论文部分内容阅读
随着企业对人力资源工作的重视,胜任力及胜任力模型逐步进入人力资源从事者及企业管理者的视线。为了打造企业的核心竞争力,许多企业都建立了胜任力模型,甚至有的企业不惜花重金,请知名的咨询公司来帮助自己建立模型,但真正能用得好的企业却很少。于是又出现了一股“胜任力模型无用论”和“胜任力模型不适合中国企业”的论调。究其原因是胜任力模型没有落地。本文根据作者在培训行业的从业经历,从培训需求界定、课程设计和培训效果评估与转化三个方面,结合实际案例,分析了如何帮助企业将素质模型落地;从外界培训机构的角度阐述了培训机构如何当好企业的顾问,如何共同将素质模型用好,为企业创造价值。
As enterprises attach importance to human resources work, competency and competency models gradually enter the eyes of human resources managers and business managers. In order to create the core competitiveness of enterprises, many enterprises have established a competency model, and even some enterprises spend so much money, well-known consulting firms to help build their own models, but really can not be well-employed enterprises are few. So there has been a “competency model ” and “competency model is not suitable for Chinese enterprises ” argument. The reason is that the competency model did not fall. Based on the author’s experience in the training industry, this paper analyzes how to help enterprises to take the quality model from three aspects of the training needs definition, curriculum design and training effectiveness evaluation and conversion, and expounds the training from the perspective of outside training institutions How to be a good consultant for the enterprise, how to make good use of the quality model and create value for the enterprise.