Example of enterprise employee training scheme: S company is an electronic subsidiary in Shaanxi. Due to the changes in the market, the company recently introduced a set of advanced production equipment. However, due to the low operating level of the original workers, Wang, the general manager of the company, asked Zhang, director of the human resources department, to conduct relevant technical training for employees and formulate training programs for them. What should Director Zhang do? Making a complete training plan should include the following steps: first, make sure that trainees have a deep understanding of the company's strategy and corporate culture strategy, which is the direction of the enterprise and culture is the soul of the enterprise. Only after getting to know them well can we make a targeted training plan according to the company's requirements, otherwise it may be counterproductive. R company is a large enterprise that produces communication equipment. Headquartered in Beijing, it has branches in Shenzhen, Haikou and Yantai. The company has encountered great problems in training, and it is difficult for employees who are not at headquarters to have the opportunity to participate in training. So the company cooperates with external institutions. After a period of time, the company invested heavily in training, and the trainees generally felt that the on-site training had a good effect, but their actual ability had not improved, and the application opportunities were few or even useless. 2. Determine the training needs, which is the key link of training. Determine the training needs from three aspects: 1 organizational level, including organizational objectives, structure, organizational characteristics and environment, and analyze whether these aspects are suitable for the company's development. 2. At the work level, analyze the skills needed to complete the specific work, understand the necessary conditions for effectively completing the work, and find out the gap 3. At the personnel level, through the analysis of the existing employees' ability, position, age and development potential, the training needs are determined. Motorola University is an educational and training institution established by Motorola for all departments, customers, employees and partners of Motorola. In the long-term practice, the company has established a complete and advanced employee training system. The customer department of Motorola University is responsible for training demand analysis. Its main responsibility is to closely cooperate with the human resources organization development departments of each business division, analyze the gap between the organizational status and organizational goals, determine the organizational training needs, and provide organizational development consulting and training programs. After that, we will work with the leaders of various business departments to formulate the training plan for students. Third, make a training plan, including 1 determining the training time and place, 2 formulating training courses, 3 determining training instructors, 4 determining training methods, and 4 implementing training. In formal training, the effect will be better if it can be supervised by senior managers. There is a story: Ross, an external trainer, trains management skills in a company, and Jim is a man of great personality. He didn't cooperate with Ross's management games in training. After several conversations, Jim still hasn't changed. One day, Ross invited the deputy general manager to the training room. The deputy general manager said: This is a very important training, and the company attaches great importance to it. After the training, those who fail the comprehensive assessment and have a bad attitude will be dismissed by the company. When Jim heard the vice president's words, he felt that the situation was serious. After class, he personally apologized to Ross and promised to cooperate well in the future. V. Training evaluation and feedback training evaluation are comprehensive evaluations of training effects and standards for enterprises to measure training input and output. Only by doing this well can enterprises have the confidence to carry out the next training. Generally, it is assessed from four aspects. Response evaluation, 1, mainly investigates students' responses to training courses, teachers and training arrangements, so as to improve them. 2 learning evaluation, including knowledge, skills and attitude evaluation, to determine what knowledge employees have learned? What skills have you improved? How has the attitude changed? Behavior evaluation mainly refers to the behavior changes of employees returning to work after receiving training. What improvements have promoted the improvement of work performance and interpersonal relationship? The results show that this is mainly quantitative, and quantitative indicators are more easily understood and accepted by people. For example, check the changes in quality, quantity, cost, sales, profit and return on investment of employees after work. Case: In McDonald's enterprises, there are more than 75% restaurant managers, more than 50% middle and high-level managers and more than 1/3 franchisees. The career of ordinary McDonald's employees began with hourly workers. Mcdonald's training magic has always surprised the outside world. How does it cultivate people? This has a lot to do with its evaluation method. Four levels of evaluation: the first "response" is to check what everyone's response to the course is after the training. For example, the evaluation form is an evaluation method of collecting answers, which can be adjusted according to everyone's answers to meet the requirements of students. The second is the evaluation of lecturers. Each teacher's guidance skills will affect students' learning, so the teacher's explanation skills will be evaluated after each class. In terms of knowledge, the University of Hamburg also has exams. There are entrance exams before class and exams during class. The main purpose is to test how much knowledge you have retained through these methods, so as to know whether the content of Xuelian conforms to the content that the organization wants to convey. The third is "behavior", which examines whether employees can change their behavior and achieve better performance after returning to work after studying in the course. McDonald's has a two-way survey. Students' functions will be evaluated before class, and then their supervisors will make an evaluation, and after three months of training, they will be evaluated again. Because students have to go back and apply what they have learned, we can measure the effect of training by comparing the changes before and after functional behavior. Fourthly, in the aspect of "performance", there is a certain relationship between the implementation result of after-school action plan and performance. After each class, the student must make his action plan, which must be implemented when he comes back, and then his supervisor will evaluate it to ensure the combination of training and performance. The rapid development of modern society requires enterprises to train their employees to adapt to the changes in the market, just as the technological changes of S company above must train their employees, otherwise they may be eliminated.