First, positioning
1, school recruitment ≠ management training program, if it is pure school recruitment, it is ok to follow the new employee training model.
2. If you manage the Pearson program, then you need to think about positioning. Why do you want to be a Pearson? Can't think clearly, can't do clearly.
About 120- 180 Guan Peisheng is employed in our company every year, and it is still expanding. Guan Peisheng is one of the important talent strategies, which means that the company's resources must be tilted.
Second, Guan Peisheng's Five Principles
1. There are career development channels.
Companies should provide career development paths for design employees. This is the background color. What do people care about? Isn't it a development plan at the salary level of 50 deciles? For fresh graduates, development even exceeds salary. It is not because Guan Peisheng's project sets up a career development path, but because it should have its own career development channel, only Guan Peisheng is allowed, but Guan Peisheng's promotion and development is changed every 3-6 months, and the longest is 1 year;
2. Capable mode.
Whether it is ability or qualification, or even simple # knowledge+skill+talent, this ability model should come out. Guan Peisheng should be selected according to the model at the recruitment entrance and trained according to the model at the training end, so that his ability can come out.
Therefore, the first step of Guan Peisheng's plan is to ask: What is the mold of enterprise talents? If it is a triangle, then all talents who cannot be triangulated are not talents of our enterprise.
3. There must be a study project.
Learning project design can be diversified, but * * * is:
(1) Work-study chart should be available to meet knowledge acquisition; Secondly, there should be on-the-job training, and it should be a tutor or trainer system, because the practice of skills needs timely feedback. Finally, there must be training at the company level, and the company's values, culture and general quality should fall behind;
(2) In stages, it should be serial, not parallel. Guan Peisheng only solved the 1-2 ability at one stage, and could not do much. According to the competency model, our company is 2-3-3 with a total incubation period of 8 months;
(3) The ceremony is also very important: pay attention to the experience of the first day of employment, conduct closed five-day training, and have a second interview at each stage ... For the current freshmen, the form is very important.
4. there is IDP.
Personal development planning, the end of each stage of ability training, inventory, communication advantages and disadvantages, how to adjust? We call it "learning three courses+doing three things+paying three people", which goes on and on until delivery. This process is not only a process of learning, but also a process of communication, which shows that enterprises attach importance to this position. Sometimes the motivation of learning is stimulated, and the pressure of implementing learning projects is much less. Guan Peisheng wants the high-speed train to drive automatically, not the train is blocked;
5. There are clear performance indicators.
Tell him clearly what is a good standard and what is an indicator. Guan Peisheng needs not only a mentor, but also a benchmark. This benchmark may be someone or an excellent record of the company.
Finally, I want to say that Guan Peisheng's project actually takes a lot of energy. The talent project of an enterprise is not 10 meter wide, but 100 meter deep. A talent project will not be precipitated until it is completed 10. The evaluation criteria of a training program should be digitized and repeated every cycle. Every ability should be cultivated according to the model, without paying attention to details, people-oriented, and without paying attention to every interlocking process. Without the original intention of promoting the development of talents, there is no way to play tricks and the ability of talents can't come out.