Enterprise internal training refers to the planned and systematic training and training activities carried out by enterprises to improve the quality, ability, work performance and contribution to the organization. Let's take a look at the internal training plan I have carefully arranged for you!

Scheme Model Part I: Enterprise Internal Training Scheme

In order to improve the planning, pertinence and effectiveness of enterprise internal training, make enterprise internal training play a more practical role, and improve employees' practical work skills and performance, according to GMP requirements and 20xx enterprise internal training plan, combined with the problems and rectification of previous GMP inspections and self-inspections of 20xx enterprise internal training, the following arrangements are made for 20xx enterprise internal training:

I. Company-level overall training:

1. Training target: all employees of the company.

2. Training purpose:

(1), guide employees to recognize their responsibilities and missions, and become excellent employees who can be cultivated and developed.

(2) Establish correct quality awareness and concept, update existing professional knowledge, enrich personal knowledge reserves, and consolidate and improve the quality management level of the company.

(3) Strengthen employees' GMP awareness and expand their professional vision in the GMP field.

(4), understand the basic knowledge of national production safety policies, regulations and common accident prevention and emergency measures; Master post safety operation procedures; Improve workers' awareness of safety in production; Reduce or eliminate potential safety hazards and accidents.

3. Training content and methods

Training content: According to the problems found in the past GMP inspection and self-examination and the rectification, teach relevant knowledge such as drug laws and regulations, drug GMP knowledge, quality management, production management, material management, equipment management and safety production.

Training mode: the comprehensive management department organizes all employees to give lectures face to face.

4. Training and study time

20xx Late July 1-2 days.

5. Evaluation

Written test, take a closed-book exam, written test topics by the lecturer, the comprehensive management department unified organization of the exam.

Second, the department level job training:

1. Training target: employees of all departments.

2. Training purpose: The heads of all departments conduct targeted departmental on-the-job training according to the GMP documents, job responsibilities, professional knowledge and operational skills that employees in their departments should master, so as to strengthen employees' GMP awareness and improve their work skills.

3. Training content and methods

Training content: professional knowledge necessary for the post of the department, relevant GMP documents of the department, responsibilities of the department, operational skills, post SOP and related management systems, etc.

Training mode: each department organizes its employees to conduct training by centralized face-to-face teaching, on-site demonstration, discussion and document learning. , with the department head as the main lecturer, and submit training handouts or training outlines, training records, training problems and other related training files to the General Management Department for the record.

4. Training and study time

All departments shall make flexible arrangements according to actual conditions throughout the year of 20xx.

5. The assessment is divided into oral examination and written examination, and the written examination is organized by the department head; The oral exam was asked by the lecturer in class. Oral examination accounts for 50%, written examination accounts for 50%, and written examination is a closed-book examination.

Third, on-the-job training at the team level

1. Training target: employees of each shift.

2. Training purpose: focus on strengthening team post training, and carry out team post training in a targeted manner, so that GMP work can be implemented in every post and the post skills of post employees can be improved.

3. Training content and methods

Training content: necessary professional knowledge of team posts, post-related GMP documents, post responsibilities, post SOP, production process regulations, practical operation skills, post-related management systems, etc.

Training mode: Each department organizes shift training for shift employees through centralized face-to-face lectures and on-site demonstrations. The lecturer is the team leader or excellent employee, and the team leader is responsible for training questions and assessment, and submits training handouts or outlines, training records, training assessment results and other related training files to the General Management Department for the record.

4. Training and study time

In 20xx, each team will be arranged flexibly according to the working conditions.

5. The assessment is divided into written test, oral test and practical operation. The written test questions are set and organized by each team leader, and the comprehensive management department is responsible for printing the test questions; The oral exam was asked by the lecturer in class; The actual operation is jointly evaluated by the team leader and the department head. Written examination accounts for 30%, oral examination accounts for 30%, and actual operation accounts for 40%.

Chapter II: Enterprise internal training program

Looking at the development of modern economy, it is not difficult to see that the competition between enterprises is also the competition of talents in the final analysis, and in a sense, it is also the competition of enterprise training; In the future, the only way for enterprises to gain competitive advantage is to learn faster than their competitors; Paying attention to training, improving employees' comprehensive quality and recognition of corporate culture, building enterprises into learning organizations, and finally achieving "win-win" between enterprises and employees by improving their core competitiveness are the most fundamental means for enterprises to achieve development. Let's talk about our management training with oil-water theory first.

There are two cups filled with liquid on the desktop, one is water and the other is oil. How to pour oil into a cup filled with water? The normal explanation is that it can only be accepted if the water is poured out and turned into an empty cup.

But any careful person will find that when you pour the water out of the cup and then pour the oil in, there is always a layer of water at the bottom of the original cup, and the newly poured oil always floats on the water and can't touch the bottom of the cup.

Why is this happening?

Because if you pour the water out of the cup, it is impossible to pour it clean! Later oil is always lighter than the original water, and finally it can only float on the water. For many enterprises, the training of new employees is almost based on the original cramming method. However, after training, knowledge and skills have been imparted, and the efficiency of employees has never been improved as expected. In fact, there is no clean "water" at work. Here "water" is divided into two parts, easy to fall and difficult to fall. The "water" that is easy to pour out is often old knowledge and skills, because new things bring obvious improvement and are easier for you to accept; The "water" that is not easy to pour out is an old attitude and thinking. After all, it is hard for people to accept a brand-new mode of thinking. However, new knowledge and skills are often associated with new thinking.

So how to solve the problem?

There are two ways to solve the problem: 1, and dry the cup after pouring; 2. While pumping water from the bottom of the cup, slowly pour the oil into the cup. In other words, enterprises should establish the viewpoint of combining long-term training with short-term training, shaping attitudes and thinking, and training knowledge and skills. Dr. Yu Shiwei, a famous scholar in Taiwan Province, once said that attitude is the decisive factor for a person to do things, and it is also the most difficult thing to shape. Attitude and thinking can't be changed in one or two short-term trainings, but must be shaped for a long time, supplemented by short-term knowledge and skills, in order to achieve the ideal training effect. Only in this way can the original "water" in the cup be completely drained and new "oil" can be really replaced.

So, how to train new employees of enterprises?

First, the training of new employees should be fully prepared in the early stage.

1. Corporate culture into the system-get ready for oil

The cultural construction of many enterprises only stays in the stage of concept propaganda and cannot be deeply shaped. On the one hand, it is because the leaders lack the determination and courage to systematically build corporate culture, on the other hand, they misunderstand the shaping of corporate culture and think that corporate culture is mainly based on concept shaping. If it becomes a system, it will weaken the cohesion of corporate culture. Excellent culture is actually to fall on paper, so that everyone has laws to follow and rules to find. Especially for the human resources system, including recruitment, training, assessment, salary, appointment and dismissal, rewards and punishments, etc. It should profoundly reflect the corporate culture of the company.

2. Be prepared before training-weigh the cup.

Enlightenment before training, like kindergarten, is a prelude to formal learning and a very important part. Before entering formal study, everyone knows the importance of kindergarten enlightenment education to a person's growth. Similarly, before entering formal employee training education, enlightenment training is equally important. Enlightenment training is also a kind of guidance, which subtly guides employees' tendency to corporate culture. Cisco, a well-known IT company, pays special attention to the induction training of new employees. Every new employee must receive a 30-day training called NewHireWorkStation after entering Cisco. In addition, 90 days before starting work, all new employees must attend corporate culture training in the Asia-Pacific region. Once a new employee enters the company, the company will tell him everything he has to do in the first three months in detail. In the first month, he needs a report on his supervisor's understanding of his work and gives the report formal approval. In this way, after three months, the company's summary of employees' work is well-founded. If this new employee has some shortcomings, his supervisor should know them. If the supervisor fails to improve the new employees in this respect by the third month, he will bear the relevant responsibilities. Good enlightenment is the basis of further training.

Two. The training process should adhere to the principles of equality, strictness and long-term.

1. Students should be open equally-each cup should be empty.

First of all, equality and openness should be a principle. Equality is more about equality of opportunity. The famous "Kannikin's Law" says that a wooden barrel is made up of many boards. If the length of the boards that make up a barrel is different, then the maximum capacity of the barrel does not depend on the long board, but on the shortest board. This "wooden barrel" composed of many boards can not only symbolize an enterprise, a department, a team, but also an employee. The maximum capacity of the "wooden barrel" symbolizes the maximum overall strength and competitiveness of enterprises, departments, teams and employees respectively. The essence of employee training is to increase the capacity of each "barrel" through training. If the training is not equal, then employees who have not received training are likely to become shortcomings in the enterprise. Openness is the openness of content, not a rigid plan. Take Cisco as an example, Cisco's employee training is really very open, unlike many companies that make plans at the beginning of the year and then sign them by the competent manager and implement them within one year. Cisco has always insisted that the speed of the Internet determines that it is impossible for enterprises engaged in the Internet to make a one-year plan. Cisco has to make assessments at least three times a year and constantly redraw its plans. A Cisco executive once said that in the company, there is no strict limit on the training time of employees, and employees are fully responsible for their own work and training. It's a bit like putting an employee in a driving position and letting him make all the decisions himself. The company never takes an employee as the key training object, but thinks that everyone is a potential manager and can achieve extraordinary success when conditions are ripe. In fact, this embodies the basic principle that everyone is equal in the Internet world. Cisco doesn't want to keep employees when they are ready to leave, which is one of the characteristics of open training. Cisco believes that helping employees' departments succeed is the first way to make individuals feel successful. Therefore, as long as the team performance continues to rise, we can successfully retain talents. Cisco executives once admitted that although the company's assets have increased a lot in the past decade, the most valuable gain is to retain a large number of talents.

2. The training of new employees should not be sloppy, and every employee should be strictly trained-the cup must be empty, although it is a pity to dump this water.

At present, enterprises introduce talents through headhunting companies with high salaries for one-time use, or recruit ordinary talents for training in the traditional mode. However, many companies have spent a lot of money to invite the so-called elites in the industry. As a result, they either toss the company to pieces and the chickens are ineffective, or let the boss do this and let the boss do that. As a result, investment has become a bottomless pit, and income has become a castle in the air. Either the boss is fired or the boss is fired. This situation is not uncommon. In my many years of marketing planning career, I have met many professional managers. Many of them are good friends of the author, and I know their abilities very well. But why can't it be used effectively? The fundamental problem is that enterprises ignore the cultivation of talents, which leads to the collision between talents' own culture and corporate culture. This kind of collision is not a technical opposition, but always a difference in thinking. Every enterprise has its own characteristics and corporate culture, and these professional managers have many years of practical experience, rich theoretical knowledge and unique self-thinking mode, but these are not necessarily used by every company. The result of discordant collision is natural.

Therefore, whether it is a 10,000-person enterprise or a one-person small enterprise, whether it is a talent or a fledgling talent, in order to give full play to everyone's potential and serve the enterprise, it is necessary to strictly control the pre-job training of talents from the beginning. Let every new employee know about the company's own culture, let them forget all the scenery of the past and devote themselves to the new working environment, starting from scratch.

As a recruiter, you will find that every time you ask the interviewer how he feels about his career, 90% of the interviewers will talk about their past experiences, show off their work experience, show off their work ability and achievements, and finally meet a few people with cool heads and low-key style. They are just graduates who really don't know anything. Once when I was interviewing a marketing person, when introducing the basic salary, commission, bonus and subsidy of our company, the interviewer retorted that his previous company was very different from mine, but the overall treatment was similar, and convinced me that I could change the treatment ratio for him. Although I can change it in a word, from the manager's point of view, this is actually not a problem that can be solved by a promise, because it directly affects the system of employee assessment, salary and management, and breaks the original corporate culture of the enterprise. Every new employee must first adapt to the corporate culture, instead of cultivating and edifying the concept that every employee should take care of the overall situation with his employees. Many of our enterprises meet competent professional managers, as long as all the conditions offered by professional managers are accepted. As a result, the whole enterprise is following the behavior of professional managers, and the personal cultural standards of professional managers have become the cultural standards of enterprises. Even some employees watch professional managers be late, and they are also late, thinking that this is a symbol of ability. This employment and training system naturally leads to spoiled children eating idle meals.