After answering the question of the purpose of induction training, what we have to do is how to plan the training time and choose what kind of opportunities to follow up the training. How much training time depends on how much the problems of new employees are solved; The timing of training depends on the psychological needs and expectations of new employees. Then, we might as well analyze:
First of all, when a person enters a strange environment, his psychology will be full of tension and fear, and he will be at a loss in the face of all kinds of strange environments. Even small things like going to the toilet and smoking will be a challenging task for an employee who reports for duty on the first day, especially those who are introverted. Therefore, the first day of training should start with the tour guide. In addition to showing new employees the company's publicity image, we should also show new employees around and explain various places of the company, such as smoking areas, toilets and office areas (explaining billboards, billboards, display walls, etc.). ) and various processes in the workshop. The purpose of this is to let employees know the enterprise intuitively, understand the enterprise, and quickly eliminate strangeness and fear.
Secondly, new employees have basically eliminated their strangeness and fear of the company after induction training. At this time, it is very necessary to train the company's rules and regulations so that they can understand and abide by the enterprise norms. Therefore, the next day, we will conduct company system guidance training. Doing so will not only enable new employees to establish good corporate norms from the beginning and adapt to the company quickly, but also have clear expectations about whether they are suitable for the new company. At this time, if some new employees feel that they cannot adapt to the rules and regulations of the new company, they will naturally choose to leave the company. The new employees who stay will expect to integrate into the company soon and settle down immediately.
So how can we help the remaining employees quickly integrate into the company? The corporate culture training on the third day is particularly important. Therefore, on the third day, we must conduct corporate culture guidance training, and systematically instill various cultural concepts of this enterprise into new employees, including potential invisible culture (such as boss's preferences). At the same time, the mission, vision, core values, medium and long-term development strategy, annual business plan and business philosophy of the enterprise must be clearly, accurately and thoroughly expounded and explained. What I want to say here is that some colleagues don't agree with this part of the training and think that the vision, mission, values and strategy of front-line personnel training are incomprehensible, disliked and meaningless, but practice tells me that this part is the core of corporate culture training. Why? It's simple: everyone needs an expected pie, and front-line personnel are no exception. You must give him a clear pie, and he will have the motivation to pursue it. At the same time, we should also join courses to adjust employees' mentality, such as gratitude mentality, responsibility mentality and positive mentality. , it will make employees integrate into your enterprise and your work ideologically. And the change of thought, its power is infinite.
After induction, system guidance and cultural guidance training, new employees have basically eliminated their strangeness and fear of the new environment, increased their sense of identity and belonging to the enterprise, and basically entered the ranks of company employees. However, for front-line workers, whether the work is really suitable for them, the working environment, working mode and other issues need to be understood in practice, so the training on the fourth, fifth and sixth days needs to be tested through entry practice. Doing so not only allows employees to re-examine the job, but also allows enterprises to re-examine the employee. Observation by both parties and two-way choice are the most reasonable and responsible results for the company and employees.
Well, so far, the first stage of induction training can basically be over, and a qualified new employee has entered your enterprise. So at this moment, what we need to do is to turn our training course into a symposium, communicate with employees face to face, understand their ideas, answer their puzzles, and make choices for those who are not suitable.
Does this mean that our induction training is completely over? Of course not. If you do this, you are doomed to failure. On the contrary, the company's induction training has just begun, because you must understand the psychological needs and expectations of employees.
By this time, new employees still don't fully trust the enterprise, especially the front-line employees. They are constantly getting information from enterprises every day, but at this time, you must pay attention that the information they get must be negative, because the information generally comes from old employees, and the information given by old employees is mostly negative (this is human nature, only seeing shortcomings, not seeing advantages, and the actual survey results are the same. )。 What you have to do at this time is to gain the trust of new employees and guide them to understand the company correctly. Therefore, it is very necessary for the direct supervisor to interview new employees for half an hour every day. (Or some companies implement the coach responsibility system) In addition to caring, the interview content should also dispel doubts, release negative information, inject positive energy and help them quickly integrate into the team. This stage is the real induction training for new employees. If you don't do well at this stage, you can basically declare that your training has failed. After a month of persistence, the new employees basically really integrated into the company. But that doesn't mean that your induction training is over. Because, new employees immediately encountered new problems.
After joining the company for one month, new employees will immediately consider the issue of personal development after integrating into the company and entering the working state. Therefore, driven by such psychological needs, the company must do a training. What training should it do? It is a career planning training for new employees.
Some colleagues may disagree and think that new employees should do this training as soon as they enter the company, so that employees can have a clear development direction and efforts from the beginning. But through the actual observation in recent years, I found that the initial training had no effect. At this time, employees don't care about this at all, but care about whether they can survive in the enterprise. When a person has no needs, everything is in vain. But one month after joining the company, he has this demand, and this demand will gradually increase with time. So at this time, a vocational training course is necessary and necessary. At this time, the enterprise tells employees how to grow, how to get promoted, how to develop and so on. Just like the spring rain that the thirsty earth looks forward to, it makes employees instantly rejuvenate.
By the end of this training course, our new employees have faded and become veritable old employees. This time, it also means that our induction training can come to an end. Follow-up training can be included in our normal annual training plan.
Therefore, I think that the induction training of new employees in enterprises, especially those in labor-intensive enterprises, needs 7 days of guidance, 30 days of follow-up and career planning of 1 to completely solve the problem of poor induction training. If the enterprise can do this, your new employees will bring you unlimited value.