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天津电力建设公司(简称天津电建)在长期生产实践中深深体会到,人才的储备与培养是实现企业战略目标的“头等大事”。基于此,该公司加大《专业知识体系大纲》的开发与应用,并使之成为提升公司人才素质、提高劳动生产率的重要工具。项目背景天津电建内部采取矩阵式的组织管理模式,长期以来培训工作重心放在项目部,无法满足技术人员的系统培训、快速培养的需要。2008年起,公司对技术人员培养职责进一步明确,强调系统主责和培训体系化运作,对该公司原有的课程体
In the long-term production practice, Tianjin Electric Power Construction Company (referred to as Tianjin Electric Power Construction Company) deeply understands that the reserve and cultivation of qualified personnel is the “top priority” for realizing the strategic goal of the enterprise. Based on this, the company stepped up the development and application of the “Outline of Professional Knowledge System” and made it an important tool for enhancing the quality of the company’s personnel and improving labor productivity. Project Background TEDA adopts a matrix organization and management model internally. For a long time, the focus of training has been on the project department, which can not meet the needs of technical training and rapid training of technicians. Since 2008, the company has further clarified the duties of technical personnel training, emphasizing the systematic operation and training of system responsibilities and training of the company’s original curriculum body