Model essay on the company's talent training scheme (I) I. Background
According to the needs of the new year's work, the company newly recruited xx employees 12, forming a new group full of vitality. However, due to the differences in personality and potential of employees who just entered the company, everyone's advantages have not been maximized, their work potential has not been fully demonstrated, and their intentions are also lacking.
Therefore, it is planned to implement the company's talent training plan, fully mobilize employees' intentions and display their talents through a series of mechanisms, realize the complementary advantages and effective utilization of the company's human resources, further enhance the company's cohesion, and improve the work efficiency and quality of the whole company.
Second, the purpose
1, through the incentive mechanism, mobilize employees' intentions and let them devote themselves to the work of the company;
2, through reasonable work arrangements, give full play to the talents of employees, and realize the optimization of human resources utilization;
3, through the cooperation mechanism, let employees learn from each other in the process of communication with employees of this department or other departments, and further improve themselves;
Third, the implementation plan
1, introducing competition mechanism. Every month, one "company pacesetter" and one "excellent team leader" will be selected and souvenirs will be distributed.
2. On the basis of fully developing employees' potential, according to employees' own advantages, focus on cultivating talents in a certain aspect, such as material management, organizational potential and innovation ability.
3. Strengthen team spirit. Irregular departmental dinners, outdoor activities (sports), fellowship with small departments and fellowship with other departments will further enhance the team spirit of employees.
4. Employee participation system. Let employees participate in the discussion of some rules and regulations or important matters, fully consider the opinions of employees, and let employees better care about the development of the department and the whole association.
Model essay on the company's talent training plan (2) 1. Present situation of human resource management talents in enterprises
The core competitiveness of an enterprise is essentially the ability to maintain a long-term competitive advantage on the basis of combining strategy, talents, management and technology. Obtaining talent advantage is the key to build its core competitiveness. In order to gain talent advantage and enhance core competitiveness, enterprises often choose large-scale external recruitment to meet talent demand, while ignoring the training and selection of internal human resources. As a result, the human resources department is faced with such problems: on the one hand, due to the lack of understanding of corporate culture and operating conditions, it is difficult for externally recruited employees to exert their maximum organizational efficiency in a short time, and the low loyalty of newly recruited employees may further lead to the brain drain of enterprises. On the other hand, in the eyes of internal employees, their ability accumulation and promotion are ignored by superiors and enterprise managers, which is likely to dampen the enthusiasm of internal employees, and it is difficult for employees to see the future development direction and promotion space of their careers, thus affecting the stability of human resources in enterprises. I'm afraid it is difficult for such enterprises to have long-term attraction to talents. The reason lies in the following problems in the use and training mechanism of talents.
The first is the soft environment of enterprises. Under the influence of China's social atmosphere of paying attention to "human feelings", some employees think that the introduction and promotion of enterprise personnel mostly depend on the relationship with leaders, which leads to the lack of trust among employees and even the tension of internal interpersonal relations due to the competition for interests; In addition, the traditional thinking of "big pot rice" has also caused many employees to lack motivation and make no progress.
Second, there is a lack of long-term talent training planning. Under normal circumstances, enterprises mainly rely on the "mentoring" mode of employees or learn and cultivate their work skills while groping, lacking the knowledge update and supplement of high-skilled and management talents.
Third, now that scientific and technological information is developed, most of the new forces in the workplace are college graduates born in the 1980s and 1990s. This group of people in the workplace are lively, thoughtful and courageous. In the process of managing talents, post-80s and post-90s often jump ship because they are new to the workplace. In case of brain drain and insufficient training of reserve talents, there will be a shortage of talents and even a talent crisis.
Therefore, it is imperative and urgent to attach importance to the cultivation and selection of human resources in enterprises and establish a management mechanism for reserve talents in enterprises.
Second, how to retain reserve talents.
The problem of reserve talents is a key issue for enterprises to face market competition and future development. How to make good use of new employees and how to train them into excellent reserve talents is the crux of this problem. If an enterprise wants to build a century-old foundation, it needs to constantly increase fresh blood and have a good mechanism to train outstanding successors.
1, recruitment follows the principle of "best fit"
In the recruitment process, the introduction of talents should not only consider the current situation and development needs of enterprises, but also consider the needs of talents themselves, integrate various subjective and objective factors, select talents, and pay attention to the principles of application and matching. The best talents are not necessarily the most suitable for the needs of enterprises at this stage. Only those who are suitable for the enterprise and this position should be employed by the enterprise.
2. Good working environment
A good working environment is an important condition for stabilizing and balancing employees' mentality. For talents, a relaxed and happy working environment, a superior who can accept the suggestions of subordinates and a colleague who shares weal and woe may be more important than anything else.
3. Moderate sense of accomplishment
If enterprises want to make talents feel worthy of staying and willing to pay their talents and wisdom, they must give more opportunities to capable employees and give due rewards and rewards to employees with excellent work performance.
4. Know people and make good use of them
It is a good way for employees to be grateful to give them more space to play. With this gratitude as the foundation, you don't have to worry about employees leaving. Improving employees' satisfaction and sense of belonging to enterprises has long been a good way to retain talents.
Third, the training mode of reserve talents.
Enterprise reserve talents include management type and technical type, and their training modes are different.
1, training mechanism for managerial reserve talents
(1) Manage the trainee plan. It is an enterprise that takes systematic special training, job rotation, tutor counseling and other training measures for a group of new employees who have been screened and have management potential, so as to improve their management skills and work skills quickly and effectively, and gradually arrange them to enter enterprise management positions to assume management responsibilities. This method is suitable for enterprises in urgent need of talents to train a large number of new people.
(2) enterprise successor planning. Also known as "succession planning", enterprises are determined by internal talent evaluation and screening, and continue to pay attention to those high-potential employees who may become middle and high-level job management talents, cultivate and develop their work skills and personal comprehensive quality, and arrange them to gradually take over important management positions through internal promotion.
(3) accelerated talent reserve plan. It is to explore and cultivate high-potential reserve talents for general senior management positions. Through challenging work and tasks, we will provide these reserve talents with learning opportunities and accelerate their growth. Through the establishment of leadership center, post analysis, simulation test, observation and evaluation, feedback evaluation report, the existing comprehensive ability of candidate reserve talents is comprehensively compared with the actual needs of the post, and then the specific training plan is determined.
2. Training mechanism of technical reserve talents
(1) job skills training. It is divided into three stages: pre-job, on-the-job and job transfer. Pre-job training can help new employees understand the historical evolution and cultural system of the enterprise and master the basic knowledge and skills necessary for entry. On-the-job training is mainly to clarify the theoretical knowledge, professional knowledge and practical knowledge of each position. Job transfer training is the training for employees to adapt to new jobs and supplement new knowledge, new technology and new abilities when they transfer jobs internally.
(2) Professional and technical personnel training. It is necessary to make a good plan and give young technicians the opportunity to go deep into the grassroots through training to learn some basic skills related to future technology development work; For middle-aged and elderly technicians, it is necessary to constantly update their knowledge, broaden their knowledge horizons and maintain the vitality of continuous innovation.
(3) Establish a skill appraisal system. With the gradual establishment of the training mechanism, the technical appraisal system for high-skilled talents should also be established. The content of appraisal, the object of work, the issuance of certificates, the main departments, the supervision departments and their qualification recognition and restraint mechanisms should also be improved, supplemented or revised, so as to realize the standardization of skill education through the system.
Four. Suggestions on the Training Plan of Reserve Talents
1. Establish talent development channels.
Enterprises should establish good development channels for reserve talents, determine their development goals and channels through face-to-face communication between human resources departments and employees, encourage employees to continuously improve their abilities and achieve personal promotion. Under normal circumstances, enterprises should set up management and technical channels for employees, and employees can choose their own development channels according to their own positions and conditions.
2. Improve the talent selection mechanism.
Clear selection criteria, including the recognition of corporate culture and the fit with the core competence and quality of the enterprise. The specific standards are the reserve standards of all kinds of reserve talents, including the basic conditions of employees (education, experience, age, etc.). ), knowledge and skills, ability and quality, personal performance and so on.
3. Improve the training management mechanism.
Choose appropriate and reasonable training methods, including training, job rotation, tutor, attachment, etc. The applicability of various training methods is not the same, so we should choose the appropriate training methods for different types of talent enterprises. Do a good job in training assessment, evaluate the training effect of reserve talents, clarify the improvement of reserve personnel's ability, find out their problems in the training process in time, and determine new training objectives for reserve talents through interviews and exchanges.
4. Improve the talent withdrawal mechanism.
In order to ensure that the best or most potential employees can enter the reserve talent echelon for accelerated training, a reasonable exit mechanism should be established to link the talent echelon management with the internal selection and promotion mechanism of enterprises, which will have a good incentive effect on reserve talents. On the one hand, excellent reserve talents, after a period of training, can get priority promotion opportunities when there are vacancies in enterprises. Of course, enterprises should establish and improve the internal selection and promotion mechanism, clarify the principles and standards of appointment, improve the selection and appointment process, and clarify the relevant responsible persons to ensure fairness and justice in promotion and selection. On the other hand, according to the elimination mechanism of reserve talents echelon, the reserve personnel with poor performance are eliminated. Enterprises should formulate a reasonable elimination mechanism to fully mobilize the enthusiasm of the trainees.
Model essay on the company's talent training plan (III) In order to improve the quality of the company's employees and managers, improve the company's management level and ensure the company's sustainable development, the following "20xx talent education and training plan from xx City to xx Head Office" is specially formulated.
I. Purpose of training
With promoting five styles of work and enhancing five potentials as the core, according to the idea of continuous learning and all-staff training, we will build a modern education and training system that conforms to the company's reality, improve the incentive and restraint mechanism that conforms to the law of talent growth, form a new pattern of multi-level, classified, multi-channel and large-scale talent training, and cultivate a compound talent team with good political quality, professional quality, good unity and cooperation, good style and image, strong innovative spirit and ability to cope with complex situations. By the end of 20xx, through training, we will strive to achieve more than 20% of employees with bachelor degree or above, more than 70% of business operators, more than 40% of managers, more than 20% of technicians and more than 95% of employee training.
Second, the training object
The company has registered employees and newly recruited employees.
Three. Training materials
Company profile, development history, strategic objectives, company culture, technological process, detailed rules for implementation of objective assessment, and safety operation procedures.
Fourth, the training form
1, implement "xx" outstanding talent training. Through introduction and dispatch, the company has trained and selected 1 excellent management talents, 1 excellent management talents, 2 excellent technical talents and 2 excellent skilled talents.
2. Implement the cultivation of innovative talents. In important fields such as laboratory testing, monitoring, operation, installation, charging technology and operation control of mechanical and electrical equipment, we will focus on cultivating 1-2 reserve talents and 3-5 outstanding innovative talents to build an innovative and sophisticated scientific and technological talent team.
3. Implement training for talents in short supply. Introduce and train senior professionals 1 person in electric welding, laboratory testing, water quality monitoring, construction site management and financial auditing every year to meet the needs of the company's business development.
4, the implementation of talent development training. According to the requirements of water supply and drainage construction, comprehensively strengthen talent development and training to improve enterprise cohesion. During the year, a total of 65,438+00 people received training in management, water quality testing, production operation, maintenance, water meter installation and pipe network maintenance.
5, the implementation of learning team building training. Take "love activity" and "peace project" as carriers, cultivate water lotus culture with heart and build a learning team; Strengthen the construction of grass-roots teams and groups, vigorously promote on-the-job learning and on-site training, and conduct rotation training for all team leaders in the company system.
Verb (abbreviation for verb) training time
1. The training time for existing employees on the job is not less than 5 working days per quarter;
2. The newly recruited employees will receive no less than three days of training.
In the rapidly developing 2 1 century, the core competitiveness of enterprises is increasingly manifested in the cultivation, possession and application potential of talents as the first capital. Talent is the source of strength to promote the healthy development of enterprises, and talent is the decisive factor for the development of enterprises from both macro and micro perspectives. Therefore, only when we have enough talents, attach great importance to the role of talents, always adhere to the people-oriented principle, and vigorously promote the construction of talent team, can enterprises achieve leap-forward development. To achieve the overall development planning goal of Guangxi Nonferrous Metals Group, we must implement the development strategy of strengthening enterprises with talents.
In order to realize the strategic goal of the group company, we must formulate corresponding measures according to the general idea of "extensive publicity, good planning, standardized system, established mechanism, improved facilities, strengthened carriers and focused on innovation". According to the actual situation of the group company and the characteristics of the industry it is engaged in, we should establish the policy of selecting, educating and employing people, formulate a scientific assessment and incentive mechanism, and attach importance to the realization of talents' self-value. Specific measures and programs are as follows:
First, public opinion propaganda
Formulate a publicity work plan, take various forms, vigorously publicize the great benefits and basic requirements of implementing the strategy of strengthening enterprises through talents, publicize the experiences and practices of all units and departments in doing a good job in talent work, create an atmosphere in which the whole system attaches great importance to, cares for and supports talent work, establish a scientific concept of talents, and build a business philosophy of strengthening enterprises through talents. Set up a column on the website of Nonferrous Metals Group and Guangxi Nonferrous Metals Newspaper, regularly collect and publicize the strategy of strengthening enterprises with talents, and timely reflect the implementation trends and achievements of the strategy.
Second, the talent team construction planning
1. Make full use of the existing talent training platform of the group company, give play to the role of "talent highland" and postdoctoral mobile workstation, take advantage of the establishment of Bagui scholars and specially invited experts, promote the "high-end leading talent introduction project" of the group company, and introduce academicians and doctoral tutors through project cooperation, school-enterprise cooperation and Industry-University-Research combination, so as to promote the growth and training of the scientific and technological team.
2. Do a good job in the construction of the leading bodies of the subordinate enterprises of the group company, and systematically study and deploy the inspection and selection, use configuration, potential standards, training methods, performance evaluation, incentives and constraints, and dynamic management of the leading bodies. Strengthen the training and use of young management cadres, and promote the professionalization and rejuvenation of management personnel.
3. Formulate and implement the plan for the construction of professional and technical personnel, and systematically study and deploy the scale and quantity, potential standards, training methods and means, development and training schedule, inspection and selection, use and configuration, performance evaluation, incentives and constraints, dynamic management and other aspects of the construction of professional and technical personnel. Rational allocation of human resources, improve the efficiency of human resources use. Innovate and improve the mechanism of talent evaluation, selection, use, incentive and guarantee, and create a good institutional environment for talent growth and development.
4, find out the status quo of high-skilled talent team, formulate and implement the construction and training plan of high-skilled talent team. Systematically study and deploy the demand, training methods and means, development and training plan progress of senior skilled personnel team construction.
5. Formulate and implement the construction of directors and supervisors of the subordinate enterprises of the group company, and strengthen the regulation and control of the subordinate companies by the group company.
Third, staff education and training.
Formulate measures for the management of staff education and training, and carry out institutionalized, standardized and scientific management of staff education and training. Strictly implement the withdrawal and use of training funds according to regulations, and it is strictly forbidden to use them for other purposes. Make full use of training funds and resources effectively, regard employee education and training as an investment behavior of the company and cultivate the company into a learning organization. Expand talent training channels, meet the continuing learning needs of professional and technical personnel, and bring intellectual support to develop the potential of employees and realize the development goals of the group.
Focusing on the construction of innovation potential, all subordinate enterprises study and formulate various standards for the construction of talent potential according to their own characteristics, and increase education and training. According to the job requirements of different positions and the training needs of different types of employees, with the goal of comprehensively improving the quality of employees and the potential of post competence, training materials are designed according to the level of personnel, and training courses are set up in different levels, categories and highlights.
Study and set up special funds for the development and training of senior talents, and train high-end colored talents in a planned and focused way. Timely study and propose an international training plan for high-level talents, so as to bring talents to the next "going out" strategy of the Group.
Comprehensively strengthen the study of political theory and the construction of ideological style of enterprise employees, and conduct rotation training for all enterprise employees and their reserve personnel within five years. Select outstanding reserve cadres in batches to study in various party schools and colleges.
Develop a phased training plan, carry out follow-up academic education in a planned way, and optimize the cultural structure of personnel. Strengthen skills development training and appraisal, formulate phased development training plans, upgrade skills in batches, and optimize the technical grade structure of the workforce. Regularly carry out employee business and technical competitions.
Strengthen the continuing education of professional and technical personnel and improve the overall quality of professional and technical personnel. Deepen the reform of the professional title system and do a good job in professional and technical qualifications and job evaluation and employment.
Fourth, talent evaluation.
Establish a scientific evaluation index system for management talents. Formulate post assessment standards for professional and technical personnel and high-skilled personnel, and innovate talent evaluation methods. Establish an evaluation index system for technical talents, and try out quantitative evaluation, potential test and career orientation test in the investigation and use of talents.
Verb (abbreviation of verb) Selection and use of talents
Formulate measures for the management of enterprise employees, so as to institutionalize and standardize the management of enterprise employees. Construction of enterprise * * * member reserve team, formulate measures for the management of reserve cadres.
Improve the management system of the board of directors and the board of supervisors of subordinate companies, effectively exercise corresponding powers and perform their duties. Strengthen the selection, assessment and management of directors and supervisors. Make the management of directors and supervisors on the track of institutionalization and standardization.
To study and formulate the selection and appointment system for chief experts and professional and technical leaders. Establish a pool of experts in the group company. Implement talent reserve combat readiness.
Sixth, the talent incentive mechanism.
1. Improve the implementation methods of the annual salary system for business operators, and study and explore ways to combine short-term incentives with long-term incentives.
2, formulate and implement the allowance system for chief experts and professional and technical leaders.
3. To study and formulate the honorary title sequence of outstanding experts and outstanding employees of the group company, as well as the appraisal, recognition and reward methods.
4. Deepen the reform of the social security system, further improve the enterprise social security system, further promote the implementation of the enterprise annuity management system of nonferrous metals group, and strengthen the incentive role of various insurance and welfare benefits.
5. Design employee career channels, effectively support the promotion system and career planning within the enterprise, establish channels for technical and management talents, realize incentives for employees, and guide employees to coordinate their personal goals with organizational goals.
Model essay on the company's talent training scheme (V) I. Introduction
Talent cultivation has good humanities quality and social responsibility, solid teaching foundation, and first-class talents with self-study potential, innovative spirit and innovative potential. Specifically, it includes the following aspects: trained in basic research and applied research, with solid basic theoretical knowledge and experimental skills, strong practical potential and good comprehensive quality; Mastering the scientific thinking method has strong knowledge acquisition potential, exploration spirit, innovation potential and excellent scientific quality.
Second, the cultivation form
There are many forms to cultivate talents. In addition to systematic education and further study in various schools at all levels, we can also take the form of part-time education, full-time or non-full-time training courses and seminars, and make full use of adult education, part-time education, audio-visual education and other conditions to promote and encourage self-study. All walks of life have different specific requirements for personnel training, but the overall goal is all-round development in morality, intelligence and physical fitness. For enterprises, personnel training is multi-level, including the training of senior management personnel; The cultivation of functional management talents and grass-roots management talents, and so on.
Third, mode reform.
The fundamental purpose of teaching reform in personnel training education is to improve the quality of personnel training. There are two measures to evaluate the quality of personnel training. One is the evaluation scale inside the school, and the other is the evaluation scale outside the school, that is, the evaluation scale of society. The social evaluation of the quality of talent training in colleges and universities is mainly based on the dominant quality characteristics of higher education, that is, the quality of college graduates, but little attention is paid to the internal education and teaching activities in colleges and universities; The overall evaluation of the quality of graduates by society is mainly to evaluate whether the graduate group can adapt to the needs of the country, society and market well. The school's evaluation of the quality of personnel training is mainly based on the inherent quality characteristics of higher education, that is, whether the students trained by the school meet the requirements of the professional training objectives set by the school as a whole, and whether the quality of personnel training of the school is consistent with the training objectives. Therefore, to improve the quality of talent training in colleges and universities is to improve the adaptability of talent training to society and the fit between talent training and training objectives.
The quality of personnel training should not only understand the school's own evaluation of the internal quality characteristics of higher education, but also understand the social evaluation of the external quality characteristics of higher education. Therefore, the reform of talent training mode in colleges and universities with improving the quality of talent training as the core must follow the laws of external and internal relations of education.
The law of the external relationship of education is the law of the relationship between education and society. Mr. Pan Maoyuan said that "education must adapt to social development", and by extension, it can be expressed as "education must be restricted by and serve the necessary social economic, political and cultural development". Therefore, when talent training can not meet the needs of society, that is, it can not serve the economic, political and cultural development of society well, it is necessary to reform the current talent training model. According to Mr. Pan Maoyuan, "socialist education must cultivate all-round development people, or socialist education must cultivate all-round development people through moral education, intellectual education, physical education and aesthetic education." If it is used in the field of higher education, it can be expressed as "socialist higher education must cultivate knowledge, potential and aesthetic education through moral education, intellectual education, physical education and aesthetic education."
In this statement, it includes not only China's educational policy, but also the overall requirements of higher education training objectives and training specifications. Therefore, when the training of talents can't meet the training objectives well, it is necessary to reform the training mode, mainly to make reasonable adjustments to the training programs and ways, so that the training programs and ways can be better coordinated with the training objectives and training specifications, and the training of talents can better meet the training objectives.
It can be seen that the motivation for the reform of talent training mode comes from the outside and inside of education. As far as colleges and universities are concerned, the reform of talent training mode should include two aspects: first, follow the law of external relations of education, take social needs as the reference standard, and adjust the professional setting, professional training objectives and training specifications of colleges and universities to make talent training better adapt to the needs of economic and social development; Secondly, we should follow the internal relation law of education, take the professional training objectives and specifications as a reference, adjust the professional training programs and methods, make all the elements in the talent training mode more coordinated, and improve the fit between the quality of talent training and the training objectives. In short, the process of talent training mode reform is to change discomfort into adaptation and disharmony into coordination, which is essentially a process of actively adapting to society.
According to the objective needs of local economic and social development for senior professionals of different levels, specifications and types, and under the guidance of correct educational concepts (including educational policies and objectives determined by the state), the training objectives of schools and majors are reasonably positioned; According to the training objectives, design training specifications; Make a training plan according to the training objectives and training norms; Select and implement training methods according to training objectives, training specifications and training plans.
Training results (type, specification, quality, etc.). ) feedback the situation reflected by the implementation of the talent training mode to the society, so as to understand the social evaluation of the explicit characteristics of the quality of talent training, that is, whether the graduate groups delivered by the school to the society meet the needs of social, economic, scientific, technological, cultural and educational development in the region; Feedback to the school itself, to understand the school's evaluation of the quality of talent training, that is, whether the quality of graduate talent training cultivated by the school meets the positioning of the school's professional training objectives; Moreover, the results of personnel training must be evaluated by educational ideas and concepts. When the training results reflected by the implementation of the talent training model do not meet the needs of society, or lag behind the contradictions and problems of social development, schools must adjust the training objectives, training specifications, training programs and training methods.