A survey on enterprise training shows that among nearly 100 enterprises in China 10, 17% only provides the simplest induction training for employees, and 6 1% employees are not satisfied with the induction training. Most enterprises have realized the necessity of induction training for new employees, but the specific implementation effect is often quite different from expectations. However, there are also many companies that are at the forefront of their peers in the orientation training for new employees.
Unique Konka College
Konka Group, the first Sino-foreign joint venture electronics company born after the reform and opening up, is a household name in China, and its new employee induction training is also unique.
The induction training of new employees has always been the focus of the group's training system, and the company has also established Konka College for planning and organization. The biggest feature of Kangjia new employee induction training is that different new employee training programs can be formulated for different types and levels of new employees, and the training content and focus will be different. According to the difference of education, post and work experience, new employees are divided into three types: front-line employees, experienced professional technicians and fresh graduates, and the training content and emphasis of different types are also different. In view of the directional training of college graduates, we specially arranged a forum for former alumni, had a discussion with the heads of various departments of the company and made a field trip. As the saying goes, "a hundred times of teaching is not as effective as one time of practice." At the beginning of the work, Konka adopted a tutorial system, in which the old employees of the company took turns to guide the new employees to practice in various positions on the production line, and the old employees set an example to guide the new employees to practice.
The induction training for students in Konka College generally lasts for six days, and the training content consists of three parts: First, set up a team to create opportunities for new employees to get familiar with each other, and let new employees feel the pride of becoming a Kangjiaren by holding a grand induction ceremony. Secondly, it is necessary to carry out specific training contents, including visits to various departments and product production lines of the company. The corporate culture center and development center of group employees will introduce Konka's personnel and welfare system, development process, organizational structure and development plan to new employees. In addition, it also includes communication TV development management, marketing management, safety education, post etiquette and company etiquette education. Through these trainings, I can inspire my sense of pride and mission as a Kangjia person. Finally, there are outdoor extreme ability challenges and team activities such as field trips. In addition to the annual induction training for college students, Konka College adopts the training mode of registered education for new employees who are recruited irregularly. New employees must go through three hours of individual training designated by Konka College before going through the entry formalities. If the number of new employees reaches the training number specified by Konka College, induction training for new employees will be organized according to the new employee types.
Konka College has designed an effective induction training program for new employees through years of practical experience in training organization, so that new employees can quickly become newcomers with Konka corporate culture characteristics through systematic training of Konka College, and the perfect training system has made due contributions to the development of enterprises.
Citigroup pays attention to diversified training.
As the largest financial service institution in the world with the largest assets and the widest business scope, Citigroup is also a leader in new employee training.
Citi's training base in China is mainly in Shanghai. From the selection of senior trainers from the world's top management schools to the careful design of various training courses, it reflects the need to better meet the career development needs of employees and customer needs. Including the development of online training courses and the certification of online learning qualification certificates, are far ahead of the training management level of other big companies in the world. If you are a candidate or excellent employee of senior management talents of Citigroup, you will also have the opportunity to receive overseas training from Citigroup's Philippine Asia-Pacific Institute of Finance and Management and the Senior Management Training Center of American Headquarters to learn the most advanced financial concepts and improve your cross-cultural work ability. This plan, known as the talent pool, has set a successful precedent for Citi to train international financial talents and management talents. In terms of new employee training for college students, in addition to regular employee guidance to familiarize employees with the working environment and content, two trainings are generally needed. The first is a three-day quality management training, focusing on improving customer satisfaction. The second item is rotation training, rotation between departments. In the practice of these months, new employees will understand the business operation of the bank and realize the transformation from students to professionals as soon as possible.
Popular management trainee program
Management trainee is a talent reserve plan for enterprises to train middle and senior managers independently by selecting college students with development potential from the perspective of long-term development. At the beginning of joining the company, we don't set posts first. After internship and business training in different departments and positions in turn, the exact positions are determined according to the needs of competent work and career development, so as to make full preparations for becoming middle and senior managers of the company in the future.
Bayer China signed an agreement with Guanghua School of Management, Peking University to train MBA students to complete double degrees in Peking University and French Higher School of Economics, and made a perfect Bayer training plan at home and abroad. In addition, Anheuser-Busch InBev's global management trainee program has also attracted considerable attention. The whole trainee program lasts for three years, including two weeks of global project introduction, four months of internship adaptation period, one month of headquarters training and two years of on-the-job training. In the process of training management trainees, new employees are active requesters of information and leaders of work, not just passively accepting arrangements and training.
Parallel to the management trainee program, there is also an intern program. In order to avoid the competition for talents in the peak period of campus recruitment, excellent college graduates should be admitted into the enterprise talent pool in advance. In the summer vacation before the start of campus recruitment, prospective graduates can work hard to get internship opportunities to enter their favorite enterprises, not only to receive exercise and on-the-job training during the internship, but also to become the first choice when campus recruitment begins. Including L 'Oré al's summer internship program and IBM's Blue Road internship program. Everyone is familiar with it.
Induction training for new employees: Are you ready?
Regarding the importance of employee induction training, Professor Zeng Xiangquan, Dean of the School of Labor and Human Resources of China Renmin University, once said that vocational training and development are gradually becoming the primary driving factors of employee engagement. In particular, there is a lack of clear training standards for college students in China, while universities in developed countries generally have perfect employability standards such as self-esteem and achievement motivation. Therefore, enterprises must adhere to the mechanism of cultivating talents independently and combine it with talent introduction. So how can we make new employees quickly integrate into the new environment in a short time and become qualified employees?
The construction of training system is a four-stage process.
Part I: Do a good job in training demand analysis.
This is the starting point and important basis of the whole new employee training, which directly determines whether the training effect is effective. For new employees, it is difficult to compare the performance gap, and we can only consider the development strategy of the enterprise, the quality model of new employees and the status quo of knowledge and skills of all new employees who are trained. Better training needs should also be combined with new employees' own ability development planning and career planning.
The second part: the formulation of training plan.
Making a good plan is the basic guarantee for the success of new employee training. Training plan is also the source of the whole training process.
Clear training objectives
The goal of new employee training is to enhance employees' understanding of the enterprise and their recognition of the enterprise culture. We should also help new employees get familiar with their job responsibilities and working environment, and master basic vocational skills.
Training content covers all aspects.
The first is the training of the company's basic situation and rules and regulations. This paper mainly introduces the development history and business of companies and organizations, including salary and welfare system, personnel reward and punishment system, attendance and annual leave management system. Familiarity with the company's working environment and colleagues is also an important part of new employee training, which can quickly eliminate the strangeness of new employees to the environment and is conducive to the future work. With the strengthening of occupational safety education in recent years, health and safety training in the workplace should also attract the attention of major companies. The company's policies on health and safety, prevention and treatment of industrial accidents, popularization of health knowledge and measures to deal with crisis events can all be included. The purpose of the company's basic information training is to help new employees fully and accurately understand the enterprise and work and find their own position in the enterprise.
Secondly, the training of vocational skills. Due to the lack of sufficient work experience, newly graduated college students are facing the transition from students to professionals. Vocational skills training can help them successfully complete the role transformation and improve their corresponding professional ability. The contents of vocational training mainly include social etiquette, interpersonal coordination and management, efficient working methods and effective communication methods with people. Skills training is mainly aimed at employees' departments and jobs, including rotation training, tutorial system and new employees taking care of old employees, which has achieved good results.
Flexible selection of training methods
The diversity of training objectives for new employees determines that training forms should also be flexibly selected. Traditional training methods include lectures, concentrated lectures, case analysis, role-playing, scenario simulation, business games and action learning. Before choosing a suitable training method for training content, we should compare and analyze the advantages and disadvantages of various training methods. The first is to consider the expected effect and main purpose of training new employees. Secondly, the possibility and advantages of training methods for the transformation of training results. Finally, it is also restricted by management expenses and training expenses. For example, although the introduction of new training and development technologies has a good training effect, it is necessary to carefully consider whether the high R&D expenses are worth investing.
Part III: Effectively organize and implement training activities.
The arrangement of training time, the development and management of training courses, training materials and training teachers are one of the most important preparations. Training managers should also prepare employee information forms, establish employee training files, and check the layout of training venues and the use of facilities. Huawei, a well-known domestic enterprise, has developed its own mature training courses for new employees. For example, there are training materials specially compiled by our own training institutions, mainly including special teaching materials for cultural training of new employees of Huawei, excellent account manager model and other training materials related to Huawei products and technologies.
Part IV: Training effect evaluation.
The evaluation of the training effect of new employees is the last link of training activities, which not only evaluates and summarizes the implementation effect of the whole training activities, but also provides important information for future employee training to determine training needs. If both new employees and enterprises want to benefit from the training of new employees, enterprises and employees should pay full attention to the evaluation of training effect and the transformation of training results. At present, the training effect evaluation method adopted by many enterprises is a model of training evaluation from four levels: reflection level, learning level, behavior level and result level, which is put forward by Kirk Paddick, an American human resource management expert. In the first-level evaluation, it is mainly to collect feedback from new employees and understand their subjective feelings, satisfaction and suggestions on training activities. At the second evaluation level-learning level, the changes of new employees' knowledge, skills and behavior can be determined through the examination and performance appraisal after training. The third level is the behavioral level, which mainly examines whether the new recruits have used the knowledge and skills taught in the training at work after receiving the induction training. The final result-level evaluation needs to examine the improvement of new employees' actual work performance and analyze the correlation with enterprise training activities.
conclusion
If the human resource development and management system is compared to a "car", training and development is one of the "accelerators". Only by establishing an effective induction training and development system for new employees, making employees and organizations grow synchronously, and effectively connecting with other modules of human resource management, can we really ignite the accelerator of new employee training.