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2011年集团公司以经济效益为中心,全面实施成本领先、质量提升、网络再造、全员培训四大工程,设计并建立了培训管理体系、培训课程体系、培训师管理体系、培训认证体系,全员培训工程初具雏形。全员培训工程虽然取得了一定的成绩,但在实施的过程中还存在着很多亟待解决的问题,针对这些问题,本文有针对性地提出了一些解决对策。
In 2011, with the economic benefits as the center, the group company fully implemented the four major projects of cost leadership, quality improvement, network reengineering and full staff training, and designed and established training management system, training course system, trainer management system and training certification system. Staff training project has taken shape. Although some achievements have been made in the all-staff training project, there are still many problems to be solved in the process of implementation. To solve these problems, this paper puts forward some solutions to the problems.