企业内部培训培养机制的探索——以江汉油田分公司采油气工程技术服务中心为例  

Exploring the internal corporate training and cultivation mechanism

作　　者：李新颖[1] LI Xinying(Oil and Gas Production Engineering Technology Service Center,Sinopec Jianghan Oilfield Company,Qianjiang,Hubei 433124,China)

机构地区：[1]中国石化江汉油田分公司采油气工程技术服务中心,湖北潜江433124

出　　处：《江汉石油职工大学学报》2024年第5期105-106,共2页Journal of Jianghan Petroleum University of Staff and Workers

摘　　要：企业内部培训对于企业的长期发展具有重要意义。当前,江汉油田分公司采油气工程技术服务中心培训工作面临人员结构不合理及整体文化程度不高、一线人员数量偏少、后勤单位人员转岗困难等问题。针对这些问题,中心按照“分类、分层、分岗”原则,提出了完善企业内部培训培养机制的对策措施。Internal corporate training is of significant importance to the long-term development of an enterprise.Currently,the training programs of the Oil and Gas Technology Service Center of Sinopec Jianghan Oilfield Company face challenges such as an unreasonable personnel structure,low overall educational levels,insufficient frontline personnel,and difficulties in reassigning staff from logistical units.In response to these challenges,the center has proposed countermeasures to improve the internal training and cultivation mechanism by adopting the principle of“classification-,level-,and job-based training.”

关 键 词：企业内部培训 培训培养机制 对策 

分 类 号：F272.92[经济管理—企业管理]