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 quality. 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 certification, and some MBA courses have been trained for some managers, but 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 quality. 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 company’s decision to launch a three-year company. All staff training .

Company training management introduction

First, the company has a training system and personnel structure

1. The company's three-level training system is shown in the following table:

Level 1 training Level 2 training Level 3 training

Contents have common training Training on the professional skills involved in the department or the branch, including pre-job, post-job and post-job training . The focus is on specific tasks for operators. <1> New employees entering the factory

<2> Training for the entire company project

<3> Training for second and third level training cannot be done

<4> Key position training <1> Personnel process and technical training of the department system

<2> Training tasks issued by the company

<3> Pre-employment training for employees <1> Training for general staff

<2> Training tasks assigned by the company.

Organizer company's human resources department

Various branches of each branch

Branch factory

Large and medium-sized training

The faculty is appointed by the Ministry of Human Resources. The selection of the more standardized faculty is not very standardized, the stability is poor, and the normative is weaker.

There are basic training and improvement training for all types of training , and different forms of examinations and assessments are conducted. If some training cannot be done within the company or if it is required by the state to go to the state-provided institutions for training , the company will send out study and training .

The textbooks are written by the company itself, and some are external. The company's self-editing textbooks are not updated fast enough. The use of external textbooks is determined by the orientation of each teacher, and the differences between them are relatively large.

Note:

a: For example, at the end of 1997, the company conducted computer training and leading cadre lectures for management personnel.

b: Mainly refers to the training of some special types of work, including boiler room personnel, power distribution room personnel, sewage treatment station personnel, welders, forklift drivers, elevator opening personnel, etc.

The following description of the company's existing training system:

1 Development of training plans. At the end of each year, each department, branch and workshop will report their next year's training plan separately, which will be summarized by the Human Resources Department and adjusted according to the company's entire training resources and development needs. Annual training program. However, when the training plan is implemented, timely adjustments and changes will be made according to the needs of the company's business operations.

2 company staff distribution list

Personnel category quantity category and scope description

1. Company decision-making level 9 company-level leadership

2. Middle management personnel of the company 132 management of key personnel and management personnel of various functional departments of the company

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 certification of standards, the company has 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 appear repeatedly 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.

5. The technicians are divided into two parts, one in the technical research and development department and the other in the workshop, which is the technician of the workshop. The technical staff of the research and development department focuses on research and development, while the workshop technicians focus on solving technical problems in the workshop, but the two types of personnel will also flow to each other. Should there be a difference in the training of their two types of personnel? In addition, there are differences in the training of new and old technicians. The old technicians have already received a lot of training , but they need to be improved. The new technicians need to start training from the basic things. Some of the past training methods were invited by domestic experts to communicate, but the results were not satisfactory. Some sent personnel to outside training or to study abroad, but the number of personnel could not be too much, making the technical personnel's next training difficult.

6. The frontline employees of the company have formal and temporary workers. Temporary workers are hired seasonally. Most of them are farmers. They are more mobile. They have been training for a long time. If they are not good, they are gone. The training in the past is dry, so the current method is to carry him very short. Into the factory training , and then placed in the workshop to carry out job skills training and induction internships. It is often the case that the company has trained a group of migrant workers, but their stability is poor, and some have become skilled workers. After the flow, they have caused certain losses to the company. This is the problem that must be solved in the next training .

7. For those who come in batches, they can concentrate on training at once, but they can't train them in a timely manner for scattered and sporadic people. Only when the number of people gets together, they can concentrate on the training in the factory. This will lead to some people entering. The factory did not know much about the company for a long time. Because the past training system is not strong, the effect is not ideal, the plan often changes due to changes in the situation, there is no effective system for training , and the incentive and supervision mechanisms are not established. The training often has the taste of going through the training . When I finished, I didn’t see the effect. How to train in order to achieve the desired effect has always been a problem that plagued the company.

problem:

1. How to determine the company's training needs and the number of places at each level?

2. What is the content of each part of the training , how to reflect the gradual, hierarchical and targeted three-year training ?

3. How to train each part of the staff? Including where to train , who to train , what materials should be used for training , how to schedule and schedule?

4. How to motivate and constrain various types of personnel to participate in training , and how to ensure the effectiveness of training ?

5. How to evaluate the effectiveness of the training ?

6. How to manage training and form an effective training management system and system? It includes the management of training teachers, training materials, training management subjects, training files, and management of training programs such as training , organization, command, coordination and control.