Corporate Introduction Corporate Culture Corporate Philosophy Product Related Quality Training Business Scope New Employee Induction Training Program Design Abstract: This paper starts from analyzing the definition of employee induction training, and describes the development and current situation of new employee induction training work. It analyzes and researches the design requirements of the new employee induction training program, and points out that the induction training program is based on the training needs analysis, and determines the training objectives according to the needs analysis, and the training objectives are the fundamental purpose of the training program. Training objectives and training content, training resources, training targets (new employees), training date and time, training methods, training venues and equipment, training discipline, the components of the induction training program is an organic combination of systems. Whether a systematic training program is reasonable and effective, whether it can achieve the training objectives, but also through the training effect assessment, in practice to test, modify and improve. Keywords: enterprise, staff, induction training, program, people, property, information is the four elements of enterprise management, and the latter is to rely on people to manage, implement, so people are the most important, the core elements of the enterprise. The purpose of the new staff induction training is to make the enterprise's fresh blood to be fully utilized to maximize the benefits. According to the author's experience in human resource management in enterprises over the past ten years, the design of the new staff induction training program to mention a hole in the design, in order to seek advice from experts in human resource management, scholars and colleagues. First, the definition of new staff induction training Enterprises recruited new employees are not at the beginning of the work required to complete the necessary knowledge and skills, but also the lack of a new collective in the enterprise work attitude of unity of purpose. Therefore, in order to enable them to master the necessary knowledge, skills and qualities as soon as possible, the enterprise must provide them with induction training. At the same time, the enterprise is in a constantly changing economic and technological environment of survival and development, enterprise staff knowledge, skills and attitudes must be adapted to this constantly changing external environment, so that the knowledge is constantly updated, skills and qualities continue to improve. Therefore, the enterprise staff training is for two kinds of people, one is the new employees, the other is the existing workers. So, some people in Europe and the United States to the "training" definition is "training is a new or existing employees to teach their basic skills necessary to complete their jobs." (1) By analogy, induction training should be defined as "induction training is the process of teaching new employees the basic skills necessary to perform their jobs." The author ventures to suggest that this definition seems incomplete. Training as a scientific research topic began at the beginning of the last century. Over the past hundred years, the concept of "training" has been frequently used. But what exactly is training, but each has its own views, so far there is no conclusion. And induction training? Not only is there not a unified definition, even the name is not uniform. There is called "induction training" (2), also called "pre-job training" (3), there is called "pre-employment training", "the first career training "or" new employee training "," new employee training ". Some of the enterprise's newly recruited employees and internal transfer of employees before entering the post to receive training collectively referred to as "pre-job training". While some enterprises to internal transfer of employees before entering the post to receive training called "pre-job training", the enterprise newly hired employees to receive training is called "new employee training". While some believe that "pre-service training" and "new employee training" is the same thing, are referred to as new employees on the pre-job training, and so on and so forth, around the enterprises of the new employee induction training is not the same, under the definition of the distinctive, but the content of the training are: through a variety of teaching or experience in a variety of ways in the training of new employees. But the content of training is: to improve the behavior of new employees in terms of knowledge, skills, quality, etc. through various ways of teaching or experiencing, in order to achieve the desired standard. The relationship between the enterprise and its external environment is very close, the words and deeds of the employees outside the enterprise represent the whole enterprise and directly affect the image and reputation of the enterprise. Therefore, the enterprise should be from the long-term interests and overall interests, including new employee induction training, including a variety of methods, so that new employees to establish a sense of pride in the enterprise, produce the centripetal force of the enterprise, teach new employees consciously maintain the reputation and interests of the enterprise. Visible, the complete definition of the induction training should be: the enterprise to the newly hired employees, before entering the position of the enterprise profile and staff instructions for the education, in order to cultivate the quality of new employees should have, to master the necessary knowledge and basic work skills, so that they can adapt to the new work environment as soon as possible. Second, the development and current situation of new employee induction training new employee induction training work development so far, has experienced nearly a century of long course. It is an important part of employee training, with the development of training theory and development, has gone through a from scratch, from one-sided to comprehensive, from low to high level of the development process. Initially, due to the small size of the enterprise, simple production technology, mainly manual labor, new employee training has not been recognized. At the end of the 19th century, the beginning of the 20th century, the Americans, such as Tylo and Gilbreth, the first to emphasize the significance of training, and advocate the standardized operation to replace the empirical operation of the workers in the past, the implementation of the standard operating method and in accordance with this standard method to train workers. Since then, the skills training of new employees. In the 1930s, the American psychologist Mayo discovered that human beings are "social beings" (converting the nature of human beings from the initially defined role of "economic beings" to that of "social beings"). Motivation cannot be achieved through the payment of wages alone. Therefore, employee morale, job satisfaction, and the ability to be appreciated are also important factors in labor productivity. This discovery added an important dimension to new employee orientation. After World War II, training became a profession, with people specializing in new employee orientation. In strengthening the knowledge of new employees, skills training at the same time, but also more and more important to the quality of the training of new employees. In 1943, the American psychologist Maslow believes that human needs can be divided into five levels, namely, one, physiological needs; two, safety needs; three, sense of belonging; four, respect; five, self-actualization. These 5 needs are arranged in order from low to high, and only after the lower level needs have been satisfied will the higher level needs be met. This theory further deepens and expands the content of new employee orientation. In the 1950s, Herzberg divided the factors affecting human behavior into two categories: "motivational factors" and "health factors". Motivational factors related to the nature of their own work, such as a sense of achievement, sense of responsibility, etc., is to enable people to produce a sense of satisfaction factors; health care factors related to the external conditions of work, such as the management of the enterprise, wages, etc., is to prevent the production of dissatisfaction factors. To mobilize employees' motivation, both factors must be satisfied. This theory puts higher demands on new employee orientation. In the late 1950s, Douglas put forward the human nature assumptions of the X theory, Y theory. X theory assumes that people generally hate work, these people should be persuaded, supervised, punished, and if necessary, can also be given rewards. Y theory believes that people themselves do not hate the work, the key lies in the need to create the conditions for the employee, so that he is happy to work hard to achieve the goals of the enterprise. This theory makes the induction training of new employees closely related to other training after the employees are on the job. Since the 1960s, training theories have begun to study the relationship between the leadership style of managers and the work of employees. Training theory in this period is more systematized, and the object of induction training has been expanded from general workers to managers. The induction training for new employees, especially for managers, put forward new goals. So far, foreign training theory has been perfect, while the domestic training practice and training theory research is still in an immature stage. Entering the 21st century, China's enterprises on the training of employees, especially on the staff training is increasingly important. Third, how to design the new staff induction training program (a) training needs analysis Training needs analysis is the first part of the design of new staff induction training program. It is by the training management personnel using a variety of methods and techniques, members of the organization's objectives, knowledge, skills and other aspects of identification and analysis, so as to determine whether the need for training and training content. It is the prerequisite for determining training objectives, designing training programs, and the basis for training evaluation. Only by fully understanding and analyzing the training needs, can we design a reasonable new employee orientation training program. Training needs can be analyzed from the enterprise, work and personal aspects: First, enterprise analysis. First of all, the enterprise analysis. Determine the training needs of the enterprise, in order to ensure that the training program meets the overall objectives and strategic requirements of the enterprise. Where enterprises organize new employee orientation training, is to new employees due to lack of knowledge, skills, do not understand the enterprise's profile, history, status quo, vision and blindness caused by the waste of opportunity costs, control at a minimum. If the enterprise does not organize new employee induction training, new employees have to spend much more time than training to master this knowledge. New employees into the enterprise, the face of a new environment, do not understand the situation of the enterprise, do not understand the requirements of the position, not familiar with the supervisor, peers, subordinates, can not help but feel nervous and uneasy. In order to make new employees to eliminate tension and quickly adapt to the environment, induction training must be carried out. Secondly, job analysis. Job analysis refers to the skills and abilities that new employees must master to achieve the desired job performance. Next, personal analysis is conducted. Personal analysis is to compare the existing level of the employee with the requirements of the future workplace on the skills and attitudes of the employee, to study the gap between the two, and to study the need for which aspects of training to improve the ability to achieve the employee's job and skills in line. However, training is not a panacea, only when the new employees have problems that can be solved through training, then training. (B) the analysis of the components of the training program new employee induction training program is the organic combination of training objectives, training content, training resources, training targets, training date and time, training methods, training venues and equipment, training discipline, specifically analyzed as follows: 1. Training objectives. Training objectives should be set general objectives and specific objectives. The general objective of training is macroscopic and more abstract, it needs to be constantly refined at different levels to make it operable. New employee orientation training is to new employees because of knowledge, ability, attitude and other aspects of the gap between the opportunity cost of waste control in the smallest stage, which is the general goal of the enterprise's new employee orientation training. The specific objectives of the training are: to make new employees feel welcomed by the enterprise, to experience a sense of belonging, in order to encourage morale; to allow new employees to eliminate the nervousness and anxiety when they first enter the enterprise, and quickly adapt to the new working environment, in order to reduce the errors and save time; to show a clear analysis of the position and, the enterprise's expectations of the individual. Tell him what his position is for and what you expect him to do; train the new employee to solve problems, provide ways to seek help, and provide a platform for discussion to help him perform his job faster; help the new employee to establish a harmonious relationship with his colleagues and the team, and to reduce employee complaints; let the employee understand the history and current situation of the company, so that he can be integrated into the corporate culture. No matter what his background, history, and what kind of company he comes from, use reinforcement to let him quickly adapt to the company's organizational culture, and we all speak with the same voice. In short, the training objectives are the navigation light for the implementation of training programs. With a clear overall goal and the specific objectives of each level, the organizers of training and training of new employees to take the road less traveled, receive twice the result with half the effort. 2. Training content. Generally speaking, the content of induction training for new employees should include the following three levels: knowledge training, is the first level of induction training. Knowledge training is conducive to understanding the concept, enhance the ability to adapt to the new environment. New employees just listen to a lecture or read a book, you may get the appropriate knowledge, simple and easy to do, but easy to forget after learning. If the training only stays at this level, the effect is difficult to guarantee. Skills training, is the second level of induction training, hiring new employees inevitably have to take this step. Because the abstract book knowledge can not immediately adapt to the specific operation. Even if the new employees have excellent work skills when they enter the enterprise, they must be trained to understand some of the differences in the operation of the enterprise. Few employees have mastered all the skills they need when they first enter a company, and new accountants, engineers, economists, physicians, nurses and other professionals should participate in new employee orientation training without exception. Although they have mastered the knowledge and skills of the profession, but are limited to their own profession, and the lack of communication and coordination with other professions, and even less understanding of the enterprise. Through training, they should be made to understand the situation of the enterprise and the work of others in the enterprise, and to promote communication and coordination among various types of personnel, so that they can work together from the overall interests of the enterprise***. Moreover, they can also update their professional knowledge through training, and keep abreast of the latest knowledge in their respective fields and its application in the enterprise, so as to make it compatible with the development of socio-economic technology. Quality training, which is the highest level of induction training. Employees with high quality have correct values, good thinking habits and high goals. He may temporarily lack knowledge and skills, while employees with low quality may not use or even help even if they have acquired knowledge and skills. If because of the recruitment gatekeeper is not strict, hired the low quality of the staff, the training does not change, should be promptly dismissed, otherwise, syrupy harm to the enterprise. Onboarding training practice, how to choose the training content, should start from the actual situation. If the hired employees are managers, should tend to knowledge and quality training. If the hired staff is the general staff, then tend to knowledge and skills training. The indispensable contents of the induction training for new employees are: 2 the company's geographical location and working environment; 2 the logo and origin of the enterprise; 2 the history of the development of the enterprise and the stage of the heroes and figures; 2 the interpretation of the important symbols of the enterprise and the souvenirs of great significance; 2 the products and services of the enterprise; 2 the brand status of the enterprise and the market share; 2 the enterprise's organizational structure and the main leaders; 2 the enterprise's culture and the enterprise's business philosophy 2 Enterprise's strategy and enterprise's development prospect; 2 Scientific and standardized job descriptions; 2 Enterprise's rules and regulations and relevant legal documents; 2 Teamwork and team building; 2 Business knowledge and skills, business processes. 3. Training resources. Training resources (also known as training instructors) can be divided into internal and external resources. Internal resources include business leaders, employees with special knowledge and skills. The use of internal resources, new employees and training organizers can be improved. External resources are professional trainers, schools, public seminars or academic lectures. For new employee orientation training, internal resources and external resources have their own advantages and disadvantages, but in comparison, or the first internal training resources, only in the enterprise business is really busy, can not be separated from the manpower or the enterprise is really a lack of appropriate internal candidates, the choice of external training resources. Of course, if you can combine the use of external and internal resources, it would be better. Today's bold entrepreneurs are vigorously explore internal training resources. Such as Motorola set up a Motorola University, each new employee to receive a week of induction training in this corporate university. Siemens has established the Werner. Von. Siemens Academy, each year about 5% of the total number of employees of new employees in the Siemens Academy to receive training. 4. Training dates. The principle of selecting training dates is to train when needed. When designing a new employee orientation program, it is important to schedule the orientation at the time when the selection, testing, and hiring process is completed and the new employee officially joins the company. At this time the new employees need to familiarize themselves with the work procedures and code of conduct of the enterprise through training, without losing time to arrange training is the most appropriate thing. Some enterprises violate this principle, the training program booked in the off-season, in order to prevent the impact of production, but do not know just because of the lack of timely training, but caused a large number of defective products, scrap or other accidents. This is the next best thing. Some companies will be the new employee orientation training in different times from time to time arrangements, each employee in the probationary period will be given the opportunity to get a new employee training, the specific date notified by the Human Resources Department. This is the middle policy. There are also enterprises in the new employees reported that the unified use of centralized time training, training and then start working, this is the next policy. 5. Training methods. Training methods of new and different, is the catalyst for the effect of training. There are a variety of training methods, such as lecture method, demonstration method, case method, discussion method, audio-visual method, role-playing method. Various methods have different characteristics, in the new employee induction training, based on the needs and possibilities of the enterprise, a reasonable choice to adopt. At present, most of the foreign enterprises use case training, and Chinese talent training companies use the most lecture style. Combine lecture method and case method, flexible use in new employee orientation training, lively, supplemented by field visits, is quite effective method. 6. Training place and equipment. The specificity of the training content requirements, the specificity of information transfer, training content and training methods determine how to choose the training venues and equipment. New employee orientation training places are classrooms, conference rooms, work sites and so on. When teaching enterprise overview and other *** same knowledge, the classroom can be in the classroom, conference room. The daily class location should not be a single, can change the training environment, so that new employees learn more about some of the facilities of the enterprise such as the staircase classroom, multi-functional conference room, etc., from various aspects of contact with the enterprise. Moreover, the change of training location helps to attract the attention of new employees and relieve training fatigue. If the business skills of each department are introduced, it is decided that the most suitable place is the work site. In order to create a good training environment, new employees can be organized to visit the work site of each department, make full use of the enterprise's hardware, in front of new employees to show a formal first impression of class. New staff induction training equipment, including teaching materials, notebooks, pens, models, projectors, TV, video and so on. In the enterprise financial and material resources allowed, training equipment to keep pace with the times, as diverse and flexible as possible. This helps to establish a humanized image of the enterprise and enhance the emotional link between new employees and the enterprise. Such as corporate profile and rules and regulations, written materials and specialized staff to explain the purpose of the introduction has been achieved. But if you use multimedia tools to demonstrate, not only can let employees feel the enterprise for them to spend energy, feel humane care, but also focus on guiding new employees to the enterprise and the new environment of positive emotions. 7. Training discipline. Discipline is the guarantee of good training. In the design of new staff induction training program, should develop the corresponding training discipline. The organic combination of the above elements is a systematic new employee orientation training program. Training program out, the design of the program does not end. Program to achieve the training objectives is the fundamental purpose. Whether the training program is designed to be reasonable and effective, whether the training objectives can be achieved, but also through the assessment. (C) the evaluation and improvement of the training program How the training effect, training investment is worth it, has been one of the biggest problems in employee training has not yet been resolved. Scientific training evaluation is very important for enterprises to understand the effect of investment, define the contribution of training to the organization, to prove the achievements made by the staff training. The evaluation of training effect refers to the enterprise after the organization of training, using a certain form, the effect of training in a qualitative or quantitative way to express. Good training evaluation system is in the job analysis, job description, performance standards and management and training elements between the process management, the core of this process management, is through training to continuously improve performance, and on the basis of improving performance, gradually improve performance standards, and then make the enterprise training into a virtuous cycle, really serve the enterprise's business strategy. For the study of training evaluation standards, the most widely used at home and abroad is the earliest by the U.S. scholars Kirkpatrick (Kirkpatrick) proposed a four-level evaluation model of the training effect, the assessment model will be the effect of training is divided into four levels: 1. Reaction layer, that is, the reaction of trainees, the end of the training in the staff, through the survey to understand the overall reaction of the staff after the training and feelings. 2. 2. Learning layer, that is, the effect of learning, to determine the trainee's understanding and mastery of principles, skills, attitudes and other training content. 3. Behavioral layer, that is, behavioral change, to determine the trainee's behavioral changes in the actual work after training, in order to determine the impact of the knowledge and skills learned on the actual work. 4. Result layer, that is, the effect produced, can be measured by a number of indicators, such as accident rate, productivity, staff turnover, quality, staff morale, and corporate services to customers. With the increasing importance of China's enterprises to the assessment of training effectiveness, Kirkpatrick training four-level assessment model has become the main standard for the assessment of the effectiveness of training in China's enterprises, but in a considerable number of enterprises, the assessment of the effectiveness of training generally stays only at the first and second level, and the lack of deep level (third and fourth level) of the assessment. Training evaluation report. Training evaluation should finally present a training evaluation report. Evaluation report has three main components: First, the training program overview, including project inputs, time, participants and the main content, etc.; Second, the results of the training of trained employees, including the number of qualified, unqualified personnel and unqualified analysis of the reasons for the failure should also be put forward unqualified disposal recommendations for unqualified employees should be retrained, if still unqualified, should be implemented or dismissed; Third, the training program Evaluation results and disposition: the effect of the project can be retained, no effect of the project should be canceled, for the defective project to be improved, for some parts of the project is not effective enough to be redesigned and adjusted for some areas of the project can be added to the lack of new. Tracking feedback. After the training report is finalized, it should be delivered and communicated within the enterprise in a timely manner. Some companies tend to ignore this point and cause the training evaluation and the actual work of the disconnect. Training evaluation report should be passed to the following people: first, the trained employees, so that they understand the effect of training, in order to further learning and improvement in the work; second, the direct leadership of the trained employees; third, the training supervisor, who is responsible for the management of the training program, and has the right to recommend the hiring of staff; fourth, the management of the organization, who can decide on the future of the training program. To sum up, this paper starts from analyzing the definition of new employee induction training, and describes the development process and current situation of induction training, as well as the design requirements of new employee induction training programs. At the end of this paper, the author believes that it is also necessary to emphasize that after the formation of the program to be, to try to put into practice, only continuous practice, in order to continuously improve the training effect.