Redesign Of Employee Training & Development System For LTC

In the era of knowledge-based economy, absolute majority of the companies rely on information and knowledge as strategic resources to achieve their development goal. As noted by James Martin, the British scientist, during nineteenth century the scientific knowledge doubles every fifty years, while it doubles every ten year in the middle of the twentieth century and the same increase occurs every five years in the 1970s. At present, this number has changed to every three years. Training and development of the employees serve as the key, sometimes the sole approach to provide information, knowledge and related skills. Only with enhanced staff training and information updating, will the company stay atop the technological development. Proper training results in improvement of overall employee qualification, which effectively improves productivity thus optimizing the efficiency and profitability of the company.In China, employee training and development, as a key component of human resources management for the purpose of serving the overall company strategy, has been widely accepted. Lots of companies have made remarkable efforts in employee training. Yet how to design and set up a scientific employee training and development system that fits the need of China and the companies in this knowledge-based economy era? We believe that this is a meaningful topic to explore for Chinese companies, especially the SOEs.This article utilizes the basic theory on training and presents a case study on the existing employee training and development system at LTC. It proposes a new system and systematically analyzes the importance of employee training anddevelopment. It emphasizes on both training and human resources development, pointing out that the training should serve the development and the training should focus on building a work force with high morale, integrity and sense of devotion. Moreover, it also demonstrates the concept of incorporating the training and development with other human resources management work including employee career development.The first chapter gives a comprehensive introduction to the theories and models concerning training and development, laying the foundation for the redesign of LTC's training and development system. The second chapter focuses on the status of LTC, its current issues, its existing system and the inherent problems, highlighting the importance of employee qualification and training. The third chapter moves forward to the redesign of LTC's employee training and development system. The fourth chapter briefly touches upon the evaluation of training results. The new system is evaluated through field study. The fifth chapter summarizes the redesign project pinpointing the weakness and areas for improvement.Due to constraints of time and the theoretical competence of the author himself, the project requires polishing in several areas. The new system is still shadowed by the old system and more new ideas are needed. The focus is put on technical training and more suggestions and recommendations should be made regarding the training of employees' psychological well-being. All these are to be learned and further explored in future work.