In-house training program

Part 1: In- house training program

In order to improve the planning, pertinence and effectiveness of the training work, the training work will be more effective, and the actual work skills and work performance of the employees will be improved. According to the GMP requirements and the 2019 training plan, the 2010 training focus will be combined. - For the problems and rectifications of previous GMP inspections and self-inspections, we have arranged the following internal training for companies in 2019:
First, the company-level overall training:
1. Training target: all employees of the company
2. Training purposes:
Guide employees to recognize their responsibilities and missions and become outstanding employees of the company.
Establish correct quality awareness and concepts, update existing professional knowledge, enrich personal knowledge reserves, and consolidate and improve the company's quality management standards.
Strengthen employee GMP awareness and comprehensively expand the professional vision in the GMP field.
Understand the national safety production guidelines, laws and regulations, and common common sense of accident prevention and emergency measures; master the safe operation procedures of posts; improve the safety awareness of employees; reduce or eliminate the occurrence of safety hazards and accidents.
3. Training content and methods
Training content: Combine the problems and rectification found in previous GMP inspections and self-inspections, and teach relevant knowledge about pharmaceutical laws and regulations, pharmaceutical GMP knowledge, quality management, production management, material management, equipment management, and safety production.
Training method: The Integrated Management Department organizes all employees to face-to-face.
4. Training time
1-2 days in late July 2019.
5, the examination written test, take the closed-volume test, the written test questions are issued by the lecturers, the General Management Department unified organization of the test.
Second, departmental job training:
1. Training target: employees of various departments
2. Training purposes: The responsible persons of each department shall carry out targeted departmental job training according to the GMP files, job responsibilities, professional knowledge and operational skills that the employees of the department should master, strengthen employee GMP awareness, and improve employee work skills.
3. Training content and methods Training content: professional knowledge necessary for departmental positions, department-related GMP files, departmental responsibilities, operational skills, post SOPs and related management systems.
Training method: Each department organizes its own staff to conduct training through centralized face-to-face, live demonstrations, seminars, archives learning, etc. The department head is the main instructor, and the training handouts or training outlines, training records, training questions, etc. The training archives are submitted to the General Management Department for the record.
4. Training time
In 2019, all departments are flexible according to actual conditions.
5, assessment of the oral test, written test, written test assessment by the department head to organize their own test; oral test by the lecturer in the classroom to ask questions. The oral test accounted for 50%, the written test accounted for 50%, and the written test was closed book.
Third, class-level job training
1. Training objects: employees of each team.
2. Training purpose: Focus on strengthening the post training of the team, and carry out targeted training for the team, so that the GMP work can be implemented in every position and improve the work skills of the staff.
3. Training content and methods Training content: necessary professional knowledge, job-related GMP files, job responsibilities, post SOP, production process rules, practical operation skills and post-related management systems.
Training method: Each department organizes team members to conduct on-the-job training in the form of centralized face-to-face teaching and on-site demonstration. The class leader is served by the team leader or excellent staff. The team leader is responsible for training the questions and assessments, and the training handouts or outlines and training records. Relevant training archives such as training and assessment results are reported to the General Management Department for record.
4. Training time
In 2019, each team was flexibly arranged according to the work situation.
5, the examination of the written test, oral test, the actual operation, written test questions by the team leader and organize the assessment, the integrated management department is responsible for the test print; oral test by the lecturer in the classroom to ask questions; the actual operation by the team leader and department head Conduct on-site assessment together. The written test accounted for 30%, the oral test accounted for 30%, and the actual operation accounted for 40%.

Part 2: In- house training program

Throughout the development of the modern economy, it is not difficult to see that the competition among enterprises is ultimately the competition of talents. In a sense, it is also the competition of enterprise training; the only way for future enterprises to obtain better than competitors is Learn faster than competitors; attach importance to training, pay attention to the comprehensive improvement of employees and the recognition of corporate culture, build the enterprise into a learning organization, and ultimately achieve the "win-win" between the enterprise and the employees by improving the core competitiveness of the enterprise. The most fundamental means of achieving development. Let's take a look at our management training with oil and water theory.
There are two cups filled with liquid on the table, one for water and one for oil. How to pour oil into a cup filled with water? The normal explanation is that only when the water is dumped and becomes an empty cup, it is possible to accept new entry.
But any careful person will find that when you pour the water out of a cup and pour the oil in, the bottom of the original cup of water always has a layer of water, and the newly poured oil always floats on the water. Can't touch the bottom of the cup.
Why is this so?
Because if you use the method of pouring, the water in the cup is impossible to clean up! The oil is always lighter than the original water, and only floats on the water. For many companies in the training of new employees, almost all of them are based on the original method of filling the duck training. But the training was done, the knowledge and skills were taught, and the efficiency of the staff was never improved. This is actually a "water" that is not cleaned up. Here, the "water" is divided into two parts, which are easy to fall and are not easy to dump. The "water" that is easy to dump is often the old knowledge and skills, because the new things have a significant improvement, and it is easier for you to accept; the "water" that is not easy to dump is the old attitude and thinking. After all, it is very difficult to accept a new mindset. But new knowledge and skills are often associated with new thinking.
So how to solve the problem?
There are two ways to solve the problem: 1. Dry the cup after pouring; 2. While pumping water from the bottom of the cup, slowly pour the oil from the cup. That is to say, companies should establish a combination of long-term and short-term training, the combination of attitude and thinking, and the training of knowledge and skills. Dr. Yu Shiwei, a well-known scholar in Taiwan, once said that attitude is the decisive factor for a person to do things, and the most difficult thing to shape. Attitudes and thinking can be changed without one or two short-term trainings. They must be shaped in the long run, supplemented by short-term knowledge and skills, so that it is possible to achieve better training results. Only in this way can the original "water" in the cup be thoroughly cleaned and replaced with a new "oil".
So, how do you train new employees in the company?
1. For the training of new employees, we must do the preparatory work in the early stage.
1. The corporate culture is transformed into a system - ready for the oil
The cultural construction of many enterprises only stays at the stage of propaganda and cannot be further shaped. On the one hand, because leaders lack the determination and courage to systematically build corporate culture, on the other hand, leaders have misunderstood the shaping of corporate culture. They believe that corporate culture is based on ideas. If it is turned into a system, it will weaken corporate culture. Cohesion. In fact, the excellent culture is precisely on the paper, so that everyone has a law to follow, there are chapters to find. Especially for the human resources system, including: recruitment, training, assessment, compensation, appointment and dismissal, rewards and punishments, etc., should reflect the company's corporate culture.
2. Prepare before the training - measure the cup
The enlightenment work before the training is like a kindergarten. It is a prelude to formal learning and a very important part. Everyone knows the importance of kindergarten's enlightenment education to a person's growth before entering formal learning. Similarly, enlightenment training is equally important before entering formal employee training. Enlightenment training is also a kind of orientation, guiding the inclination of employees to the culture of the company in a subtle way. The well-known IT company Cisco pays special attention to the enlightenment training for new employees. After each new employee enters Cisco, he will first receive a 30-day training called NewHireWorkStation. Not only that, but in the first 90 days of the initial work, all new employees will also participate in a corporate culture training in the Asia Pacific region. Once a new employee enters the company, the company will tell him in detail what he has to do in the first three months. In the first month, he needed a report on how well his supervisor knew about his work and made a formal endorsement of the report. In this way, after three months, the company's work summary of the employee can be relied upon. If the new employee has some shortcomings, then his supervisor should be aware of it. If the supervisor still fails to improve the new employee in this regard in the third month, he will bear the relevant responsibilities. Good enlightenment is the basis for further training.
2. The training process must adhere to the principle of equality, strictness and long-term
1. The training objects should be open equally - every cup should be emptied
First of all, equality and openness should be a principle. Equality is more of an equal opportunity. The famous "barrel principle" says that a wooden barrel consists of many pieces of wood. If the length of the boards that make up the barrel is different, the maximum capacity of the barrel does not depend on the long board, but on the shortest piece. board. This "wooden barrel" consisting of many pieces of wood can not only symbolize a company, a department, a team, but also a certain employee, and the maximum capacity of the "wooden barrel" symbolizes the company, department, team and individual employees. The greatest overall strength and competitiveness. In essence, employee training is to increase the capacity of this "wooden barrel" through training. If the training is not equal, then it is likely that the untrained staff becomes the shortest board in the business. Openness is the opening of content, not rigidly rigid plans. Also using Cisco as an example, Cisco's employee training is indeed very open, unlike many companies that make a plan at the beginning of the year, then signed by the responsible manager and executed within one year. Cisco has always insisted that the speed of the Internet determines that companies engaged in the Internet cannot make a one-year plan. Cisco will make at least three assessments in a year and continually redesign the plan. A Cisco executive said that in the company, the training time of employees is not strictly limited, and the employees themselves manage their own work and training. This is a bit like putting an employee in a driving position and letting him make all the decisions himself. The company never treats an employee as a key training object, but thinks that everyone is a potential manager and can achieve extraordinary success when conditions are ripe. In fact, this is the basic principle of equality for all in the Internet world. Cisco does not think of retaining people when employees are ready to leave, which is one of the characteristics of open training. Cisco believes that success in helping employees' departments is the number one way to make individuals feel successful. Therefore, as long as the team's performance continues to rise, it will be able to successfully retain talent. Cisco executives once said very frankly that although the company's assets have increased a lot in more than a decade, the most valuable gains have retained a large number of talents.
2. Training for new employees should not be sloppy, can not be lost, and must be trained to meet every employee with strict requirements - the cup must be emptied, do not look at this point of water is a pity.
At present, the introduction of talents by enterprises is either through the recruitment of high-paying talents by headhunting companies, and they can be used immediately, or the traditional mode of recruiting ordinary talents for training. However, many companies have spent a lot of money on the so-called industry elites. The result is not to toss the company a loose sand, the chicken is not working is to ask the boss to do this requires the boss to do that, the result of investment has become a bottomless pit, the income has become a castle in the air. The end is not the talent to speculate the boss or the boss to speculate. This kind of situation is not uncommon. The author has encountered many in the marketing planning career for many years. There are many professional managers who are good friends of the author. I also know their abilities, but why can't they play effectively? The problem is the training of talents that the company neglects, resulting in a collision between the talent's own culture and the corporate culture. This kind of collision is not a technical opposition. It is often a difference in thinking. Each enterprise has its own characteristics and its own corporate culture. These professional managers have many years of practical experience. Theoretical knowledge, a unique self-thinking mode, but these are not necessarily used by every company, and it is natural to encounter a result of a discordant collision.
Therefore, no matter whether it is a large enterprise of 10,000 people or a small enterprise of one person, no matter whether it is a talented person who is recruited by Zhigao, or a small talent who is new to the beginning, if you want to make full use of the potential of each individual and serve the enterprise, Enterprises are required to strictly control the training of talents before employment from the very beginning. Let every new employee know the company's own culture, let them forget all the scenery of the past, and throw a new brain into a new working environment, starting from zero.
As a recruiter, you will find that every time an employee who asks for an interview feels about his career, 90% of the interviewers talk about their past experiences, show off their work experience, and show off their own. The ability to work and the achievements, it is not easy to meet a few mentality and low-key people who really do not understand the newly graduated students. When I was interviewing market personnel, when I introduced our company's basic salary, commission, bonus, subsidy and other treatments, the interview staff refuted that my previous company and I had a big difference, but the results were total. The treatment was similar, and I was convinced that I hope I can change the proportion of his treatment. Although I can change it in one sentence, from the manager's point of view, this is actually not a problem that can be solved by a promise, because he directly affects the company's assessment, salary, management and other aspects of the system, has broken The original corporate culture of the enterprise, and each new employee must first adapt to the culture of the enterprise, rather than the culture of the enterprise. With the employees, it is necessary to cultivate and edify the concept of each member taking care of the overall situation. When we have a large number of enterprises in the face of competent professional managers, as long as the professional managers open the conditions, all the receipts. As a result, the whole enterprise is following the behavior of professional managers. The personal cultural standards of professional managers have become the cultural standards of enterprises. Even some employees who look at the professional managers are late and feel that this is a symbol of ability and they have followed suit. This kind of employment system, the result of the training system is naturally the pet children out of leisure.
3. To create a long-term, active training environment for the company - slowly remove the remaining water
For the long-term training of employees, we must create a good learning environment and long-term training system. For a company, employees are like children. If they don’t learn one day, they will fall behind. If they don’t train for two days, they will lose their way. In reality, there are many companies. In the initial recruitment, they always look at their enthusiasm and enthusiasm. They set a plan for weekly meetings and study, and a daily performance appraisal mode. But the result is like a new officer taking three fires, three minutes. heat. If it is less than a month, it’s still a cow, a horse, and a horse. How is it? A strange phenomenon has been found in many years of corporate brand management consulting. More than 90% of companies that damage corporate systems are those who have established corporate systems. This phenomenon is more common in some of our private SMEs and complex domestic joint ventures. Usually, the people who make the system and form the corporate culture are the so-called bosses and general managers. But as usual, our bosses and general managers always have some things to leave the company early, and they will not sleep until 10 o'clock in the morning. When I came to the company, Mimi looked at me and found an excuse: "I was drinking with customers until 12 o'clock last night." In the past, our corporate system was trampled once and again in such an environment, once and for all into a piece of paper.
So how to establish an effective, long-term, active training system and training environment, which is the subject that many enterprises and training institutions are now discussing and researching. Many companies are deeply aware of the importance of this issue and have established long-term cooperation with some professional training institutions. Some enterprises have linked employee training, ability to upgrade, and corporate assessment, bonuses, honors, positions, etc. In order to increase the learning interest of enterprises, the company also actively participates in some social activities in the wild. It is a good idea to cultivate these employees' correct outlook on life and improve corporate cohesion. However, no matter what kind of method is used and what kind of model is established, Shanghai Aofu Culture Development Co., Ltd. has put forward the 5H theory in the research and management of corporate brand for many years. It is a combative enterprise that must be managed and institutionalized. Learning style, ability measurement, employee home, boss poverty.
Conclusion
As a company, talent is a double-edged sword. If you use it well, you can create a world-class achievement for your company. If you use it badly, you can also cause fatal damage to yourself. The key here is to hone, how to temper a useful talent into a talent that can match its own corporate culture, which is the same as replacing the water in a cup with oil.

Part 3: In- house training program

I. General Program The Training Department has received strong support and active cooperation from the company's leaders, branch managers and employees since its establishment. In order to establish a corporate training organization as soon as possible, the company has implemented standardized operations. According to the instructions of the company's deputy general manager Xu Zong, the training department Recruitment for all relevant departments, open recruitment of internal trainers.
Second, recruitment requirements
1. Character requirements:
I love the company, love my position, have an interest in training, be enthusiastic, like to challenge myself, do things with resilience, work in the company for more than 1 year.
2, professional requirements:
Proficient in the department's workflow, product manufacturing, product structure, master relevant technology, with relevant qualifications are preferred.
3. Ability requirements:
Can independently write relevant training materials, test papers, have strong classroom control ability, be good at expression, and have strong learning ability.
Third, level identification
1, A-level trainer
University degree or above, with intermediate and intermediate qualification certificates, work experience for more than 3 years. Have strong hands-on ability and expressive ability.
2, B-level trainer University degree or above, with relevant qualification certificates, work experience for more than 2 years. Have a certain ability to do things, be good at expressing.
3, C-level trainer secondary school or above, work experience for more than 2 years. Have a certain ability and basic ability to express.
Fourth, internal trainer assessment
1. The training materials are used for examination and approval. The technical training is approved by the Minister Lin Qianshun of the Production Technology Department. The public training is approved by Xu.
2. Training effectiveness assessment,
1 Questionnaire assessment. The training department will issue a training time effect questionnaire on the spot. According to the scores of the students, the average score will be calculated. 80 points or more will be A level, 60 points or more will be B level, and 60 points or less will be C level.
2 work simulation assessment. The training department will arrange for the students to carry out the corresponding skill drills within one week after the completion of the training. The pass rate is above 80% for grade A, 60% for grade B, and 60% for grade C. The assessment was fully undertaken by Minister Deng Yongjie of the Quality Department. .
3 performance appraisal. The training department will issue a questionnaire to the department where the trainees are located within one week after the training is completed. The trainees will evaluate the work attitude, staff morale and employee turnover rate before and after the trainees. 80 points or more is A level, 60 points or more is B level, and 60 points or less is C level. .
V. Treatment
1. The company issues an internal trainer certificate and is officially employed.
2, Class A trainers subsidize 100 yuan per class, assess A level 100 yuan, B level 50 yuan, C level -20 yuan.
The B-level trainer subsidizes 80 yuan per class, and the A-level 100 yuan, the B-level 50 yuan, and the C-class -20 yuan.
The C-level trainer subsidizes 50 yuan per class, and the A-level 100 yuan, the B-level 50 yuan, and the C-class -20 yuan.
The time for each class is 45-60 minutes. The rewards are: class allowance + assessment subsidy, questionnaire assessment / work simulation assessment / performance assessment, three types of assessment points are not accumulated, and the highest score of individual income is subsidized.
3. The training below 10 people is unified to 30 yuan, and the new employee induction training is not counted.
Sixth, with the company's training plan in 2006 to create a learning team, beyond innovation, the support of all employees, active participation, the relevant departments responsible for the active recommendation, strict check, please the above-mentioned branch responsible for the training within the specified time The Ministry recommends 3 talents, and the training department will select 1-2 from them.

Part 4: In- house training program

First, the overall goal
1. Strengthen the training of senior executives of the company, enhance the business philosophy of the operators, broaden their thinking, and enhance their decision-making ability, strategic development capability and modern management and management capabilities.
2. Strengthen the training of the company's middle management personnel, improve the comprehensive quality of managers, improve the knowledge structure, and enhance the comprehensive management, innovation and execution capabilities.
3. Strengthen the training of professional and technical personnel of the company, improve the theoretical level of technology and professional skills, and enhance the ability of scientific research and development, technological innovation and technological transformation.
4. Strengthen the technical level training of the company's operators, continuously improve the operational standards and operational skills of the operators, and enhance the ability to strictly perform job duties.
5. Strengthen the academic training of the company's employees, improve the scientific and cultural standards of all levels of personnel, and enhance the overall cultural quality of the workforce.
6. Strengthen the training of management personnel at all levels and the qualifications of industry personnel, speed up the pace of work for holding certificates, and further standardize management.
Second, principles and requirements
1. Adhere to the principle of teaching on demand and seeking practical results. According to the needs of the company's reform and development and the diversified training needs of employees, we will carry out rich and flexible training in different levels and sub-categories, enhance the pertinence and effectiveness of education and training, and ensure the quality of training.
2. Adhere to the principle of independent training and supplemented by foreign training. Integrate training resources, establish and improve the training base with the company training center as the main training base, and the training network of the adjacent colleges and universities as the foreign training base. Based on self-training, do a good job in basic training and routine training, and do a good job in relevant professional training through the external base.
3. Adhere to the principle of joint education of “company + colleges” and the principle of amateur learning. According to the company's demand mainstream and related institutions to carry out joint education, the establishment of relevant professional colleges and universities courses, organize staff to use the weekend and holidays to concentrate on teaching, combined with self-study to complete their studies, to obtain academic qualifications.
4. Adhere to the principles of training personnel, training content, and training time. The cumulative time for executives to participate in business management training is not less than 30 days; the cumulative time for business training of middle-level cadres and professional technicians is not less than 20 days; the cumulative time for general staff operation skills training is not less than 30 days.
Third, the training content and methods of the company's leadership and senior management
1. Study of the major policies of the central, state, and government, analysis of political situations at home and abroad, analysis of economic situation, and research and interpretation of relevant national policies and regulations. Organize training through the superior authorities.
2. Develop strategic thinking, enhance business philosophy, and improve scientific decision-making ability and management ability. Participate in high-end entrepreneurs' forums, summits, and annual conferences; visit successful companies at home and abroad; participate in high-end lectures by senior trainers of famous companies at home and abroad.
3. Academic degree training and practicing qualification training. Participate in the education of Peking University, Tsinghua University, and the Party School of the Central and Provincial Party Committees, or learn from mba and emba; participate in the qualification training for senior managers.
Middle management officer
1. Management practice training. Production organization and management, cost management and performance appraisal, human resource management, motivation and communication, and leadership art. Experts and professors are invited to come to the company to concentrate on teaching; organize relevant personnel to participate in special lectures; receive the Times Guanghua course at the company training center.
2. Education and professional knowledge training. Actively encourage qualified middle-level cadres to participate in university correspondence, self-study or participate in mba and other master's degree training; organize business, business management, accounting professional management cadres to participate in the qualification examination, and obtain the qualification certificate.
3. Strengthen project manager training. This year, the company will vigorously organize training for on-the-job and backup project managers. The training will strive to reach more than 50%, focusing on improving their political literacy, management ability, interpersonal communication skills and business capabilities. At the same time, the “Global Vocational Education Online” distance vocational education network was opened to provide employees with a green channel for learning. All units of the company are required to select employees who have the qualifications for the construction of the construction and have professional development capabilities, organize intensive training, and participate in the social construction division examination. The number of net increase in the number of people will strive to reach more than 10 people.
4. Broaden your horizons, expand your thinking, master information, and gain experience. Part of the middle-level organization of the organization will go to the upstream and downstream enterprises and affiliated enterprises to study and visit, understand the production and operation situation, and learn from the successful experience.
Professional skill worker
1. Each professional deputy chief engineer and engineer will conduct special technical lectures on a regular basis, and build the company's own distance education and training base, and carry out special trainings such as new techniques, new materials and quality management knowledge to cultivate innovative capabilities and improve research and development standards.
2. Organize professional and technical personnel to learn from advanced enterprises in the same industry, learn advanced experience, and broaden their horizons. During the year, two batches of personnel were arranged to visit the unit.
3. Strengthen the strict management of training personnel. After the training, write a written report to the training center. If necessary, learn and promote some new knowledge in the company.
4. Improve the qualification rate of professional title examinations for professionals who need to pass the examinations to obtain professional and technical positions, such as accounting, economics, statistics, etc., through planning training and pre-test counseling. For professionals who have obtained professional technical positions through engineering, etc., they will hire relevant professional experts to give special lectures and improve the technical level of professional and technical personnel through multiple channels.
Staff basic training
1. New factory entry training continues to strengthen the company's corporate culture training, laws and regulations, labor discipline, safety production, team spirit and quality awareness training for newly recruited employees. Each training year shall not be less than 8 hours; through the implementation of the master's apprenticeship, the new employees shall be trained in professional skills, and the signing rate of new employees of all units and branches at the grassroots level must reach 100%. In the probation period, the performance appraisal scores are combined with the performance appraisal. If the appraisal is unqualified, the appraisal will be given a certain commendation reward.
2. The training of transferred employees shall continue to train the personnel of the human center in corporate culture, laws and regulations, labor discipline, safety production, team spirit, career choice concept, company development strategy, company image, project progress, etc., each item shall not be less than 8 One hour. At the same time, with the expansion of the company and the increase of internal employment channels, professional technical training will be conducted in a timely manner, and the training time shall not be less than 20 days.
3. The staff technical level training company plans to cultivate 150 new-level employees, 100 second-level employees, 80 third-level employees, and 20 fourth-level employees. The proportion of middle-level workers and above accounted for more than 70% of the technical staff; on the one hand, the popularization and expansion of the proportion, the focus of work is to train senior technical personnel, plans to train 10 middle-level management personnel, 20 junior management personnel. Form a relatively complete technical talent system. Grassroots units and branch companies should focus their work on basic work, focus on training middle-level workers and senior workers, and strive for more than 40% of the total skilled workers in intermediate-level workers and above, so that the quality of technical management personnel can be improved overall.
4. Accelerate the training of high-skilled personnel and the pace of professional skills appraisal.
This year, the company will select some main business types for rotation training, and organize relevant technicians in the city to organize intensive training and assessment in accordance with the conditions of technicians and senior technicians, and strive to add more than 30 technicians and senior technicians. Make its structure and total amount reasonable, and gradually meet the requirements of enterprise development. The vocational skills appraisal should enable the technical workers under the age of 35 to complete the initial appraisal and evidence collection on the basis of vocational skills training.
5. Strengthen the training of compound and high-level talents.
All departments and grassroots units must actively create conditions, encourage employees to self-study and participate in various types of organizational training, and achieve the unity of personal development and corporate training needs. To expand and improve the professional competence of managers to different management professions; to expand and improve the professional competence of professional and technical personnel to relevant professional and management fields; to enable construction workers to master more than two kinds of skills and become a multi-functional composite Talent and high-level talent.
6. Grasp the training of construction workers.
u Do a good job in safety technology forensics and re-certification training for special operators, and strictly enforce the regulations for holding certificates.
v The project management department under construction shall, in accordance with the requirements of the “three-in-one” management system standard, effectively and effectively carry out the training of key production processes and special process operators, as well as drills for construction environmental protection and occupational health and safety emergency plans. Ensure that human resources meet construction and production requirements.
w It is necessary to incorporate the training supervision of construction contracting engineering team personnel into the management vision, implement guidance and effective intervention, eliminate hidden dangers, and earnestly safeguard corporate reputation.
Develop professional skills competition to promote the growth of young talents. This year, the company will select 3-5 major occupations for skill competition, and select and train young outstanding high-skilled talents through professional competition.
Carry out academic education
1. The company training center should jointly run schools with some colleges and universities, and start technical classes for civil engineering, municipal engineering technology, electrical engineering and mechatronics. Through the National Adult Entrance Examination, employees of the company who meet the admission requirements will be trained in the program and receive academic qualifications.
2. Cooperate with some colleges and universities, hold correspondence courses for municipal construction engineering and electrical and mechanical engineering, and recommend excellent middle-level and above management personnel to study for master's degree in some colleges and universities. Improve the company's senior management's academic qualifications, business standards and decision-making capabilities to better serve the company.
3. Mobilize employees' self-study enthusiasm. Provide good services for employees' self-study exams, help employees to register, provide correspondence information; formulate or adjust the reward standards for existing in-service staff education; use the academic level as a condition for promotion and promotion of administrative and technical positions, and increase the motivation for employees to learn.
Fourth, measures and requirements Leaders should attach great importance to it. All grassroots units and business departments should actively participate in cooperation, formulate effective and effective training implementation plans, implement a combination of guiding and directive, and adhere to the overall development of employees. Establish a long-term concept and overall concept, and actively build a "big training pattern" to ensure that the training program starts at more than 90%, and the training rate for all employees is more than 35%.
The principles and forms of training. Organize training according to the hierarchical management and grading training principles of “who manages people and who trains”. The company focuses on management leadership, project managers, chief engineers, high-skilled talents and “four new” promotion training; all departments and grassroots units should closely cooperate with the training center to do a good job of training new employees and on-the-job employees and training for compound talents. In the form of training, it is necessary to combine the actual situation of the enterprise, adapt to local conditions, teach students in accordance with their aptitude, combine external training with internal training, combine base training and on-site training, and adopt flexible and diverse forms such as skill drills, technical competitions, and appraisal examinations; The methods of teaching, role-playing, case, seminar, and on-site observation should be combined with each other. Choose the best method and form to organize training.
Strengthen the construction and development of training infrastructure. First, strengthen the joint education of institutions of higher learning, set up training internship bases in nearby institutions, and give full play to their training resources and professional expertise, actively integrate and rationally develop, so that they can play a key role in the company's human resources training and development. Second, it is necessary to build its own training base and vocational school functions according to its own professional expertise. Choose a major or a subject, organize the preparation of training materials or handouts that suit the characteristics of the company; third, it is necessary to strengthen the construction of a team of full-time and part-time trainers, and implement paid services for resources.
Ensure the implementation of training funding. We must withdraw the funds for vocational education according to the current national regulations, that is, 1.5% of the total wages. The training department is in charge of use and supervision by the financial department. 0.5% of the companies are turned over and coordinated, and it is strictly forbidden to use the training funds for other purposes.
Ensure that the training results are true and effective. First, increase inspection guidance and improve the system. The company shall establish and improve its own staff training institutions and places, and conduct irregular inspections and guidance on all types of training at the training center; second, establish a system of commendation and notification. Significant and rewarding training, solid and effective units and training institutions give commendation and reward; the implementation of the training plan is not in place, the staff training work is lagging behind the unit to criticize; the third is to establish a feedback system for employee training, adhere to the assessment of the training process The situation and results are linked to the salary and bonus during my training. Achieve the improvement of employees' self-training awareness.
Strengthen the service awareness of the on-site training work of the grassroots units, give full play to the subjective initiative of the competent departments of the business, actively and in-depth on-site to solve the practical problems in the training, and put the annual training plan in place in a down-to-earth manner.
The training of the company's class and the training of employees shall be organized and implemented in strict accordance with the procedures and requirements of the Human Resources Management Measures. All the sponsoring departments should do the planning and teaching design before the start of the class. All units must do a good job of selecting and sending students to ensure the effectiveness of the training. Training is an effective way to help employees improve their survivability and competeability. It is an indispensable duty of the Human Resources Department to strive to improve the initiative of employees. We must consciously stand on the strategy of building a superior enterprise with sustainable competitiveness, and attach great importance to the learning and growth of employees. At the same time, if enterprises want to be in an invincible position in the fierce market competition, they must implement the establishment of a learning enterprise. Starting from accelerating the development of vocational education and training, we will improve the overall quality of the workforce's politics and technology, and build the core competitiveness of human resources, so as to improve the ability of employees to participate in the enterprise market competition.
Today, with the great development of enterprise reform, facing the opportunities and challenges given by the new era, only by maintaining the vitality and vitality of the staff education and training work can we create a strong ability, high technology, high quality and adapt to the market economy. The development of the workforce, to make better use of their ingenuity, make greater contributions to the development of the enterprise and the progress of society.
Human resources are the first element of enterprise development, but our company always feels that it is difficult for talent teams to keep up. Excellent employees are difficult to choose, difficult to use, difficult to use, and difficult to stay. Therefore, how to build the core competitiveness of enterprises, talent cultivation is the key, and the cultivation of talents comes from the continuous learning and training of employees, constantly improving their professional qualities and knowledge and skills, and creating a high-performance team, thus enabling From excellent to excellent, the company will always be the foundation!