Primary training: clear responsibilities
New employees either enter the enterprise from campus or join the enterprise from another enterprise, and their understanding of occupation, the concept of leadership and the "rules of the game" of professional life are different. In order to carry out the enterprise's mission and maintain the enterprise's action goal and brand, it is necessary for the enterprise to integrate its own business philosophy and corporate culture into the employee's behavior and concept system, so that employees can become the real "enterprise people" of the enterprise. Through pre-job training activities, new employees can be familiar with the workplace, understand the rules and regulations of the enterprise and the standards for promotion and salary increase, and understand the organizational structure and development goals of the enterprise, so as to help new employees adapt to the new environment. Through on-the-job training, we can expose the illusion of "manufacturing" of new employees in recruitment and selection activities or confirm the wrong cognition and subjective prejudice of the person in charge of recruitment, so that new employees can fully express their overall image, deepen their understanding of employees and provide information feedback for recruitment, selection and career management.
With the diversity and complexity of the company's products, the problem of how to educate and guide the new employees who join Microsoft has become more and more difficult. Instead of investing heavily in training programs, formal regulations and procedures or detailed product records, Microsoft tries to hire people who can teach themselves about business. Microsoft also educates new employees through skilled employees. These skilled employees include team leaders, experts in certain fields and officially appointed instructors. In addition to their own work, they have to undertake the work of educating new employees. This method makes everyone feel qualified to study and decide what to study and what not to study, which makes their role in the company flexible. For example, the training of project managers: at the beginning, the task of new employees may be a separate feature, and during this time until it is completed, someone will closely guide you. Later, when this kind of work has been done quite skillfully, you will do similar work in a larger feature group, but with much less guidance. After a period of time, trainees will own a small project or a part of a large project. At the same time, the project manager can also receive some formal training, including an optional three-week training program.
The purpose of new employee training is to clarify job responsibilities, adapt to the new professional operation process, master certain operation skills, and begin to be competent. Establish good interpersonal relationships, gradually accepted by some groups, and enhance employees' team consciousness and cooperation spirit. On the one hand, through employee manuals, job descriptions, necessary visits and certain skills training, new employees can be clear about their work tasks, responsibilities and authority, and the reporting relationship between superiors and subordinates, adapt to the new workflow, and are no longer unfamiliar with the work, thus helping new employees to be competent for their own work. At the same time, by participating in primary communication games and team cooperation courses, new employees can establish team consciousness, and old employees and new employees can fully integrate, communicate with each other and form good interpersonal relationships. In addition, through certain attitude change and behavior integration activities, new employees can be transformed from an outsider to an enterprise person.
Help employees make promotion plans.
Hewlett-Packard Company in the United States has gathered a large number of high-quality and well-trained scientific and technological talents, who are the main source of enterprise development and competitiveness and are regarded as the company's most valuable wealth by Hewlett-Packard Company. Hewlett-Packard can attract, retain and motivate these senior talents not only by generous material benefits, but also by providing these employees with good opportunities for promotion, growth and development. Among them, helping each employee to make a satisfactory and targeted career development plan is an important factor. For example, colorado springs Branch of Hewlett-Packard Company has a course of career development self-management, which mainly includes two links: let participants evaluate their personal characteristics by means of various testing tools; Combine the evaluation conclusion with the working environment of employees, and make the development plan of each employee. When the company's forecast results of future demand are consistent with the career development goals set by employees, department managers can help employees draw the development and promotion path map within the company accordingly, indicating the training they should receive or the experience they should increase before each promotion. In the process of implementation, the department manager is responsible for monitoring the career development progress of employees and providing them with as much help and support as possible.
Provide learning opportunities
-Provide new employees with a meaningful or challenging initial job. Enterprises should try to avoid arranging new employees to take on boring, complicated and distant jobs at the initial stage of employment or to avoid arranging new employees to take on some simple jobs and tasks for a long time. The best way is for enterprises to provide new employees with some initial jobs that new employees can feel meaningful or challenging, because such jobs are one of the most powerful but uncomplicated ways to help new employees realize their career development.
-strict requirements for new employees. The expectations initially expressed have a decisive influence on the new employee's work schedule. Because there is often a "malicious influence" between new employees and their supervisors. In other words, the higher the supervisor's expectation, the more he trusts and supports his new employees. At the same time, he can express it in words and actions, so the new employees will do better and the quality of their work will be higher.
-Provide new employees with phased job rotation and job enrichment. Enterprises should provide new employees with opportunities to try all kinds of challenging jobs. Through job rotation in different professional fields or job enrichment of new employees, new employees have the opportunity to evaluate their qualifications and preferences.
-Provide career-oriented job performance evaluation for new employees. The supervisor should evaluate the performance of new employees in a timely manner and feed back the evaluation results to new employees in a timely manner. Adjust the work deviation of new employees in time.
-Provide "mentoring" opportunities for new employees. The so-called "mentoring system" means that enterprises use experienced employees (masters) in a certain field to train and teach new employees (apprentices), so that new employees can master positions and other necessary information in the shortest time.