Research Of The Training Management For Front-line Staff Of Bank Call Center

With the global integration progress and the rapid development of market economy of our Country, the information technology and knowledge economy era has come.The intellectual capital has increasingly become the most important one for a company. Educational training becomes an important way of cultivating the talents and exploring human resources of a company. The professionalism and the timeliness of training is very important to a company to cultivate the talents and improving their quality. As a manager of a company, it is necessary to deeply recognize the importance to organize and help employees to learn for more information and skills through training to improve the initiative of the staffs. In recent years, the call center industry in China has been developing by leaps and bounds. Also the Banks are unwilling to lag behind, have set up their own call centers. The main characteristics of call center are the capital-intensive, labor-intensive and knowledge-intensive, with the synchronous development progress of science technology and the information, the call center staffs have gradually become the talents of senior consulting type from the traditional "caller", therefore, the management and training for call center staffs is very urgent and important.In this paper, in reference to the basis of research results of human resource management and enterprise management etc to find and analyze the problem of the typical representative of A bank call center through the analysis and research of the current situation and existing problems by using the method of literature research as well as the combination of theory and case, and puts forward the countermeasures of solving the problem, and then to study the staff training management issues of the bank call center industry. The research of this paper consists of five parts, the introduction, the theoretical basis of training management and the present situation of the training management of bank call center, the existing problems in the training of bank call center, the countermeasures of optimizing the training management of the bank call center and the conclusion.First chapter is the introduction, mainly elaborated the research background, purpose and the significance of this paper. And analyzed comprehensively the research status both at home and abroad, and simply introduced the research content, method and thought of this paper.The second chapter elaborated the training management theory and the management status of the bank call center training. This chapter briefly introduced the call center, bank call center, A bank and A bank call center related contents, and introduced the present situation of A bank call center training in detail mainly from training needs, plan, content, evaluation and so on.The third chapter mainly analyzed the existing problems of bank call center training.In this chapter analyzes and sums up the main problems of bank call center at present are hereinafter 6 points:①the training cycle is long, training normalization, the effect of training is not good, ② the lack of the analysis of training needs or the analysis is not suitable, ③The training way is simplex, the utilization rate of training channel is low, ④the evaluation of training effect is fabulous but not practical, ⑤the lack of active learning attitude of employee, and ⑥the less emphasis on the trainer management and so on.The fourth chapter gives corresponding countermeasures base on the existing problems of the call center which mentioned in the third chapter. This paper elaborated in detail from the four aspects, doing well in training needs analysis, training content, method, developing diversified channels, attaching great importance to the results of the training effect evaluation and the training ideas, increasing the training investment.The fifth chapter is the conclusion which summarized the whole paper and pointed out the shortage of the research.