The training cycle of new employees in the first six months often reflects the importance attached by enterprises to talent training, but many enterprises often only pay attention to the first 15 days, resulting in the peak turnover rate of new generation employees appearing in the sixth month to 1 year, which makes enterprises lose a lot of costs. How to improve the ability of new employees quickly depends on what managers have done in the first 180 days. Let's take a look at the details of 180 days before Huawei's induction training.

The first stage: the newcomer takes up the post and lets him know what he is doing (3~7 days).

In order to let employees quickly integrate into the enterprise within 7 days, managers need to do the following 7 points:

1. Location: arrange seats and desks for newcomers, have their own places, and introduce colleagues around the location to each other (each person's introduction time is not less than 1 minute);

2. Hold a welcome party: hold a welcome party or dinner to introduce everyone in the department and get to know each other;

3. Company introduction: The direct supervisor communicates with him alone to let him know about the company culture and development strategy. , as well as the new professional ability, family background, career planning, hobbies.

4. Job introduction: the HR supervisor communicates and tells the new employees their job responsibilities, development space and value to themselves.

5. Introduction of tasks in the first week: The direct supervisor told me what to do every day, how to do it, and who is the head of the colleague department related to the task.

6. Daily work guidance: find and correct problems in daily work in time (no criticism), and give affirmation and praise in time (feedback principle); Check daily workload and work difficulties;

7. Arrange contact between new and old colleagues: Let old colleagues (work 1 year or above) contact new people as much as possible, eliminate the strangeness of new people and let them integrate into the team as soon as possible. Key points: have lunch together and talk more. Don't talk too much about work goals in the first week, which will put pressure on work.

The second stage: the transition of the newcomer, let him know how to do it well (8~30 days)

Change is often painful, but it is necessary. Managers need to help new employees complete the role transition in a short time. Here are five main methods:

1. Be familiar with all parts of the company: lead new employees to be familiar with the company environment and people in all departments, and let them know how to write standard company emails, how to send faxes, who to call when there is a computer problem, how to answer internal calls, etc.

2. Arrange old colleagues to bring new employees: It is best to arrange new employees near old colleagues for easy observation and guidance.

3. Active communication and feedback: observe their emotional state in time, make adjustments in time, and find out whether they are under pressure by asking;

4. Experience teaching: teach him his own experience in time, so that he can learn in actual combat. Learning by doing is very important for new employees;

5. Affirmation and praise: timely affirm and praise its growth and progress, and put forward higher expectations. Key points: 4C, feedback skills.

Stage 3: Let new employees accept challenging tasks (3 1~60 days)

Giving the right pressure at the right time can often promote the growth of new employees, but most managers choose the wrong pressure method.

1. Clarify job requirements and key indicators: Understand the advantages and skills of new employees, and clarify their job requirements and assessment indicators;

2. Carry out team activities: carry out more team activities of the company, observe its advantages and capabilities, and foster strengths and avoid weaknesses;

3. Give tolerance: give them opportunities to improve when they make mistakes, observe their mentality, observe their behavior and see their cultivation value when they are in adversity;

4. Give more opportunities: If you are really not qualified for your current position, see if it is suitable for other departments and give them more opportunities. Mistakes that managers easily make are common;

The fourth stage: praise and encouragement, and establish a relationship of mutual trust (6 1~90 days).

It is easy for managers to be stingy with their praise language or lack the skills of praise, and praise generally follows three principles: timeliness, diversity and openness.

1. Timely praise: when new employees complete challenging tasks or make progress, praise and reward them in time and praise the timeliness of encouragement;

2. Diversity of encouragement: Give him more surprises in various forms of praise and encouragement, create different surprises, and praise the diversity of encouragement;

3. Share successful experiences: show the achievements of subordinates to colleagues in the company, share successful experiences and praise the openness of encouragement;

Stage 5: Let the new employees integrate into the team and actively complete the work (9 1~ 120 days).

For the new generation of employees, they are not lacking in creativity. More often, managers need patient guidance on how to work as a team and how to integrate into the team.

1. Encourage to speak: Encourage subordinates to actively participate in team meetings and speak at the meetings, and give praise and encouragement after speaking;

2. Team experience sharing: hold more meetings to discuss and share the incentive mechanism, team building, task flow, growth and good experience;

3. Encourage suggestions: discuss the methods and suggestions for task handling with new employees, and give affirmation when subordinates put forward good suggestions;

4. Dealing with contradictions: If you have conflicts with old colleagues, you should deal with them in time;

Stage 6: Give employees the mission and appropriate authorization (12 1~ 179 days).

After the first three months, new employees will become regular employees, which will bring new challenges. Of course, it can also be said that new employees really become part of the company, and the task center of managers will also shift to the following five points:

1. Help subordinates reposition: let subordinates re-recognize the value, significance, responsibility, mission and height of work and find their own goals and directions;

2. Deal with negative emotions in time: always pay attention to new subordinates, adjust in time when subordinates have negative emotions, and be sensitive to all aspects of subordinates; When a subordinate asks a negative and naive question, he should change his way and ease his question from the positive side, which will change the manager's thinking;

3. Enhance employees' corporate identity: let employees feel the company's mission, and amplify the company's vision and cultural values, strategic decisions and leadership intentions. , and pay attention to the cohesion of people's hearts and culture, pay attention to the correct direction and efficient communication, pay attention to performance improvement and professional quality;

4. Guide the growth of the sharing company: When the company has something important or exciting, we should guide everyone to share it; Requirements: motivate subordinates anytime and anywhere;

5. Decentralize appropriately: start decentralizing appropriately to let subordinates complete their work, discover the value of the work, enjoy the joy brought by the results, and do not decentralize in one step;

Stage 7: Summarize and formulate the development plan (180 days).

Six months have passed, and it's time to help subordinates make a formal evaluation and development plan. A complete performance interview generally includes the following six steps:

1. Preparation for performance interview: Make sure that there are at least 1~2 formal performance interviews per quarter 1 hour or more, make full investigation before the interview, and make the conversation reasonable and legal;

2. Clarify the content of performance interview: clarify the purpose; Self-evaluation of employees (what they have done, what achievements they have made, what efforts they have made for their achievements, what shortcomings they have, and what differences they have with other colleagues);

3. Affirm first, then talk about shortcomings: the evaluation of leaders includes achievements, abilities and daily performance. Affirm the achievements first, then talk about the shortcomings, and then use real examples to prove it (or feedback skills);

4. Assist subordinates to set goals and measures: make him make a commitment, supervise and check the progress of goals, and help him achieve the set goals;

5. Strive for development and promotion opportunities for subordinates: discuss with him more about future development and evaluate subordinates at least once every 3-6 months;

6. Give subordinates the opportunity to participate in training: encourage them to study more and read more books at ordinary times, make growth plans and check them in stages;

Stage 8: Pay full attention to the growth of subordinates (every day)

After the first 90 days, new employees will become regular employees, which will bring new challenges. Of course, it can also be said that the new employee has really become a part of the company.

1. Pay attention to the life of new subordinates: give support, communication, care and help when he is hit, sick, lovelorn, suffering from life changes and psychological confusion;

2. Celebrate birthdays: remember the birthdays of every colleague in the department and celebrate collectively on the birthday; Record department memorabilia and every breakthrough of colleagues, praise and reward every progress;

3. Team activities: hold various forms of team activities once a month to increase the cohesion of the team. The emphasis is honesty, appreciation, affection and integrity.

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