IBM-"Devil" training, which paints a learning blueprint for employees and makes quality education daily.
Some people call IBM's new employee training "devil training camp" because the training process is very difficult. In addition to the two-week training for administrative staff, all employees in IBM's sales, marketing and service departments have to receive a three-month "devil" training, which includes: understanding IBM's internal working methods and understanding its own departmental functions; Understand IBM products and services; Focus on sales and marketing, learn how IBM does business, as well as teamwork and communication skills, presentation skills, etc. In the form of simulation exercises. During this period, more than ten kinds of exams need new employees to leap like hurdles, including: giving a speech, writing a written product performance test, practicing playing the role of customers and sales market, etc. Only by passing all the exams can you become a new employee of IBM and have your own formal duties and responsibilities. After that, the personnel in charge of marketing and service departments will also receive business study for 6 to 9 months.
In fact, IBM's training has never stopped. At IBM, people who don't study can't stay. From the first day of entering IBM, IBM painted a blueprint for employees to learn. In the classroom, at work, the words and deeds of managers and masters, the self-study of employees through the company's internal LAN, the training at headquarters and the work and study in other countries. The huge and comprehensive training system has always been the pride of IBM. Encouraging employees to learn and improve is the essence of IBM training culture. If any employee asks for a raise, IBM may hesitate; If any employee asks to study, IBM will certainly welcome it.
IBM attaches great importance to quality education. Based on this, IBM has set up the roles of "master" and training manager to make quality education daily. Every new employee will have a "master" to take him to IBM. Training manager is a position set up by IBM to take care of new employees and improve training efficiency.
Siemens-Newcomer Training to help you "lead"; Old staff training, know fairly well.
Siemens has designed an "introduction plan" for new employees to help them adapt to work as soon as possible. The training program is part-time and lasts for six months. New employees must constantly adjust their mentality and working state according to each stage of training in order to adapt to the working environment as soon as possible. The training period is also a probation period, and the company can dismiss incompetent employees at any time.
In addition to providing necessary training for new employees, Siemens also provides first-class training and personal development opportunities for each employee. Siemens firmly believes that the knowledge, skills and abilities of employees are the most valuable resources of the company and the foundation of its success. In order to cooperate with the company's business development in China and enable local employees to obtain modern and high-quality training and education, Siemens Company established Siemens Management College in Beijing on June 1997+00. The training of the college covers advanced management training courses, business and management seminars, occupations and businesses, aiming at improving the management ability of middle managers in the company, accelerating the localization of managers and cultivating employees' various abilities in different fields. Siemens School of Management continuously improves and expands training programs to prepare for the future development of employees. On the company's internal website, the next talent demand tendency and training direction are clearly announced at each stage. Employees who are interested in exercising in their new posts can decide what kind of training they want to attend according to their own situation, and truly know what they want.
Intel-Providing Humanized Help and Support for New Employees
Intel has special training programs for new employees, such as company knowledge training on the first day of work; The rules and regulations of various departments, where to find what you need, and so on. Then the manager gives the new employee a "partner". If it is inconvenient for a new employee to ask the manager, he can always ask him. This is very humanized help. Intel will provide a detailed training plan for each new employee. The first week, the second week, the first month, the second month, how much new employees need to do and what kind of support they may need can all follow this, and the company will follow it at any time. In three to nine months, new employees will receive a week-long training on Intel culture and how to succeed in Intel. In addition, the company will specially arrange many one-on-one meetings, so that new employees can have face-to-face communication with bosses, colleagues, customers, especially senior management, and give new employees the opportunity to express themselves directly.
Microsoft-polish people with "Microsoft style" and attach importance to technical training.
The first step to enter Microsoft is to receive a one-month closed training, the purpose of which is to turn newcomers into real Microsoft professionals. Just about how to answer the phone, Microsoft has a manual. When the technical support staff picks up the phone, the first sentence must be: "Hello, Microsoft!" " "On one occasion, the Microsoft Global Technology Center held a celebration, and employees concentrated in a hotel. Late at night, the schedule of an activity was temporarily changed, so the receptionist had to make phone calls room by room. The next day, she said in surprise, "Do you know? I called room 145, and the first sentence of at least 50 calls was' Hello, Microsoft'. "I picked up the phone in the middle of the night, and the first sentence was" Hello, Microsoft ". Although things are small, Microsoft style can be seen.
Microsoft also attaches great importance to technical training for employees. After new employees enter the company, in addition to language and etiquette training, technical training is also essential. Microsoft implements the "lifelong master system" internally, and new employees are brought by the master as soon as they enter the door. In addition, new employees can enjoy three months of intensive training. Under normal circumstances, Microsoft will also provide many opportunities for each employee to recharge: First, outstanding employees can participate in the annual science and technology conference in the United States; Second, senior experts give lectures every month. The company will arrange internal technical exchange meetings every week. Here, in addition to technical training, Microsoft also provides various vocational training such as how to make a speech, how to manage time and communication skills.
Cleanliness-all-round, whole-process training
The first is induction training. New employees will receive short-term induction training after joining the company. Its purpose is to let new employees know the company's purpose, corporate culture and policies, as well as the functions and operation modes of various departments of the company.
Followed by skills and business knowledge training. The company has many training courses on management skills and business knowledge, such as improving management level, communication ability and leadership ability, and helping employees become qualified talents in combination with the needs of their personal development. The company established the "P&G College" to ensure that the company's managers all over the world participate in the study and understand the management strategies and technologies they need through the courses taught by the company's senior managers.
The third is language training. English is the working language of the cleaning company. The company employs internationally renowned English training institutions to design and teach English courses at different stages of employees' development according to their actual situation and work needs. New employees will also attend short-term intensive pre-job English training.
The fourth is on-the-job training of professional skills. Since the new employees entered the company, the company sent an experienced manager to give them detailed guidance and training in their daily work. The company makes a personal training and work development plan for each new employee, and the superior manager regularly reviews it with the employees. This practice combines on-the-job training with daily work practice, and finally makes new employees become experts in their own departments and fields.
Fifth, overseas training and appointment. According to the needs of work, the company sends outstanding young managers from various departments to P&G branches in the United States, Britain, Japan, Singapore, the Philippines and Hong Kong for training and work? Give them experience in working in different countries and regions? So as to get a more comprehensive development.
IKEA-Training anytime, anywhere
IKEA has more than 170 branches in more than 30 countries on five continents. Ikea doesn't like to put people neatly in a room and listen to teachers. "The service industry itself is not suitable for this kind of training because it involves products and customers. You can't take the product apart and bring all kinds of customers here to demonstrate, can you? " Therefore, IKEA's training is always to share experiences and set an example, especially between new and old employees. IKEA has a variety of training programs. As far as English is concerned, IKEA will hire foreign teachers on the one hand and send employees to language training centers on the other. IKEA believes that what is more practical and convenient is the company's internal environment. IKEA is a multinational company, and its working language is English. When dealing with customers, you will often encounter the situation that customers speak English. Learning a language in this realistic scene is unique.
Another feature of IKEA is its "foreign aid"-employees from Swedish headquarters are distributed in all aspects of IKEA, not all of them are managers. The purpose of this is to infiltrate the corporate culture of IKEA into every cell, not just the "brain" part.
Sony-Training "Go Forward"
In just three years, Sony has rapidly expanded from a city in Beijing to the whole of China. Now it has set up branches or offices in more than 20 cities, and its product sales and services cover almost all large and medium-sized cities and some small cities. In such a short period of time, Sony relied on powerful training methods to make many China employees grow up quickly, and took up important positions of most regional leaders, becoming the backbone of the company's management. Sony has repeatedly emphasized the "advanced" training mode. Every new employee in China will receive special training in the process of "role transformation", so that the new employee can transition from "super salesman" to "professional manager". Personnel, finance, media public relations, logistics, legal affairs and even general affairs departments will send professionals to give them relevant business guidance, so that they can comprehensively improve all the qualities they should have as "commanders."
In order to facilitate the exchange of business experience in different places and improve the comprehensive business level of employees, Sony has established an effective mobility mechanism. Through the transfer of employees between different cities and the rotation of different businesses, good work experience has been extended to other cities, and a number of employees who are proficient in many businesses have also grown.
Like the development of many new businesses, the business department leaders and personnel departments of the company have started the training of expatriates six months before the establishment of new branches or offices. Through job transfer or temporary assignment to related fields, candidates have the opportunity to fully contact future business and responsibilities. At the same time, the personnel department has formulated the corresponding training plan to make it reach a certain level of business and management in theory. This kind of "going ahead" training is not only necessary for enterprises, but also provides a good foundation for the personal development of employees in China.
Ups- combination of regular training and personalized training
UPS? United Parcel Service? It is one of the "four giants" in the global express delivery industry today. Newcomers should have some routine training when they enter the company, such as how big the steps should be, how to fasten the seat belt skillfully with their left hand, how to open the car door with their right hand, and how to enhance the intimacy in their tone when communicating with customers. This kind of training has its own beauty. For example, in training, the foreman is required to hang the key on the little finger of his left hand when delivering the goods, because it can save two seconds to open and close the door. One person, one cargo saves two seconds. How much time can 370 thousand UPS people save every day? What a great wealth this is. When faced with special goods, UPS employees will also receive personalized training. A classic story goes like this: UPS is entrusted to deliver a batch of guitars, but when the customer requests that the guitars be delivered to the consignee, the timbre cannot be changed. The goods are bound to bump during a long flight. In order to successfully complete the customer's entrustment, UPS specially sent some delivery personnel to learn tuning. In this way, when the receiver receives the guitar and fiddles with the strings, he will be pleasantly surprised to find that the timbre of the guitar is as good as ever. This combination of routine and personalized training makes new employees quickly become qualified employees of UPS.
1 What does Guan Peisheng do?
The work content of management trainees generally includes training and practice. The training part gene