The First Lesson For New Employees To Enter The Company

Induction training, as the first class for new employees to enter the enterprise, can not only help new employees get informed of their role requirements, shorten their time to integrate into the new environment, reduce pressure and anxiety, but also take the opportunity to import various rules and regulations and work processes of enterprises, effectively helping new staff members adapt to the working environment, and enable them to accept the values and cultural values advocated by enterprises in the correct code of conduct.

Generally speaking, enterprises will provide reading materials for employees in the induction training, or use multimedia to explain the situation of enterprises, and then lead employees to visit the working environment on the spot, issue staff rules and post guidance manuals to let them learn by themselves.

However, after training, employees rarely read the contents of the staff code, which makes the value of the code and training results greatly reduced.

At present, more and more enterprises are no longer simply instilling codes and lengthy provisions for new employees, but mobilizing the participation of students in various ways according to the characteristics of * * learning.

Accepting the contents of the employee's code helps to integrate employees into the corporate culture as soon as possible.

HUAWEI's new recruits will first receive a week of induction training at HUAWEI University.

HUAWEI stipulates that "new employees get up at half past six, late not only to deduct employees' scores, but also to deduct the scores with their employees."

This seemingly inhuman rule does not seem to be wrong with HUAWEI's senior management consultant, Wu Chunbo.

He believes that this is to cultivate team spirit and avoid the addition of new employees to dilute the original culture of HUAWEI, thereby forcing and directly injecting the idea of new employees into execution and obedience.

Unlike the "wolf culture" advocated by HUAWEI, most enterprises prefer to choose a more humane way to achieve the training effect. For example, when conducting the induction training, there is a clear difference between the effect of the direct teaching and the exchange with employees, and the training of lecturers in the Ministry of human resources is a "routine" training, so that employees can feel the respect and recognition of their enterprises at the first time.

Let employees understand the origin of the code and the logic behind it through induction training.

We can organize new employees to participate in group analysis, through collective analysis and reflection, so that employees can truly understand the meaning of the provisions in the staff code.

Enterprises can allow employees to express their ideas in group analysis and discussion stage, and then feedback and explanation by trainers, which can also show to a certain extent.

Humanization and flexibility.

The Alibaba's new employees must take part in two weeks' paid off training in one month after induction. Training courses include business development, values, products and organizational structure.

In view of the characteristics that the average age of new employees is less than 30 years old, a series of "hundred years of responsibility" activities, including environmental protection volunteers in West Lake, old age homes and elderly people, are also launched to guide employees to understand the new business civilization of "openness, pparency, sharing and responsibility" in the code of Ali.

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The Alibaba's * * network introduced the mentoring system in the initial stage of employee entry, guided by experienced employees on the new staff, and infiltrated the enterprise rules and regulations into the new employees in the daily demonstration, and reminded and corrected them when they appeared the tendency of violation.

Alipay uses the management forum to discuss the problems existing in the management of the internal managers, and to enhance the management ability by sharing discussions.

At present, many enterprises are groping for the way to let the induction training really enter the employees' hearts. Especially after the new recruits of the 90's enter the workplace, their behavior characteristics such as emphasizing individuality and daring to admonition are gradually becoming the difficulties faced by the management of enterprises from the initial advantages of being innovative and thoughtful.

Compared with the diligence and forbearance after 70, these young employees are more inclined to realize their self-worth in their work, and the way of enterprise entry training has to be adjusted along with the joining of these young employees.

Xie Lianghong, senior manager of Zhejiang University's new land management limited, believes that the spirit of employee code can be effectively communicated to young employees. First, a training plan should be designed according to its characteristics, such as the introduction of promotion system and career planning in the employee's code and induction training, so as to provide employees with a goal that can be achieved, so that employees can realize long-term development in this enterprise, and to some extent avoid the idea that employees who are mentally active and lack of sufficient strength will start job hopping.

Not only that, staff training staff also need to use certain work standards to monitor their behaviors, such as standardizing training courseware, presenting training content with accurate language and exquisite design.

Zhang Feng, a senior member of the HR club and a senior manager of China's Bimai L&D, said his instructor manual for new employee training has been modified and improved at least six times. After the company's high-level review, he has conducted several small trial sessions among his colleagues before he can officially move onto the platform.

Due to the pressure brought by the objective environment, most enterprises hope that the Ministry of human resources will recruit the right people and train them in the shortest time. Some enterprises will only leave the training hours for 1~2 hours. Therefore, they can only inform employees of the untouches' bottom line principles, avoid mistakes in their work or cause losses to enterprises, and then gradually introduce some flexible regulations and culture to employees in subsequent training.

It is a problem for all enterprises to think about how to convey work requirements and corporate culture to employees in a limited time.

So, how long does it take to carry out induction training? It is recommended that "one should adjust measures to local conditions", which is suitable for induction training: "let employees have a basic understanding of the rules and regulations, working processes and corporate culture within a day.

From an enterprise point of view, the cost of a day's training is acceptable. From the perspective of training design, training in the morning can focus on corporate culture and norms, and in the afternoon.

It can focus on personalized requirements, such as expansion, visit and case study, to facilitate curriculum arrangement.

The management system "is nominal" is the short board of domestic enterprise management.

Some enterprises can design written rules in every aspect, but often appear improper operation in the process of implementation.

Therefore, enterprises can re comb the code of employees once a year, identify loopholes, find problems, and inform all departments in the form of e-mail, face-to-face and written notification, to avoid maximum degree of employee irregularities arising from the incompletion of the code.

Therefore, the establishment of clear management level, equal departmental relations, smooth communication channels and strict enforcement system are the basic prerequisites for giving play to the constraint function of management system.

There are great differences between Chinese enterprises and European and American enterprises in the way of training new employees.

Foreign enterprises guide employees to make deep reflection on their behavior, and ultimately achieve the joint development of organizations and individuals.

But creating such a cultural atmosphere that allows employees to ask questions requires enterprises to show enough respect and tolerance to their employees. This kind of respect runs through the whole process of recruitment, entry and entry procedures until the induction training, so that employees realize that this kind of humanistic care is the normal work of departments within the enterprise.

For new employees, the working atmosphere of the Department, the attitude, image and words and deeds of other employees are the benchmark for new employees. They can convey the organizational culture to new employees all the time. This is the result of training courses that are hard to achieve.

It is the way to train new employees to use practical action to give new employees an example and to integrate with the training course system.

Interlinked, but the implementation and training of domestic employees' code is not satisfactory because of the following two aspects: first, the contents of the staff code need to be supplemented and perfected; the code of conduct for individual enterprises has been seriously lagged behind; there has been no update and redevelopment along with the development of society; there are many basic information, such as vacation and leave process, payroll time, reimbursement procedure and so on, and have not been added to the employee's code with the increase of enterprise level and management level; secondly, if the employee's code has not been revised and perfected with the updating of the legal documents at the national level, it is easy to be questioned about the content and legitimacy. Whether it is a private enterprise, a listed company or a Sino foreign joint venture, the formulation of the employee's code is in fact a matter of fact.

To this end, the staff code should also work with the time, and constantly improving and updating is a long-term work of the Ministry of human resources.