Annual Training Plan Project 1 1. Purpose of training practice:
1. Participate in project operation, deeply understand and participate in finding problems;
2. By participating in consultation and communication, while giving help to the practical project team, in the practice of diagnosis and communication, let the students reflect, improve and develop in combination with themselves;
3. Through this training practice, all branches and developers can feel the role and positive significance of this expert learning practice.
Second, the training practice time:
1. Training internship time: late April or early May.
2. Training practice cycle: 1-3 days (Monday to Wednesday)
Third, the training practice project:
XXXXX project of Changsha branch
Four. Participants in this training practice:
1. Training practice team members:
1) Headquarters: Deputy General Manager (Team Leader), Assistant General Manager (Deputy Team Leader), Training Manager (Team Member)
2) Changsha Branch: comprehensive management manager (team member), etc.
2. Employees: 65,438+05 senior managers of branches in cities except Beijing Company.
The form of verb (verb's abbreviation) training practice;
Team building experience+cross-team field practice+team discussion, exhibition and exchange+re-offer and scheme formulation+scheme landing inspection after training practice.
Six, the specific design of training practice:
The first stage: breaking the ice and starting (the night before the formal practice)
1. Task arrangement: role assignment, team formation, ally selection, resource competition, and preparation of combat readiness plan (work plan).
2. Achieve the goal:
1) The process of team formation and management (core, goal, spirit/atmosphere, harvest);
2) Understanding of competition (crisis sensitivity and insight into important information), acquisition and utilization of resources, and importance of cooperation (correctness and important role of cooperation choice);
3) temporarily forget the identity of the participants, devote themselves to their roles in practice, undertake their own work and goals, understand the project and find problems (from the team's own perspective and external environmental factors, etc.). ) and summarize the problems in the process of cooperation practice.
3. Brief description:
1) self-introduction: each senior executive of the branch has 1-3 minutes to sort out his own advantages and disadvantages (especially for the project, his own advantages and disadvantages and his own good position), and after sorting out, each senior executive has 3 minutes to make a statement;
2) Role assignment: the leader of the training practice organization group is the project manager, and the deputy leader is the practice observer. The remaining practitioners are selected by the infield planners and outfield marketers of the current project to join the team, with infield 1 person and outfield 2 people. After the selection, the rest are sales line personnel who assign roles in team formation;
3) Airborne team formation: the remaining 12 people randomly select two players with the role of sales manager, and the sales manager selects the corresponding personnel to join the team according to the introduction of personal advantages and disadvantages (this link should embody the two-way principle, and the members who have not selected the role of sales manager choose the team they want to join according to the introduction of the advantages and disadvantages of the sales manager, and they can join the team directly when both parties choose to be unified. If it is not unified, it will be temporarily determined, and finally a special round will be added.
4) airborne team integration: the sales manager assigns roles to team members, and explains their clear work contents and responsibilities (in principle, the work contents and responsibilities are required to be no less than 3 and no more than 6 respectively), and formulates the names and slogans of each team, as well as the achievements and objectives of this training practice. All the above contents are completed, and each team has 3-5 minutes for presentation and presentation. The demonstration results were scored by the team leader, deputy team leader, existing project manager and sales manager, and the score was high.
5) Choosing Allies: The two sales managers of the current project will introduce their own advantages and existing resources, and the airborne team will choose the allies who form project practice with them according to their introduction and the characteristics of their own team, and the winning team in the last round will be preferred;
6) Competition for additional resources: Organize all 2+2 teams that have been formed and become allies to play 1-3 team competition pk. The winner of each round of competition can get corresponding resources, which are divided into existing resources and customized resources. The existing resources include: key task reminder, consultant guidance once (the team leader is a part-time consultant), the opportunity to know the training progress of the opposing team, and the appearance of the final results of training exercises. Customized resources: put forward by the award-winning team according to their own needs, and organize the training team to prepare for distribution;
7) Preparation plan (work plan): After the team is formed, it will work out a specific work plan for practice according to the set practical goals. The work plan needs to be implemented until the next day, and the project manager and observers will fully understand their respective practices and working conditions.
The second stage: practice and diagnosis
1. Task arrangement: information collection, task wall, problem mining, problem analysis and classification.
2. Achieve the goal:
1) Obtain all kinds of information to achieve the goal through various channels, sort out information results and search channels, and analyze and judge the accuracy and effectiveness of channels and information;
2) Through the setting and implementation of the work plan, find out the problems existing in the process (which must be the bottlenecks or difficulties encountered by the project at present);
3) Analyze the excavated problems, complete the classification through the strength of the team, distinguish the nature of the problems (solvable problems & temporarily unsolvable problems), and summarize the expected cycle length of the problems to be solved.
3. Brief description:
1) In order to achieve team goals, each team collects the information they need to know, such as: understanding the network, introducing allies, attending regular meetings of developers, etc. , help the team to dig up problems and put forward post-solutions more pertinently;
2) After each day's work, summarize the work plan made by the team that day and do your own task wall. The task wall needs to include: setting content, specific implementation progress and adjustment plan, etc. The training practice organization team will not interfere with the whole practice process, but the members of the training practice organization team will participate in the daily achievements, listen to the statements of the team achievements, and make internal scoring records after the statements;
3) According to the situation of each team's problem mining, make their own team's problem wall, and display the found problems and classification results in the problem wall;
4) The specific practice time is 2 working days. After the practice session, each team needs to sort out their own achievements, take stock of their effective work contents, sort out the achievements of the problem wall, and give corresponding problem solutions through internal discussion.
Stage 3: Re-quotation and Solution
1. Task arrangement: task result (effective), problem sequencing result and problem solution.
2. Achieve the goal:
1) Check the completion of the goals set by the team through review (task results, problem analysis and solution suggestions), summarize and reflect on the possible problems in the corresponding management links in their respective work, or whether there are solutions to the corresponding problems. The final presentation and communication are guided by the host and shared by team members spontaneously;
2) Summarize the difficulties encountered by the current project, discuss the solutions, and determine the excellent solutions that can be implemented and landed;
3) Through the final interactive communication, share similar cases encountered by team members and strengthen practical results.
3. Brief description:
1) show the achievements of the task wall, summarize and state the actual combat achievements of two days, and each team will give a presentation for 5 minutes;
2) Organize the results of the problem wall, analyze and explain, and put forward feasible solutions to the problem. Each group will make a presentation in 5 minutes;
3) Discussion and communication (30 minutes), two days of practice, the completion of team goals, the excavation of problems, the proposal of solutions, etc. , used for the interaction between the two teams;
4) Senior executives of participating branches sum up their experiences and share their experiences, each for about 3 minutes;
5) Train the leader and deputy leader of the practice organization group to make concluding remarks and evaluate the achievements made by the two groups in this practice. The winning team will be rewarded (the specific reward content is to be determined, and it is suggested that the winning team or the company of outstanding students can directly get the quota award for the on-site lecture tour in combination with the serial training of the sales manager).
Seven, other key issues:
1. Role integration in practice
1) The leading role of this training practice is to realize expert diagnosis and give relatively effective solutions through practice. Therefore, in order for students to break the original identity definition, fully understand and judge the specific operation of each link and post of the practical project, corresponding roles are set for students according to the actual post setting of the project, so as to solve the integration problem of practical roles, covering research interviews, observation and understanding, analysis and judgment and practice.
2) In addition, considering the fairness of role assignment, and with the help of this process, practitioners can accept role assignment and reflect on the problems existing in the formation and management of their own teams. The above links are conducted in the form of games, self-presentation and PK.
2. Actual participation.
After grouping, there will be 1 planning team (infield and infield), 2 independent sales teams and 2 original sales teams of the project. Considering the actual workload and schedule of existing projects and the participation of students, the new and old packages are designed. On the one hand, it can solve the problem of quickly collecting information and getting familiar with the project for the new team, on the other hand, it can also observe and understand the working state of the existing team more closely, so as to better find the problems and give solutions.
3. Consideration of overall training practice objectives
Through the steps of goal setting, work plan formulation and results review and summary, the operation and control ability of team members in all aspects of this training practice is tested, and at the same time, through the comparison of overall goal realization, each team member is guided to formulate effective team goals more reasonably to realize the profit and development of the team.
4. The significance of landing as practical training
Taking practice as a means and way, participants can experience the whole process of management, and through this experience, they will put the results summarized every day into practice and constantly sum up the effects of practice. This experience summary and expert method can not only promote the operation of the practice project itself, but also induce the participants to reflect.
5. Evaluation of training practice effect
1) The evaluation of training practice effect is mainly based on behavior evaluation, that is, the solutions put forward at the end of the practice should be transformed into specific action plans, and the effect of training practice should be judged by the final results of the implementation of the action plans;
2) At the same time, discuss the follow-up action plan on WeChat group. First, communicate the problem solving situation in time and brainstorm quickly within the company; The second is to increase the interaction and sharing among participants, realize the study group after class, and stimulate the self-improvement of participants.
For many large enterprises, or fast-growing enterprises, training is a very important content, and these enterprises also attach great importance to employee training. As the saying goes, "Plan first, then act". As a training, we must plan ahead and make a comprehensive and systematic consideration, so that these problems will not occur. Then as hr, you need to make an annual training plan for the next year at the end of the year.
Conduct a training demand survey
Effective marketing training demand research is the premise of designing training plan. There is no training research, and the training courses are all set by subjective speculation. Such courses are not targeted, and training will be futile. This is also the root of the company's training problems. Training needs are usually determined by three factors: enterprise strategic needs, job responsibilities and personnel performance gap. It is usually implemented by the personnel of human resources department in cooperation with other departments. Through the summary and analysis of three aspects, the training needs of personnel are formed, which is the basis for the formation of departmental training needs and the overall training of the company.
Determine the enterprise training framework
After analyzing and determining the individual training needs, summarize the gaps and shortcomings faced by everyone from point to point, and form the future training focus of the department; According to the * * * demand of the department and the enterprise strategy, find out the * * * problems of the enterprise, find out the shortcomings and key links of the whole enterprise, and thus determine the future training focus of the enterprise. If these key links are solved, training will produce great value for enterprises.
Draw up a training plan
After the training demand is formulated and the training course framework and key points of the enterprise are determined, the personnel of the human resources department need to formulate a preliminary annual training plan (including training theme, holding time, training purpose, training objectives, number of people, class hours, estimated expenses, etc.). ), and then invite business owners and department heads to participate in the deliberation. During the deliberation, the Human Resources Department will briefly explain the draft training plan, and then reach an understanding through collective discussion. The purpose of this is to determine the main direction of training and not to make key mistakes in training.
Make a complete training plan
After determining the draft training plan, it is necessary to continue to complete all the details in the plan before the training plan is completed. The details of the specific training plan are mainly composed of the following parts: training purpose, training courses, training targets, training lecturers, training methods, training time, training budget and so on.
1, training purpose
Each training program should define the purpose/goal, why the training should be carried out, and what kind of training effect should be achieved. So that the training can be targeted. Identifying personnel training needs is usually the main purpose of training. The purpose of training should be concise, operational and measurable, so as to effectively check the training and learning of personnel and facilitate future training evaluation. At the same time, the training goal should not be too high, and all problems cannot be expected to be solved. Goals that can be promoted in stages can be designed according to the personnel gap. In this way, after continuous training, the purpose of training is finally achieved.
2. Coach goals
Effective marketing determines who the training target is for, who is the main training target and who is the secondary training target. According to the 20/80 rule, 80% of the company's performance is often created by 20% people, so these 20% people are the key training targets of the company. These people usually include middle and senior managers, key technicians, marketers and business backbones. In this way, the training is not to sprinkle pepper noodles all over, but to use good steel on the blade.
3. Training courses
The source of training courses is the framework of training courses formed by training needs, and arrangements are drawn from it according to priorities. At the same time, the training object and the training course are complementary, the training object determines the training content, and the training content must also have a suitable training object. According to their combination, courses can be divided into three categories: key training courses, regular training courses and temporary training courses.
4. Training form
Training forms can be roughly divided into two categories: internal training and external training. From the specific arrangement, we should give priority to internal training, supplemented by external training. Strengthening internal training, on the one hand, can greatly reduce the training cost, and the internal training cost of enterprises is only a fraction of external training; For example, internal training can be arranged in a large number of forms with low cost and wide audience, such as classroom training, on-site training and audio-visual materials training. On the other hand, internal training can improve the effectiveness of training, and trainees can effectively accept and improve the words and deeds of internal lecturers.
5. Training instructors
Lecturers can be divided into external lecturers or internal lecturers. When training abroad, or in-house training for key courses that employees of this enterprise can't talk about, it is necessary to hire external lecturers, which is very important for the selection of lecturers or training institutions and directly determines the success or failure of training. The most important principles of selection are professionalism and skill, and whether the content meets the needs of the company; Whether it can fully arouse students' enthusiasm for learning, rather than make them sleepy.
6. Training time
Training time should be forward-looking, and don't wait until training is needed. According to the priority of training. The time arrangement should be appropriate, with the principle of not conflicting with daily work as much as possible, and taking into account the students' time. Generally speaking, it can be arranged in the off-season of production and operation, at the beginning of weekends or holidays. Which is more abundant.
7. Training costs
To make a training plan, it is necessary to budget the expenses. There are many effective marketing budget methods, such as determining the budget amount according to the percentage of sales revenue or profit. Or according to the company's per capita budget, multiply it by the number of people to get the total budget. When a budget is allocated, it is usually not evenly distributed. The main training expenses should be tilted to senior leaders, middle managers and technical/backbone personnel. Senior managers and key employees have improved their management and technical level, which can effectively drive ordinary employees to improve their working ability. This kind of top-down promotion is much easier than the bottom-up promotion of ordinary employees.
Conclusion: If the above requirements are met, a complete and feasible training plan can be formulated and implemented. By making a scientific training plan, various problems caused by poor planning can be effectively avoided, the training satisfaction of personnel will be greatly improved, and training will effectively support the development of enterprises. I hope the above information about how to make a training plan is helpful to everyone. If you want to know more, you can go to think tank network to check other relevant information.
Chapter III of the Annual Training Plan The training plan is a record arranged in a certain logical order. It is a systematic setting of training time, training place, training object, training content and training method based on the comprehensive and objective training demand analysis. The training plan must meet the needs of both organizations and employees, consider the resource conditions of the organization and the quality foundation of employees, and fully consider the advancement of personnel training and the uncertainty of training results.
20xx enterprise employee training plan atlas mainly includes employee training plans of electronic companies, dairy companies, trading companies, production companies, sales companies, catering companies, automobile air-conditioning companies, printing companies, banks, timetable companies, hot springs, electromechanical companies, hotels, clothing companies, real estate development companies, real estate companies, marketing planning companies and other different companies. To provide reference for enterprises to formulate employee training plans.
I. Training background
20xx is the first year of the company. In this year, we set up a professional decoration design and construction team, which has begun to take shape. In this year, the focus of training is mainly on the construction of corporate culture. After more than half a year of corporate culture training and publicity, all employees have been able to better understand, understand and accept the company's corporate culture. In 20xx, our training will focus on "laying a solid foundation and forging a team". On the basis of improving employees' work skills and comprehensive quality, we should change the management concepts and methods of managers at all levels, enhance employees' sense of responsibility and self-discipline, and enhance their sense of belonging to the company. In addition, the promotion of corporate culture and the enhancement of employee cohesion will still be an important topic of this year's training.
Second, the training objectives
1. Improve the overall quality and professional level of employees, improve the company's talent structure, cultivate and reserve talents for the company, and provide guarantee for the company's sustainable development.
2. Strengthen team training within the company, increase the company's own cohesion, and enhance employees' understanding of corporate culture and business philosophy.
3. Stimulate employees' curiosity and creativity, and explore the potential of employees' knowledge renewal and ability renewal.
4. Reduce employees' work mistakes, avoid accidents and improve work quality and efficiency through training.
Third, the investigation and analysis of training needs
In order to make the training plan targeted and operable, in 20xx year 65438+February, the comprehensive management department organized all employees of the company to conduct a training demand survey, * * * distributed 34 questionnaires and recovered 32 valid questionnaires, with an effective rate of 94%. Through this survey, it is found that the employees of the company have a high recognition of training, know the importance of training, and have urgent training needs themselves. According to the survey results, the comprehensive management department will selectively focus on the following aspects when arranging training:
1, training arrangement
(1) In the setting of training content, we should pay attention to the practicality of training content, and the focus of training should be on professional skills, management ability and corporate culture;
(2) In the selection of training methods, centralized teaching, extended training and experience sharing will be adopted according to different training topics.
(3) In terms of the source of training teachers, it is more inclined to choose industry experts, which can also be undertaken by outstanding employees or business backbones within the company;
(4) Regarding the arrangement of training time, we will try our best to choose working hours.
2. Selection of training courses
Will choose from comprehensive skills training, management skills training, professional skills training and professional quality training.
3. Selection of training methods
We will mainly consider inviting external lecturers to give lectures in the company, sending people to external training institutions for systematic training, and teaching by experienced personnel of the company, and establishing the company library and network platform.
4. Matters needing attention in training
(1) The General Management Department usually pays attention to the research and development of training topics, collects information on lecturers and training topics from well-known domestic consulting and training companies in time, and recommends relevant training topics to relevant departments from time to time according to the needs of companies and departments.
(2) When arranging training, the General Management Department should consider the coordination with work to avoid the conflict between busy work and training practice; Second, we should consider the relationship between key training and general promotion, and comprehensively improve the ability and quality of employees based on the interests and needs of the company.
(3) For a single person with a large amount of training and a long time, an employee training agreement should be signed to reduce and control the losses caused by employee turnover.
Four, 20xxxx annual training plan
1, training frequency
Arrange a large-scale special training every quarter, arrange a special training every month, and immediately arrange the induction training for new employees.
2. Training methods
According to the different training topics, centralized teaching, extended training, experience exchange and sharing, autonomous learning and other ways are adopted.
3. Design of training course system
(1) induction training
Training target: new employees of the company
Training content: it is divided into company internal training and confidence training school training.
① The internal training contents of the company include: company introduction, company rules and regulations, functions and relationships of various departments, etc.
② The training contents of confidence training school include: corporate culture, teamwork, execution, etc.
Training purpose: to understand and integrate into the company's corporate culture as soon as possible, and enter the working role and state.
(2) comprehensive ability training
Training target: all employees
Training content: personal quality, professionalism and other aspects of training, including effective communication skills, team integration (outward bound training), plan management, business negotiation, time management, emotional management, etc.
Training purpose: to improve the personal quality and professional quality of employees.
(3) Professional skills training
Training target: all employees
Training content: professional skills upgrading training for personnel in different positions, such as professional knowledge training, classic case sharing, various qualification and title examinations, etc.
Training purpose: to improve the professional skills of employees so that they can be applied in their work.
(4) Training of management skills
Training target: middle-level and above managers.
Training content: management skills and other training courses, including: execution, professionalism, target management, performance management, leadership behavior and art, and high-performance team building.
Training purpose: to improve the management level of managers and enhance team vitality, cohesion and creativity.
(5) Team building training
Training target: all employees
Training content: group activities and outward bound training.
Training purpose: Through various well-designed activities, in the process of solving problems and meeting challenges, the training purpose of "stimulating potential and melting the team" can be achieved.
(6) Self-learning of employees
Object: every employee
Content: Learn professional knowledge, job skills and comprehensive knowledge.
Ways: reading, online learning, learning at work and consulting.
Objective: To establish a learning organization and improve the quality of all staff.
(7) Special training
Training objectives: specific objectives (specified according to the needs of the company)
Training content: training required by special certificate.
Training purpose: in order to better meet the company's work and business requirements.
Evaluation and effect evaluation of verb (abbreviation of verb) training
In order to strengthen the training effect, the examination and effect evaluation in the following aspects will be strengthened in 20xx. Among the following methods, 1 is necessary for any training, and the rest will choose the most suitable evaluation method according to different training contents.
1, participate in the training assessment, such as whether to attend the training on time and whether to attend the required training hours. Through employee personal training records and employee training hours statistics. Internal training of departments and personal training of employees can be linked to performance appraisal as an aspect of performance appraisal.
2, response evaluation, measure the participants' impression or attitude to the training. For example, after the training, a questionnaire will be distributed to the trainees to find out the trainees' responses to the training and what they have gained through the training, which mainly includes: responses to the course content design; Response to the content and quality of training; Response to training institutions; Can the knowledge and skills learned in the training be applied to future work and what are the benefits?
3. Learning evaluation mainly measures whether the trainees have mastered the knowledge and skills after training and learning, and can evaluate the training effect by asking the trainees to submit training experiences or exams within a certain period of time.
4. Behavior evaluation, focusing on the degree of behavior change of participants. Many training effects can't be shown immediately, so the evaluation of the application, behavior and performance of knowledge and skills needs to be carried out after working for a period of time, and can be evaluated by observation, evaluation and other methods.
5. Evaluation of the results, mainly from the company's performance to examine the training effect, such as whether the quality of work is improved, whether the expenses are saved, whether the profits are increased, etc.
Six, the internal trainer system
In order to carry out training more effectively, improve the enthusiasm of employees and stimulate their potential, an internal trainer system can be gradually established.
1. Focus on a few suitable personnel, and develop some courses that are suitable for the actual situation and urgent need of the company according to the specialties and characteristics of different personnel.
2. Arrange training courses for trainers, such as attending TTT training camp.
3. Form a lecturer's internal training system, standardize internal training management, and reward internal trainers for class hours.
VII. Annual training budget of 20xxxx.
The estimated expenses from inviting external lecturers to give centralized lectures, sending training, building a library, and the class fees of internal lecturers are as follows:
1. External experts will give lectures for 4-5 times. According to different teachers, the cost of each lecture will be controlled within 10000 yuan;
2. The cost of sending out for training is estimated at 50,000 for business English and other expenses.
3, professional qualification certificate fees, fees
4, the establishment of the library, the estimated cost of 5000 yuan;
5. The internal trainer teaches, and the estimated lecture fee and reward is 5,000 yuan;
Staff training is the source of strength for the company's sustainable development and the most extensive and fundamental way to cultivate talents, improve the quality of employees and enhance the core competitiveness of enterprises. Therefore, training is not an end, but a means, not consumption, but investment. Therefore, the ultimate goal of training is to improve and improve employees' knowledge, skills and attitudes through training, thus enhancing the company's economic benefits.