The Study On Team Building Of Company X's Internal Trainer

In recent years,for the rapid development of urbanization in China,the center of a city is moving to the outskirts of the city.And the national rail transit model has shifted from urban rail to the comprehensive development of municipal railways.More opportunities show up in municipal railways for win-win result of cooperation,and the demand of talents for railway enterprises is increasing,amid such kind of reform and development in municipal railways.In the light of characteristics of railway enterprises,a stable team of high-quality is required to meet the demands of railway development.Bringing in talents for enterprises will not only lead to high cost but also bear risks of brain drain.On the other hand,convenient external training makes training work with tiny success.Therefore,enterprises need to train a group of people—internal trainers—that can serve the company's talent training for a long time,continuously accumulate knowledge wealth for the company,and maintain the core competitiveness of the company.However,what kind of capacities or characteristics internal trainers need to possess and how to optimize employee-cultivating mechanism,pose challenges to corporate training and development.At present,there have been a lot of researches on the construction of internal trainers in China,but due to the different research objects and the few research on the training of internal trainers in emerging local railway enterprises.Which is unpractical for the newly developed local railway company X company.Under this circumstance,taking Company X as an example,this paper carries out an analysis on team building of internal trainers in Company X.First,through basic data analysis and questionnaire research,the author finds that Company X has four main problems in training: the talent training model is not reasonable;it does not conduct analysis and discussion on the company's annual training plan;there is no feedback on the training results;the training work is lack of pertinence and continuity.Secondly,for the related training problems of Company X,the thesis made a comprehensive analysis on it and find out that the training lacked strategic thinking and overall planning,and that the training effect feedback,application,and tracking mechanism was not established,and that the supply of training work cannot meet its demand.In addition,based on the analysis of the problems related to the training of company X,combined with the corporate culture value concept,the thesis comprehensively applies for human resources management theories,literature review,questionnaire survey and expert group,and screens out 9 internal trainers' competence qualities suitable for company X,namely “communication and coordination,responsibility,innovation,self-discipline,learning and development,student-centeredness,self-confidence,systematic thinking,and troubleshooting”.And then according to the Competency Onion Model,these 9 qualities are divided into 3 layers,the inner layer-“innovation,self-confidence,self-discipline”,the middle layer-“responsibility,student-centeredness”,and the outer layer-“communication and coordination,systematic thinking,troubleshooting,learning and development”.With reference to the “Competency Dictionary”,each quality is classified and described in terms of behavior,forming a more complete Competency Model for Company X.Last,in order to apply the Competency Model to work practice,Competency Onion Model,Knowledge Management SECI Transformation Model,Triple Realm of Internal Trainers and Expectation Theory are combined to conduct a case study on the internal trainer?s selecting,training,evaluating,promoting,career development,aimed to explore a better way for internal trainer capacity building for Company X.In conclusion,the thesis charts a course for Company X or similar enterprise in changing the "intermediate power" of a company into “core power”,and in providing continuous support for the “core power” by selecting and developing talents for its own company.