Staff Training Program [Recommended Reading]

Corporate background

XX Co., Ltd. is a well-known large-scale home appliance manufacturer in China. Its representative product XX microwave oven not only has a large share in the domestic market, but also is exported to Europe, Africa, Southeast Asia and other places. After the company's shareholding system transformation, the existing staff is about 3,400. Since the company's stock was publicly listed, the company's development has been very rapid. At the end of 1997, the company cooperated with a university to redesign the organizational structure and streamlined more than 200 people from various management positions, making the organization more streamlined and efficient. In 1998, the company cooperated with the university to study how the company's next-person training was done. The purpose was to build the company into a learning organization and build the company's development on the general improvement of personnel. Because the competition in the domestic microwave oven industry has become fierce, several large microwave oven manufacturers are competing for competition. How to gain competitive advantage in the future is a problem faced by every microwave oven manufacturer. XX company has been training for many years before and after the ISO9001 identification, and some MBA courses have been trained for some managers. However, the company always feels that the existing training results are not satisfactory, the training is always lack of initiative, and often follow the business changes and The company's big decisions change and change, the planning is poor, and the timeliness and variability are great. Moreover, the company also feels that the acquisition of competitive advantage in the future depends on the substantial improvement of personnel. At the same time, it also encounters some practical problems in the operation and development of the company. It hopes to be solved through training , in view of the decision of the company to carry out a three-year period. The company has full staff training .

3. Workshop Director 26 Deputy Director of each workshop

4. Workshop team leader 99, the deputy team leader of each workshop

5. Workshop management staff 27 transactional management staff in the workshop

Institute's researchers and workshop technicians

6. Technician 144 Researcher and workshop technician

7. Salesperson 340 sales company personnel, internal office 50, field 290

8. After-sales service personnel 91 maintenance personnel, internal office 50, field 41

9. First-line production workers 2395 production line workers

10. Important auxiliary skills post 242 Boiler, metering, welder, forklift driver, sewage treatment, etc.

Total 3475

Second, the company has conducted training

In the past few years, the company has conducted major trainings :

1. Focusing on the implementation of ISO9001 and the identification of the standard, the company conducted training on quality assurance and quality management systems for all personnel, and conducted skills training for each position. Moreover, because the requirements of ISO9001 are the continuity of training to ensure the continuous improvement and improvement of the system, the company has conducted more training every year to implement ISO9001.

2. New employees enter the factory for training . Every year, newly recruited college students and those recruited from outside units must go to the factory for training for about two weeks. The content includes company culture, company spirit, company profile, microwave oven basic knowledge, rules and regulations, etc. Internship training in various positions.

3. Since the beginning of 1997, the company has deployed dozens of middle management personnel to conduct MBA training . This training is organized and managed by the Human Resources Department.

4. In conjunction with the introduction of computers in corporate management, general computer training was conducted at the company's management.

Company training exists and problems

1. The company merged the W Plastics Second Factory with government arrangements, and more than 800 employees entered the company. The company arranged it in various departments and workshops. Since these employees used to work in the plastics factory for less than four hours a day, they had to work eight hours a day after entering the company, so they were somewhat uncomfortable. Some of the company's workshop management personnel are simpler in management methods, causing some newly-entered employees to fluctuate and have an impact on the minds of former employees. In addition, the company merged a company in Kunming and opened a production line, so that there is another production location outside the headquarters. The company intends to systematically and effectively train these new people entering the company so that they are fully integrated into the company's culture.

2. The company's production process design and regulations are complete, but the process problems still occur from time to time, causing greater losses to the enterprise. The company's production is assembly line operation, the process is mature, the operation requirements for each employee are not too high, the key is the implementation of the process and the responsibility of work. At the survey of front-line workers, some workers thought that their work was very busy and very tired. Some people thought that amateur cultural activities were too few. Some employees thought that their enthusiasm and initiative had not been fully realized. In addition, the first-line workers formally shared the idea that the workshop management staff treated them like temporary workers. Temporary workers are all farmers. There is no technology, mainly physical strength, and formal workers have certain skills. It is not appropriate for formal workers to do the same physical work as temporary workers. The company hopes to use training and education to solve these problems.

3. The middle management staff is busy. After the restructuring of the last organizational structure, the personnel in each department have been greatly streamlined and the efficiency of the work has been improved. At the same time, the workload of each person has increased. Each department is a pit and a pit. not open. This is a problem for them to train , that is, training and improvement have no time to carry out. Just as the company dispatched dozens of middle-level managers to conduct MBA training in early 1997, because they are the backbone of various departments, many people often do not have time to participate, and the effect is naturally not ideal. The company also faces some other difficulties in training its management personnel; the job responsibilities between the departments are different from those of the personnel, and the training is combined, the training is lacking, and the training is simple because there are fewer personnel in each department. The cost of training is too high, which is another difficulty encountered in training middle-level personnel.

4. Sales people are scattered all over the country all year round, and some are transferred from other departments and positions of the company. These people have a certain sense of identity with the company's culture. The other part is to enter the sales position directly after entering the company. Most of the second part of the people are assigned by university graduates, and some are transferred from other companies or companies. After they come, they usually carry out one-month business training , and they are sent to all parts of the country, all year round, basically Rarely come back, lack of opportunities for deep understanding and experience of the XX headquarters. The sales staff is very scattered. There are usually only seven or eight salesmen in a province. Each person has to manage a large area. It is difficult to get back and receive training from the company, but they will encounter such problems in the market. Such as competitors' new competition initiatives, dealer changes, bank restructuring, etc., they need to learn new knowledge and skills, but the company can not pull them back to focus on training , so that some problems recurring and can not be resolved, such as Some problems have appeared repeatedly in the same place, and some problems have been solved here, and they have appeared here again. In addition, some old salesmen have developed some bad work habits for a long time outside. Some salesmen have some ideological problems. They feel that they have paid a lot, and the company has not given him sufficient returns. These factors have not been resolved in time. Not only affects the work of the old salesperson, but also has a bad influence on the new salesperson.