对成品油销售企业人才培训体系创新的思考

Innovations in oil-product marketing-company staff training systems

经过十多年的重组与发展,中国石油、中国石化两大集团均已建成覆盖全国市场的超级连锁零售网络,但在销售企业员工培训方面尚未形成一个完整的、覆盖全体、逐级进阶的培训课程体系,导致培训课程间经常脱节与重复,学非所用、学超所用的现象大量存在,成为制约企业发展的瓶颈之一。对应于加油站区域化分级管理体制,可以将零售业务培训体系分为"省公司管理人员、地市公司管理人员、片区管理人员/加油站经理、加油站主管、一线操作员工"五个级别,其中,省、市、片区与加油站经理为管理人员培训,加油站主管与一线操作人员培训为岗位技能培训。在模块化培训体系中,晋职培训与拓展培训是同一岗位在职培训的两个阶段,即前期的入职上岗培训与后期的在岗提高培训,二者有机衔接,相辅相成。

The oil product sales companies of petroleum giants PetroChina and SINOPEC have already very well established their sales networks of super-chain retail filling stations across China's Mainland in the course of reorganization and development over the past 20 years. However their staff training systems have been a bottleneck hindering further growth and lacking a wholesome, inclusive, and progressive orientation. Their current systems are irrelevant, repetitive, or not useful, or aim far beyond what is needed. To rationalize the management of retail operations, training systems should be targeted to five levels of personnel, namely provincial executives, city executives, district or zone managers, station supervisors, and station operators. Training of provincial, city, and district or zone level personnel focuses on management, while that of station supervisors and operators concentrates on service-provision. In these training modules, the courses at any particular level are divided into two stages, namely for promoted personnel and for in-place personnel, in other words pre-induction training and on-the-job training which can complement each other.