Keywords:: new employee induction training misunderstanding strategy
The induction training for new employees is specially designed and implemented by enterprises for new employees. It plays a very important and unique role in shaping qualified employees, inheriting corporate culture, building successful teams and winning competitive advantages. Induction training for new employees is a process in which employees employed by an enterprise change from outsiders to entrepreneurs, and employees integrate from one group to another. It is also a process in which employees gradually get familiar with and adapt to the enterprise environment, begin to initially plan their careers, position their roles, and begin to play their talents. Timely, standardized and comprehensive induction training for new employees is an important link that cannot be ignored in enterprise human resource management. Panasonic's "induction education" and Lenovo's "induction training" both reflect the importance attached to the induction training of new employees. It is of great practical significance to study the misunderstandings and improvement strategies of new employees' induction training.
First, the misunderstanding in the induction training for new employees.
According to the survey of enterprise training conducted by Delong Business Consulting Company, among the 100 enterprises in China 12 industry, 32% do not provide any employee training at all, and 15% only provide the simplest induction training for employees. In the employee training satisfaction survey, the employee's dissatisfaction with the induction training is as high as 67%. According to statistics, nearly 78% of domestic enterprises do not provide effective training for new employees, and often regard the induction training of new employees as a simple "administrative step". Many enterprises have some misunderstandings about the induction training for new employees.
1. The induction training for new employees lacks systematicness and standardization.
Mainly manifested in: (1) Many enterprises are very casual in the training schedule. For example, due to the business needs of enterprises, some enterprises immediately assign newly recruited employees to relevant departments to start work on the pretext of busy work and lack of manpower, regardless of the training of new employees, and wait until they have time to send new employees to participate in the training. This kind of disorderly training brings unnecessary coordination workload to the training department, which increases the training frequency and time cost. The failure of new employees to participate in the training not only increases the risk of employing people in enterprises, but also is not conducive to the rapid transformation of new employees' roles. (2) Enterprises lack standardized training texts or handouts. In order to maintain the training level of enterprises, enterprises should have their own training materials, and the knowledge, skills and attitudes that new employees must master in induction training must be assessed by setting goals. Only in this way can the training work be sustained, the repetition of the follow-up training content and the waste of resources can be avoided, and the training of new employees can be turned into a welcoming ceremony for new employees. In many enterprises, the training forms are mainly leaders' speeches, representatives' speeches, and physical examination dinners.
2. The content of induction training for new employees is very simple.
Many enterprises regard the induction training of new employees as a simple "administrative step" and think that they can do the training of new employees as long as they know some basic information of the enterprise. The so-called training is to arrange a day or two. The training content is mainly to visit the enterprise and explain some basic rules and regulations of the enterprise, which is not targeted. Some enterprises have very rich induction training, including the introduction of corporate culture, the explanation of production precautions, the guidance of teamwork and communication skills, but employees are not satisfied. The reason lies in the lack of pertinence. Some enterprises only give employees the concept of slogan when training. Everyone simply doesn't understand the importance of these contents to their future work, and they can't understand the concrete embodiment of these ideas in their work. Even if there is real cultural training, it is limited to the constraints of behavior and system, and the key point is what can't be done, so as to focus on showing the real core part of corporate culture.
3. The effect of induction training for new employees lacks feedback and evaluation.
Many enterprises lack the interaction and feedback of training during the induction training of new employees. Without feedback, they don't know how to improve their training in the future. In addition, most enterprises have not established a perfect training system to ensure the training effect. After the training, there is a lack of evaluation and tracking of the training effect, or although there is an evaluation of the training effect, the evaluation method is single, and the evaluation of the effect only stays in the simple exam after the training, and no follow-up investigation will be made afterwards. In this way, it can not play a role in evaluating the training effect, and the huge investment in employee training has not received the expected return.
Second, enterprises to improve the induction training strategy for new employees
Panasonic once had a training motto: "Training costs money, but the cost of not training is far greater than the cost of training!" The training of new employees is the best and the most difficult. "How do modern enterprises do the induction training for new employees?
1. Establish a strategy-oriented training concept.
A scientific and well-run training system should closely focus on the requirements of enterprise strategic development and serve to improve the performance of employees, departments and enterprises. Based on the above ideas, the scientific training and development system should be performance-oriented and ability-driven. First of all, the content of training should be determined according to the dynamic changes of enterprise strategy and business development, so that the employee training of enterprises is not only a tool for strategic communication and implementation, but also an effective support for the sustainable development of enterprises according to the needs of enterprise core competence; Secondly, enterprises should introduce the concept of "ability" and combine employee training with employees' actual work requirements, employees' performance and career development, so that new employees can change from the passive concept of "I want to learn" to "I want to learn" and let employees really taste the benefits brought by training. Letting employees pass training can not only improve their skills and performance, but also enhance their self-confidence and job satisfaction. At this time, employees will take the initiative to put forward training needs according to their work needs, ask to participate in training, and study very seriously. 2. Strengthen the management of the induction training process for new employees.
First of all, training should have a comprehensive plan and systematic arrangement. Enterprise managers must have a systematic plan for training content, methods, trainers, teaching materials, participants, funds and time. Secondly, we should choose training lecturers with solid professional knowledge, rich practical experience and high training skills. The richness of professional knowledge directly affects the training content, and the richness of training skills and practical experience will affect the training effect. Many well-known enterprises at home and abroad require training lecturers from these three aspects. Third, we should create a good training environment for training. Relevant requirements to ensure a comfortable training environment include: suitable classroom space, convenient training place, complete equipment, comfortable tables and chairs, refreshments, moderate temperature and so on. Finally, before the implementation of training activities, it is necessary to conduct a general inspection of the projects involved in the training to ensure that the training can be carried out normally.
3. Determine the targeted new employee orientation training content.
Induction training for new employees is the first step for employees to get in touch with enterprise human resource management after entering the enterprise. Only when new employees are gradually familiar with and adapt to the organizational environment and culture can they define their role orientation, plan their career development, and constantly give play to their talents, thus promoting the development of enterprises. Take Lenovo as an example. During the four-day induction training for new employees, Lenovo set up five lectures, which clearly introduced how Lenovo Group was founded and developed, its existing scale system and its future development goals. It stipulates the attitude and mental outlook that an Lenovo should have. These lectures are rich in connotation, profound in meaning and targeted, covering everything from Lenovo's goals and group structure to dressing, wearing a hat and speaking manners. All the lectures reflect the connection between Lenovo and the market, which has aroused strong repercussions among students.
Therefore, enterprises must determine targeted and perfect training content. Specifically: (1) Basic information of the company and relevant rules and regulations; (2) Basic knowledge of employees' daily etiquette and job responsibilities; (3) post knowledge and skills. Through the training of new employees' post knowledge and skills, they can meet the basic requirements of "taking up their posts". This part of the training can be implemented by the department where the new employee works, and part of the training can be outsourced if necessary. (4) Training of corporate culture. By training new employees' corporate culture, the conflict between new employees' values and corporate culture can be prevented. In the process of corporate culture training for new employees, enterprises should make full use of various means to publicize the entrepreneurial spirit and business philosophy, actively promote new employees to be consistent with other old employees in their thoughts and actions, and change their personal styles, attitudes and values that are incompatible with corporate culture.
4. Choose flexible and diverse training forms for new employees.
The induction training for new employees includes not only classroom teaching, but also role drills, on-site counseling, outward bound training and other forms. Different forms are suitable for different individuals and different problems, with different effects and costs. For example, when new employees enter IBM, they must first undergo a four-month intensive training. Training takes two forms: classroom teaching and field practice. Lenovo also takes "multi-level" training for new employees.
Generally speaking, when training new employees, we must choose the appropriate training method in combination with the training content and the training target: (1) You can introduce the basic situation of the enterprise through on-site visits, explanations and personal experience; (2) The basic professional quality training for new employees can be jointly conducted by internal leaders, old employees and new employees in the form of speeches or speeches. The first thing that Haier usually does after new employees join the company is to hold a meeting of new and old "graduates" to get to know Haier through the personal feelings of brothers and sisters. Newcomers can also learn about the promotion mechanism and career development of the company through face-to-face communication with the top management of the group; (3) Team and communication training can be carried out through games and outdoor expansion, so that everyone involved can feel personally; (4) In order to harmonize the atmosphere of new and old employees, entertainment, sports and other forms can be adopted; (5) For the training of job responsibilities, department heads can adopt the forms of explanation, demonstration and demonstration operation. After new employees join Lenovo, the company will assign a mentor for each new employee, usually a line manager or a senior employee of the department, to provide personalized guidance for new employees.
5. Establish a perfect feedback and evaluation system for the effect of induction training for new employees.
What matters in training is application, how to apply it and how effective it is. All these need to strengthen the tracking and evaluation of training. The last step of the orientation training for new employees is to evaluate the training effect. The evaluation of training effect usually includes four aspects: students' reaction, students' learning effect, whether students' behavior has changed significantly, and whether the performance of enterprises has improved. The evaluation of the overall training effect of new employees can be divided into three stages: the first stage focuses on evaluating the appropriateness of the training course content, and can organize students to discuss and learn from the students' reflection on the course; The second stage mainly evaluates students' learning effects and academic achievements, which can be carried out in the form of exams; In the third stage, after the training, the effect of the training is evaluated by evaluating the trainees' work performance. At this time, you can find the supervisor of the trainee to understand the performance of the trainee, so as to evaluate the effect of the training work.
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