“师徒制”人才培养模式构建——以某地产公司为例  

Constructing of Mentorship——A Case Study on a Real Estate Company

作　　者：李丽[1] 傅飞强[2] 

机构地区：[1]中国人民大学劳动人事学院 [2]北京化工大学经济管理学院

出　　处：《中国人力资源开发》2016年第14期28-34,共7页Human Resources Development of China

摘　　要：从我国古时起,"师徒制"就是延续了几千年的技能传承方式。随着时代的变迁,新的培养模式、培养手段式层出不穷,但是传统的"师徒制"并没有过时,对于很多企业来讲,仍然是有效的人才培养方式。本文以某大型国有地产公司作为案例进行分析,对其"师徒制"培养模式的构建、过程跟踪机制及评估机制做详细介绍和剖析,解决了其后备人才培养、人才流失及内部人才流动等人力资源问题。该地产公司的经验和做法,对于"师徒制"人才培养模式在我国企业中的进一步推广有一定的借鉴意义。People had begun to teach skills by ＂mentoring＂ for thousands of years in China. With the changes of the times, the new training methods emerge one after another incessantly, but the traditional mentorship is not out of date. For many companies, it＇ s still an effective personnel training model. A large state-owned real estate company is analyzed as a case in this paper. The paper introduces and analyses the construction of mentoring program including process of tracking mechanism and evaluation mechanism. The company implements mentoring program in order to solve the human resource management problems, such as employee retention, employee turnover and the flow of talents within the company. It＇ s aiming to give an implication for the other Chinese enterprises by sharing the experience and practice of ＂mentoring program＂ of the state-owned real estate company.

关 键 词：师徒制 人才培养模式 过程跟踪机制 评估机制 

分 类 号：F272.92[经济管理—企业管理] F299.233.4[经济管理—国民经济]