2019 annual training program
Part 1: The company's 2019 annual training program
Vigorously carrying out employee training is an important modern enterprise management approach to continuously improve the professional quality of employees, improve the organizational performance of enterprises, create a good atmosphere for learning and promote the sustainable development of enterprises. Carrying out employee training is of great significance to business management, enterprise development, system establishment and improvement. According to the change of the operation and management mode of the group company in 20XX, this plan is specially formulated to meet the actual needs and development needs of the enterprise.
First, the guiding ideology
Taking the 20XX strategic guiding ideology and business guiding ideology of the group company as the norm, and taking the responsibility of each subsidiary and the group to strengthen the supervision and supervision of the giants, focusing on on-the-job training, job skills training and business concept training, With the core of quality and capacity building, we will gradually form a multi-level, sub-category, multi-form, pragmatic and dynamic training pattern that is in line with the development of the enterprise and conforms to the law of employee growth, and build a learning, practical and innovative type. The staff team provides direction for the backbone employees to build Futian career planning, and also provides manpower guarantee for the company's development strategy.
Second, the overall goal
Through training, solve different problems at different levels, enhance employee recognition and belonging to the company, improve the organizational and individual contingency, adaptability, and improve work performance and work ability.
1. General engineering level: solve problems such as lack of deep understanding of corporate culture, behavioral norms, strategic goals, and guiding ideology, professional accomplishment, work skills, and lack of learning awareness;
2. Marketing layer: solving problems such as service awareness, weak business ability, and insufficient market expansion capabilities;
3. Technology layer: solving problems such as insufficient technological innovation, weak technical awareness, and slow training of crafts and key personnel;
4. Management: Solve the problems of lack of communication and cooperation between departments and sub-subsidiaries, lack of planning and target management skills, inaccurate management role positioning, and weak execution.
5, management layer: solving strategic thinking is not clear, modern enterprise management philosophy lags behind, entrepreneurial passion declines, the central concept is weak and so on.
Third, the principle method
1. Reform training model. In addition to the training personnel determined by the Group and the Board of Directors, the training in 20XX is based on the self-organization of each subsidiary, and the content, method and time are self-determined; the group company checks the training funds, and the human resources department of the group is responsible for formulating the overall training plan and training. Process supervision and irregular tracking.
2. Implement the training points system. The group company evaluates and evaluates the training of each subsidiary by means of training points. The head of the unit is the first responsible person for training and learning. The managers at all levels have the responsibility of training subordinates. Through the daily work, the employees are trained in planning, so that the employees have the knowledge, skills, work attitude and problem-solving skills necessary for the work. .
3. Pay attention to the effectiveness of training. Combining theoretical knowledge learning, core competence training and research and solving practical problems, focusing on the key and difficult issues of enterprise system reform and development, focusing on improving employee abilities and capabilities, and formulating feasibility training in line with the company's actual situation. Plan, select training content, carefully organize and design, strengthen training process management, improve and improve its own training evaluation system, and ensure the quality and actual effect of training.
4. Combination of internal training and external training. Strengthen the training responsibilities of all levels of duties, strengthen the training of internal lecturers, rely on key employees to carry out training for front-line employees; strengthen the study of the era Guanghua training courses, formulate learning content according to the direction of capacity improvement at all levels; actively use the excellent teachers of the society, Experts and scholars are invited to enter the enterprise to teach, share training resources, and arrange different levels of expatriate learning to carry out high-level training. Each unit organizes its own training courses. For other courses, you can invite other brothers to work in relevant positions. People participate together.
5. Combination of training and self-study. Take concentrated training and self-study to walk on two legs, and carry out centralized training in different regions and at different levels. At the same time, pay attention to guiding and motivating employees to improve the awareness of active learning. The personnel management departments of each company should actively find ways to provide employees with the learning needs. Relevant professional books, newspapers and audio-visual materials, create self-study conditions for employees; carry out new activities with old people, promote new relationships between mentor and apprentice, and constantly improve the structure of talent echelon.
6. Combination of theory and practice. The training content should be selected around the practical operation of the work, actively carry out the guidance of practical operation, continuously improve the technology and process, improve the standard and quality of service; carry out reading and special case discussion activities, timely communicate information, understand industry dynamics, and achieve resource sharing, Improve the ability to analyze and solve problems and solve problems encountered in actual work.
Fourth, the implementation focus
1. On-the-job training
Objective: To enable new employees to understand the state of business management, to understand the enterprise management system and work requirements, to basically recognize the company's philosophy and value orientation, to basically grasp the standards and procedures of post operations, to familiarize themselves with the work environment and adapt to work positions as soon as possible.
Training content: company profile, corporate philosophy, function and use of corporate office system and website, quality management system and operation, employee manual and management system, job operation rules, company environment visit, new employee discussion.
Implementation requirements:
A. Each company organizes centralized training in a unified manner, and holds one issue every two months or with 10 new recruits;
B. Job-specific courses such as job responsibilities and job procedures are arranged by relevant departments;
C. The training will end the organization's written assessment, and the personnel department shall organize the professional assessment of each operation category;
D. Participation and passing the assessment is one of the conditions for the employee to turn positive.
2, job skills training
Objective: To enhance employees' understanding and understanding of institutional planning and business literacy requirements, to master work skills and skills, to improve work performance, and to ensure service standards and quality.
Training content: service concept and professionalism, professional knowledge and operational skills, work practices and procedures, culture and team building.
Implementation requirements:
A. Each subsidiary organizes its own arrangements, and the group's human resources and related functional departments provide guidance and supervision;
B. Each subsidiary shall prepare its own outline and training plan for the basic course;
C. Each subsidiary organizes at least one written assessment or actual operational assessment each year.
3. Business concept training
Objective: To cultivate and cultivate a management team with high political business, systematic management of modern management knowledge, strong management and management ability, innovative spirit and ability to adapt to market competition.
Course content: ideological style construction; work problem research and process transformation; management methods and art; communication skills and team building; conflict and contradiction solution training; business management, laws and regulations, finance, real estate management and other business knowledge.
Implementation requirements:
A. This training is the management personnel of each subsidiary, and the subsidiaries are organized and arranged in a unified manner;
B. Each subsidiary shall formulate annual training priorities and curriculum implementation plans;
C. Take the combination of self-study and expatriate learning. Each subsidiary organizes at least one learning seminar every year to achieve resource sharing and improve together.
4. Trainer training
Objective: To train a group of internal trainers who are loyal to the company, passionate, solid in basic knowledge, skilled in professional skills, innovative and dedicated, and willing to contribute to team building.
Training content: professional technical knowledge, current affairs political knowledge, economic and business management knowledge, team building knowledge, speech and eloquence, Futian culture construction, etiquette and professionalism, information collection and processing.
Implementation requirements:
A. The Group organizes the organization and takes two to three one-day trainings in a relatively concentrated time;
B. Invite group leaders with rich management knowledge and experience, and invite professional lecturers to give lectures and conduct targeted training;
C. Organize exchange activities and share information from time to time.
Five, training points
The evaluation of the training work shall be carried out by the point system. The human resources department of the group shall, based on the training records, assessment results and points registration reported by the subsidiaries, conduct telephone surveys, field visits and in-depth investigations to verify the training situation and fill in the employees in a timely manner. The Training Points Table is published quarterly.
1. Training points:
2. Training points method:
Internal training organized by the company or department: The basic score is 10 points/time.
A. If the test is conducted, the points will be awarded according to the score: when the score is X≥80, the basic score will be increased by 3 points; the score of 80 points ≥X≥60 points will be given to the basic points; if the score is X<60 points, the points will not be awarded.
B. Replace the test with a training summary, questionnaire, etc.: the basic points are completed, and the points are not completed.
C. For violations of training and examination discipline, the points will be deducted: if the class is absent, the basic points will not be awarded and 8 points/courses will be deducted; if the mobile phone is answered, late, early leave and midway, the class will be left for 30 minutes or more without permission. 5 points/class is deducted from the points; other classes and exam disciplinary actions deduct 3 points/class in the basic points.
D, leave the program:
1. Training organized by the group company: The training of the board of directors and the members of the management team shall be submitted to the chairman for approval. The deputy manager of the group shall be required to submit a written report to the incumbent leaders for approval; other personnel training shall be reported to the departments in writing. Approved by the person; all the fake articles shall be reported to the Human Resources Department of the Group for the record, and the points for the non-approval of the fake articles shall be deducted for any reason; if the approval is not attended, the board of directors, the members of the management team, the chairman of the labor union, If the main leaders of each subsidiary are not allowed by the chairman of the board of directors, other members who have no permission from the group to manage the human resources leadership shall not be able to deduct the training points requirements for the current year, and must complete the corresponding training points.
2. Training organized by each subsidiary: The training of the members of the management team shall be submitted to the general manager for approval in writing; the deputy manager-level or above personnel shall be required to report to the incumbent leaders for approval; the other personnel training leave shall be reported to the responsible person of each department for approval, and all the fake articles shall be reported. The relevant departments of human resources of each subsidiary shall file the records, and the points for the non-approval clauses shall be deducted for any reason. If the participants who have not participated in the training are approved, the members of the management team shall be allowed to do so. The deputy manager of the department is not allowed to be the main leader of the non-subsidiary company. Other members who have no sub-company in charge of the human resources leadership may not deduct the training points of the current year. The training points must be completed separately.
External training organized by the company:
A. If the expatriate training unit issues a qualification certificate, the points shall be 15 points/20 points/25 points respectively according to the primary/intermediate/high level of the qualification certificate; if the qualification certificate is not graded, the basic points will be given 15 points.
B. If the training unit does not issue a qualification certificate, it shall be given a training report or an action plan. The basic points of the training report or the action plan are submitted in time for 15 points; in the training report or action plan, the trainee who has a constructive plan for the company or department is directly assessed by the trainee, and can be added to the basic points. The bonus points are 5-8 points; the report or action plan writes 10-15 points for the basic points and the reward points for the company and the department, and the training plan and action plan are not submitted in time. The deduction points are 10 points.
Participate in external training and online training in your own name:
A. Training and learning related to job work, with qualifications, primary/intermediate/advanced bonus points of 10 points/15 points/20 points;
B. Through audio-visual, internet, book learning and job-related or close training, and timely submission of the experience of the experience, the department head will give the evaluation points, respectively, reward points 10-20 points.
3. Give the integral program:
Internal training: implementation of each company's training plan → examination or summary records are filed in the personnel management department → general manager gives preliminary points → group human resources department confirms the points according to the actual registration.
External training: fill out the outbound training application form → turn in the outbound training evaluation report, photocopy of the training certificate to each personnel management department → the general manager gives the initial points → the group human resources department confirms the points according to the actual registration.
Personal name training: Submit the original qualification certificate/acceptance experience to the personnel management department of each company → General manager gives preliminary points assessment → original certificate of qualification certificate / experience report group human resources department → group human resources department retention qualification certificate photocopy And check the points according to the actual registration.
4, training points rewards and punishments:
Point rewards:
The unit that achieves the goal of the year and the employees who meet the standard can be rewarded with the unit. The total number of rewards is less than 20 yuan, 600 yuan, the number of people in the 20-100 people is 1,000 yuan, and the number of people is more than 100 yuan.
Integral punishment:
For employees whose annual scores are not up to standard, 10% of the monthly salary of the 12th month is deducted as punishment, and no promotion, salary increase or participation in evaluation; And the general manager deducted 500 yuan in the monthly salary for the 12th month as a penalty.
6. Daily assessment
1. After the training, the trainees will issue the “Employee Training Opinion Survey Form” to understand the response and gains to the training. It mainly includes: the response to the design of the course content; the response to the content and quality of the textbook; the response to the training organization; whether the knowledge and skills learned in the training can be applied in future work, and the benefits.
2. Understand the mastery's knowledge of the knowledge and skills, and evaluate whether the trainees have mastered the knowledge and skills after training, and compare the test scores before and after the training, or require the trainees to submit a training experience within a certain period of time. effect.
3. Use methods such as inspection, assessment, and research to understand the application of knowledge and skills by trainees and the improvement of behavior and performance. The direct leadership examines the daily work, and the trainees give examples of the training results in the work to prove the content of the practical training; if the direct leadership assessment, if there is no practice, the trainees are required to propose improvement methods, continue to practice, and repeatedly apply to achieve the training effect.
4. The daily assessment of the training is organized by the human resources management departments of each company. The human resources department of the group randomly checks the records, whichever is the record.
Seven, the main measures
1. Strengthen the work of the training leading group. The training leading group is headed by the assistant to the president in charge of human resources, the head of the human resources department of the group, and the general manager of each subsidiary. The office is located in the human resources department of the group, responsible for the formulation, interpretation and evaluation of relevant programs, and the confirmation of rewards and punishments. Guarantee the overall training effect of the group.
2. Strengthen the construction of internal faculty. Actively encourage and train key employees to enroll in the relevant courses, and provide appropriate teaching subsidies to qualified internal lecturers from the total training funds; according to actual needs, send potential internal teachers to participate in external training and train excellent internal trainers.
3. Establish an archive of social teachers. The personnel management department should extensively search for and evaluate social teachers, and seek teachers with solid theoretical foundations, rich practical experience, and strong teaching ability, and establish corresponding archives to meet training needs.
4. Establish a training constraint mechanism. The time for participating in the training is included in the personnel assessment content; the training and personnel management system are combined, and the training assessment results are one of the objective criteria for personnel assessment, appointment, grading, and promotion.
5. Establish a management exchange platform. Managers above the middle level are required to write a management paper based on actual work each year, publish it on the internal office system, the group website and “Running to 500”, and encourage other managers to actively submit management papers. Develop a good atmosphere for discussing problems and researching problems among managers.
Part 2: 2019 Training Program
In order to improve the quality of employees and management personnel, improve the company's management standards, and ensure the company's sustainable development; according to the development goals of the head office 20XX, improve the overall staff quality, and train a group of professionals with professional skills and management knowledge as the goal , specially formulated this training plan.
First, the training category:
1. First-level training: Forward-looking education and training of the company's major policies, development strategies, employee mentality, management skills, new technologies, new knowledge, team building. The training targets are middle-level managers and all managers. The organization department is the Human Resources Department.
2, secondary training: management personnel of each department and the training of each team leader, the main content is the internal management of the enterprise, corporate culture and education, communication and communication skills, the rules and regulations of the unit and the operational rules of safety production and fire protection; Man-made department head, workshop director.
3. Three-level training: Each workshop team is responsible for the training of all employees under the jurisdiction. The main contents are job responsibilities, operating procedures, safety operation procedures, fire protection knowledge and operation procedures, job workflow and process skill expertise, and work instructions. Etc., the person in charge is the person in charge of each workshop team. Use the daily pre-class meeting and the after-class meeting to repeatedly study the process and safety procedures of the duties of this position.
4. Training of professional business skills knowledge of various departments, the main content is four aspects: one is the training of process technology knowledge, the other is the training of mechanical equipment maintenance and maintenance knowledge, the third is the training of production management knowledge, fire protection knowledge and operation drill Training.
5. Pre-employment training for new employees: New employees who recruit more than 10 people are organized by the company's human resources department. The main contents are company profile, development history, strategic objectives, company culture, product introduction, general rules and regulations, and general safety production. The operating rules of fire protection knowledge, the new employees will be trained in the post duties and operating procedures after the workshop. The actual training in the workshop in the first month shall not be less than 6 hours, so that each employee can clearly define the scope of work of the post after he arrives at the post. The post should know, should meet, what should be done, what can not be done; what standards do the work of this post, clear the operating procedures and safe operating procedures of this post. New employees must have a written examination after two months of employment, and the test scores will be included in the assessment of the probationary period. For the new staff, the human resources department of the new employees who are usually recruited to work will be concentrated once a month for pre-job training.
6. The training of professional knowledge of each department is organized by the department head, and according to the actual content requirements, combined with the professional problems appearing in the actual operation of the work, the company's comprehensive department is contacted to make training plans or internal training or external teachers to relevant departments of the department. Knowledge is systematically trained to discuss and communicate, how to teach subordinates how to do a good job, improve their professional skills, and various forms of training. The purpose is to improve personnel quality, work quality, and product quality.
Second, the assessment and evaluation of training
The effective operation of the training program must be organized and guaranteed, and must be determined in the form of a system, and the training results should be tracked. Establish management personnel training files, and include management personnel in training and training assignments into the file management and annual assessment. The assessment is two aspects, one is the assessment of the training organizer, the second is the evaluation and assessment of the employees after the training; to ensure that the training work is in place. Make the training work truly become the basic work of the company, the training really plays a role, effectively improve the quality of management personnel and employees, and enable it to be carried out scientifically, solidly and effectively, and change the staff to train me for training. To shape the learning enterprise to adapt to the rapid development of the company, while reflecting the value of all levels of the company and individuals.
Third, training requirements
Each department of the company draws up the annual training needs and plans of the department. The annual work plan for the training is reported to the General Department before January 20; the organizer, responsible person, training time, training theme and content of the training plan should be clearly defined in the training plan. Training forms, trainees, training lectures, training must have records, training results should be evaluated and tracked; training forms can be varied and strictly implemented according to training plans; Human Resources Department conducts inspection guidance at least once a month.
Fourth, the form of training
The training will use internal training and external lecturers to go out and invite in. The company's internal training is based on the relevant management personnel and professional and technical personnel of the company. The external lecturer is determined by the company's comprehensive department and external training institutions according to the training content requirements, such as the municipal training center and the ** education group.
Part 3: 2019 Safety Training Program
Safety production is an eternal topic of enterprise production. It is the key to raising awareness of safety work, paying close attention to the implementation of safety work, whether safety work can be truly grasped and implemented, and strengthening safety education to improve the safety awareness of all employees. In order to fully implement the safety work policy of “safety first, prevention first, full staff, comprehensive management”, this year we have strengthened the safety education and training for employees. Through the continuous deepening and popularization of safety education and training, the safety awareness and safety skills of all employees will be greatly improved, and the consciousness of all employees to improve safety production will be enhanced to fundamentally ensure the safe operation of enterprises.
In 20XX, we continued to innovate and enrich the methods and contents of safety evaluation, and established a scientific evaluation mechanism for all employees, all-round and whole process. There were dozens of training courses and thousands of training personnel. Basic management, job site, system operation, safety culture construction, education and training, innovation management, hazard identification, double confirmation, etc. as the content of safety evaluation, predicting pre-control, improving the systemicity and effectiveness of safety evaluation, enabling enterprises The level of self-participation of employees and the level of safety management have been significantly improved.
In 20XX, we will pay more attention to the quality of training, and strengthen the training and management of safety management knowledge, safety operation procedures, safety operation skills and special operation operations of the responsible persons, safety management personnel, employees and special operations personnel of all units. Efforts to improve the safety of all types of personnel. We will carry out a series of trainings such as security management personnel forensics, professional skills appraisal for special operators, popularization of laws and regulations, safety knowledge learning, and safety skills education. Through the organization of expert technicians on-site lectures, knowledge contests, simulation exercises, etc., it has opened up channels for students to learn knowledge and long skills. Through deepening the safety evaluation of all employees and carrying out various forms of training, the leaders' awareness of safety responsibility, the safety management level of professionals, and the safety culture of operators are improved.
Training outline:
★ Vocational qualification exam training:
registered Safety engineer:
●Safe production laws and regulations:
Basic knowledge of safety production law; safety production law; safety production single-line law; safety production related laws; safety production administrative regulations; safety production department regulations; safety production standards; safety production regulations identification and application.
●Safe production management knowledge:
Safety production supervision and supervision; safety evaluation; identification and monitoring of major hazard sources; accident warning mechanism; accident emergency rescue; occupational hazards and occupational disease management; occupational health and safety management system; production safety accident report and investigation and treatment;
●Safe production technology:
Mechanical and electrical safety technology; fire and explosion protection safety technology; special equipment safety technology; safety ergonomics; occupational hazard control technology; transportation safety technology; mine safety technology; construction engineering construction safety technology;
● Case analysis of safety production accidents:
Basic knowledge of accident prevention in safety production; law enforcement basis for investigation of safety production accidents; analysis of causes of safety production accident investigation; handling and rectification measures of safety production accidents.
Environmental Impact Evaluator:
●Environmental impact assessment related laws and regulations:
Introduction; planned environmental impact assessment; construction project environmental impact assessment; construction project environmental impact assessment; construction project environmental impact assessment qualification management; construction project completion environmental protection acceptance; other environmental laws and regulations; environmental policy and industrial policy.
● Technical guidance and standards for environmental impact assessment:
Environmental standards system; atmosphere; surface water; sound; solid;
●Technical methods for environmental impact assessment:
Engineering analysis of polluting projects; screening of environmental impact identification and evaluation factors; survey of natural environment and social environment; total amount control; analysis of environmental impact economic profit and loss.
● Environmental impact assessment case analysis:
Environmental impact assessment of pollution-affected construction projects; environmental impact assessment of ecologically-impacting construction projects; planning environmental impact assessment; acceptance monitoring; acceptance survey.
level-one constructor:
Electromechanical installation engineering; highway engineering; water conservancy and hydropower engineering; communication and radio and television engineering; decoration and decoration engineering; housing construction engineering; mining engineering; municipal public works; construction project management; construction engineering economy; construction engineering regulations and related knowledge; Petrochemical engineering.
level two architect:
Building construction engineering; electric power engineering; highway engineering; municipal public works; decoration and decoration engineering; water conservancy and hydropower engineering; construction engineering construction management; construction engineering regulations and related knowledge.
★ Comprehensive quality training:
☆ Leadership:
Corporate Leadership Training:
Leadership and leadership; how to strengthen corporate execution; managerial role; target management; on-site management.
Enterprise middle and high level management executive training:
New professionalism and performance thinking; positive mindset and opportunity space; efficient execution of psychological temperament; from individual execution to team execution; constructive handling of contradictions; double speed development creativity.
"Enterprise Refinement Management" seminar:
Chinese enterprises need refined management; establish a refined management enterprise system operation platform; and enhance the essential elements of refined management of employees.
Overview of modern management theory:
What is management; three milestones in management; the effectiveness and success of managers; from management to leadership; the foundation of organizational design; strategy and decision making.
Modern enterprise standardized human resource management practice training:
The overall thinking of modern enterprise standardization human resource management; talent recruitment strategy and evaluation method; enterprise standardized human resource management mode; enterprise salary design; enterprise employee performance evaluation program design; employee training and skill development strategy; human resource management in the era of change.
Job performance assessment technology:
Performance management overview; performance appraisal methods; goal management; performance coaching; performance appraisal hot issues.
21st Century Leadership:
Proactive; self-directed cultivation; self-management cultivation; interpersonal leadership cultivation; two-way communication practice; creative cooperation cultivation; constantly updated practice.
☆ Team leader, security administrator:
Team safety management training:
Workers' safety and health rights and obligations; team safety management basic work; team safety construction; job site safety management; HSE operation practice.
Team leader safety knowledge training:
Laws and regulations on safety production; accident prevention theory and safety management measures; team safety construction; team HSE operation practice; oil field construction enterprise team safety knowledge; road transportation safety management.
Safety officer safety knowledge training:
Risk hazard analysis; job site safety management; accident emergency management and on-site first aid knowledge; accident prevention theory and safety management measures; accident investigation and treatment.
Safety Management and Economic Contract Law Training:
Enterprise safety culture; safety production regulations; enterprise modern safety management; economic contract law.
☆ Staff safety and health:
Safety knowledge training:
Modern safety management knowledge and safety production "five elements"; job site safety management; hazard identification, risk assessment and control technology; accident emergency management; advanced safety management.
Safety psychology and safety behavior:
Accident cause theory and accident prevention and control; mental state in labor; mental state and safe behavior; personality psychology and safe behavior.
"Safety Psychology" seminar:
Psychological state and safety behavior; personality psychology and safety behavior; psychological state in labor; from the perspective of safety psychology, the construction of corporate safety culture.
Management and Technology of Occupational Health and Occupational Disease Hazard Control:
Occupational health management regulations and standards; occupational hazards in the petroleum and petrochemical industry; occupational hazards and protection; occupational hazard monitoring in the workplace; occupational health surveillance; occupational health files, construction project occupational health management, occupational health education; occupational acute poisoning Prevention and accident handling; examples of occupational hazard poisoning accidents.
Special lecture on "Occupational Disease Prevention and Control Law":
Early prevention of occupational hazards; protection and management during labor; diagnosis and identification of occupational diseases; treatment of patients with occupational diseases; supervision and inspection of occupational disease prevention and control; management of occupational health technical service institutions.
OHSMS Occupational Health and Safety Management System:
Background knowledge of occupational health and safety management system; standard elements and audit of occupational health and safety management system; laws and regulations of occupational health and safety management system; procedures and methods for auditing occupational health and safety management system.
☆ Other training:
"Sunshine Mentality" special training:
Sunshine mentality leads to happiness and success in life; how to cultivate one's own sunshine mentality; sunshine mentality and dedication.
Safety accident emergency management training:
Risk hazard analysis; safety management knowledge; accident emergency management; accident prevention theory and safety management measures; accident investigation and treatment.
"Innovative Thinking" special training:
Thinking and innovative thinking; the ability to classify innovative thinking; innovative thinking for corporate combat.
Project management:
Introduction to project management; project initiation process; project planning; project execution control and closure.
Risk management:
Technical theory of precursor management; in-depth study and summary of early warning methods; analysis of basic parameters of enterprise safety management and accident prevention; preliminary determination of early warning indicators for major accidents; implementation of three improvement measures; establishment of risk management library.
System security engineering:
Brief history and concept of system safety engineering; hazard identification; pre-hazard analysis; failure mode and image analysis; hazard and operability study; accident tree analysis; applicability description of accident tree analysis; causal analysis; other hazard analysis methods; Accident risk assessment method; system safety engineering simulation practice.
Habitual violation training:
The main psychology of habitual violations; the objective reasons of habitual violations; the manifestations of habitual violations; the basic characteristics of habitual violations; the causes of habitual violations; the old accounts and prevention of habitual violations; the countermeasures to eradicate habitual violations .
Service Business Capability Training:
The waiter's professionalism; the pressure is the driving force; the quality service; the customer's emotional communication skills training; the customer's consultation complaints psychological analysis; the customer complaints handling skills; the service personnel affinity training.
Urban public safety emergency and management:
Urban public safety system; events, accidents and disasters involved in urban public safety; accident and disaster prevention; accident and disaster warning; emergency rescue and disposal of accidents and disasters; urban public safety evaluation.
★Enterprise special training:
☆Electricity:
Power enterprise safety culture construction training:
Overview of power enterprise safety culture; power enterprise safety spirit culture; power enterprise safety behavior culture; power enterprise safety material culture; power enterprise safety culture construction.
"Power System Safety Production Management and Practice" Seminar:
Safety production regulations at home and abroad; Safety evaluation of power grid system; Safety production guarantee of power grid system; Risk analysis and pre-control of power grid system; Safety system analysis method of power grid system; Emergency handling plan for production safety accident of power grid system; Occupational safety and health Management system.
Human factors analysis and prevention training for production accidents in the power industry:
Overview of modern power industry; power production accidents; human error and accidents; human error in power engineering design and manufacturing; human error in power construction and installation; human error in power system operation; Human error; human error analysis theory and method; power production accident analysis.
Special lectures on "four major systems" and "three channels" for power companies:
Organizational security system; institutional security system; assessment and evaluation system; dynamic incentive system; “three channels” for power companies.
Special lecture on "Responsibilities of Power System Security Inspectors":
Safety production regulations; production safety accident report and investigation and handling regulations; State Grid Corporation power production accident investigation procedures; power grid safety supervision and management; risk management; emergency management; <safety regulations> should pay attention to the implementation.
Electrical safety technology:
Electrical safety elements; electric shock accident prevention technology; common system protection; electrostatic hazard; lightning hazard.
Substation maintenance safety:
The cause of unsafe maintenance work; how to achieve safe production.
High-voltage circuit breaker maintenance safety technology:
Power outage safety measures; maintenance safety precautions; maintenance standardization work examples.
Human error analysis in power equipment overhaul:
Equipment management overview; analysis of maintenance personnel behavior characteristics; habitual violations and preventive countermeasures; human error in equipment maintenance; mistakes in fault diagnosis; errors caused by poor maintenance equipment.
☆Petroleum, chemical industry, hazardous chemicals
"Petroleum chemical equipment overhaul safety" seminar:
Petrochemical plant safety overhaul; machine pump equipment overhaul safety; tubular heating furnace overhaul safety; heat exchanger overhaul safety; pressure vessel overhaul safety normal pressure and low pressure storage tank; industrial boiler and auxiliary equipment; process pipeline maintenance safety; hoisting engineering overhaul Safety; accident prevention and emergency plans.
Oil industry accidents and maritime safety management:
Accident management; emergency response handling; safety management of offshore oil operations.
Oilfield team safety management training:
Occupational safety and health regulations; workers' safety and health rights and obligations; team safety management basic work; team safety construction; job site safety management; occupational safety and health basic knowledge.
Seminar on "Safe Operation and Management of Hydrogen Production Units in Refineries":
Basic knowledge of hydrogen production equipment; analysis of influencing factors of safe operation of hydrogen production equipment; response measures and safety management of safe operation; accident case analysis and emergency treatment plan.
Seminar on “Petrochemical Enterprise Safety Knowledge and Accident Case Analysis”:
Major hazard identification knowledge; accident cause theory and accident prevention and control; petrochemical HSE risk management; emergency plan; accident investigation and treatment; petrochemical typical accident case analysis.
“石油化工安全管理與務實”專題講座：
相關法律法規及管理辦法；事故致因理論及事故預防與控製；重大危險源辨識及危險危害因素分析；石油化工HSE風險管理；化工裝備事故分析與預防；職業衛生與職業病危害控製；石油化工典型事故案例分析。
化工裝備事故分析與預防：
化工裝備事故的機理；化工裝備事故的統計分析；典型重大事故案例剖析；化工裝備的維護管理。
煉油廠安全技術與管理：
安全管理基礎；防火防爆；設備與機械安全；鍋爐安全技術；電氣安全；危險化學品安全；生產裝置的安全運行；檢修施工作業安全；儲運安全；化驗分析安全；消防安全；氣防管理；防災抗災；危害識別與風險評價。
煉油廠常減壓安全運行與管理：
常減壓蒸餾裝置基礎知識；常減壓裝置安全運行影響因素分析；安全運行的應對措施及管理；常減壓蒸餾裝置安全管理探討；事故案例分析與預防。
煉油廠催化重整裝置安全運行與管理：
催化重整裝置基礎知識；催化重整裝置安全運行影響因素分析；安全運行的應對措施及管理；事故案例分析及應急處理預案。
硫化氫安全防護培訓課程：
硫化氫的基本知識；硫化氫的腐蝕與防護；硫化氫檢測；人身安全防護；硫化氫中毒後的現場急救；硫化氫應急管理知識；含硫油氣田硫化氫防護系列標準。
燃氣集團安全知識培訓：
安全生產法；安全生產許可證條例；安全管理基礎知識；班組安全建設；防火防爆安全技術；壓力容器安全技術；重大危險源辯識及危害後果分析；燃氣行業重大事故應急救援預案。
油庫加油站安全培訓：
安全生產法律法規與責任；事故致因理論及事故預防措施；企業安全管理；油庫加油站安全技術及各類事故分析與預防；事故應急管理及事故調查處理；先進安全管理借鏡。
油氣長輸通路安全技術與管理：
企業安全管理及事故調查與處理；油氣通路事故分析；油氣通路安全的危險因素；油氣通路的腐蝕與防腐；輸油通路運行的安全；輸氣通路運行的安全；勞動安全衛生對策措施；油氣通路的風險評價與風險管理；油氣通路的完整性管理；油氣通路事故應急預案。
“危化品運輸安全管理”專題講座：
危化物分類、分項、品名及編號；常見危險貨物事故預防及應急措施和預案；常用危化物特徵和急救措施；駕駛人員安全知識；押運人員安全知識；裝卸管理人員。
危險化學品相關培訓：
危險化學品法律、法規及有關國際公約與法律責任；《危險化學品從業單位安全標準化規範》；危險化學品生產儲存過程危險分析與評價；《危險化學品生產企業安全評價導則》；危險品公路運輸風險評價方法；危險化學品生產單位主要安全管理製度。
石化企業化工設計規範培訓：
石化設計規範和典型建設項目；石化企業設計防火規範；危險品項目安全許可8號令；勞動安全衛生；石化企業防火防爆案例。
☆建築：
“建築施工HSE風險管理”專題講座：
基建工程項目HSE風險的識別和評價；風險削減措施；應急反應計畫；基建作業HSE “兩書一表”的編製。
“建築施工常見事故與防範對策”專題講座：
高處墜落事故分析；物體打擊事故分析；觸電傷害事故分析；機械傷害事故分析；坍塌倒塌事故分析；安全施工管理製度；安全施工的組織管理與技術措施；先進企業事故防範經驗借鏡。
“施工企業員工安全培訓”專題講座：
員工在安全生產過程中的權利、義和法律責任；員工在工作環境中存在的主要危險因素；公司與安全生產相關的規章製度；公司與安全生產相關的規章製度；施工現場各項安全防護措施；公司應急救援預案。
建築安全知識培訓：
分析當前國內外建築安全生產情勢並明確建築安全監控的重點；建築施工安全專業知識；建築施工安全技術；典型安全事故案例分析。
建築工程安全管理培訓：
《建設工程安全生產管理條例》產生的背景和建設單位的安全責任；勘察、設計、工程監理及其他有關單位的安全責任；施工單位的安全責任；政府主管部門對建設工程安全生產的監督管理；建設工程生產安全事故的應急救援和調查處理；建設工程生產安全的法律責任和普法要求；建築施工安全事故發生的內在規律性；建築施工安全保證體系；建築施工安全的技術和措施保證；實現對建築施工安全工作的科學管理。
☆煤礦、非煤礦山：
“礦山安全培訓”專題講座：
礦山安全生產法規及安全生產監管；礦山企業安全管理；現代安全管理方法；礦山地質安全；露天礦山開採安全技術；地下礦山開採安全技術；礦井通風安全；礦山爆破安全技術；礦山機電安全技術；尾礦庫安全技術。
煤礦及非礦山企業培訓：
危險源辨識與監控；重大事故應急救援預案編製與演練；煤礦現代安全管理；煤礦安全生產知識。
“煤礦井下事故緊急處理”：
災難性事故處理；設備故障處理；突發事件處理及腦外傷緊急處置；傷人事故處理；現場醫療救治演練。
煤礦井下作業安全培訓：
井下作業環境與事故；井下傷人事故；急救必備物品；井下突發事件註意事項；井下機械設備操作註意事項；井下設備運轉註意事項；井下機車操作註意事項；巷道維護。
最新煤礦生產施工現場技術操作標準規程：
選煤工操作技術；巷道掘進工操作技術；採煤工操作技術；窄軌運輸工操作技術；機電工操作技術；通風安全工操作技術。
金屬非金屬礦山安全生產管理人員培訓：
金屬非金屬礦山安全生產概況；礦山安全技術理論；礦山事故的應急預案與應急處理；礦山職業危害及其預防，職業病管理；礦山實際安全管理技能。
☆冶金：
“冶金企業安全生產隱患排查治理”專題講座：
冶金企業安全生產與事故特點；冶金企業事故隱患治理的有關規章與製度；冶金企業安全檢查；冶金企業重大危險源辨識與防範措施；冶金企業應急救援預案；冶金企業典型事故案例分析。
“冶金行業內部培訓”專題講座：
國內外有色冶金行業的現狀及發展方向；有色金屬基礎知識與生產技術理論基礎；有色冶金火法技術原理、濕法技術原理和電化學技術原理；有色金屬冶煉技術主要生產流程、工藝設備和經濟技術指標；有色冶金過程中的工業生態和環境問題及技術對策。
冶金行業管理人員/生產技術人員與安全監察人員培訓：
有色冶金行業基礎知識強化；安全生產法及相關法律法規；冶金企業安全文化和現代安全管理；事故致因理論及事故預防與控製；事故應急管理；安全生產事故案例分析。
☆消防安全：
防火防爆技術：
防火安全基礎知識；點火源及其控製；建築的防火安全；消防設施；建築滅火器配置；初起火災的撲救與人員疏散逃生；爆炸及其分類；化學性爆炸的物質；爆炸極限；粉塵爆炸；民用爆破器材、煙花爆竹的安全。
消防器材與消防設施：
Vigorously carrying out employee training is an important modern enterprise management approach to continuously improve the professional quality of employees, improve the organizational performance of enterprises, create a good atmosphere for learning and promote the sustainable development of enterprises. Carrying out employee training is of great significance to business management, enterprise development, system establishment and improvement. According to the change of the operation and management mode of the group company in 20XX, this plan is specially formulated to meet the actual needs and development needs of the enterprise.
First, the guiding ideology
Taking the 20XX strategic guiding ideology and business guiding ideology of the group company as the norm, and taking the responsibility of each subsidiary and the group to strengthen the supervision and supervision of the giants, focusing on on-the-job training, job skills training and business concept training, With the core of quality and capacity building, we will gradually form a multi-level, sub-category, multi-form, pragmatic and dynamic training pattern that is in line with the development of the enterprise and conforms to the law of employee growth, and build a learning, practical and innovative type. The staff team provides direction for the backbone employees to build Futian career planning, and also provides manpower guarantee for the company's development strategy.
Second, the overall goal
Through training, solve different problems at different levels, enhance employee recognition and belonging to the company, improve the organizational and individual contingency, adaptability, and improve work performance and work ability.
1. General engineering level: solve problems such as lack of deep understanding of corporate culture, behavioral norms, strategic goals, and guiding ideology, professional accomplishment, work skills, and lack of learning awareness;
2. Marketing layer: solving problems such as service awareness, weak business ability, and insufficient market expansion capabilities;
3. Technology layer: solving problems such as insufficient technological innovation, weak technical awareness, and slow training of crafts and key personnel;
4. Management: Solve the problems of lack of communication and cooperation between departments and sub-subsidiaries, lack of planning and target management skills, inaccurate management role positioning, and weak execution.
5, management layer: solving strategic thinking is not clear, modern enterprise management philosophy lags behind, entrepreneurial passion declines, the central concept is weak and so on.
Third, the principle method
1. Reform training model. In addition to the training personnel determined by the Group and the Board of Directors, the training in 20XX is based on the self-organization of each subsidiary, and the content, method and time are self-determined; the group company checks the training funds, and the human resources department of the group is responsible for formulating the overall training plan and training. Process supervision and irregular tracking.
2. Implement the training points system. The group company evaluates and evaluates the training of each subsidiary by means of training points. The head of the unit is the first responsible person for training and learning. The managers at all levels have the responsibility of training subordinates. Through the daily work, the employees are trained in planning, so that the employees have the knowledge, skills, work attitude and problem-solving skills necessary for the work. .
3. Pay attention to the effectiveness of training. Combining theoretical knowledge learning, core competence training and research and solving practical problems, focusing on the key and difficult issues of enterprise system reform and development, focusing on improving employee abilities and capabilities, and formulating feasibility training in line with the company's actual situation. Plan, select training content, carefully organize and design, strengthen training process management, improve and improve its own training evaluation system, and ensure the quality and actual effect of training.
4. Combination of internal training and external training. Strengthen the training responsibilities of all levels of duties, strengthen the training of internal lecturers, rely on key employees to carry out training for front-line employees; strengthen the study of the era Guanghua training courses, formulate learning content according to the direction of capacity improvement at all levels; actively use the excellent teachers of the society, Experts and scholars are invited to enter the enterprise to teach, share training resources, and arrange different levels of expatriate learning to carry out high-level training. Each unit organizes its own training courses. For other courses, you can invite other brothers to work in relevant positions. People participate together.
5. Combination of training and self-study. Take concentrated training and self-study to walk on two legs, and carry out centralized training in different regions and at different levels. At the same time, pay attention to guiding and motivating employees to improve the awareness of active learning. The personnel management departments of each company should actively find ways to provide employees with the learning needs. Relevant professional books, newspapers and audio-visual materials, create self-study conditions for employees; carry out new activities with old people, promote new relationships between mentor and apprentice, and constantly improve the structure of talent echelon.
6. Combination of theory and practice. The training content should be selected around the practical operation of the work, actively carry out the guidance of practical operation, continuously improve the technology and process, improve the standard and quality of service; carry out reading and special case discussion activities, timely communicate information, understand industry dynamics, and achieve resource sharing, Improve the ability to analyze and solve problems and solve problems encountered in actual work.
Fourth, the implementation focus
1. On-the-job training
Objective: To enable new employees to understand the state of business management, to understand the enterprise management system and work requirements, to basically recognize the company's philosophy and value orientation, to basically grasp the standards and procedures of post operations, to familiarize themselves with the work environment and adapt to work positions as soon as possible.
Training content: company profile, corporate philosophy, function and use of corporate office system and website, quality management system and operation, employee manual and management system, job operation rules, company environment visit, new employee discussion.
Implementation requirements:
A. Each company organizes centralized training in a unified manner, and holds one issue every two months or with 10 new recruits;
B. Job-specific courses such as job responsibilities and job procedures are arranged by relevant departments;
C. The training will end the organization's written assessment, and the personnel department shall organize the professional assessment of each operation category;
D. Participation and passing the assessment is one of the conditions for the employee to turn positive.
2, job skills training
Objective: To enhance employees' understanding and understanding of institutional planning and business literacy requirements, to master work skills and skills, to improve work performance, and to ensure service standards and quality.
Training content: service concept and professionalism, professional knowledge and operational skills, work practices and procedures, culture and team building.
Implementation requirements:
A. Each subsidiary organizes its own arrangements, and the group's human resources and related functional departments provide guidance and supervision;
B. Each subsidiary shall prepare its own outline and training plan for the basic course;
C. Each subsidiary organizes at least one written assessment or actual operational assessment each year.
3. Business concept training
Objective: To cultivate and cultivate a management team with high political business, systematic management of modern management knowledge, strong management and management ability, innovative spirit and ability to adapt to market competition.
Course content: ideological style construction; work problem research and process transformation; management methods and art; communication skills and team building; conflict and contradiction solution training; business management, laws and regulations, finance, real estate management and other business knowledge.
Implementation requirements:
A. This training is the management personnel of each subsidiary, and the subsidiaries are organized and arranged in a unified manner;
B. Each subsidiary shall formulate annual training priorities and curriculum implementation plans;
C. Take the combination of self-study and expatriate learning. Each subsidiary organizes at least one learning seminar every year to achieve resource sharing and improve together.
4. Trainer training
Objective: To train a group of internal trainers who are loyal to the company, passionate, solid in basic knowledge, skilled in professional skills, innovative and dedicated, and willing to contribute to team building.
Training content: professional technical knowledge, current affairs political knowledge, economic and business management knowledge, team building knowledge, speech and eloquence, Futian culture construction, etiquette and professionalism, information collection and processing.
Implementation requirements:
A. The Group organizes the organization and takes two to three one-day trainings in a relatively concentrated time;
B. Invite group leaders with rich management knowledge and experience, and invite professional lecturers to give lectures and conduct targeted training;
C. Organize exchange activities and share information from time to time.
Five, training points
The evaluation of the training work shall be carried out by the point system. The human resources department of the group shall, based on the training records, assessment results and points registration reported by the subsidiaries, conduct telephone surveys, field visits and in-depth investigations to verify the training situation and fill in the employees in a timely manner. The Training Points Table is published quarterly.
1. Training points:
2. Training points method:
Internal training organized by the company or department: The basic score is 10 points/time.
A. If the test is conducted, the points will be awarded according to the score: when the score is X≥80, the basic score will be increased by 3 points; the score of 80 points ≥X≥60 points will be given to the basic points; if the score is X<60 points, the points will not be awarded.
B. Replace the test with a training summary, questionnaire, etc.: the basic points are completed, and the points are not completed.
C. For violations of training and examination discipline, the points will be deducted: if the class is absent, the basic points will not be awarded and 8 points/courses will be deducted; if the mobile phone is answered, late, early leave and midway, the class will be left for 30 minutes or more without permission. 5 points/class is deducted from the points; other classes and exam disciplinary actions deduct 3 points/class in the basic points.
D, leave the program:
1. Training organized by the group company: The training of the board of directors and the members of the management team shall be submitted to the chairman for approval. The deputy manager of the group shall be required to submit a written report to the incumbent leaders for approval; other personnel training shall be reported to the departments in writing. Approved by the person; all the fake articles shall be reported to the Human Resources Department of the Group for the record, and the points for the non-approval of the fake articles shall be deducted for any reason; if the approval is not attended, the board of directors, the members of the management team, the chairman of the labor union, If the main leaders of each subsidiary are not allowed by the chairman of the board of directors, other members who have no permission from the group to manage the human resources leadership shall not be able to deduct the training points requirements for the current year, and must complete the corresponding training points.
2. Training organized by each subsidiary: The training of the members of the management team shall be submitted to the general manager for approval in writing; the deputy manager-level or above personnel shall be required to report to the incumbent leaders for approval; the other personnel training leave shall be reported to the responsible person of each department for approval, and all the fake articles shall be reported. The relevant departments of human resources of each subsidiary shall file the records, and the points for the non-approval clauses shall be deducted for any reason. If the participants who have not participated in the training are approved, the members of the management team shall be allowed to do so. The deputy manager of the department is not allowed to be the main leader of the non-subsidiary company. Other members who have no sub-company in charge of the human resources leadership may not deduct the training points of the current year. The training points must be completed separately.
External training organized by the company:
A. If the expatriate training unit issues a qualification certificate, the points shall be 15 points/20 points/25 points respectively according to the primary/intermediate/high level of the qualification certificate; if the qualification certificate is not graded, the basic points will be given 15 points.
B. If the training unit does not issue a qualification certificate, it shall be given a training report or an action plan. The basic points of the training report or the action plan are submitted in time for 15 points; in the training report or action plan, the trainee who has a constructive plan for the company or department is directly assessed by the trainee, and can be added to the basic points. The bonus points are 5-8 points; the report or action plan writes 10-15 points for the basic points and the reward points for the company and the department, and the training plan and action plan are not submitted in time. The deduction points are 10 points.
Participate in external training and online training in your own name:
A. Training and learning related to job work, with qualifications, primary/intermediate/advanced bonus points of 10 points/15 points/20 points;
B. Through audio-visual, internet, book learning and job-related or close training, and timely submission of the experience of the experience, the department head will give the evaluation points, respectively, reward points 10-20 points.
3. Give the integral program:
Internal training: implementation of each company's training plan → examination or summary records are filed in the personnel management department → general manager gives preliminary points → group human resources department confirms the points according to the actual registration.
External training: fill out the outbound training application form → turn in the outbound training evaluation report, photocopy of the training certificate to each personnel management department → the general manager gives the initial points → the group human resources department confirms the points according to the actual registration.
Personal name training: Submit the original qualification certificate/acceptance experience to the personnel management department of each company → General manager gives preliminary points assessment → original certificate of qualification certificate / experience report group human resources department → group human resources department retention qualification certificate photocopy And check the points according to the actual registration.
4, training points rewards and punishments:
Point rewards:
The unit that achieves the goal of the year and the employees who meet the standard can be rewarded with the unit. The total number of rewards is less than 20 yuan, 600 yuan, the number of people in the 20-100 people is 1,000 yuan, and the number of people is more than 100 yuan.
Integral punishment:
For employees whose annual scores are not up to standard, 10% of the monthly salary of the 12th month is deducted as punishment, and no promotion, salary increase or participation in evaluation; And the general manager deducted 500 yuan in the monthly salary for the 12th month as a penalty.
6. Daily assessment
1. After the training, the trainees will issue the “Employee Training Opinion Survey Form” to understand the response and gains to the training. It mainly includes: the response to the design of the course content; the response to the content and quality of the textbook; the response to the training organization; whether the knowledge and skills learned in the training can be applied in future work, and the benefits.
2. Understand the mastery's knowledge of the knowledge and skills, and evaluate whether the trainees have mastered the knowledge and skills after training, and compare the test scores before and after the training, or require the trainees to submit a training experience within a certain period of time. effect.
3. Use methods such as inspection, assessment, and research to understand the application of knowledge and skills by trainees and the improvement of behavior and performance. The direct leadership examines the daily work, and the trainees give examples of the training results in the work to prove the content of the practical training; if the direct leadership assessment, if there is no practice, the trainees are required to propose improvement methods, continue to practice, and repeatedly apply to achieve the training effect.
4. The daily assessment of the training is organized by the human resources management departments of each company. The human resources department of the group randomly checks the records, whichever is the record.
Seven, the main measures
1. Strengthen the work of the training leading group. The training leading group is headed by the assistant to the president in charge of human resources, the head of the human resources department of the group, and the general manager of each subsidiary. The office is located in the human resources department of the group, responsible for the formulation, interpretation and evaluation of relevant programs, and the confirmation of rewards and punishments. Guarantee the overall training effect of the group.
2. Strengthen the construction of internal faculty. Actively encourage and train key employees to enroll in the relevant courses, and provide appropriate teaching subsidies to qualified internal lecturers from the total training funds; according to actual needs, send potential internal teachers to participate in external training and train excellent internal trainers.
3. Establish an archive of social teachers. The personnel management department should extensively search for and evaluate social teachers, and seek teachers with solid theoretical foundations, rich practical experience, and strong teaching ability, and establish corresponding archives to meet training needs.
4. Establish a training constraint mechanism. The time for participating in the training is included in the personnel assessment content; the training and personnel management system are combined, and the training assessment results are one of the objective criteria for personnel assessment, appointment, grading, and promotion.
5. Establish a management exchange platform. Managers above the middle level are required to write a management paper based on actual work each year, publish it on the internal office system, the group website and “Running to 500”, and encourage other managers to actively submit management papers. Develop a good atmosphere for discussing problems and researching problems among managers.
Part 2: 2019 Training Program
In order to improve the quality of employees and management personnel, improve the company's management standards, and ensure the company's sustainable development; according to the development goals of the head office 20XX, improve the overall staff quality, and train a group of professionals with professional skills and management knowledge as the goal , specially formulated this training plan.
First, the training category:
1. First-level training: Forward-looking education and training of the company's major policies, development strategies, employee mentality, management skills, new technologies, new knowledge, team building. The training targets are middle-level managers and all managers. The organization department is the Human Resources Department.
2, secondary training: management personnel of each department and the training of each team leader, the main content is the internal management of the enterprise, corporate culture and education, communication and communication skills, the rules and regulations of the unit and the operational rules of safety production and fire protection; Man-made department head, workshop director.
3. Three-level training: Each workshop team is responsible for the training of all employees under the jurisdiction. The main contents are job responsibilities, operating procedures, safety operation procedures, fire protection knowledge and operation procedures, job workflow and process skill expertise, and work instructions. Etc., the person in charge is the person in charge of each workshop team. Use the daily pre-class meeting and the after-class meeting to repeatedly study the process and safety procedures of the duties of this position.
4. Training of professional business skills knowledge of various departments, the main content is four aspects: one is the training of process technology knowledge, the other is the training of mechanical equipment maintenance and maintenance knowledge, the third is the training of production management knowledge, fire protection knowledge and operation drill Training.
5. Pre-employment training for new employees: New employees who recruit more than 10 people are organized by the company's human resources department. The main contents are company profile, development history, strategic objectives, company culture, product introduction, general rules and regulations, and general safety production. The operating rules of fire protection knowledge, the new employees will be trained in the post duties and operating procedures after the workshop. The actual training in the workshop in the first month shall not be less than 6 hours, so that each employee can clearly define the scope of work of the post after he arrives at the post. The post should know, should meet, what should be done, what can not be done; what standards do the work of this post, clear the operating procedures and safe operating procedures of this post. New employees must have a written examination after two months of employment, and the test scores will be included in the assessment of the probationary period. For the new staff, the human resources department of the new employees who are usually recruited to work will be concentrated once a month for pre-job training.
6. The training of professional knowledge of each department is organized by the department head, and according to the actual content requirements, combined with the professional problems appearing in the actual operation of the work, the company's comprehensive department is contacted to make training plans or internal training or external teachers to relevant departments of the department. Knowledge is systematically trained to discuss and communicate, how to teach subordinates how to do a good job, improve their professional skills, and various forms of training. The purpose is to improve personnel quality, work quality, and product quality.
Second, the assessment and evaluation of training
The effective operation of the training program must be organized and guaranteed, and must be determined in the form of a system, and the training results should be tracked. Establish management personnel training files, and include management personnel in training and training assignments into the file management and annual assessment. The assessment is two aspects, one is the assessment of the training organizer, the second is the evaluation and assessment of the employees after the training; to ensure that the training work is in place. Make the training work truly become the basic work of the company, the training really plays a role, effectively improve the quality of management personnel and employees, and enable it to be carried out scientifically, solidly and effectively, and change the staff to train me for training. To shape the learning enterprise to adapt to the rapid development of the company, while reflecting the value of all levels of the company and individuals.
Third, training requirements
Each department of the company draws up the annual training needs and plans of the department. The annual work plan for the training is reported to the General Department before January 20; the organizer, responsible person, training time, training theme and content of the training plan should be clearly defined in the training plan. Training forms, trainees, training lectures, training must have records, training results should be evaluated and tracked; training forms can be varied and strictly implemented according to training plans; Human Resources Department conducts inspection guidance at least once a month.
Fourth, the form of training
The training will use internal training and external lecturers to go out and invite in. The company's internal training is based on the relevant management personnel and professional and technical personnel of the company. The external lecturer is determined by the company's comprehensive department and external training institutions according to the training content requirements, such as the municipal training center and the ** education group.
Part 3: 2019 Safety Training Program
Safety production is an eternal topic of enterprise production. It is the key to raising awareness of safety work, paying close attention to the implementation of safety work, whether safety work can be truly grasped and implemented, and strengthening safety education to improve the safety awareness of all employees. In order to fully implement the safety work policy of “safety first, prevention first, full staff, comprehensive management”, this year we have strengthened the safety education and training for employees. Through the continuous deepening and popularization of safety education and training, the safety awareness and safety skills of all employees will be greatly improved, and the consciousness of all employees to improve safety production will be enhanced to fundamentally ensure the safe operation of enterprises.
In 20XX, we continued to innovate and enrich the methods and contents of safety evaluation, and established a scientific evaluation mechanism for all employees, all-round and whole process. There were dozens of training courses and thousands of training personnel. Basic management, job site, system operation, safety culture construction, education and training, innovation management, hazard identification, double confirmation, etc. as the content of safety evaluation, predicting pre-control, improving the systemicity and effectiveness of safety evaluation, enabling enterprises The level of self-participation of employees and the level of safety management have been significantly improved.
In 20XX, we will pay more attention to the quality of training, and strengthen the training and management of safety management knowledge, safety operation procedures, safety operation skills and special operation operations of the responsible persons, safety management personnel, employees and special operations personnel of all units. Efforts to improve the safety of all types of personnel. We will carry out a series of trainings such as security management personnel forensics, professional skills appraisal for special operators, popularization of laws and regulations, safety knowledge learning, and safety skills education. Through the organization of expert technicians on-site lectures, knowledge contests, simulation exercises, etc., it has opened up channels for students to learn knowledge and long skills. Through deepening the safety evaluation of all employees and carrying out various forms of training, the leaders' awareness of safety responsibility, the safety management level of professionals, and the safety culture of operators are improved.
Training outline:
★ Vocational qualification exam training:
registered Safety engineer:
●Safe production laws and regulations:
Basic knowledge of safety production law; safety production law; safety production single-line law; safety production related laws; safety production administrative regulations; safety production department regulations; safety production standards; safety production regulations identification and application.
●Safe production management knowledge:
Safety production supervision and supervision; safety evaluation; identification and monitoring of major hazard sources; accident warning mechanism; accident emergency rescue; occupational hazards and occupational disease management; occupational health and safety management system; production safety accident report and investigation and treatment;
●Safe production technology:
Mechanical and electrical safety technology; fire and explosion protection safety technology; special equipment safety technology; safety ergonomics; occupational hazard control technology; transportation safety technology; mine safety technology; construction engineering construction safety technology;
● Case analysis of safety production accidents:
Basic knowledge of accident prevention in safety production; law enforcement basis for investigation of safety production accidents; analysis of causes of safety production accident investigation; handling and rectification measures of safety production accidents.
Environmental Impact Evaluator:
●Environmental impact assessment related laws and regulations:
Introduction; planned environmental impact assessment; construction project environmental impact assessment; construction project environmental impact assessment; construction project environmental impact assessment qualification management; construction project completion environmental protection acceptance; other environmental laws and regulations; environmental policy and industrial policy.
● Technical guidance and standards for environmental impact assessment:
Environmental standards system; atmosphere; surface water; sound; solid;
●Technical methods for environmental impact assessment:
Engineering analysis of polluting projects; screening of environmental impact identification and evaluation factors; survey of natural environment and social environment; total amount control; analysis of environmental impact economic profit and loss.
● Environmental impact assessment case analysis:
Environmental impact assessment of pollution-affected construction projects; environmental impact assessment of ecologically-impacting construction projects; planning environmental impact assessment; acceptance monitoring; acceptance survey.
level-one constructor:
Electromechanical installation engineering; highway engineering; water conservancy and hydropower engineering; communication and radio and television engineering; decoration and decoration engineering; housing construction engineering; mining engineering; municipal public works; construction project management; construction engineering economy; construction engineering regulations and related knowledge; Petrochemical engineering.
level two architect:
Building construction engineering; electric power engineering; highway engineering; municipal public works; decoration and decoration engineering; water conservancy and hydropower engineering; construction engineering construction management; construction engineering regulations and related knowledge.
★ Comprehensive quality training:
☆ Leadership:
Corporate Leadership Training:
Leadership and leadership; how to strengthen corporate execution; managerial role; target management; on-site management.
Enterprise middle and high level management executive training:
New professionalism and performance thinking; positive mindset and opportunity space; efficient execution of psychological temperament; from individual execution to team execution; constructive handling of contradictions; double speed development creativity.
"Enterprise Refinement Management" seminar:
Chinese enterprises need refined management; establish a refined management enterprise system operation platform; and enhance the essential elements of refined management of employees.
Overview of modern management theory:
What is management; three milestones in management; the effectiveness and success of managers; from management to leadership; the foundation of organizational design; strategy and decision making.
Modern enterprise standardized human resource management practice training:
The overall thinking of modern enterprise standardization human resource management; talent recruitment strategy and evaluation method; enterprise standardized human resource management mode; enterprise salary design; enterprise employee performance evaluation program design; employee training and skill development strategy; human resource management in the era of change.
Job performance assessment technology:
Performance management overview; performance appraisal methods; goal management; performance coaching; performance appraisal hot issues.
21st Century Leadership:
Proactive; self-directed cultivation; self-management cultivation; interpersonal leadership cultivation; two-way communication practice; creative cooperation cultivation; constantly updated practice.
☆ Team leader, security administrator:
Team safety management training:
Workers' safety and health rights and obligations; team safety management basic work; team safety construction; job site safety management; HSE operation practice.
Team leader safety knowledge training:
Laws and regulations on safety production; accident prevention theory and safety management measures; team safety construction; team HSE operation practice; oil field construction enterprise team safety knowledge; road transportation safety management.
Safety officer safety knowledge training:
Risk hazard analysis; job site safety management; accident emergency management and on-site first aid knowledge; accident prevention theory and safety management measures; accident investigation and treatment.
Safety Management and Economic Contract Law Training:
Enterprise safety culture; safety production regulations; enterprise modern safety management; economic contract law.
☆ Staff safety and health:
Safety knowledge training:
Modern safety management knowledge and safety production "five elements"; job site safety management; hazard identification, risk assessment and control technology; accident emergency management; advanced safety management.
Safety psychology and safety behavior:
Accident cause theory and accident prevention and control; mental state in labor; mental state and safe behavior; personality psychology and safe behavior.
"Safety Psychology" seminar:
Psychological state and safety behavior; personality psychology and safety behavior; psychological state in labor; from the perspective of safety psychology, the construction of corporate safety culture.
Management and Technology of Occupational Health and Occupational Disease Hazard Control:
Occupational health management regulations and standards; occupational hazards in the petroleum and petrochemical industry; occupational hazards and protection; occupational hazard monitoring in the workplace; occupational health surveillance; occupational health files, construction project occupational health management, occupational health education; occupational acute poisoning Prevention and accident handling; examples of occupational hazard poisoning accidents.
Special lecture on "Occupational Disease Prevention and Control Law":
Early prevention of occupational hazards; protection and management during labor; diagnosis and identification of occupational diseases; treatment of patients with occupational diseases; supervision and inspection of occupational disease prevention and control; management of occupational health technical service institutions.
OHSMS Occupational Health and Safety Management System:
Background knowledge of occupational health and safety management system; standard elements and audit of occupational health and safety management system; laws and regulations of occupational health and safety management system; procedures and methods for auditing occupational health and safety management system.
☆ Other training:
"Sunshine Mentality" special training:
Sunshine mentality leads to happiness and success in life; how to cultivate one's own sunshine mentality; sunshine mentality and dedication.
Safety accident emergency management training:
Risk hazard analysis; safety management knowledge; accident emergency management; accident prevention theory and safety management measures; accident investigation and treatment.
"Innovative Thinking" special training:
Thinking and innovative thinking; the ability to classify innovative thinking; innovative thinking for corporate combat.
Project management:
Introduction to project management; project initiation process; project planning; project execution control and closure.
Risk management:
Technical theory of precursor management; in-depth study and summary of early warning methods; analysis of basic parameters of enterprise safety management and accident prevention; preliminary determination of early warning indicators for major accidents; implementation of three improvement measures; establishment of risk management library.
System security engineering:
Brief history and concept of system safety engineering; hazard identification; pre-hazard analysis; failure mode and image analysis; hazard and operability study; accident tree analysis; applicability description of accident tree analysis; causal analysis; other hazard analysis methods; Accident risk assessment method; system safety engineering simulation practice.
Habitual violation training:
The main psychology of habitual violations; the objective reasons of habitual violations; the manifestations of habitual violations; the basic characteristics of habitual violations; the causes of habitual violations; the old accounts and prevention of habitual violations; the countermeasures to eradicate habitual violations .
Service Business Capability Training:
The waiter's professionalism; the pressure is the driving force; the quality service; the customer's emotional communication skills training; the customer's consultation complaints psychological analysis; the customer complaints handling skills; the service personnel affinity training.
Urban public safety emergency and management:
Urban public safety system; events, accidents and disasters involved in urban public safety; accident and disaster prevention; accident and disaster warning; emergency rescue and disposal of accidents and disasters; urban public safety evaluation.
★Enterprise special training:
☆Electricity:
Power enterprise safety culture construction training:
Overview of power enterprise safety culture; power enterprise safety spirit culture; power enterprise safety behavior culture; power enterprise safety material culture; power enterprise safety culture construction.
"Power System Safety Production Management and Practice" Seminar:
Safety production regulations at home and abroad; Safety evaluation of power grid system; Safety production guarantee of power grid system; Risk analysis and pre-control of power grid system; Safety system analysis method of power grid system; Emergency handling plan for production safety accident of power grid system; Occupational safety and health Management system.
Human factors analysis and prevention training for production accidents in the power industry:
Overview of modern power industry; power production accidents; human error and accidents; human error in power engineering design and manufacturing; human error in power construction and installation; human error in power system operation; Human error; human error analysis theory and method; power production accident analysis.
Special lectures on "four major systems" and "three channels" for power companies:
Organizational security system; institutional security system; assessment and evaluation system; dynamic incentive system; “three channels” for power companies.
Special lecture on "Responsibilities of Power System Security Inspectors":
Safety production regulations; production safety accident report and investigation and handling regulations; State Grid Corporation power production accident investigation procedures; power grid safety supervision and management; risk management; emergency management; <safety regulations> should pay attention to the implementation.
Electrical safety technology:
Electrical safety elements; electric shock accident prevention technology; common system protection; electrostatic hazard; lightning hazard.
Substation maintenance safety:
The cause of unsafe maintenance work; how to achieve safe production.
High-voltage circuit breaker maintenance safety technology:
Power outage safety measures; maintenance safety precautions; maintenance standardization work examples.
Human error analysis in power equipment overhaul:
Equipment management overview; analysis of maintenance personnel behavior characteristics; habitual violations and preventive countermeasures; human error in equipment maintenance; mistakes in fault diagnosis; errors caused by poor maintenance equipment.
☆Petroleum, chemical industry, hazardous chemicals
"Petroleum chemical equipment overhaul safety" seminar:
Petrochemical plant safety overhaul; machine pump equipment overhaul safety; tubular heating furnace overhaul safety; heat exchanger overhaul safety; pressure vessel overhaul safety normal pressure and low pressure storage tank; industrial boiler and auxiliary equipment; process pipeline maintenance safety; hoisting engineering overhaul Safety; accident prevention and emergency plans.
Oil industry accidents and maritime safety management:
Accident management; emergency response handling; safety management of offshore oil operations.
Oilfield team safety management training:
Occupational safety and health regulations; workers' safety and health rights and obligations; team safety management basic work; team safety construction; job site safety management; occupational safety and health basic knowledge.
Seminar on "Safe Operation and Management of Hydrogen Production Units in Refineries":
Basic knowledge of hydrogen production equipment; analysis of influencing factors of safe operation of hydrogen production equipment; response measures and safety management of safe operation; accident case analysis and emergency treatment plan.
Seminar on “Petrochemical Enterprise Safety Knowledge and Accident Case Analysis”:
Major hazard identification knowledge; accident cause theory and accident prevention and control; petrochemical HSE risk management; emergency plan; accident investigation and treatment; petrochemical typical accident case analysis.
“石油化工安全管理與務實”專題講座：
相關法律法規及管理辦法；事故致因理論及事故預防與控製；重大危險源辨識及危險危害因素分析；石油化工HSE風險管理；化工裝備事故分析與預防；職業衛生與職業病危害控製；石油化工典型事故案例分析。
化工裝備事故分析與預防：
化工裝備事故的機理；化工裝備事故的統計分析；典型重大事故案例剖析；化工裝備的維護管理。
煉油廠安全技術與管理：
安全管理基礎；防火防爆；設備與機械安全；鍋爐安全技術；電氣安全；危險化學品安全；生產裝置的安全運行；檢修施工作業安全；儲運安全；化驗分析安全；消防安全；氣防管理；防災抗災；危害識別與風險評價。
煉油廠常減壓安全運行與管理：
常減壓蒸餾裝置基礎知識；常減壓裝置安全運行影響因素分析；安全運行的應對措施及管理；常減壓蒸餾裝置安全管理探討；事故案例分析與預防。
煉油廠催化重整裝置安全運行與管理：
催化重整裝置基礎知識；催化重整裝置安全運行影響因素分析；安全運行的應對措施及管理；事故案例分析及應急處理預案。
硫化氫安全防護培訓課程：
硫化氫的基本知識；硫化氫的腐蝕與防護；硫化氫檢測；人身安全防護；硫化氫中毒後的現場急救；硫化氫應急管理知識；含硫油氣田硫化氫防護系列標準。
燃氣集團安全知識培訓：
安全生產法；安全生產許可證條例；安全管理基礎知識；班組安全建設；防火防爆安全技術；壓力容器安全技術；重大危險源辯識及危害後果分析；燃氣行業重大事故應急救援預案。
油庫加油站安全培訓：
安全生產法律法規與責任；事故致因理論及事故預防措施；企業安全管理；油庫加油站安全技術及各類事故分析與預防；事故應急管理及事故調查處理；先進安全管理借鏡。
油氣長輸通路安全技術與管理：
企業安全管理及事故調查與處理；油氣通路事故分析；油氣通路安全的危險因素；油氣通路的腐蝕與防腐；輸油通路運行的安全；輸氣通路運行的安全；勞動安全衛生對策措施；油氣通路的風險評價與風險管理；油氣通路的完整性管理；油氣通路事故應急預案。
“危化品運輸安全管理”專題講座：
危化物分類、分項、品名及編號；常見危險貨物事故預防及應急措施和預案；常用危化物特徵和急救措施；駕駛人員安全知識；押運人員安全知識；裝卸管理人員。
危險化學品相關培訓：
危險化學品法律、法規及有關國際公約與法律責任；《危險化學品從業單位安全標準化規範》；危險化學品生產儲存過程危險分析與評價；《危險化學品生產企業安全評價導則》；危險品公路運輸風險評價方法；危險化學品生產單位主要安全管理製度。
石化企業化工設計規範培訓：
石化設計規範和典型建設項目；石化企業設計防火規範；危險品項目安全許可8號令；勞動安全衛生；石化企業防火防爆案例。
☆建築：
“建築施工HSE風險管理”專題講座：
基建工程項目HSE風險的識別和評價；風險削減措施；應急反應計畫；基建作業HSE “兩書一表”的編製。
“建築施工常見事故與防範對策”專題講座：
高處墜落事故分析；物體打擊事故分析；觸電傷害事故分析；機械傷害事故分析；坍塌倒塌事故分析；安全施工管理製度；安全施工的組織管理與技術措施；先進企業事故防範經驗借鏡。
“施工企業員工安全培訓”專題講座：
員工在安全生產過程中的權利、義和法律責任；員工在工作環境中存在的主要危險因素；公司與安全生產相關的規章製度；公司與安全生產相關的規章製度；施工現場各項安全防護措施；公司應急救援預案。
建築安全知識培訓：
分析當前國內外建築安全生產情勢並明確建築安全監控的重點；建築施工安全專業知識；建築施工安全技術；典型安全事故案例分析。
建築工程安全管理培訓：
《建設工程安全生產管理條例》產生的背景和建設單位的安全責任；勘察、設計、工程監理及其他有關單位的安全責任；施工單位的安全責任；政府主管部門對建設工程安全生產的監督管理；建設工程生產安全事故的應急救援和調查處理；建設工程生產安全的法律責任和普法要求；建築施工安全事故發生的內在規律性；建築施工安全保證體系；建築施工安全的技術和措施保證；實現對建築施工安全工作的科學管理。
☆煤礦、非煤礦山：
“礦山安全培訓”專題講座：
礦山安全生產法規及安全生產監管；礦山企業安全管理；現代安全管理方法；礦山地質安全；露天礦山開採安全技術；地下礦山開採安全技術；礦井通風安全；礦山爆破安全技術；礦山機電安全技術；尾礦庫安全技術。
煤礦及非礦山企業培訓：
危險源辨識與監控；重大事故應急救援預案編製與演練；煤礦現代安全管理；煤礦安全生產知識。
“煤礦井下事故緊急處理”：
災難性事故處理；設備故障處理；突發事件處理及腦外傷緊急處置；傷人事故處理；現場醫療救治演練。
煤礦井下作業安全培訓：
井下作業環境與事故；井下傷人事故；急救必備物品；井下突發事件註意事項；井下機械設備操作註意事項；井下設備運轉註意事項；井下機車操作註意事項；巷道維護。
最新煤礦生產施工現場技術操作標準規程：
選煤工操作技術；巷道掘進工操作技術；採煤工操作技術；窄軌運輸工操作技術；機電工操作技術；通風安全工操作技術。
金屬非金屬礦山安全生產管理人員培訓：
金屬非金屬礦山安全生產概況；礦山安全技術理論；礦山事故的應急預案與應急處理；礦山職業危害及其預防，職業病管理；礦山實際安全管理技能。
☆冶金：
“冶金企業安全生產隱患排查治理”專題講座：
冶金企業安全生產與事故特點；冶金企業事故隱患治理的有關規章與製度；冶金企業安全檢查；冶金企業重大危險源辨識與防範措施；冶金企業應急救援預案；冶金企業典型事故案例分析。
“冶金行業內部培訓”專題講座：
國內外有色冶金行業的現狀及發展方向；有色金屬基礎知識與生產技術理論基礎；有色冶金火法技術原理、濕法技術原理和電化學技術原理；有色金屬冶煉技術主要生產流程、工藝設備和經濟技術指標；有色冶金過程中的工業生態和環境問題及技術對策。
冶金行業管理人員/生產技術人員與安全監察人員培訓：
有色冶金行業基礎知識強化；安全生產法及相關法律法規；冶金企業安全文化和現代安全管理；事故致因理論及事故預防與控製；事故應急管理；安全生產事故案例分析。
☆消防安全：
防火防爆技術：
防火安全基礎知識；點火源及其控製；建築的防火安全；消防設施；建築滅火器配置；初起火災的撲救與人員疏散逃生；爆炸及其分類；化學性爆炸的物質；爆炸極限；粉塵爆炸；民用爆破器材、煙花爆竹的安全。
消防器材與消防設施：
recommended article
- July 1 commendation activity plan
- Supermarket 5.1 Promotions
- Celebration program
- New Year's event plan for 2019
- 2014 organization life meeting plan
- Village-level environmental sanitation improvement plan
- Establish a smoke-free unit implementation plan
- Equipment Management Implementation Plan
- Collective wedding planning
- Winter Fire Prevention Program 2019
- Guoxiaoxin Teacher Training Program
- Company opening ceremony planning plan
popular articles
- 2014 Mall National Day Festival Plan
- Grateful mother's words
- In-house training program
- Space mood phrase
- Good sentence excerpt 2019
- Life motto
- Blessing phrase
- Spring Festival blessing
- Respect the teacher's famous words
- Encourage words 2019
- Relieved words
- Jiujiu Chongyang Festival Program in 2019
- Distressed sentence 2019
- Legal maxim
- 2014 motivational phrase
- What I said to my father 2019
- Motivate employees
- July 1st activity plan
- Parental love
- Not afraid of failure
- Teacher's Day Program for 2019
- Summer camp program for 2019
- Non-mainstream sentence 2019
- Hyun dance family impression sentence
- College student business plan
- Weibo's famous sayings
- Company activity planning
- 2019 Christmas Eve event plan
- 2019 annual training program
- Philosophical words 2019