J 企业大学培训管理研究

Chapter I Introduction

1.1 The Background of the research
Jabil is one of the world's largest electronic manufacturing services companies,providing customized design, manufacturing, and distribution for some of today'slargest companies. Its global operations encompass more than 90 sites and worldwideoffices in 33 countries. Jabil's expertise in a variety of services enables Jabil toprovide rewarding careers for over 180,000 people.
To ensure continued financial success and growth, Jabil operates in multiple sectors,including Automotive, Computing & Storage, Defense & Aerospace, Digital Home,Healthcare & Life Sciences, Industrial & Energy, Green Point, Mobility, andNetworking & Telecommunication services. Jabil's success is due to their unwaveringcommitment to the right combination of services, industries, locations, systems,products and people.
Jabil’s executive leadership team has strategically grown the business by entering newmarkets, expanding the services opening worldwide offices and forging new globaloperations and contacts in key locations. Their leadership establishes their strategicdirection and helps translate that strategy into action on a global level. They've madethe mission simple: to be the world's leading manufacturing services provider byenabling employees to proactively offer customers and contacts innovative andstrategically beneficial solutions.
Jabil’s guiding principles set us apart from other manufacturing companies as they arebuilt around their employees, customers and shareholders and are the foundation ofthe strong culture. They believe these principles have contributed to their success inmedical manufacturing, electronic manufacturing and industrial manufacturing, andhave guided them in challenging situations. As a global leader in the manufacturingservices industry, Jabil lives on these shared values and recognizes that the steadfastadherence to their guiding principles is the road map for continued success.
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1.2 Research Objectives
This research focuses on training management of J Corporate University in China.Researching the training management problems in training system, training designand course development as well as training effect evaluation, this research finds waysof competence-based talent development and blended learning structure. Taking Jabilas an example, it studies the training needs analysis, training course design, trainingdelivery methods, and training effect evaluation etc., concludes a set of structure andprocesses in training management and talent development in a corporate university.The research will provide reference value, even guiding principles to middle-to-bigcompanies, esp. domestic companies in their ways to globalization.
The research absorbs the thoughts from a dozen of books about training managementand talent development, and adapt a lot of specific studies from adult learningorganizations and scholars, such as DDI (Dimensions Development International),UNESCO Institute and Sharan B. Merriam etc.. Also the research had collected andstudied the actual cases and practices of Jabil and JEDII in training programs andmanagement practices.
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Chapter II Literature Review

2.1 Training planning
Training planning which is part of Human Resource Planning is the first task oftraining management of the organization. The value of training planning varies indifferent organizations according to the philosophy of their people strategy.“Organizations have traditionally treated training as a cost and expense. Whentraining has a sufficient payback, it can be viewed as an investment, not an expense,”says John Robak, COO of Greeley and Hansen, a Chicago-based environmentalengineering firm. Greeley and Hansen Company uses its training partly as a way toretain its engineers, professionals who are difficult to recruit even in a tight job market.

From the macro view, training planning consists of 4 key areas: competencedevelopment, performance development, career development and succession planning.Competence development focuses on employee attitude and skills and knowledge (socalled ASK model); performance development links with goals and key performanceindicators (so called KPI); career development relates with job aspiration and mobility;Succession planning includes talent screening and motivation.
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2.2 Training needs survey and analysis
Normally there are three levels of training needs survey in the market –Organizational level, departmental level and inpidual level.Generally speaking, there are many methods in training needs survey: byquestionnaire, by interview, by goal decomposition and by performance gap etc. foreach level.
Organizational level
BSC (balanced score card) method is recommended for Organizational level’s trainingneeds survey. That is, the survey is done from the top-down in 4 dimensions: financeperspective, customer perspective, operational process perspective and growth(learning & development) perspective.

For each dimension, there are four levels of thinking points – goal, measure, KPI andaction. Training needs could be identified to recognize any one of the four points so asto answer the question “What will we do for the sake of customer satisfaction orworkforce competencies or operational excellence or expected financial result?”
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Chapter III Case Description ........................23
3.1 The brief introduction of Jabil Company...........................23
3.2 The current status of J Corportate University in China .................................25
Chapter IV Case Analysis ................31
4.1 Analysis of training needs procedure .................31
4.2 Analysis of the course design and delivery....................32
Chapter V Basic Solution..............................46
5.1 Set up competence-based training needs procedure .................46
5.1.1 Building up Competence Models................46
5.1.2 Driving Competence Evaluation................46

Chapter V Basic Solution

5.1 Competence-based training needs procedure
Besides training needs from company strategy (company level) and employees careerdevelopment (inpidual level), it’s focus here in competence-based training needs.To have competence-based people development plan in place throughout the wholeorganization, the mindset must change-
JEDII is not a cost maker but a profit driver in a long round
Training is not welfare or tool of brainwashing but way of sustainable investment
People is not a resource but a capital to be valued and well treated all the time
Competence consists of a set of knowledge, skills and awareness or attitude inperforming working tasks. Competence models could be used to drive higherperformance as per the defined competence requirement against the gap evaluated onthe competencies. Normally, there are core competencies, common competencies,functional competencies and leadership competencies and so on.
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Chapter VI Conclusion and Research Prospects

6.1 Conclusion
Training management is more and more important and strategic in Human ResourceManagement. In most global companies, training management is called as otherconcepts as learning and development, even talent management in a more strategiclevel. With this positioning, training management is not belonging to the traditionalHR organization any more, but under the Corporate University or Talent Developmentfunctions.
Nowadays, not only global companies like Jabil, many middle-to-big Chinesecompanies pay more attention to the training management – hiring training manager,setting up internal trainers’ team, developing internal training courses even trainingsystem, designing and implement talent programs. Some successful Chinesecompanies (state-owned enterprises and private-owned enterprises) have had theirown corporate universities, such as Huawei, Vanke, Tencent, Alibaba etc. They havealready built up a full process of talent production and management throughout thewhole organization.
As Peter Drucker said, the 21 century is the era is talent competition. Among thetalent acquiring channels (hiring, head hunting, and M&A etc.), training anddevelopment from inside of the organization is the most valuable and effective way oftalent acquisition. That is, corporate university is an organic entity as the blood makerand transporter system of modern organizations.
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