How to do a good job in employee induction training (induction, pre-job education, induction training, etc.). ) is a training method to introduce the basic situation of the enterprise, job responsibilities and department personnel to new employees. When it comes to induction training, a common misunderstanding is: "Just report for work! Take your time, employees will naturally be familiar with everything and adapt to everything! Why do you have to make a big noise? " According to statistics, about 80% of domestic enterprises did not effectively train new employees and immediately took up official jobs. Even if enterprises do this kind of training, many do not pay much attention to it, and often regard it as a simple "administrative step" for employees to arrive at their posts, which is sloppy, careless and irregular. As everyone knows, although there is nothing wrong with such an approach, it will sow the "risk seeds" of brain drain. The reason is not difficult to understand. New employees face several typical problems at the beginning of entering the enterprise: will the company's original promise be fulfilled? Is the working environment easy to blend in? Will it be accepted by the new group? When entering a brand-new environment, new employees suddenly face many "new things" different from the past. Some are directly related to job responsibilities, such as different business processes, different industries and different customer groups; Some of them are related to management style and enterprise environment. For example, the financial examination and approval system is more complicated and strict than the previous enterprises, the communication channels between departments are different, and even the permissions for e-mail transmission are different ... Many old employees are used to seemingly insignificant details, which are "new things" for new employees to understand and adapt to, and are prone to show signs of being at a loss, disappointment and frustration in unfamiliar pressure environments. To avoid this kind of risk seed, it is necessary to let the employees employed by the enterprise quickly enter the role and integrate into the enterprise in a short time, and change from "outsider" to "enterprise person". This requires a standardized and systematic method to make them feel respect and care, form a sense of belonging of employees, and have confidence in their career development in the enterprise. Therefore, timely, standardized and comprehensive induction training is an important link that cannot be ignored in human resource management. It is not only the follow-up step of talent selection and recruitment, but also the first step for enterprises to do a good job of retaining people. The induction training in the two aspects of training is a collaborative work between the human resources department of the enterprise and the immediate superior of the new employee. According to the two categories of training content, they are usually leadership and responsibility respectively. (See the table below) General /HR training-Enterprise profile (company history, background, business philosophy, vision, mission and values)-Industry profile, industry status, market performance, company development prospect-basic product/service knowledge, manufacturing and sales-company rules and regulations, organizational structure-official etiquette, code of conduct, trade secrets, professional ethics-salary and promotion system-labor contract. -Safety and Health-Professional/targeted training-Familiar with workplace and office facilities and equipment-Familiar with internal personnel (superiors, subordinates, department colleagues; Other department heads, cooperative colleagues)-Understand the business, process, responsibilities and authority, including customers, products, markets, industries and external contacts; Sometimes it needs to be carried out on site, such as visiting production, warehouse, R&D laboratory, etc. -Depending on the position-Professional management method training-Depending on the position-... The first part is relatively standardized, with little difference between departments or positions. It is generally undertaken and organized by the human resources department, and the required time is usually short and fixed. And large companies with many new employees can also focus on it. The second part is mainly drafted and implemented by the direct supervisor/department head of new employees according to the actual work needs of different positions, and the required time can vary greatly, ranging from one or two days to several months, but the probation period is generally the upper limit. Here, the tutoring plan is a good tool. The supervisor can tailor the new employee according to his personal situation, taking into account his job needs at that time and future development, so that the new employee can have a specific direction of learning; According to the tutoring plan, the supervisor can regularly learn about the learning and adaptation of newcomers every week or month, interview them irregularly, exchange ideas with each other, and correct inappropriate parts. In this way, the supervisor does not need to "monitor" the behavior of new employees all the time, and can also cultivate their sense of identity and responsibility for their work. All relevant records, execution tracking and effect feedback of these two parts of training can be controlled by the human resources department as a whole. (Checklist and other tools can be used, see GE's example) Example: GE's new employee-oriented training activity checklist (production post) was submitted on the same day-welcome to join our company. Take this post-guide the location of locker and toilet-guide the staff canteen and drinking point-introduce the inspection system for entering and leaving the factory and the doorman-show the work place and situation-introduce the work schedule and attendance system-introduce the work of the department/team-introduce the department/team colleagues-introduce the safety regulations and the use of safety equipment-guide new employees to start work. Introduce the work rules-remind him who he can call when he has problems/needs help after the first day-introduce the salary system-introduce the parking of his own car and the company's transport vehicles-introduce the company's medical and health facilities-further clarify the safety rules-deeply introduce the cooperation among the positions in the department/team-check their performance, comment and answer questions two weeks before work-introduce the company's welfare benefits-introduce the channels for complaints and reasonable suggestions-check whether the work habits violate the safety requirements-continue to check. Several training methods of induction training can be flexible and diverse. It can be in the form of lectures, seminars, on-the-job training or even outdoor training. For example, Whirlpool Company of the United States uses on-site training for new salespeople. A group of seven people were arranged to live in a house near the company's Michigan headquarters for two months, and only two weekends were allowed to go home for vacation. In addition to ordinary teaching methods, new sales employees are allowed to use the company's products to wash clothes, cook and wash dishes every day; They will also buy household appliances in local stores, compare Whirlpool's products with those of competitors, and so on. This kind of training makes new salespeople familiar with products and business quickly. The rate of employees who have participated in this project staying in Whirlpool through probation is relatively high, which also attracts many people to apply for sales positions. Some companies also adopt the "partnership system", that is, each new employee is assigned an old employee with similar job responsibilities and enthusiasm as a "partner" who can give necessary help and guidance to new employees at any time; Being selected as a "partner" is also a kind of recognition and honor for outstanding employees, and the company also rewards them for their extra efforts. This one-to-one "personal full service" can better show the affinity and cohesion of enterprises, and it is also a reliable way to spread and strengthen corporate culture. Some enterprises will invite third-party training companies to adopt more novel outdoor development training as part of the induction training. This kind of outward bound training follows the basic theory of experiential training and combines the research results of psychology and organizational behavior of newcomers. Through scientific situational design, the course takes into account the individual behavior feelings of newcomers, the establishment of team role concept and the promotion of enterprise value recognition, so as to promote the integration of new employees into the enterprise and strengthen their sense of identity and belonging to the enterprise. At the same time, it also allows new employees to understand and identify with corporate culture in the experience. Make a deep impression on the first day. Everyone knows that the first impression is very important. Then, making new employees leave a deep good impression on their first day in office means that induction training and employees' integration into the new environment are half the battle; At the same time, it is also a good starting point for retaining people. Here are some methods for reference, seemingly trivial, but effective in details: hold a simple but warm welcome reception, prepare some coffee and refreshments (according to the budget), and invite company employees to meet new colleagues. ? Help new employees get ready for work, including: office chairs, office supplies, name tags, business cards, access cards, internal address books, emergency contact lists, telephone settings, computer settings (including email applications), and even desk calendars? Inform the most basic and urgent information, such as the layout of the office area, the instructions for the most commonly used telephones and emails, the use of office equipment such as copying, faxing and printing, and the use of tea rooms, restaurants and toilets. Welcome letter-Can you prepare a vivid and humorous welcome letter in company jargon or slang (which can also reflect corporate culture and affinity)? Company souvenir (with company logo)? Invite * * * to lunch? Try to assign a "special person" to take charge of a new employee. The probation period of three to six months before the first day is the probation period for new employees. In fact, it is also a self-verification period for employees to confirm that they have found a suitable new owner. The successful training and development of new employees has penetrated into the behavioral and spiritual level of employees. In the process of transformation from outsiders to entrepreneurs, employees gradually become familiar with and adapt to the organizational environment, begin to plan their careers, position their roles, and begin to play their talents. Therefore, enterprises are also invited to make good use of the tool of induction training, and give full play to the strategy of "retaining people" for those talents who are recruited, so as not to let the "cooked ducks" fly away.