abstract:

Starting with analyzing the definition of employee induction training, this paper expounds the development and present situation of new employee induction training. This paper analyzes and studies the design requirements of the induction training scheme for new employees, and points out that the induction training scheme is based on the training demand analysis, and the training objectives are determined according to the demand analysis, and the training objectives are the fundamental purpose of the training scheme. Training objectives and contents, training resources, training targets (new employees), training date and time, training methods, training places and equipment, and training discipline are part of the induction training plan, which is an organic combination system. Whether a systematic training scheme is reasonable and effective, and whether the training objectives can be achieved, it is necessary to evaluate the training effect and test, modify and improve it in practice.

Key words:

Enterprises, employees, induction training, planning

People, finance and information are the four elements of enterprise management, and the latter is managed and implemented by people, so people are the most important and core element of enterprises. The purpose of induction training for new employees is to make full use of the fresh blood of enterprises and maximize benefits. Based on the experience of participating in enterprise human resource management in recent ten years, the author puts forward some views on the design of new employee induction training scheme for the reference of experts, scholars and colleagues in personnel human resource management.

First, the definition of induction training for new employees

The new employees recruited by enterprises do not have the necessary knowledge and skills to complete the required work at first, and they also lack the working attitude of working together in the new collective of enterprises. Therefore, in order to make them master the necessary knowledge, skills and quality as soon as possible, enterprises must carry out induction training for them.

At the same time, enterprises exist and develop in the ever-changing economic and technological environment, so employees' knowledge, skills and working attitude must adapt to this ever-changing external environment, so that knowledge is constantly updated and skills and quality are constantly improved.

Therefore, enterprise employee training is aimed at two kinds of people, one is new employees and the other is existing employees. As a result, some people in Europe and America define "training" as "training refers to the process of teaching new employees or existing employees the basic skills necessary to complete their work." (1) By analogy, the definition of induction training should be "induction training is the process of teaching new employees the basic skills necessary to complete their work." I take the liberty to think that this definition seems incomplete.

Training as a scientific research topic began at the beginning of last century. For one hundred years, the concept of "training" has been frequently used. However, what is training, but everyone has their own views, so far there is no conclusion. What about induction training? Not only is there no uniform definition, but even the name is not uniform. Some are called "induction training" (2), some are called "pre-job training" (3), and some are called "pre-job training", "first vocational training" or "new employee training". Some collectively refer to the training received by new employees and employees who have changed jobs within the enterprise as "pre-job training". However, in some enterprises, the pre-job training received by employees who have transferred internally is called "pre-job training", and the training received by new employees is called "new employee training". Others think that "pre-job training" and "new employee training" are the same thing, both referring to the pre-job training of new employees, and so on. Enterprises in different places have different names and definitions for the induction training of new employees, but the content of the training is to improve the behavior of new employees in knowledge, skills and quality through various teaching or experience, so as to achieve the expected standards.

The relationship between enterprises and the external environment is very close. The words and deeds of employees outside the enterprise represent the whole enterprise and directly affect the image and reputation of the enterprise. Therefore, enterprises should proceed from the long-term interests and the overall interests, and adopt various ways including induction training for new employees, so that new employees can establish the pride of the enterprise, generate the centripetal force of the enterprise, and teach new employees to consciously safeguard the reputation and interests of the enterprise.

Thus, the complete definition of induction training should be: enterprises should educate new employees about the general situation of the enterprise and what employees should know before joining the company, so as to cultivate the quality that new employees should have, master the necessary knowledge and basic work skills, and make them adapt to the new working environment as soon as possible.

Second, the development and present situation of new employee induction training

The induction training of new employees has gone through a long course of nearly a hundred years. As an important part of employee training, it develops with the development of training theory, and has experienced a development process from scratch, from one-sided to comprehensive, from low to high.

At first, the training of new employees was not recognized by people because of the small scale and simple production technology.

1At the end of the 9th century and the beginning of the 20th century, Americans Taylor and Gilbress first emphasized the significance of training, and advocated replacing the experienced operation of workers in the past with standardized operation, and implementing standard operation method to train workers according to this standard method. Since then, the skills training of new employees has begun.

In 1930s, Mayo, an American psychologist, found that people are "social people" (the essence of people is changed from the original definition of "economic people" to "social people"), and it is impossible to arouse people's enthusiasm only by paying wages. Therefore, employees' morale, job satisfaction and appreciation are also important factors affecting labor productivity. This discovery adds an important content to the induction training for new employees.

After World War II, training became a profession, and some people specially trained new employees for induction. While strengthening the knowledge and skills training of new employees, it is becoming more and more important to cultivate the quality of new employees.

From 65438 to 0943, American psychologist Maslow believed that human needs can be divided into five levels, namely, physiological needs; Second, security needs; Third, a sense of belonging; Fourth, be respected; Fifth, self-realization. These five requirements are arranged in the order from low to high, and only when the lower-level requirements are met can the higher-level requirements be met. This theory has further deepened and expanded the content of induction training for new employees.

In 1950s, Herzberg divided various factors influencing people's behavior into "incentive factors" and "health care factors". Motivation factors are related to the nature of one's work, such as sense of accomplishment and responsibility, which are factors that make people feel satisfied; Health factors are related to the external conditions of work, such as enterprise management and salary, which can prevent dissatisfaction. To mobilize the enthusiasm of employees, we must meet these two factors of employees. This theory puts forward higher requirements for the induction training of new employees.

In the late 1950s, Douglas put forward X theory and Y theory of human nature hypothesis. Theory X assumes that most people hate work, and these people should be persuaded, supervised, punished and rewarded if necessary. Y theory holds that people themselves don't hate work, and the key is to create conditions for employees so that they are willing to work hard to achieve corporate goals. This theory makes the induction training of new employees closely related to other trainings after employees take up their posts.

Since 1960s, training theory has begun to study the relationship between managers' leadership style and employees' work. During this period, the training theory was more systematic, and the object of induction training was also expanded from ordinary workers to managers. The orientation training for new employees, especially for managers, has put forward new goals.

At this point, foreign training theory has been gradually improved, while domestic training practice and training theory research are still in an immature stage. After entering the 2 1 century, China enterprises pay more and more attention to the training of employees, especially the training of employees.

Third, how to design a new employee induction training plan?

(a) training needs analysis

Training demand analysis is the first step in designing the orientation training scheme for new employees. It trains managers to use various methods and techniques to identify and analyze the goals, knowledge and skills of organization members, so as to determine whether training is needed and the content of training. It is the premise of determining training objectives and designing training plans, and it is also the basis of training evaluation. Only by fully understanding and analyzing the training needs can we design a reasonable induction training program for new employees. Training needs can be analyzed from three aspects: enterprise, work and individual:

First, conduct enterprise analysis. First of all, determine the training needs of the enterprise and ensure that the training plan meets the overall objectives and strategic requirements of the enterprise. Generally speaking, enterprises organize induction training for new employees in order to minimize the blind waste of opportunity cost caused by the lack of knowledge and skills and the lack of understanding of the general situation, history, present situation and long-term planning of enterprises. If enterprises do not organize induction training for new employees, new employees will have much more time to master this knowledge than training. When new employees enter the enterprise, they will feel nervous in the face of the new environment, and they don't understand the enterprise situation, job requirements, bosses, colleagues and subordinates. In order to make new employees get rid of nervousness and adapt to the environment quickly, induction training must be carried out.

Secondly, carry out job analysis. Job analysis refers to the skills and abilities that new employees must master in order to achieve ideal job performance.

Then, make a personal analysis. Personal analysis is to compare the current level of employees with the requirements of future jobs for employees' skills and attitudes, study the gap between them, and study what kind of training is needed to improve their abilities and achieve the consistency of employees' positions and skills. However, training is not everything. The problems of new employees can only be solved through training and training can be carried out.

(b) Analysis of the components of the training programme

The induction training scheme for new employees is an organic combination of training objectives, training contents, training resources, training targets, training date and time, training methods, training places and equipment, and training discipline. The specific analysis is as follows:

1. Training objectives. Training objectives should set overall goals and specific goals. The overall goal of training is macroscopic and abstract, which needs to be refined at different levels to make it operable. Induction training for new employees is to control the waste of opportunity cost caused by the gap in knowledge, ability and attitude of new employees at the minimum stage, which is the overall goal of induction training for new employees in enterprises.

The specific objectives of the training are:

Let new employees feel the welcome of the enterprise and feel a sense of belonging to boost morale;

Let new employees get rid of the anxiety when they first enter the enterprise, adapt to the new working environment quickly, reduce mistakes and save time;

Demonstrate clear job analysis and enterprise's expectations of individuals. Tell him what his position is and what you want him to do;

Train new employees to solve problems, provide ways to seek help, provide a platform for discussion, and help them to be competent faster;

Help new employees to establish a harmonious relationship with colleagues and teams and reduce employees' complaints;

Let employees know about the history and present situation of the enterprise and integrate him into the corporate culture. No matter what his background, history and company he comes from, he will quickly adapt to the organizational culture of the company in a strengthened way, and everyone speaks with one voice.

In a word, the training goal is the beacon for implementing the training plan. With a clear overall goal and specific goals at all levels, training organizers and new employees who receive training can take fewer detours and get twice the result with half the effort.

2. Training content. Generally speaking, the content of induction training for new employees should include the following three levels:

Knowledge training is the first level of induction training. Knowledge training is conducive to understanding concepts and enhancing adaptability to the new environment. As long as new employees listen to a lecture or read a book, they may acquire corresponding knowledge, which is simple and easy to do, but easy to forget after learning. If the training only stays at this level, the effect is difficult to guarantee.

Skills training is the second level of induction training, which is inevitable when recruiting new employees. Because abstract book knowledge can't adapt to specific operations immediately. Even if new employees have excellent work skills when they enter the enterprise, they must understand some differences in enterprise operation through training. Few employees have mastered all the skills they need as soon as they enter the enterprise. As for the newly hired accountants, engineers, economists, doctors, nurses and other professionals, they should also participate in the induction training for new employees without exception. Although I have mastered the knowledge and skills of this major, I am confined to my own major, lacking communication and coordination with other majors, and I don't know much about this enterprise. Through training, let them know the situation of the enterprise and the work of others in the enterprise, promote communication and coordination among all kinds of personnel, and make them cooperate with each other from the overall interests of the enterprise. Moreover, they can also update their professional knowledge through training, keep abreast of the latest knowledge in their respective fields and their application in their own enterprises, so as to adapt to the development of social economy and technology.

Quality training, which is the highest level of induction training. High-quality employees have correct values, good thinking habits and ambitious goals. He may temporarily lack knowledge and skills, even if the employees with low quality have mastered the knowledge and skills, they may not necessarily use them or even help them. If employees with low quality are hired because the recruitment is not strict, and they do not change after training, they must be retired in time, otherwise it will cause harm to the enterprise.

In the practice of induction training, how to choose the training content should proceed from reality. If the employees employed are managers, they should be inclined to knowledge and quality training. If employees are ordinary employees, they tend to be trained in knowledge and skills.

The basic contents of induction training for new employees are:

Geographical location and working environment of the company;

The logo and source of the enterprise;

The development history of enterprises and heroes in different stages;

A description of the important signs and souvenirs of the enterprise with great significance;

Products and services of the enterprise;

Brand position and market share of the enterprise;

Organizational structure and main leaders of the enterprise;

Corporate culture and business philosophy;

Enterprise strategy and development prospect;

Scientific and standardized job description;

Enterprise rules and regulations and relevant legal documents;

Teamwork and team building;

Business knowledge and skills, business processes.

3. Training resources. Training resources (also called training instructors) can be divided into internal resources and external resources. Internal resources include business leaders and employees with special knowledge and skills. Using internal resources can improve the quality of new employees and training organizers. External resources refer to professional trainers, schools, public seminars or academic lectures. For the induction training of new employees, internal resources and external resources have their own advantages and disadvantages, but in comparison, internal training resources are the first. Only when the business of the enterprise is really busy and cannot be separated from manpower or there is a real lack of suitable candidates within the enterprise, can external training resources be selected. Of course, it would be better if we could combine external resources with internal resources.

Nowadays, courageous entrepreneurs are vigorously tapping internal training resources. For example, Motorola has established Motorola University, and every new employee must receive a week-long induction training in this enterprise university. Siemens established Werner von Siemens College, and about 5% of its employees receive training in Siemens College every year.

4. Training date. The principle of training date selection is to train when necessary. When designing the induction training scheme for new employees, it is necessary to arrange induction training when the selection, testing and employment procedures of employees are completed and new employees formally join the enterprise. At this time, all new employees need to be familiar with the workflow and code of conduct of the enterprise through training, and it is the most appropriate thing to arrange training without losing time.

Some enterprises violate this principle and set the training plan in the off-season so as not to affect production, but they don't know that it is because of the untimely training that a large number of defective products, waste products or other accidents are caused. This is the worst policy.

Some enterprises arrange induction training for new employees irregularly at different times. Every employee will get a new employee training opportunity during the probation period, and the specific date will be notified by the Human Resources Department. This is China's strategy.

Other enterprises use new employees to concentrate on training after reporting for duty, and then start working after training, which is the best policy.

5. Training methods. The novelty of training method is the catalyst of training effect. There are many training methods, such as lectures, demonstrations, cases, discussions, audio-visual and role-playing. Each method has different characteristics. In the induction training of new employees, they should be selected and adopted reasonably according to the needs and possibilities of enterprises.

At present, most foreign enterprises adopt case training, while talent training companies in China adopt lectures. It is an effective method to combine the teaching method with the case method and flexibly apply it to the induction training of new employees, which is lively and supplemented by field visits.

6. Training places and equipment. The specific requirements of training content, information transmission, training content and training methods determine how to choose training places and equipment.

The places for new employees' induction training include classrooms, conference rooms and workplaces. When teaching knowledge such as enterprise overview, the classroom can be in the classroom and conference room. Don't be single every day in the class place. By changing the training environment, new employees can learn more about some facilities of the enterprise, such as lecture halls and multi-functional meeting rooms, and get in touch with the enterprise in many ways. Moreover, the change of training location is helpful to attract the attention of new employees and alleviate training fatigue.

If you introduce the business skills of each department, it is decided that the most suitable place is the work site. In order to create a good training environment, we can organize new employees to visit the work sites of various departments on the spot, make full use of the hardware of the enterprise, and show a formal and hierarchical first impression in front of new employees.

The equipment for induction training for new employees includes teaching materials, notebooks, pens, models, projectors, televisions, video recorders, etc. Training equipment should keep pace with the times and be as diverse and flexible as possible when the financial and material resources of the enterprise allow. This will help to establish the humanized image of the enterprise and enhance the emotional connection between the new employees and the enterprise. For example, the general situation of the enterprise, rules and regulations, written materials, special descriptions, etc., all achieved the purpose of introduction. However, if we use multimedia tools to demonstrate, we can not only let employees feel the energy that enterprises spend on them, but also feel humanistic care, and also focus on guiding new employees to feel positively about enterprises and the new environment.

7. Train discipline. Discipline is the guarantee of good training. When designing the induction training scheme for new employees, the corresponding training discipline should be formulated.

The organic combination of the above elements is a systematic new employee induction training program. The training plan came out, but the design of the plan was not over. Achieving the training goal in the project is the fundamental goal. Whether the training scheme design is reasonable and effective and whether the training objectives can be achieved still needs to be evaluated.

(c) Evaluation and improvement of training programmes

How effective the training is and whether the training investment is worthwhile has always been the biggest unsolved problem in employee training. Scientific training evaluation is very important for enterprises to understand the investment effect, clarify the contribution of training to the organization and prove the results of employee training.

Training effect evaluation refers to the qualitative or quantitative expression of training effect in a certain form after the enterprise organizes training. A good training evaluation system is job analysis, job description, performance standards and management, and process management among training elements. The core of this process management is to continuously improve performance through training, and gradually raise performance standards on the basis of improving performance, so that enterprise training can enter a virtuous circle and truly serve the business strategy of enterprises.

For the study of training evaluation standards, the most widely used model at home and abroad is the four-level evaluation model of training effect first proposed by American scholar kirkpatrick, which divides the training effect into four levels:

1. The reaction layer, that is, the students' reaction, at the end of employee training, the overall reaction and feelings of employees after training are understood through investigation.

2. The learning level, that is, the learning effect, determines the trainees' understanding and mastery of the training contents such as principles, skills and attitudes.

3. Behavior layer, that is, behavior change, determines the behavior change of the trainees in the actual work after training, so as to judge the influence of the learned knowledge and skills on the actual work.

4. The result layer, that is, the effect, can be measured by some indicators, such as accident rate, productivity, employee turnover rate, quality, employee morale, and enterprise service to customers.

With China enterprises paying more and more attention to training effect evaluation, the four-level evaluation model of kirkpatrick training has become the main standard of training effect evaluation for enterprises in China. However, in a considerable number of enterprises, the evaluation of training effect generally only stays at the first and second levels, and there is a lack of in-depth (third and fourth levels) evaluation.

Training evaluation report. Finally, the training evaluation report is put forward. The evaluation report mainly consists of three parts: first, an overview of the training project, including project input, time, participants and main contents; Second, the training results of the trainees, including the number of qualified personnel, the number of unqualified personnel and the reasons for their failure, should also put forward suggestions on the disposal of unqualified personnel, and unqualified employees should be retrained. Still unqualified, be transferred or dismissed; 3. Evaluation results and disposal of training projects: projects with good effects can be retained, projects with poor effects can be cancelled, defective projects can be improved, some projects with insufficient effects can be redesigned and adjusted, and projects lacking in some fields can be supplemented.

Tracking feedback. After the training report is confirmed, it should be transmitted and communicated in the enterprise in time. Some enterprises often ignore this point, which leads to the disconnection between training evaluation and actual work. The training evaluation report should be delivered to the following personnel: first, trainees should understand the effect of training so as to further learn and improve in their work; The second is to directly lead the trained employees; The third is the training supervisor, who is responsible for the management of training programs and has the right to recommend the employment of employees; The fourth is to organize the management, who can decide the future of the training program.

To sum up, this paper analyzes the definition of induction training for new employees, expounds the development process and present situation of induction training, and the design requirements of induction training scheme for new employees. At the end of this paper, the author thinks it is necessary to emphasize that after the scheme is formed, it is necessary to put it into practice, and only by continuous practice can the training effect be continuously improved.