2010年后，移动智能手机开始大规模普及，逐渐走入千家万户，移动互联网行业开始进入高速发展的新阶段，一大批专门生产移动端视频应用的移动互联网创业公司陆续崛起，移动终端应用商业场景已经得到了极大丰富。与传统企业从成立到壮大一步步稳步发展的节奏不同，这类互联网企业业务大多依靠线上形式开展，实体资产较轻，空间限制较少，因此业务数据增长及员工规模扩张速度极快，在高速发展阶段，每年团队规模翻番是常见的场景。在如此高速的人员扩张速度下，如何制定一套适配的人员培训体系，成为互联网公司人力资源建设面临的一个现实课题。

K互联网公司是一家已成立9年的移动应用产品生产公司，2017年前，团队人数不超过500人。2018年起，公司调整战略打法，试图撕掉原先“慢公司”的标签，正式与竞争对手展开市场竞争，力求业务数据的不断突破。相对应地，公司员工人数急剧增长，2018年达到2000人（4倍），2019年达到7000人（3倍），2020年达到18000人（2.5倍）。员工人数激增带来的是团队文化冲突、信息沟通不畅、新人归属感弱、适应成本高等一系列问题，原先内容较为单薄的新员工培训体系需要升级，保持对业务的支撑力。

本文从K互联网公司业务及团队现状入手，通过访谈及问卷调研形式获取内部反馈，从新员工培训体系从需求调研到实施方式全流程的环节进行问题分析，得出现行新员工培训体系问题点，并给出解决建议。旨在帮助K互联网公司新员工培训项目真正发挥其作用，同时也给同样处在急速发展期的互联网企业给予一定的借鉴。

After 2010, mobile smart phones began to popularize on a large scale and gradually entered tens of thousands of households. The mobile Internet industry began to enter a new stage of rapid development. A large numbers of mobile Internet startups specializing in the production of mobile video applications have gradually emerged. The scene has been greatly enriched. Different from the gradual and steady development of traditional enterprises from establishment to growth, most of these Internet enterprises rely on online business development, with lighter physical assets and fewer space constraints. Therefore, the growth of business data and the expansion of employee scale is extremely fast. During the rapid development stage, it is a common scenario for the team size to double every year. At such a rapid rate of personnel expansion, how to formulate an appropriate personnel training system has become a realistic issue facing Internet companies' human resources construction.

K Internet Company is a mobile application product production company that has been established for 9 years. Before 2017, the team had no more than 500 people. Since 2018, the company has adjusted its strategy, tried to tear off the original label of "slow company", and formally competed with competitors in the market, striving for continuous breakthroughs in business data. Correspondingly, the number of employees in the company has increased sharply, reaching 2,000 (4 times) in 2018, 7,000 (3 times) in 2019, and 18,000 (2.5 times) in 2020. The sharp increase in the number of employees has brought about a series of problems such as team culture conflict, poor information communication, weak sense of belonging to newcomers, and high adaptation costs. The original new employee training system with relatively thin content needs to be upgraded to maintain support for the business.

This article starts with the current status of K Internet company’s business and team, obtains internal feedback through interviews and questionnaire surveys, analyzes the problems in the whole process of the new employee training system, from demand surveys to implementation methods, and derives the problems of the current new employee training system. Give suggestions for solutions. It aims to help the K Internet company's new employee training program to really play its role, and at the same time give some reference to Internet companies that are also in a period of rapid development.