How Do Famous Enterprises In The World Train Their Employees?

Many worlds

Some people called IBM new staff training is "devil training camp", because the training process is very difficult.

In addition to two weeks' training, all sales, marketing and service staff in IBM have to undergo three months' devil training. The contents include: understanding IBM's internal work style, understanding its department functions, understanding IBM's products and services, focusing on sales and marketing, learning IBM how to do business in the form of simulated practice, and team work and communication skills, expression skills and so on.

During this period, the more than 10 exams, like hurdles, require new staff to span, including: lecturing, written examination, product performance, practice playing the role of customers and sales market.

All of the tests are qualified, so that they can become a new employee of IBM and have their own formal duties and responsibilities.

After that, the personnel in charge of the market and service department will receive 6 to 9 months of business study.

In fact, IBM training has never stopped.

In IBM, people who do not learn can not stay.

From the first day of entry to IBM, IBM has portrayed a blueprint for learning for employees.

In the classroom, in the work, the manager and teacher's words and deeds, the staff through their own local area network self study, headquarters training and other countries to work and study, etc., the huge and comprehensive training system has been the pride of IBM.

Encouraging employees to learn and improve is the essence of IBM training culture.

If any employee asks for a raise, IBM may hesitate; if any employee asks for a study, IBM will be very welcome.

IBM attaches great importance to quality education. Based on this, IBM has set up the two roles of "master" and "training manager" to make quality education routine.

Every new employee comes to IBM with a special master. His training manager is a position that IBM specially set up to take care of new employees and improve training efficiency.

SIEMENS: new training, help you "import"; old staff training, have a good idea.

SIEMENS has designed an introduction plan for new employees to help them adapt to their work as soon as possible.

The training plan is not released from production for a period of six months.

Employees entering the company must constantly adjust their mindset and working condition according to the training of each stage, so as to adapt to the working environment as quickly as possible.

The training period is also a probationary period. The company can dismiss incompetent employees at any time.

In addition to the necessary training for new employees, SIEMENS provides first-rate training and personal development opportunities for every employee.

SIEMENS firmly believes that employees' knowledge, skills and competence are the most valuable resources of the company and the foundation of their success.

In order to meet the company's business development in China and enable local employees to receive modern and high-quality training and education, SIEMENS founded SIEMENS Management School in Beijing in October 1997.

The training of the Institute covers a number of areas, including advanced management training courses, business and management seminars, careers and business. It aims at improving the management capabilities of middle managers, accelerating the localization of managers and developing various abilities of employees in different fields.

SIEMENS Institute of management continues to improve and expand training programs to prepare employees for their future development.

In the company's website, each stage clearly announces the next step of talent demand orientation and training orientation.

Employees who are interested in training in new positions can decide what kind of training they take part in according to their own conditions, and truly know what they know.

Intel: help and support for new workers' interest

Intel has a special training program for new employees, such as the training of general knowledge on the first day of work, rules and regulations of various departments, where to find what is needed, and so on.

Then the manager divides the new employee into a "partner". The new employee is inconvenient to ask the manager whenever he can ask him. This is a very humane help.

Intel will give each new employee a detailed training plan, the first week, the second week, the first month, the second month, what degree the new employee needs to do, what kind of support they may need, and they can follow this, and the company will track at any time.

Between three and nine months, the new employees will have a week of Intel culture and successful training in Intel.

In addition, the company intends to arrange many one to one meetings, so that new employees can have face-to-face communication with their bosses, colleagues and customers, especially interviews with senior managers, giving new employees the opportunity to express themselves directly.

Microsoft: Polish people with "Microsoft style" and attach importance to technical training.

The first step to enter Microsoft Corp is to receive closed training for one month. The purpose of training is to turn new people into real Microsoft professionals.

It's about how to pick up the phone. Microsoft has a manual. The first sentence is: "Hello, Microsoft Corp!" once, the Microsoft global technology center held a celebration meeting, and the staff concentrated in a hotel. Late at night, a day of activity was temporarily changed, and the front desk lady had to call one room in one room. The second day she looked surprised and said, "do you know? I call 145 rooms. At least 50 phone calls are" Hello, Microsoft Corp. "Light

Microsoft also attaches great importance to technical training for employees.

Besides the training of language and etiquette, technical training is also essential for new employees to enter the company.

In Microsoft, there is a lifelong mentor system. When a new employee comes in, there will be a master to bring it. In addition, the new employee can enjoy three months of intensive training.

Normally, Microsoft will also give every employee a lot of opportunity to recharge: first, the outstanding employees can go to the annual technical conference in the United States; two, each month has senior experts lecture.

The company arranges internal technical exchanges every week.

In addition to technical training, Microsoft also provides various vocational training such as how to make speeches, how to manage time and communication skills.

Cleaning: all-round, whole process training

First is induction training.

When new employees join the company, they will receive short-term induction training.

The purpose is to let new employees understand the company's purposes, corporate culture, policies and the functions and operation of various departments.

The second is training in skills and business knowledge.

There are many training courses about management skills and business knowledge in the company, such as improving management level and communication skills, training leadership skills, etc., which help employees become qualified talents in combination with their personal development needs.

The company has created the "P&G Institute" to teach courses through senior managers of the company to ensure that the company's global managers participate in learning and understand the management strategies and technologies they need.

The third is language training.

English is the working language of cleaning companies.

In the different stages of staff development, according to the actual situation of staff and the needs of their work, the company invites internationally renowned English training institutions to design and teach English courses.

New employees will also participate in intensive short-term English pre job training.

Fourth is on-the-job training of professional technology.

From the beginning of the new employee's entry into the company, the company sends an experienced manager to guide and train his daily work carefully.

The company develops personal training and work development plans for every new employee, whose senior managers regularly review their employees. This approach combines on-the-job training with daily work practices, and ultimately makes new employees an expert in this department and in this field.

The fifth is overseas training and appointment.

According to the needs of the company, the company selected outstanding young managers from various departments to work in the P&G branches of the United States, the United Kingdom, Japan, Singapore, Philippines and Hongkong for training and work, so that they can have experience in different countries and regions so as to achieve more comprehensive development.

IKEA: training every moment, anytime, anywhere

IKEA (IKEA) has more than 170 branches in more than 30 countries on five continents.

IKEA doesn't like to put people in a room and sit in a neat room and listen to the teacher. "The service industry itself is not suitable for training in this way, because it involves products and customers, you can't tear down the products, and bring all kinds of customers here to demonstrate it." therefore, IKEA's training is to share experience and experience at any time and anywhere, especially between the new and old employees.

There are many kinds of training programs for IKEA. In English, IKEA will hire foreign teachers on the one hand, and send employees to language training centers on the other hand.

IKEA believes that more practical and more convenient is the company's internal environment, IKEA is a multinational company, the working language is English, and in dealing with customers, will often encounter customers speak English, in this reality, learning language is unique.

IKEA also has a special feature: its "foreign aid" - from the Swedish headquarters staff, is distributed in all aspects of IKEA, not all managers.

The purpose of doing this is to infiltrate IKEA's corporate culture into every cell, not just the "brain" part.

Sony: training is ahead.

In a short span of three years, Sony has rapidly expanded from a city in Beijing to the whole of China. Now it has set up branches or offices in more than 20 cities, covering nearly all large and medium-sized cities and some small cities.

In such a short period of time, Sony has relied on a strong training method to enable many Chinese staff to grow up quickly and take up the important posts of most of the regional leaders and become the backbone of the company's management.

Sony has repeatedly stressed the training mode of "going ahead".

Every new Chinese staff member will receive special training in the course of "role conversion", so that new employees can pition from a "super salesperson" to "professional manager".

Personnel, finance, media public relations, logistics, law and even general affairs departments will send professional staff to focus on their related business guidance so as to improve their qualities as a commander.

In order to facilitate the exchange of business experience and enhance the comprehensive business level of staff, Sony has established an effective mobile mechanism for this purpose. Through the mobilization of staff from different cities and the rotation of different businesses, good work experience has been extended to other cities, and a batch of employees who are proficient in many businesses have grown up.

Like many new businesses, six months before the establishment of a new branch or office, the company's business leaders and personnel departments have begun training for expatriates.

Through job pfer or temporary assignment to relevant areas, candidates can have the opportunity to fully meet the responsibilities and responsibilities of the future.

At the same time, the personnel department has worked out corresponding training plans to enable them to achieve a certain level of business and management in theory.

This kind of training in front is not only necessary for enterprises, but also provides a good foundation for the personal development of Chinese staff.

UPS: the combination of regular training and personalized training.

UPS United Package Service United Parcel Express Service Company is one of the "four giants" in the global express delivery industry today.

When new people enter the company, they should do some regular training, such as how big a step to go, how to skillfully control the left hand seat belt, the right hand key to open the door, how to enhance the intimacy in the tone when communicating with customers.

Such training has its own way.

For example, in training, the key for a foreign worker to deliver is to be hung on the left finger, because it saves two seconds to switch the door.

One person saves two seconds for a piece of goods. How much time can he save 370 thousand UPS per day? What a great fortune it is.

When facing special goods, UPS employees will also receive personalized training.

A more classic story is this: UPS is entrusted with the delivery of a batch of guitars, but the customer requests that the sound can not change any time when the guitar is sent to the receiver.

In order to successfully complete the customer's request, UPS specially sends some delivery personnel to learn how to tune.

In this way, when the receiver receives the guitar and plays the strings, he will be pleasantly surprised to find that the sound of the guitar is wonderful.

This combination of routinely and personalization enables new employees to become qualified employees of UPS soon.

Editor's comment: no matter what kind of method and art is adopted, first of all, the company must have the respect for talents and the importance of training. People-oriented is not to be said, but to be done practically. All training is aimed at making people better survive and develop, better serve enterprises and create the greatest value.