Personnel managers of well-known enterprises talk about employee training
Staff training is an important way for modern enterprises to develop human resources. Lenovo Group, Beijing Bausch & Lund Eye Care Products Co., Ltd., China World Hotel and Beijing McDonald's Food Co., Ltd. are all well-known large-scale private and joint ventures in Beijing. How do these enterprises view training? How do they effectively train employees? What are the successful experiences and difficulties? And listen to what the top managers of these enterprises say:
Wang Zhenguo, General Manager of Personnel Department of Lenovo Group. Lenovo Group attaches great importance to employee training. The leadership of the company regards the development of employees' ability as the foundation of the enterprise's development, and has established a cadre management college to train all employees in turn. The Group is divided into several major business units. New employees are generally organized by the business department to carry out job training and business knowledge and skills training. The School of Management conducts unified training on corporate culture, corporate development history and marketing concepts. Only 1996, the school of management held five training courses, and all branches and divisions were happy to send people to participate. Since the establishment of 1984, Lenovo Group has developed rapidly, from a few people at the beginning to more than 300 managers and more than 00 employees in Beijing1/kloc-0. Such a rapid development speed naturally puts forward high requirements for training. If the training problem of enterprise employees is not solved well, it will affect the development momentum of enterprises. He believes that the main problem facing the current training work is how to be more targeted and operable.
Dr. Yang Shiwu, Vice President of Doctor Eye Care Products Co., Ltd., started to enter the China market from 1988. When they first entered, there were no competitors, which met the market demand and made it easier to occupy the market. At that time, I didn't realize the importance of talent problem. However, in recent years, the number of competitors has been increasing and the market competition has become increasingly fierce. The problem of talents is becoming more and more important. The focus of today's commercial competition is not the competition of product quality, but the competition of service means. If you want to win this competition, you must rely on all kinds of talents. Without excellent talents, it is difficult to win in the competition, and the cultivation of excellent talents, in addition to paying a lot of recruitment expenses, the key is to work hard on training. The training of Bosch Lomb Company mainly includes basic training and skill training. At the beginning of the enterprise, it mainly focused on the sales skills training of sales staff. With the intensification of market competition, the training work is also developing in depth. Focusing on the needs of market competition, the investment in training is also increasing, the scope of training is constantly expanding, and the pertinence of training is constantly strengthening. At present, Lomb, a doctoral student, often buys training courses from professional training institutions and tries to improve the quality of all employees by sending them out and inviting them in. After the training, the problem of brain drain appeared, and the brain drain rate of Bosch & Lomb Company reached 23%. The lost employees include managers and competent talents who have received professional training at home and abroad. Although Bos and employees of Lomb Company have to sign a training service agreement when receiving training, the minimum service period in the company is stipulated in the agreement. If they are required to leave their jobs before the expiration of their service, they should compensate the training losses of enterprises, which will protect the training investment of the company to some extent, but it still can't stop the brain drain. Once a competitor aims at talents, the other party can pay training compensation for him. But the crux of the problem is not the training investment, but the vacancy caused by brain drain, so it will be difficult to supplement the right candidates for a while, and even if it is supplemented, it will take some time to adapt. Of course, the flow of talents is good for both the country and the individual. If we look at this problem from a higher angle, even if the talents trained by enterprise training investment flow away, they will still contribute to the construction of the country in this land, which is also a little contribution of our enterprise to the country. Therefore, if we think so, we should be open-minded, and don't be afraid to invest in training because some talents are lost after training. Most people are still making contributions to this enterprise after training. The problem is that in the face of the inevitable brain drain, enterprises should take countermeasures and make preparations as soon as possible.
One of the main reasons for brain drain is the high salary and better development opportunities given by the other party. In view of this situation, the following measures can be taken: one way is to fully reserve talents. The specific method is to decompose some key positions with high turnover frequency and divide the positions at the next higher level into three or four grades. Once the position is vacant, the junior staff can fill it in time, so that the junior staff can have the opportunity of promotion, and the company's business will not be interrupted because of brain drain. Another way is to offer generous rewards and benefits to those who hold key positions. In view of the brain drain caused by wage differences, I suggest that all enterprises exchange wage information within a certain range, and the talent market should have recognized prices, so that high-wage enterprises with inappropriate wages can be reduced and low-wage enterprises can be promoted. If the wage difference between enterprises and similar talents does not exceed the standard of 15-20%, considering other factors, talents will not be lost because of wage difference. If the wages between enterprises are kept secret and talents are dug over and over again, the wages will be higher and higher, and the burden on enterprises will become heavier and heavier, which is not good for every enterprise.
Bian Xiao, Director of Personnel Department of China World Hotel. China World Hotel is willing to invest in staff training, and the annual training cost accounts for about 4-5% of the labor cost. The hotel mainly focuses on the following four aspects of training. First, skills training, mainly operational training, mainly for ordinary employees, accounting for a relatively large proportion; Second, developmental training, such as training in management skills development and potential development, provides employees with opportunities for development; Thirdly, service attitude training aims at establishing a corporate culture with "China feelings" and educating employees to provide the best service to their guests from the heart. This kind of training is often ignored by many enterprises. Many employees always think that I am eager to serve you if you give me money. If we regard the enterprise as our home, we in China are used to hospitality. How can we not be warm when we have guests at home? Not everyone who comes to your home will send you money. Some of them may come to ask for your help, so you must treat them warmly. Therefore, it is necessary to educate employees and establish "China feelings". As long as all the guests come to this hotel, they should be treated warmly and help others. The fourth is the cultivation of loyalty. Enterprise training is generally based on skills training, while China World Hotels pay more attention to "loyalty training" of corporate culture. The so-called "loyalty training" is to cultivate employees' loyalty to the country and enterprises, improve their ideological realm, forget their interests and righteousness, and not jump ship at will. Politics should also be emphasized in foreign-funded enterprises. Without corporate culture training for employees, enterprises will have no cohesion, employees will have no feelings for enterprises, and talents will be lost in large numbers.
[Editor's note: In the cultivation of corporate culture, it is extremely important to pay attention to the cultivation of employee loyalty. Due to historical reasons, in the minds of many young people, whenever "loyalty" is mentioned, it is associated with the word "stupidity". They are ashamed of "loyalty" and proud of "smoothness". This trend won't last long. Many new enterprises have not been established for a long time and have not yet formed their own corporate culture. It's time to pay attention to the cultivation of employees' "loyalty" from now on. The experience of China World Hotel is worth learning! ]
In the way of training, first, based on the internal, organize a training team, a lot of skills training, such as English, secretarial, computer, polite language, communication and so on can be carried out within the enterprise. The second is to send them to big hotels and universities at home and abroad for training. The training time abroad should not be too long, generally not more than half a year. Third, please come in and invite relevant experts to teach and train in the enterprise. The training of China World Hotel occupies a large proportion in human resource management. Mr. Bian stressed that training is the need of enterprise development, not a reward for employees. Enterprises should arrange training strictly according to their own development plans and needs, and do not give training when there is no need.
Wang Beijing McDonald's Co., Ltd. Personnel Manager As can be seen from the following figures, training plays an important role in the talent growth of McDonald's Company: the president of McDonald's Company's American headquarters started as a newspaper reporter until he rose to the top spot, which is completely inseparable from the strict training system within the company. The general manager of McDonald's Beijing Company was just an ordinary employee at that time. After only five or six years, he was promoted to the position of general manager, which is also inseparable from the various trainings provided by the company. At present, the directors of Beijing McDonald's Company 16 department (two of whom are foreigners) are all cadres trained by McDonald's system and promoted from ordinary employees. McDonald's now has 28 restaurants in Beijing, and each restaurant is estimated to have 100 employees. Restaurant managers are all promoted from ordinary employees, which is inseparable from the company's emphasis on employee training. 1995, Beijing McDonald's Company alone spent100000 on training fees. The McDonald's system has five universities around the world, with professors from all over the world and advanced teaching equipment.
The staff training and personnel work of McDonald's company are separated, and the training system is huge. There are 8 people in the training department of Beijing company and only 4 people in the personnel department. Provide different training for employees at different levels. McDonald's employees arranged one-on-one training from the first day they came in. Every post has certain post standards. New employees who pass the first round of training will be officially notified to take up their posts, and whether the results of the follow-up training are qualified will not be notified.
There are many courses in the training department of McDonald's company. As far as the training of managers is concerned, trainee managers have a set of courses of 4-6 months, focusing on basic application, mainly adopting open and participatory discussions to cultivate different action abilities; There are 5-6 days of basic management courses for the second assistant. Upgrade to a class with an intermediate management course; After working as a restaurant manager for three years, I had the opportunity to go to the United States to get advanced application course training, and then I continued to be promoted to be a business executive and manage several stores at the same time; The next promotion is business manager, managing a region, etc. Every promotion is always linked to training. Training methods are always open and participatory, and action goals are always set before training. The goals are very specific, which are both specific to the individual's specific situation and challenging. Training pays attention to practical results and emphasizes practical application.
The design of McDonald's company training course is very clear, which is always operational at the beginning, and the second step is management training. When you are promoted to the level of store manager, you should know how to build your own team, how to evaluate the performance of personnel and how to motivate employees. The general manager of McDonald's company will make a performance appraisal for the department manager every three months. At the beginning of the assessment, you should first give your work objectives, two of which must be written into the objectives, that is, how to train your employees-when to finish the course, and clearly tell the department manager that you have no chance of promotion without someone to replace you. Before you have a chance to be promoted, you must cultivate someone who can replace you. Doing it well by yourself is only the first step, and bringing a good team is the main responsibility of the department manager.
1996 the loss of management team in McDonald's company is less than 10%, and there is basically no loss of talents above department manager level. It is considered that salary and welfare are very important to retain talents, but development opportunities are more important. When training employees, enterprises must combine with the development of employees. It is important to plan the places where employees may arrive in the next year or two, so that employees can see the development prospects. Of course, development opportunities are not obtained by patting the head, nor by making wishes out of thin air. Let employees know how many people are needed for the above positions, how many people are there now, and how many positions need to be promoted and supplemented. When talking with employees, the factors such as turnover rate, promotion and transfer should be calculated by scientific methods, and empty propaganda has no strength.
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