經成為人才和信息主導的社會,企業掌握了人才就是掌握了企業競爭中的核心競爭力。所以人才對企業的生存和發展發揮了重要作用。國內外企業和機構都認為，人才競爭力的提高在戰略性的人力資源的教育計劃中占有重要的地位。特別是一些大型的企業和機構十分重視戰略性的策略，即人力資源的教育計劃作用。根據這個領域理論的研究結果顯示，各種各樣的學術研究者的不同理論層出不窮,特別是最近人力資源的各種著作蜂擁而至,而且能解決企業運營的各種問題,這就導致了企業戰略計劃的在企業的發展中的更加被重視,也正是因此，越來越多的國內專家以及以研究為目的學者也將目光投向了這方面的研究。 1 the introduction of 5
 
1.1 the introduction of 5
 
1.2 the importance of the five strategic human resources training program
 
2 the main content of strategic human resource training plan and part of 9
 
2.1 enterprise background and key problem analysis
 
2.2 training object localization and demand analysis of 11
 
2.3 training target
 
2.4 training system operation plan 12
 
2.5 talent training and development plan
 
2.6 training course arrangement and budget 14
 
2.7 training performance evaluation method of 15
 
3 the program of 17 through strategic human resources training program
 
4 DB group, for example simulation design of 18 strategic human resources training program
 
4.1 training program
 
4.2 group training background and present situation analysis of 18
 
4.3 planning the 19th
 
4.4 training needs survey results analysis of 20
 
4.5 group 22 training target
 
4.6 group 22 training system operation plan
 
4.7 group 23 personnel training development plan
 
4.8 group training course arrangement and budget
 
4.9 training performance evaluation method of 25
 
5 the results discussed and 27
 
Reference 28
 
Background
 
Today's age has become the leading talents and information society, mastering the talent is the core competitiveness, so talents for enterprise survival and development have played a vital role. As tools and way of talent competitiveness, strategic human resources training program in both domestic and foreign enterprises and organizations occupies an important position. Especially the scale effect of the large enterprises and institutions attach great importance to the role of strategic human resources training program. And theoretical research in this respect also constantly emerging out many scholars and analysis works, especially in recent years, with the optimized configuration of human resources in the enterprise operation status is rising, more and more domestic scholars and research personnel also to look at this aspect.#p#分頁標題#e#
 
This paper hope through the comparison in this aspect both at home and abroad and the development situation of theory research, highlighting the strategic human resources training program is to change employee behavior to achieve the purpose of promoting enterprise long-term performance, but also for further discovery and excavation of outstanding management and technical talent, and through the staff's personal growth to boost the completion of organizational goals and strategy of the final implementation. Along with the strategic human resources management theory and practice of development, such as recruiting hired, post configuration, work analysis, salary, benefits and a series of professional management system gradually mature and at a certain fixed patterns.
 
In view of the research and design of human resources training program and continuous exploration and development in practice, this article wants to combine enterprise human resources training practice, the shallow discussion focus on employee performance improvement and other aspects of strategic human resources training program. At the same time, with the power of new media to talk about how to in the present, on the basis of theory and experience, explore a strategic human resource management with Chinese characteristics the necessary way of training.
 
In short, the enterprise strategic human resources management training plan plays important role in its development. Scan widely international, especially the transnational companies, especially pay attention to its role in their own growing. This article combines appropriate references and relevant multinational or large enterprise case, to analyze how Chinese enterprises implemented by strategic human resource training plan updates and application of the talent, and then realize the improvement of the overall competitiveness and the enhancement of the capability of independent innovation.
 
Keywords: strategic human resources; Training programs; Human capital; The enterprise management
 
1 introduction
 
1.1 the introduction
 
In today's society, enterprise's competition has evolved into the talent competition, talent for the development of enterprises in market competition to obtain competitive advantage more and more important. Enterprise only to strengthen the development and utilization of human resources, to effectively improve the overall strength, so for the management and use of human resources has become the important strategic resources of enterprise core competitive ability of ascension. Strategic human resource management to a great extent, related to the enterprise strategic decision, implementation and the effect of final acceptance, its biggest characteristic is to investment point of view of human resources, namely how to transition from resources to capital, and the strategic human resources training management directly affects the overall strategy of the enterprise human resources can follow request, into can bring huge benefits for the enterprise human capital. As an important part of the training management, the importance of the strategic human resources training program is self-evident, can say it is not only an important way to the enterprise manpower asset value, also is important process to improve enterprise efficiency. This article through to the enterprise strategic human resources training plan of related theoretical analysis, and according to the relationship between enterprises of the DB group as an example, combined with internship experience in the enterprise, the writer from the strategic level of its human resources training plan for the corresponding planning and design, in order to explore and develop a can in solving the previous training problems on the basis of maximizing enterprise training performance of strategic human resources training program.#p#分頁標題#e#
 
1.2 the importance of strategic human resources training program
 
1.2.1 effective training plan is the important means to improve enterprise competitiveness
 
Now many books about human resource management are mentioned in a noun - intellectual capital. What is "intellectual capital"? For exact explanation of the definition of the term has not yet formed a consensus in academia, but the general scholars in the "intellectual capital belongs to the intangible assets" of this issue must be fudged. In terms of enterprises and organizations, is generally believed that "intellectual capital" (intellectual capital) containing such as human capital (human capital), personal capital, individual capital), capital (instructional capital) involves the intangible assets in many aspects, and so on. Visible, intellectual capital to a great extent, is closely related to human resource management (see figure 1).
 
Figure 1 the three-dimensional structure of intellectual capital system diagram
 
This era has already become the absolute stage of knowledge and information, with the further development of economic globalization and political multipolarization, the comprehensive national power competition between countries all over the world has turned into talents and information as the main force of wrangling, human resources, especially the intellectual resources gradually become the biggest power to promote the development of economy, the intellectual capital has become the capital base of knowledge economy, can say we have to enter an age of intellectual capital oriented.
 
Made great achievements since the reform and opening up, China's economic development, especially from the planned economy system to market economic system transition, brought unprecedented Gospel to China's national economic growth, at the same time also make China play an increasingly important role on the world stage. Entering the 21st century, with China's successful entry into the world trade organization, the national economy long-term stable and healthy development momentum. However, for Chinese enterprises, it is both opportunity and challenge. We should be acutely aware that in line with international standards at the same time, as a developing country, we are in competition with the developed countries in the world are often in a weak position, in the process of participating in global production is often in a chain of low-end manufacturing. One of the biggest problems revealed by is our country enterprise own management link is weak, and the lack of control on the market-oriented development, all of these in the final analysis is that we don't have a good dig up China's most development potential of resources, human resources (human resource). To secure a position in the international market, we must make our country by the human resources powers into human resource power, efforts to develop and form a true market mechanism of development and utilization of human resources, will be as individual Chinese have such as love, industrious, gradually transformed into a kind of excellent characteristics, such as 7) as a collective effect of "advantage" in China. It will need to build perfect strategic human resources training system, to speed up the human resource optimize configuration, and then seek the maximization of the value of human liberation and human. This is also our country market economy development to our biggest problem.#p#分頁標題#e#
 
But for a long time, China's enterprises to the outside world in its own development especially in participation in international competition, there are often many defects on the internal management and business, this is largely with innate drawback of the market economy system in our country and the determining forces of our environment is not perfect. Enterprise organization structure chaos, lack of incentive system is not sound, the team centripetal force and cohesion, decision-making target frequent errors, and so on, has exposed our country enterprise traditional management model and training system in the development and the distance between the enterprises in the developed countries in the world.
 
Traditional management model and training system mainly exist the following problems:
 
1) position the blindness of promotion. The vast majority of enterprises in the reward employees, in addition to the salary encourage, often adopt the promotion means, such as excellent professional and technical personnel promotion to company senior management positions. So often make technical personnel can not be in suitable positions exert their talent, giving full play to the advantages of technology, and lack of corresponding management theoretical knowledge and macro decision-making ability, also make it can't realize his each "just", it could trigger chaos in the company management.
 
2) the complexity of the compensation system. Enterprises pay system is generally composed of aspects such as salary, bonus, welfare, so the complexity of the often leads the company managers and employees to cope with some uncertain factors and made efforts at any time, which in turn affect the normal work.
 
3) management blame respectively. When enterprise management problems, often just to pursue the surface phenomenon, such as the problem of new employees work does not reach the designated position, the company will only punish poor work staff, or accused the employee's supervisor poor regulation, but no new staff pre-service training system systematically investigated whether there is any problem. They are often one-sided view of the problem, is the so-called "where pain medicine where" blame the management behavior.
 
4) ignore the potential use of human resources. Enterprise with emphasis on the use of dominant human resources at the same time, always ignore the potential of human resources. For example will be relying on a staff has been on the job like a duck to water, and do not want to develop some timely potential talent, might these potential talent in the current hasn't appeared great work ability, but through the appropriate training and jobs, these workers can also at the right time, right place, play the right role.
 
5) decision-making system of oneness. When the enterprise faces a major problem, the enterprise tend to rely on the leadership of the "one clap brick" decision, it will ignore the wisdom of other personnel participation, if a wrong decision, will make the enterprise into a big trouble.#p#分頁標題#e#
 
By above knowable, knowledge-based talent is obviously unable to adapt to the traditional management mode and training system. So, what is a "knowledge workers"? From the famous American management guru Peter drucker mouth we can know that "knowledge workers" refers to "those who master and use symbols and concepts, use knowledge and information work" [1]. Knowledge-based talents is a kind of can in maximum use of knowledge and make it continuously increment, and strive to achieve benefit maximization enterprise groups, they pursue the development of flexible and open environment, creative and autonomy, and at the same time they can well manage their own thinking and learning process. At this point, the famous American knowledge management expert F.M.K.T ampoe [2] have been confirmed by research, knowledge workers incentive factors is mainly composed of four aspects: individual growth (about 34%), and work independently (about 31%), business achievement (about 28%), money, wealth (about 7%) [3] (see figure 2). Visible, the knowledge talented person need is to make its full development, challenging and a sense of achievement, at the same time can make its continuous efforts through its own development environment obtain corresponding reward. To sum up, the traditional management mode and training system is not suitable for knowledge-based talent, if enterprises want to survive in the fierce market competition and development, enhance competitiveness, the need to establish modern management pattern and new strategic human resources training system, and design the most suitable for their own training plan, the development of the enterprise in order to attract, develop and stable talented person, grasp the initiative in the talent competition.
 
Figure 2 a knowledge-based talent incentive factors
 
1.2.2 training program can promote the construction of enterprise strategic culture
 
Enterprise strategic human resources training plan is an important part of enterprise strategic culture, it can promote the construction of the enterprise strategic culture [1].
 
It is well known that effective training program can help enterprise system to carry out and implement. Because in the training, employees can understand the values and mission of enterprises continuously, familiar with the rules and regulations and enterprise management concept, clarify the overall development of the enterprise strategy. In this way can employees in daily work consciously guided by the enterprise strategy, follow the regulations of the enterprise, the enterprise of the staff aware behavior rules and regulations, greatly improve the management level of enterprises and the overall efficiency.
 
Strategic human resource training as a part of corporate strategy culture, it to the construction of enterprise's strategic culture plays a very important role. Can say no training or not perfect enterprise strategic culture, affirmation is not mature and perfect enterprise strategic culture. A excellent enterprise strategic culture training should be able to guide the direction of development, to create good conditions and environment at the same time, the training can be more durable, more effective and more healthy. The two complement each other, promote each other and common development. Only in this way, training plan to progress and development, has a broader prospect; Enterprise strategic culture can be more mature, more perfect, finally truly become the backbone of the enterprise development and the core.#p#分頁標題#e#
 
1.2.3 training plan is an important means of their own potential of development and mining
 
With era mainstream management concept, is the production management age in the 1960 s and 70 s is the marketing management era, and in the 80 s is the era of capital operation, since the 90 s became the era of human resources management. Therefore more and more companies in order to enable itself to become bigger and stronger, the human resource management in succession from the tactical level to strategic level. Enterprise staff is no longer just as the cost of enterprise, but as a kind of important resources. Training plan is the development of laborer vocational skills, improve employee thought and professional quality, improve the labor structure, prompt the labor productivity and economic efficiency of enterprises to increase, for the purpose of its fundamental purpose is to cultivate a large number of for the enterprise to be able to quickly adapt to and meet the needs of production and management staff. Enterprises to achieve sustained, stable development to a higher overall quality, and the employee training is an indispensable part. New employees quickly adapt to the new environment, enterprise in the process of training to master the skills required for a job as soon as possible; And old employees can use training added new knowledge and learning new skills, to meet the needs of the job change. From the investment point of view, the enterprise overall quality of employees to improve will eventually improve the economic benefits of the enterprise. Therefore, the enterprise training plan is an important way of promoting the human assets value, is the core content of enterprise human resources development, and organization improved benefit of important process. Through training, to develop the potential employees, motivate innovation desire, at the same time improve the employee's work quality, reduce the loss of work and enterprise the incidence of the accident.
 
2 the main content of strategic human resource training plan and component
 
2.1 enterprise background and key problem analysis
 
The overall description of the this part is mainly about company profile, and the analysis of the key factors influencing the strategic human resources training, which mainly includes the following aspects: enterprise industry characteristics, corporate strategy and leadership styles.
 
2.1.1 nature of the industry
 
By nature of the industry's influence on human resources training Management knowledge of Emotion Management theory [4] (Emotion Management), especially when the enterprise in the course of development of human resources training, nature and characteristics of industry will impact on the enterprise staff's emotions play a. Although the work of the staff physical condition that can be artificially improved, but the nature of the industry and work attribute cannot be artificially changed. According to the theory of ERG [5], there are three kinds of the most core the basis of human needs, the need is the first layer, that is to say the first thing to realize own human physiological and safety needs to meet [2]. Due to the nature of the industry from all walks of life and different attributes of the specific work, the existence of the enterprise employees in achieving their needs will also meet a factors stimulate the negative mood. For example of the nature of enterprise production workshop workers work belongs to the high repetition and high physical activity, and the enterprise scientific research and technical personnel of the nature of the work is uncertain mental labor intensity big, the scientific research results, and these industries and work itself attribute to enterprise staff's mood also has very important effects on [3]. For training system, the staff's mood also must consider the factors, in which the employee spirits, do not resist, enterprise training can obtain corresponding expected effect; But if the employee is negative slack off bad feelings, not effective implementation will make the whole training program. So when making strategic human resources training plan must fully consider the nature of the industry and the impact of work attributes to the employees themselves, try to avoid the emotion management is out of control as a result of poor training effect or training cannot work properly and other problems.#p#分頁標題#e#
 
2.1.2 company strategy
 
First, we need to clear what is corporate strategy? Company strategy based on the future prospects, mainly refers to the enterprises for their own development to determine the long-term development goals, development goals and development tasks, and to achieve these goals, objectives and tasks and the overall program of action and the way to decision method. It can coordinate the internal mutual cooperation between the various functional departments, to ensure the balanced development of their own, at the same time, guide the ongoing technological innovation, management innovation, so as to adapt to the vagaries of the external market. When making company strategy, it is necessary to draw up the specific functions of various strategy, to support and cooperate with the effective implementation of the overall strategy. So as the company's strategy of human resources strategy is extremely important functional strategy - one of the key content, strategic human resource training plan with the enterprise overall strategy is inseparable.
 
When it comes to the relationship between the two, can be illustrated from two angles to analyze. From the point of view of corporate strategy, the design and implement of enterprise strategy to focus on the present situation of the enterprise internal human resources management, we need to understand the past related to the situation of human resources training, then analysis enterprise existing human resources and existing conditions available to what kind of form to attract talent, in addition to analysis what is the future development trend of the human resources, finally to determine the direction of development of the enterprise. Second, the enterprise strategy should make corresponding to the development of human resources planning and design, to maintain the human resources training plan with the development of enterprises and to constantly improve.
 
Analysis from the perspective of strategic human resources training, human resources training and human resources management must be closely combined with enterprise strategy, to timely support and guarantee of its effective. After all the outstanding talent resources is the driving force of enterprise development and the innovation and key advantages. Only have enough talent, at the same time, optimizing the resources, the reasonable configuration, to ensure that corporate strategy to achieve. To say the strategic human resources training plan with the company strategy is best practices between both constantly adjust the coordination and collaboration between each other.
 
2.1.3 leadership style
 
Leadership style is mainly refers to the style of leadership shown habituation characteristics. It is not a whim or short, but through a series of long-term behavior pattern formed by the accumulation of inertia, it involves each leader in their growth and development of the accumulation of experience, personality formation and experience background etc. [4]. Leadership style to a certain extent, can control the leader in the authority of the enterprise staff and personal charm, to the implementation of the strategy of enterprise's overall performance and at the same time also has an important influence. Thus different leadership styles on the design and implementation of enterprise human resource training forces are also different. Generally speaking, the enterprise leader's leadership style can be divided into the following kinds: authoritarian, democratic, and laissez-faire and hybrid (see table 1). Most business leaders belong to the three hybrid leadership style, pure authoritarian, democratic or laissez-faire leadership style is extremely rare in the actual work.#p#分頁標題#e#
 
In view of the various types of leadership style affect the enterprise staff, the understanding of enterprise strategic human resources training plan or control behavior are different. Such as authoritarian leaders emphasize "alone", but it has a strong control on everything, they tend to ignore the subordinate or the opinions of others, so they do not pay too much attention to employees' creative or technical ability, need a certain investment, such as to human resources training but short-term effect is not obvious, they won't focus on the more visible under the leadership of enterprises, the strategic planning of human resource training program is ineffective, are more likely to be ignored as a dead letter.
 
Table 1 comparison table [5] three leadership styles
 
The democratic and authoritarian laissez-faire
 
Power distribution power concentrated in the hands of individual leaders power in a group of decentralization of power in the hands of each employee, belongs to the laissez-faire
 
Arbitrary decision-making way, all the things to calculate by a leader, don't allow the team to listen to your subordinate or other people involved in decision making, group discussion, leaders to encourage, lead and assist the team members have absolute freedom of decision making, leaders rarely participate in
 
Treatment of subordinate chiefs, to step in and to the concrete work, the employees in combination to intervene in the work, don't let the subordinate know the working process and the final target employees who are free to choose and combination, any division of labor is determined by the staff team, let the staff understand overall goal for employees to provide the necessary information and materials, answer staff questions
 
Leaders influence factors such as power, status, compulsory influence leaders are leaders in their own ability, personality and other psychological quality affect the leaders, leaders are willing to listen to the leader's command and leadership leader to be leaders in the lack of influence
 
Evaluation and feedback to employees of way to take the way of "personalized", according to the personal emotion to evaluate employee's work. Punitive feedback method to evaluate employees according to the objective facts. The feedback wrong training opportunities for staff employees work evaluation and feedback
 
As for democratic leaders, they pay more attention to the whole enterprise team cooperation, in their view, even as the leader himself, but is a member of the family enterprise, any enterprise decision issues need to be together. They will try to create a harmonious working environment, the pursuit of ideas of way of participation, so they will be pay attention to the development of staff's creativity, initiative and enthusiasm. Under the leadership of the enterprise, the general will establish a relatively perfect system of strategic human resources training, emphasis on staff to improve comprehensive ability, at the same time, leaders will also join as one of the member to the construction and improvement of the training system, to say the training system is not simply as a leader to be leaders in the "framework" for correction, and can make leaders and employees learn from each other, make progress together.#p#分頁標題#e#
 
As the leader of laissez-faire leadership style, because of its hands-off approach to work, to the employee's work and act basic don't do any evaluation and guidance, therefore often considered not steward "of cutting and the shopkeeper. Its influence is sorely lacking in the eyes of employees, so it doesn't matter in terms of prestige. The needs of the enterprise general won't because the leader to build form a complete set of human resources training system, and often because employee groups of self consciousness and cognitive need and spontaneous non standardized training system. But this kind of system lacks leaders should strengthen constraints, imperfect management system, so most of the training purpose, training effect cannot fully meet the needs of the enterprise strategy.
 
2.2 training object localization and the requirements analysis
 
2.2.1 training object localization
 
To improve the training effect, it need to design a targeted training programs, so enterprise must first clear training object positioning. Specific to the enterprise can be divided into pre-service training with in-service training. Pre-service training the new employees of the enterprise, mainly for the new graduates they are mostly large, secondary technical schools or unemployed youth with one or two years working experience, just step into the society soon, view of the outside things are pure, don't understand the rules, in particular, is just like a piece of blank paper, they need to try to guide enterprise and development. Enterprise training for this kind of person will have to focus on the trial period, and salary, the basic working skills and enterprise culture, deepen the understanding of businesses and jobs, cultivate their family's identity to the enterprise, this also is helpful to avoid the phenomenon of the loss of new employees. For already for enterprise services staff for many years of on-the-job training can be divided according to different positions and nature, the overall emphasis should be on them in the work or problems, further strengthen the application of specific work skills training, optimize the working environment in order to enhance employee satisfaction [6].
 
2.2.2 training needs analysis
 
Training needs analysis is a complex system, it involves all aspects of the enterprise, the main part is to the enterprise organization and personnel, post three levels of training needs analysis [7]. From the enterprise level, it is need to analyze enterprise's organizational goals, organizational characteristics, organizational resources and organizational environment (including internal and external environment); From the working level, need to analyze job content and form of change, the complexity of the work and the saturation degree of the work; From personnel perspective, the need analysis of staff personality, knowledge structure, ability analysis, expertise and age structure.#p#分頁標題#e#
 
2.3 training objectives
 
Enterprises in the design of strategic human resources training program, will be sure to clear their training objectives, and to the goals of the training and development strategy of the company, as well as personal career closely. Only in this way, can make the enterprise training plan of the project of the actual effect is more effective, its aim and direction also stronger. We are organizing a training project, must to training target, if the palm, at the same time also need to use concise language to express it, namely to make the quality of employees through training to what degree, master the skills, training to implement into what the final results, and so on, in order to form enterprise's training program.
 
2.4 training system operation plan
 
Against 2.4.1 curriculum system
 
In simple terms, what are the course curriculum system that is training plan, in particular, the enterprise strategic human resources training plan of curriculum system is mainly divided into three kinds, including management professional curriculum system, curriculum system, and business class curriculum system. Management class curriculum system is software skills and personal and organizational ability ascension related courses; Professional class curriculum system is the enterprise of each department in the relevant professional courses; Business class curriculum system is the enterprise and the relevant departments such as business, products, standards and specifications, etc. Of course [8].
 
2.4.2 trainer management
 
Trainers can be considered to be responsible for corporate training specific project managers, they mainly responsible for training courses, to participate in the training of the staff, a professor of the task of supervision and management, curriculum interaction, etc. Although because of the development of the enterprise scale, the industry and the operator's business strategy, policy and belong to different departments, but generally speaking, the larger companies, generally has responsible for the targeted training full-time unit for a long time, such as the DB group staff training center, to employees of the company organization and plan of continuous training. So before enterprises ready to human resources training projects, need to have rich practical experience of training management experts, they can effectively help enterprise training plan smoothly, at the same time, in the process of training, especially in an emergency, such as some employees do not adapt to the training program can respond effectively, timely solve the problems. In addition they can and train staff to establish good communication way, desalination employee anxiety of training programs, so that the whole training program is always in normal atmosphere of harmony. To select the training project director, can enterprises on the one hand held by related inspection activities, selected from internal employee talent, on the other hand can also be external professional human resource management experts or team training project design management.#p#分頁標題#e#
 
2.4.3 training facilities
 
This part includes training venues and might use props equipment and so on. Select the appropriate training venue for the training is also very important. Enterprises to carry out the training can not only in the internal site, also can rent out on professional training center. If the enterprise internal training, the staff not only reduced the amount of time actively adapt to the new environment, the entire training program can greatly save funds, but some enterprises do not have the professional training facilities and tools, may make some training project can not be normal. If renting outside of the professional training place, while it is possible to fully carry out formal training program, but the spending increases of the enterprise, for some small businesses, this is not so easy to afford. In a word, the selection of training site should combine their own actual situation to decide, choose the right place can often make the development of training programs achieve twice the result with half the effort.
 
2.4.4 training management system
 
Training management system mainly includes the training system and training management system [9].
 
The implementation of training system need to rules and regulations of protection and support. When occurrence problem of employees during training, can be realized on the basis of training system shall be formulated by the discipline and correction. Including the employees during the period of training various rights, irregularities, warning, reward system and departments reference rules, etc.
 
Training management system is mainly to standardize the execution of the program or the coach's personal behavior, including internal training division of rewards and punishment system for training, teaching time, training, teaching methods, etc.
 
2.5 the development of personnel training plan
 
2.5.1 talent demand is determined
 
Determine the talent demand is the first step design talent training and development plans, enterprises need to clear why want to introduce talents and the current situation itself needs what type of person. Some enterprises for the shortage of skilled workers, for example, needs to introduce a new set of professional production workshop actual operation, and for this kind of situation, the location should be classified as demand for talent, enterprises have a certain fixed number of year of working experience, familiar with lathe operation skills, etc.
 
2.5.2 determine the source of talent
 
Enterprises need to determine demand to determine the source of talent, through what way to acquire the talent we need, for example with the method of internal selection, or external hires introduce professionals, and so on.
 
2.5.3 cultivating mode
 
Here is talking about enterprise training method taken in the aspect of training talents. For example, some enterprises on the cultivating way with full-time and part-time training, according to different training modes have different training methods. Off-job training often used method, situational simulation and case study analysis, speech behavior demonstration method. And on-the-job training is mainly by the methods of action learning, mentoring, coaching and job rotation [6] and the board of directors of the primary. Effect produced by each training method is different, so when choosing training methods should stick to the principle of "careful and dependable", enterprise what kind of method is suitable for what kind of method is adopted.#p#分頁標題#e#
 
2.6 training course arrangement and budget
 
2.6.1 training curriculum
 
Mainly introduces the specific courses of training program, content and classroom teaching and practice teaching schedule, and so on. Such as enterprise in the third quarter, the first week to arrange training course, in the second week of outdoor training courses.
 
2.6.2 training budget
 
As is known to all, both in enterprise internal and external hiring a professional site for training, spending will be a big number. Therefore, the enterprise must strictly follow when planning training plan their own actual, reduce unnecessary expenditure, in order to achieve the minimum cost to achieve maximum benefit of the training results. Specifically, before the transfer expenditure, enterprise financial audit budget, need to be related to financial work carried out in accordance with the training of short-term and long-term goals, quantitative and qualitative analysis, establish strict censorship system. Second, training project director or team need to submit a feasibility analysis, according to actual condition made clear that the specific content of training plan and each content can realize quantitative benefit, so that enterprises can determine whether it is necessary to conduct the training. Finally, enterprises should develop the training project budget plan, including expected spending and specific amount, in addition, also prepare alternative solutions, such as some training tools can be acquired through borrowing, to all items and compare spending [7]. To sum up, the enterprise must the training the content of the detailed list may cause capital expenditures, and prepare to resolve problems of early warning scheme for money.
 
2.7 training performance evaluation method
 
This part generally includes the training system operation plan, talent development plan implementation, training evaluation in aspects of curriculum implementation plan implementation, its main formulate corresponding hard indicators to evaluate them one by one. In addition, also can be used in a quantitative way to evaluate training effect, return on investment analysis (ROI) are reviewed.
 
Cost-benefit analysis (cost - the practice, the C/B) is based on the monetary unit of input and output of estimate and the method of measuring [10]. Wide application of more common and is a form of return on investment analysis (return on investment, ROI), to determine the costs and benefits, respectively calculated both ratios, which measure the value of training.
 
1) the training cost estimate. When calculating the cost of training training cost matrix can be used, also called resources need models, its mainly through calculated separately in different stages of the training needs collection of resources to comprehensive analysis on the consumption of the whole training program costs (see chart 2).
 
Table 2 training cost matrix table [8]#p#分頁標題#e#
 
Training personnel training venue facilities cost training tool material cost
 
At the early stage of the training (planning) 1 (a) (b) 1 (c)
 
Mid training (project) 2 (a) (b) 2 (c)
 
Late training feedback (evaluation) 3 (a) 3 (b) 3 (c)
 
2) training earnings estimates. This need according to the different actual situation of enterprises and to calculate. Common methods mainly have three kinds: the first is the direct reference to enterprise to the training data to estimate the possible benefits and record; The second is if our company scale well and have a certain strength, can the internal small-scale experiment was carried out, by calculating the test data to analyze the practical training of earnings; Third is at the end of the training program, the data again after get feedback and evaluation on the staff of the performance is particularly good on estimation, including the improvement of performance, lower turnover, and so on.
 
After establishing the training costs, and possible benefits, enterprise can ROI is calculated using the following formula:
 
Training return on investment (ROI) = (1)
 
Assuming that A corporate training costs is 1 million yuan, after benefit analysis it is concluded that employee turnover rate by 12% within five years, is the earnings of:
 
Reduce the active turnover of revenue = average turnover over the past five years the number of employees by 12% by the cost of hiring a new employee
 
(2) = 7.6 million yuan
 
Staff skills from 5 months to reduce the time for 3 months, then its earnings for:
 
Master skills time reduced yield = 65% * every year the average monthly salary of new employees = 4 million yuan (3)
 
Is calculated, and A return on investment:
 
ROI = = 1160% (4)
 
Visible, through the estimated return on investment, enterprise human resources training can be seen that after the practical significance of the overall development of itself.
 
3 develop a plan of strategic human resources training program
 
Enterprises in the strategic human resources training plan, need to follow certain process step by step. Generally speaking, enterprises will be in accordance with the following procedures:
 
1) according to the needs of their own development objectives direction to draw up training plans;
 
2) departments according to the enterprise development objectives, development strategy and the actual need to formulate the training needs of various departments;
 
3) human resource management department will according to the needs of enterprise development goals and departments, formulate specific training plan;
 
4) will submit the enterprise leadership approved began to implement the first draft of the plan.#p#分頁標題#e#
 
4 DB group, for example simulation design of strategic human resources training program
 
4.1 training planning process
 
This group (DB) design enterprise strategic human resources training plan will follow three steps (see figure 3) :
 
Training needs analysis and the investigation plan
 
Training plan
 
Training plan implementation
 
Main steps diagram in figure 3 training program
 
Specific steps are as follows:
 
1) by the group human resources strategic human resources training organized group will demand plan;
 
2) form a group of all departments and secondary subsidiary training programs;
 
3) form the group's overall strategic human resources training plan, and joint financial department completes the training expenses budget statement;
 
4) to form a periodic training implementation plan, and reported to the board of directors of the group audit.
 
4.2 group training background and present situation analysis
 
2 group profile
 
The DB group co., LTD. Is A province, one of the largest comprehensive business enterprise was founded in 1960. In 1988, DB to the shareholding system reform in the industry. In 1991, listed in make the DB, become the industry business first. In August 2004, through the DB share division reform. At present, the DB group total of 603 million yuan, total assets of 5.03 billion yuan, net assets of 1.34 billion yuan. Has nearly twenty thousand employees.
 
4.2.2 group training status quo
 
The group to improve the staff's overall quality and comprehensive quality, and established a set of promoting the sustainable development of enterprise training system, training a large number of enterprise development is an urgent need to innovative talent, compound talent. Major system include:
 
1) activate existing staff team, enhance the vitality of enterprises. Through the way of "open recruitment, competition", mining, make good use of existing within the enterprise all kinds of talents, encourage artist MaoJian, accelerate the development of talent, make they work in practice, in the work development. Can form on the next, into the mechanism of employing, form a "fair, just and open" competition, setting up mechanism of choose and employ persons in accordance with characteristic of market economy.
 
2) recruiting professional talent team, fresh blood. Outside employment, especially the professional talents, is one of routine work. In addition, foreign recruiting talents needed can be placed in middle management positions, after familiar with enterprise situation, key personnel can enter the enterprise senior positions, make the enterprise full of vitality and vigor up and down.
 
3) build up a reserve cadres and form an echelon structure. According to the needs of enterprises, the establishment of talent cascade reserve system, all kinds of talent (high, medium and low level management positions) reserve not less than 5% of the total number of employees, to facilitate the expansion of business needs.#p#分頁標題#e#
 
4) to establish a new training system, cultivate creative talents. Strengthen the full training work. Give full play to the group and the real expertise of two-stage training department, for a full management system, working process and service skills, such as basic management knowledge resumed full training. By conducting classroom teaching, English conversation, skill appraisal, field practice, a variety of forms such as individual assessment, online training, improve the comprehensive quality of employees and professional qualities. Employees after training work, after work and spare time to shift to carry on; Management personnel training. Group sent organization head above the employee by instalments off-job training for a week, invite the college senior professors to give lectures, focus on learning, innovative thinking and the development trend of the corporate culture at home and abroad, professional management knowledge, leadership, laws and regulations. Training appraisal result, as one of the main basis of using, rewards and punishments; According to the actual situation, a targeted select senior management staff training to further their studies.
 
4.3 planning
 
As the group of the industrial structure adjustment, especially after one thousand, into a new group development strategy is adjusted for: business integration as the core, will be in stores for axis of chain business as the pinnacle of group work, at the same time actively the construction of electronic commerce, both international and domestic markets, and knowledge of its enterprises human resources structure and overall quality put forward higher requirements. According to the group's business strategy, puts forward new requirements to talented person's demand, this mainly includes two aspects:
 
Increase the number of the first pair of talent requirements, both in the group headquarters and subsidiary need to add a batch management and ordinary employees;
 
The second to the group existing personnel's quality put forward new and higher requirements, the original traditional management idea needs to be updated, the original management method needs to be improved. As a result of the rapid expansion of the group's quantity sold field, enterprise employees, especially the marketing personnel number has increased dramatically, the group's corporate culture and team cohesion proposed the new challenge, so how to carry out propaganda enterprise culture, improve staff to the enterprise cohesion is a group of strategic human resources training are facing an important issue.
 
After entering the new millennium, the domestic retailing industry has developed rapidly, the demand surge, while an increase in the number of the talents by a certain time limited. In recent years in the recruitment, the group required part of the post is unable to recruit the right candidate, especially a few jobs with industry characteristics, such as retail know-how, group subsidiary and mid-level managers. In view of the above, the group human resources for the cultivation of talents in the new period development plan, type shortage of talent cultivating group [11].#p#分頁標題#e#
 
4.4 training needs survey results analysis
 
The group human resources within the group headquarters and its large supermarket subsidiary launched special training needs survey, 768 questionnaires were issued, take back 703 valid questionnaires, effective rate was 91.54%. The investigation in widely collect the actual training needs of employees, psychological state and the working status quo, on the basis of design for reasonable and scientifically strategic human resources training program provides adequate facts.
 
4.4.1 of grass-roots staff training needs survey results analysis
 
Group headquarters and subsidiary of grass-roots staff survey statistics (see table 3) as follows:
 
Table 3 grass-roots staff training needs survey results TAB
 
Whether does not necessarily
 
If need to manage knowledge training, 64% 33% 3%
 
Is willing in the day of rest for training 42.7% 55% 2.3%
 
Whether internal training division 58% 41% 1% bigger impact on group performance
 
Do you think the training should sign a written agreement is 38.2% 54% 7.8%
 
Are you willing to bear alone training costs 22% 70.4% 7.6%
 
Do you think training can improve the work performance 40% 18.6% 41.4%
 
From the above data can be obtained, the group and a subsidiary of grass-roots staff training to the enterprise overall idea and understanding, and in some ways still need are improved greatly. In the demand for training courses, grass-roots staff who are more need to participate in such as "negotiation skills", "interpersonal and communication skills", "customer service skills", such as curriculum, and the majority proportion of grassroots employees think "the relationship between management theory" and "relationship between jobs and retail skills" is in urgent need of training courses.
 
4.4.2 of middle management training needs survey results analysis
 
Group headquarters and subsidiary of middle management personnel (including assistant manager above, stores group leader above) the results of the survey statistics (see chart 4) as follows:
 
Table 4 middle management training needs survey results TAB
 
Whether does not necessarily
 
Is willing in the day of rest for training 51.7% 46.2% 2.1%
 
Whether internal training division 52.4% 43% 4.6% bigger impact on group performance
 
Do you think the training should sign a written agreement 37.248.5%14.3%
 
Do you think training can improve the work performance 35% 12% 53%
 
Are you willing to bear alone training costs 36% 47% 17%
 
Can be seen from the above data, the group middle managers would prefer on the understanding of enterprise training and grass-roots staff is not big difference, and a slight increase in some ways. , so to speak, to improve group employees on the whole cognition of training is the human resources training and development center need to rapidly solve the important issues. Group, middle managers need to study, such as "time management", "interpersonal and negotiation skills", "excellent team construction", "improve leadership", "performance management" and "corporate culture" and other training courses.#p#分頁標題#e#
 
4.4.3 senior management training needs survey results analysis
 
Table 5 senior management training needs survey results TAB
 
Whether does not necessarily
 
Is willing in the day of rest for training 63% 28% 9%
 
Whether internal training division 63.6% 13.4% 23% bigger impact on group performance
 
Do you think the training should sign a written agreement is 88.2% 2% 9.8%
 
Do you think training can improve the work performance at 100%
 
Are you willing to bear alone training costs 70.5% 12% 17.5%
 
Job skills assessment tests written request for the exam
 
Training effect evaluation way 38.2% 26.7% 35.1%
 
From the above data can be obtained, the group senior management on the understanding of corporate training more junior staff and middle management have greatly increased, for the security group to carry out the training work smoothly provides a strong foundation. However top managers still need to take part in such as "team building", "human resource management", "strategic human resource management", "ascending leadership", "corporate culture" and other training courses.
 
In addition, other data also reflected from the questionnaire, you can see that employees less involved in the group and subsidiary during group work to carry out training activities, at the same time, the enterprise training is difficult to form a system, and the employee for enterprise training high expectations of its own. All of these instructions, group training level need to be promoted, only in this way can effectively improve the staff's professional accomplishment and management skills.
 
4.5 group training objectives
 
In order to better realize the group strategy, the human resources department in the design and implement strategic human resources training program strives to achieve the following goals:
 
1) to actively promote and implement the DB group enterprise culture, strengthen the group staff to enterprise's identity and cohesion
 
2) to further optimize the grass-roots staff training courses, improve their job skills and service skills;
 
3) top management promote the management level of the group to create a good condition;
 
4) carrying out the group's talent development plan, as soon as possible to cultivate a batch of much-needed middle management team;
 
5) to strengthen the group communication linkage between departments and employees, large-scale team building training activities;
 
6) to improve the professional culture of the group existing middle managers and management skills.
 
4.6 group training system operation plan
 
4.6.1 training curriculum system#p#分頁標題#e#
 
Training set is focused on the group to develop grass-roots staff, especially the supermarket sales staff, such as the cashier skills and service skills training courses, and can improve the high-level management personnel professional training courses. The other with the help of a professional management consultant, key positions and the required professional skills training courses and management course.
 
4.6.2 trainer management
 
This group USES the trainer mainly through two ways:
 
1) send took the external management consulting company's training course training division (a consulting partner for professional management consulting company, in order to realize the management skills upgrading, to form a group internal systematic training courses;
 
2) hired the introduction of external professional trainer, directly using external training courses and expert team (chief expert team from professional management consulting company.
 
In two ways, the group will focus on strengthening the training of internal training division and strengthening, and follow a new method of training management, from June 1, 2010, all in-house training division should obtain the corresponding professional qualification to mount guard to participate in the activities of group internal training. One group in particular need to develop a high cultural quality of the public management course trainer, its various subsidiaries need to train a group of dedicated to professor grass-roots staff professional skills trainer course trainer and department of public management. Talent cultivation measures are introduced in the new group, at least ensure that a subsidiary of each stores have a full-time job skills training of trainers. Within the training annually, group human resources department to create a variety of opportunities to improve the training skills for in-house training division, making it can efficiently realize the training goal [12].
 
4.6.3 training facilities
 
In we will continue to improve the training facilities, on the basis of existing strive for group headquarters can set up an independent specialized training center, and each unit has its own separate training venues () can work with other professional management consultant company construction. Group should acquire such as tape recorders, projectors, video camera, digital cameras, DVD players and other professional training equipment.
 
4.6.4 training management system
 
We will continue to improve the training management system, on the basis of investigation on the according to the feedback improve the existing management system. At the same time within the group and subsidiary establish training management system, achieve its each unit and stores at least 3 years guarantee equipped with one to two highly qualified training managers, to ensure that the group training management system run smoothly.#p#分頁標題#e#
 
4.7 group talent training and development plan
 
The group training development plan is mainly divided into short-term and long-term two kinds:
 
Short-term (3 ~ 5 years) : 1) mainly to training professional talents with the strong relationship between industry characteristics and with higher skill of team coordination and service middle management is given priority to, including the director of marketing manager, the cashier and the group leader, management department and assistant director of middle managers, chief financial officer and other subsidiary, including general manager, deputy general manager, chief executive and other senior management personnel. At the same time improve the existing senior management staff of professional quality and working efficiency. To cultivate the DB group own talent team and regular powerhouse.
 
2) long (10 years) : focus on the group more than a decade of talent demand, to produce can completely into the DB group enterprise culture and talents both in the spirit of innovation.
 
4.7.1 group talent demand
 
1) the group's new stores opening plan. According to opening plan, talent for the subsidiary (especially stores frontline sales staff);
 
2) dynamic demand for a long time. Within the group may be due to such as supplementary departure, promotion, transfer, department for staff positions.
 
4.7.2 group talent source
 
1) the internal selection and hired. Through selection within the group, the existing staff to implement talent demand, this can inspire staff potential competitiveness, improve their enthusiasm;
 
2) the outside recruitment. Through the recruitment selection for group need talent, can meet the demand of group of talent in time, and give its innovative Suggestions.
 
4.7.3 talent training mode
 
1) post exercise, guide by the direct supervisor, it is the most direct and make it quickly improve job skills, training methods, so as to accumulate work experience;
 
2) rotating internship, that is, in different positions in different areas of practice, this method is mainly applied to cultivate high-level management personnel is of high quality;
 
3) shall be carried out in accordance with the model of professional quality training, improve vocational training and management skills.
 
4.8 group training course arrangement and budget
 
4.8.1 group training curriculum
 
Table 6 DB group training program schedule
 
Course classification (according to actual situation or specific course) is expected to begin \ source lecturer's class
 
Basic courses (including post skills) professional management consultant marketing A - 1 D class
 
Class 4 financial A - B
 
1 A - C class human resources#p#分頁標題#e#
 
Retail A - 2 D class
 
1 internal training
 
1 A class President
 
Director of 1 A - C class
 
1 other
 
Core competence (including leadership and motivation) 1 ibmg President of A class
 
Director of 1 A - C class
 
1 internal training
 
Other db group training marketing A - 1 D class
 
1 financial A - B class
 
7 A - C class human resources
 
Retail A - 1 D class
 
2 A - B class logistics
 
7 training
 
4.8.2 training budget
 
Table 7 group training budget schedule
 
Expenses budget detail (unit: RMB)
 
The teaching material of 193760
 
The lecturer paid 138300
 
Lecturer transportation 10000
 
The lecturer accommodation, 75000
 
Lecturer at meals, 42320
 
Other expenses, 107500
 
Total cost 566880
 
An advance fee of 378200
 
A total of 560 person/time to attend training personnel
 
4.9 training performance evaluation method
 
4.9.1 training system operation plan evaluation indexes
 
1) the number of group internal training division and master skills
 
2) the number of training courses;
 
3) the training management system and the status of the personnel system of perfect.
 
4.9.2 talent development plan execution evaluation index
 
The group talent evaluation index is the total number of personnel training and development plan execution group talent demand satisfaction.
 
4.9.3 training curriculum implementation plan execution evaluation index
 
1) change of staff in the later work behavior and work efficiency;
 
2) employee satisfaction and team overall satisfaction;
 
3) the professional quality of employees and job skills to improve the degree of;
 
4) the number of training program execution.
 
5 the results discussed
 
This article embarks from the human resources related theory knowledge, illustrates the present Chinese enterprise how to build effective strategic human resources training plan of reason, purpose, at the same time, this paper expounds the strategic human resources training and the relationship between the enterprise strategy, it is pointed out that the scheme design of staff training, course arrangement, staff participation, the project management objectives and results feedback evaluation problem, in addition to borrow economic mathematical model to illustrate the design significance of enterprise strategic human resources training plan [13]. Works after analysis and comparison with other scholars, I think that in strategic human resources training plan also need to pay attention to the following questions:#p#分頁標題#e#
 
1) the enterprise strategic human resources training plan must conform to the corresponding stage of enterprise development. Enterprises in different stages of development, the situation of human resource management is different also, so the setting of the training program also is not the same. Enterprises in the start-up period, for example, needs to have the common values and goals of the team members, but also restricted by enterprise scale and financial, at this time of training programs should be in the shortest possible time to achieve target, also want to consider the financial expenditure of redundancy; And in the enterprise fast development, the training should focus on improving the high-level management personnel and business personnel at the grass-roots level of management level and ability, in order to make participants more flexibility to take management behavior, master and operation business process, in addition to deepen its identity of enterprise culture; When enterprise into steady consolidation period, the training should be focus on the standard internal management, strengthening rules and regulations, improve the core competence of enterprise management personnel [14].
 
2) training plan is a prerequisite for accurate grasp the enterprise the current problems and training needs, is also be prepared to training needs analysis. Set up training programs should focus on the "one short one long" : "a short" is the enterprise the most key problems to be solved in the short term; "A long" is the enterprise long-term development strategy.
 
3) training program to adhere to the "people-oriented", the core is to meet the needs of the enterprise staff growth and capacity requirements, improve the cognitive strategies of management thinking and learning ability [15], career planning for its smooth realization, self-worth ascension to create a good environment, so as to arouse their enthusiasm and creativity.
 
4) training plan must strengthen enterprise departments linkage effect, will play the human resources department core leadership role in this process, fully mobilize the complicit in other departments.
 
5) clear strategic human resources training plan and the difference between general staff training plan, emphatically grasp the characteristics of "strategic", that is, from planning, formulation and implementation to the final feedback assessment should always agree with enterprise's development strategy. Training is closely related to business strategic objectives, but also a senior training influence [16].
 
6) to improve the effectiveness of the training program must take feedback seriously assess this link, completes the data information collection and processing, and to summarize the experiences and lessons, improve enterprise's training program.
 
Above is my humble opinions on strategic human resources training plan, many related theoretical knowledge may also need to constantly enhance and supplement in the future study, about the systemic engineering training program design is still need further exploration and research.#p#分頁標題#e#
 
Reference
 
[1] the definition from hc360: http://info.ceo.hc360.com.
 
[2] can be translated as "Dr Han, temple servant".
 
[3] the data from hc360: http://info.ceo.hc360.com.
 
[4] is good at grasping self, and be good at regulating the right mood, the contradictions in life and events caused by the reaction can achieve proper comfort, and with an optimistic attitude, abundant humor to ease tension in time psychological pressure. See the MBA, a think-tank, an http://wiki.mbalib.com/wiki/%E6%83%85%E7%BB%AA%E6%8E%A7%E5%88%B6#_note-0.
 
[5] ERG theory is by American professor Clayton Alderfer, mainly refers to human there are three kinds of most basic requirements: survival (Existence), relationship (Relatedness) and Growth (Growth). See the MBA, a think-tank, an http://wiki.mbalib.com/wiki/ERG%E7%90%86%E8%AE%BA#_ref-0.
 
[6] which is also called job rotation, translation as a "job rotation". Can see jin-tao shi Ed. "training and development".
 
[7] baidu encyclopedia http://baike.baidu.com/view/1250765.htm? for reference Fr = ala0_1_1.
 
[8] the table data from jin-tao shi Ed., renmin university of China publishing house book training and development.



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