Effective pre-job training requires a complete plan in advance. In the planning stage of pre-job training, the key issues that human resources departments need to clarify include the purpose of pre-job training activities, the issues to be considered and their scope, and the time to carry out pre-job training. Reasonably divide the topics at enterprise level, department level and work level, and rationally plan the technical content and social content in pre-job training. In terms of methods, the flexibility of the education plan should adapt to employees with different education levels, different intelligence levels and different work experiences, and ensure that new employees can be encouraged to actively participate in discussions and activities and get information feedback during the learning process. In order to evaluate the effect of pre-job training, the human resources department should design a checklist for tracking pre-job training and compile an employee manual. 1, in the process of pre-job training and comprehensive pre-job training, it is necessary to track the formal and systematic pre-job training. The follow-up content is to conduct a comprehensive review of each new employee to find out whether the content of pre-job training has been truly understood and mastered, and simply repeat it if necessary. The direct supervisor of the average employee should work in the new employee! Tianhe! Follow-up investigation will be conducted after weeks, and the human resources management department will work for employees for a long time (for example! A month later) to investigate. The general survey method is to hold a discussion between the representatives and supervisors of new employees, or to conduct a questionnaire survey of all new employees. The contents of the survey are as follows: 1) Whether the pre-job training activities are appropriate, and whether the educational places, documents and presentations make new employees have a correct impression on the enterprise. 2) Whether the educational content is easy to understand. If new employees of various occupations and backgrounds receive pre-job training together, it is necessary to know whether the content and style of pre-job training activities are universally applicable and easy to understand and accept. 3) Whether the training activities are interesting, how flexible the training activities are, whether the content of pre-job training helps employees communicate with others, and whether they can adapt to the changes in the business scale of the enterprise. 4) Whether the pre-job training has an incentive effect, whether the training activities emphasize the importance of employees to the enterprise, and whether employees can feel the concern of the enterprise for their career and family after receiving the training. 5) Expenses for pre-job training activities. The general view of American enterprises on the cost of pre-job training is that the design and production cost of an effective pre-job training activity should not be higher than the annual salary of a middle-level employee. If the results of the pre-job training achieve the expected purpose, the supervisor of the pre-job training, the representative of the human resources department and the boss of the new employee will sign the completion list and then store it in the employee's personnel file. 2. Problems in pre-job training 1) Pre-job training is limited to filling out forms for new employees, so that new employees can go to work after filling out a large number of forms in the Human Resources Department. 2) The fleeting pre-job training time is very short, and there is no way to impress new employees. 3) The cramming pre-job training gives new employees too much information too quickly, which makes them feel burdened and fails to achieve the purpose of pre-job training. 3. Pre-job training content case Toyota Motor Corporation's pre-job training (so-called "assimilation") plan is a case in this regard. This plan includes traditional contents such as enterprise welfare, but its main purpose is to subtly let Toyota's new employees accept the consciousness of quality, team, personal development, open communication and mutual respect. The plan lasts for four days, and its main contents can be summarized as follows: the first day: at 8:30 am, the vice president in charge of human resources of the enterprise will introduce the plan outline, give a welcome speech, and describe the organizational structure and human resources department in detail. It will take one and a half hours to introduce the history and culture of Toyota enterprises, nearly two hours to introduce employee welfare, and then two hours to introduce the importance of quality and team spirit of Toyota enterprises. The next day: I began to spend two hours on "TMM Listening Method-Communication Skills Training". In this process, we mainly emphasize the importance of mutual respect, team spirit and open communication. Then, the rest of the time is devoted to explaining the general contents of pre-job training, including safety, environmental affairs, Toyota's production system, enterprise library and so on. The third day: I began to spend two and a half to three hours on communication training, and the content was "TMM question and feedback method"; The rest of the time is used to introduce Toyota's problem-solving methods, quality assurance accident notification and safety. The fourth day: a team spirit seminar was held in the morning, and the topics included team training, Toyota's proposal system and Toyota's team member activity association. Also introduce some basic knowledge and skills as a team member, such as what the working group is responsible for and how to work together as a group. In the afternoon, special fire prevention and extinguishing training was conducted. After completing the four-day pre-job training (assimilation) socialization activities as scheduled, the employees who participated in the activities imperceptibly accepted Toyota's consciousness, especially its quality mission, team values, ways of continuous improvement and ways of solving problems. This is an important step to win the trust of new employees in Toyota enterprise, its goals and values.