The training period of the first 6 months of new employees often reflects the importance the company attaches to talent training, but many companies often only focus on the first 15 days, resulting in a peak in the turnover rate of new generation employees in the 6th month of employment By 1 year, the company will lose a lot of costs. How to quickly improve the ability of new employees depends on what the managers did in the first 180 days. (The following is from Huawei Life)
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Stage 1: The newcomer joins the job, letting him know what to do (3 ~ 7 days)
In order to allow employees to quickly integrate into the enterprise within 7 days, managers need to do the following seven points:
1. Arrange seats and office tables for newcomers, have their own place, and introduce colleagues around the location to know each other (each person introduces no less than 1 minute);
2. Hold a welcome meeting or dinner for everyone in the department to know each other;
3. Direct boss communicates with him alone: let him understand the company culture, development strategy, etc., and understand the professional ability, family background, career planning and hobbies of the newcomer.
4. The HR supervisor tells the new employees about their job responsibilities and their own development space and value.
5. The direct boss clearly arranges the tasks for the first week, including: what to do every day, how to do it, who is the head of the colleague department related to the task.
6. Find and correct problems in daily work in a timely manner (without criticism), and give timely affirmation and praise (feedback principle); check the daily workload and where the difficulties are;
7. Let the old colleagues (working for more than 1 year) contact the newcomers as much as possible, eliminate the newcomers' strangeness, and let them integrate into the team as soon as possible. The key point: Have lunch together, chat more, and do n’t talk about excessive work goals and stress work in the first week.
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Stage 2: Newcomer transition, let him know how to do well (8 ~ 30 days)
Change is often painful, but it is necessary. Managers need to spend a shorter time to help new employees complete the role transition. Here are five key methods:
1. Lead the new employee to be familiar with the company environment and the people in various departments, let him know how to write standardized company emails, how to send faxes, who to find a computer problem, how to answer internal calls, etc .;
2. It is best to arrange new employees near old colleagues for easy observation and guidance.
3. Observe its emotional state in a timely manner, make timely adjustments, and find out whether there is pressure through inquiry;
4. Teach him his experience in a timely manner, let him learn in actual combat, learn in the middle, and middle school is very important for new employees;
5. Affirm and praise its growth and progress in a timely manner and raise higher expectations. Key points: 4C, feedback skills .
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Stage 3: Let new employees accept challenging tasks (31 ~ 60 days)
Giving appropriate pressure at the right time can often promote the growth of new employees, but most managers choose the wrong way to apply pressure.
1. Know the strengths and skills of new employees, explain the requirements of the work and the requirements of the assessment indicators;
2. Carry out more company team activities, observe its advantages and capabilities, and improve its strengths;
3. Give them a chance to improve when they make mistakes, observe their mentality during adversity, observe their behavior, and see their cultivation value;
4. If it is really not suitable for the current position, see if it is suitable for other departments, and give them more opportunities, the mistakes that managers are easy to make are one size fits all;
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Stage 4: Compliment and encouragement, establish mutual trust (61 ~ 90 days)
It is easy for managers to skimp on their praise language, or lack the skills of praise, and praise generally follows three principles: timeliness, diversity and openness.
1. When the new employee completes the challenging task, or where there is progress, give praise and reward in time, praise the timeliness of encouragement;
2. Various forms of praise and encouragement should surprise him more, create more surprises, and praise the diversity of encouragement;
3. Show the achievements of subordinates to company colleagues, and share successful experiences, and praise the openness of encouragement;
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Stage 5: Incorporate new employees into the team to actively complete the work (91 ~ 120 days)
For the new generation of employees, they are not lack of creativity, more often managers need to be patient to guide them how to teamwork and how to integrate into the team .
1. Encourage subordinates to actively participate in the team's meeting and speak at the meeting, and when they speak, make praise and encouragement;
2. For the incentive mechanism, team building, task flow, growth, and good experience, more meetings should be discussed and shared;
3. Discuss the methods and suggestions of task processing with new employees, and affirm them when subordinates make good suggestions;
4. If there are conflicts with old colleagues, they should be dealt with in time;
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Stage 6: Give employees a mission and appropriate authorization (121 ~ 179 days)
When the first three months have passed, new employees will generally become regular employees, and new challenges will follow. Of course, it can also be said that the new employees really become part of the company, and the manager ’s task center should also follow. Turn to the following 5 points :
1. Help subordinates reposition, let subordinates recognize the value of work, the meaning of work, the responsibility of work, the mission of work, the height of work, and find their own goals and directions;
2. Always pay attention to the new subordinates. When the subordinates have negative emotions, they must adjust in time and be sensitive to all aspects of the subordinates; when the subordinates ask about negative and childish questions, they must change the way and go from the positive side to the positive side To relieve his problems, the manager's thinking changes;
3. Let employees feel the mission of the company, magnify the company's vision and cultural value, magnify strategic decisions and leadership intentions, focus on condensing people and culture, focus on correct and efficient communication in the direction, focus on performance improvement and professional quality;
4. When the company has any major events or exciting news, we must guide everyone to share; requirements: to encourage subordinates anytime, anywhere;
5. Start to decentralize moderately and let subordinates complete the work on their own, discover the value of work and the joy of enjoying the results, and decentralization should not be in one step;
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Stage 7: Summarize, develop a development plan (180 days)
After 6 months have passed, it is time to help the subordinates make a formal evaluation and development plan. A complete performance interview generally includes the following six steps:
1. Every quarter, at least 1 or 2 formal performance interviews of more than 1 hour are guaranteed. Before the interview, make a full investigation and make the interview reasonable, well-documented, and legal;
2. The performance interview should be done: clear purpose; employee self-assessment (what have been done, what results have been achieved, what efforts have been made for the results, what has been done inadequately, what are the gaps with other colleagues);
3. The evaluation of the leadership includes: achievements, abilities, and daily performance. To affirm the achievements first, then talk about the deficiencies, and then talk about the deficiencies with real examples to support (still feedback techniques)
4. Assist subordinates to formulate goals and measures, let him make commitments, supervise the progress of the inspection goals, and assist him to achieve the established goals;
5. Strive for opportunities for development and improvement of subordinates, discuss with him more about future development, and evaluate subordinates at least once every 3-6 months;
6. Give his subordinates the opportunity to participate in training, encourage him to study more and read more books, everyone develops a growth plan, and checks it in stages;
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Stage 8: Full attention to the growth of subordinates (every day)
After the first 90 days, the general new employees will become regular employees, and new challenges will follow. Of course, it can also be said that the new employees really become part of the company.
1. Pay attention to the life of the new subordinates, and support, communicate, care and help when he is hit, ill, falling in love, experiencing life changes, and getting confused.
2. Remember the birthday of each colleague in the department, and celebrate the department collectively on the birthday; record the major events of the department and each breakthrough of the colleague, and praise and reward each progress;
3. Organize a variety of team collective activities once a month to increase the team's cohesion. The key points are: honesty, appreciation, affection, and integrity.
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✎ Attached: "Fan Xiongshan: 13 Golden Rules for New Staff Training"
1. Clarify the importance of cultivating new employees-doing things and being human
Cultivating new employees is a topic that every manager must face together. Without social experience, completely blank, new employees start their careers. They will be influenced by the bosses and predecessors they first encountered in the company.
The question is, what kind of people will the bosses and predecessors meet? Will it have a positive impact on their growth? Or, will they be completely destroyed by those incompetent bosses?
Therefore, there are two key points in cultivating new employees. The first is to give the new employee a way to do things. Although it is not difficult to arrange the work for the new employee, he must be allowed to master a reasonable operation method. The "method of doing things" will allow new employees to overcome the subconscious inferiority in the shortest possible time, gain confidence and a sense of accomplishment, and thus enjoy the pleasure of work. The second is to make new employees have the qualities that company employees should have. The quality mentioned here mainly refers to the necessary code of conduct in daily work, such as reporting, communication, speaking style, attitude, etc. It is necessary to teach repeatedly until new employees form a subconscious conditioned reflex, which can be done almost without thinking.
New employees must master these guidelines as soon as possible, otherwise, as they grow older, the longer it takes to correct bad habits. Therefore, for managers, quality training is the responsibility of not letting go, which helps new employees quickly enter the role and master the essentials of work.
2. Work is the real beginning of training-collective training is nothing more than running
Cultivating new employees requires correcting a misunderstanding. The pre-job training for new employees is not the end, but the starting point. The purpose of pre-job collective training is to teach new employees some common knowledge and basic experience so as to better integrate into the company. But collective training is very limited, because training is conducted in a state of not working, so can not directly teach how to work. Therefore, the significance of collective training is that it simplifies the training of various positions and is an auxiliary means.
The training of new employees is actually from the day of assignment to the job, and all responsibilities are on the job. Everyone has their own characteristics, and they cannot be unified. They must be taught according to their aptitude, and there is no class, and this can only be done by the boss and senior colleagues in the job.
Therefore, work is the real beginning of training.
3. Do the training method for him-don't treat your subordinates as helpers
Managers need to understand that everything is left to the other party, and it is completely unreliable to subjectively think that the other party can do it and let the other party do it. As a manager, when a newcomer joins the company, he should first make a good demonstration and patiently explain the method. At the same time, let him try to practice. The good place does not hesitate to encourage, and he should be reminded of the correct place. In a word, put your hand on the horse, get a ride.
Without any hands-on teaching, if new employees are free to play, they will "how to do what they want to do." If they do not succeed according to their own ideas, they will easily lose their confidence and hate work, thus unconsciously forming bad work habits.
Keep in mind that subordinates are not errands, aimless work arrangements, only limited helpers, and it is unreasonable to do only a few small things. All in all, it is necessary to show him, let him do it, and evaluate it appropriately.
This method is very important, especially in the first step in the workplace. So from the beginning, teach the newcomer the best method you have tried, let him do it, let him succeed, and increase self-confidence.
4. Clearly guide the person in charge-two people can be trained at the same time
New employees enter the company full of hope, so managers must let them grow, and cannot train an unqualified person. Therefore, it is necessary to establish a mechanism to clarify a person responsible for guiding new employees and make him responsible for training new employees. Generally speaking, the person responsible for the training of new employees should choose those who have 1-3 years of work experience as much as possible.
The person responsible for the new employee needs to complete three tasks. One is to demonstrate work to new employees, let them try to do, and evaluate their performance, repeat the process, and teach by hand. The second is to carefully observe the new employee's behavior and find problems, and help him to correct his mistakes through repeated reminders. New employees have different levels of comprehension, so don't eat a fat person at once, stick to the principle of "correct one problem at a time", and improve one by one. The third is to open the heart of the new employee, listen to all his troubles, and give constructive suggestions accordingly.
Can not choose those who have serious problems in terms of people and working ability as the new employee guidance person in charge, otherwise it is very likely to pass bad habits to the new person. People of similar age are easy to communicate, so choose people of similar age as much as possible.
At the same time, it must be understood that training new employees also means training the person in charge of guidance. This is a challenge and a learning growth, so this good opportunity cannot be missed.
5. Identify the training process for new employees-start with the overall work
It is necessary to abandon the concept of treating new employees as a temporary response to understaffed emergency personnel. In turn, it is necessary to clarify the process of training new employees in advance. The process is clear and the steps are clear. The situation in each department is different, but there are certain procedures for cultivating new employees. Generally, they will be allowed to do all the work of the department roughly, understand the relationship between them and all colleagues.
In any case, it is necessary to do something related to the whole work first, not to be single in the beginning.
To master the principles of the training process: start from the easier work to the harder work; gradually transition from the routine work in accordance with the fixed standard procedures and methods to the highly applicable work. In a word, according to the work content of the department, the work order should be clearly defined.
As a manager, it is necessary to clarify a sequence, because everyone knows the situation of each group of the department. At this time, it is necessary to cross-replace the guidance person in charge one by one, and do not limit it. The increase in the number of responsible persons is also equivalent to expanding the scope of training.
6. Don't confuse the order of guidance-firstly be accurate, secondly quickly
When training a new employee, if you have already passed the initial entry stage of "become him, let him do it, praise him", then it is more important to let him do things accurately and correctly. In the initial stage, the focus should be on the accuracy of doing things, but it does not require processing speed and workload to avoid overburdening newcomers. If you have been able to accurately handle the work, the next step is the speed requirement, and guide how to deal with the problem to achieve more. When the newcomer's speed reaches a fairly high level, he should gradually give him some predecessor work to make him an independent and qualified employee. The above three stages should be said to be the basis for guiding new employees: firstly, they must be accurate, and secondly, they must be swift, in order to do better. It should be noted that when new employees are trained, they must be guided in order. Some new employees are more anxious and want to do the same thing as their predecessors, so they want to skip some steps. If it is allowed to develop, it will weaken its basic skills and short-sighted behavior, and the long-term consequences will be unimaginable.
7. Work for customers-salaries are paid by customers
In terms of employee quality training, the first problem that new employees understand is that the salary is not paid by the company, but by the customer. This is also the view of Master Drucker: the only value of the enterprise is to create and meet customer needs. New employees must be specially taught to eliminate this illusion. The first step in cultivating new employees is to keep in mind the gratitude to the customers, reflect in behavior and attitude, and form good habits. At this point, seniors should also demonstrate to new employees with correct attitudes and behaviors. Whether to implement this idea determines the company's future development.
8. Ask new employees to confirm the instructions of their bosses-do the work ordered at one time
For new employees, in principle, it is to complete the work instructed by the boss at once. If you do n’t understand, you must ask questions and confirm. Especially for complex content, it is necessary to develop the habit of repeatedly confirming its content and waiting for the boss to confirm it. Don't be embarrassed, and even treat repeated clarifications as "disrespectful" behaviors. In fact, you are responsible for your work when you get paid. Accepting the tasks assigned by your boss, if you can't do it all at once, will directly affect your confidence, and at the same time trigger the impression of disappointment of your colleagues in the company until they are alienated. For managers, pay attention to this when giving instructions to new employees, from easy to complex, step by step, and when employees ask you questions, they must listen carefully to the questions, answer the questions clearly, do not be impatient, and encourage new employees to support The habit of asking questions boldly. If you are impatient, they will not ask questions and will prompt them to do what they want. This is the first step in cultivating the quality of new employees. It is the responsibility of managers to develop one-time work habits.
9. Be used to report the results of the implementation-"taken for granted" is prone to problems
The report will be the execution report after finishing the tasks delivered by the person. New employees should develop this habit at the beginning: before being questioned, report the results of the implementation. Received instructions and executed, the work is not finished. No matter what, you must confirm with the other party, this is the real end. If you are done without reporting, you can only count as "half done." When the boss says, "Oh, what happened to that thing?", It was easy to make mistakes. Report first so that work can proceed smoothly and a pleasant working atmosphere can be formed.
10. Cultivate the habit of "punctuality"-don't trouble others
When cultivating new employees, it is very important to cultivate the habit of punctuality. To observe the attendance time, observe the meeting time, in particular, strictly observe the time agreed with the customer. Training new employees is a transition period in which they are instilled with a new concept of time. In fact, this is almost the weakness of most newcomers. Time is used to sloppy, inadvertently will lose the opportunity to establish trust with colleagues and customers, so do n’t be indifferent.
11. Cultivate a good writing habit-words are just like their people
When cultivating the quality of new employees, we should pay attention to it, that is, to develop good writing habits, the words written should be easy to understand, and the content is simple and clear. It is difficult to imagine that the words are as good as others, and the phenomenon of typos, missed writing, and illegible writing can only show that the company that pays attention to the work is not taken seriously. The article has been modified more simply and clearly. These are the basic skills of management. Kungfu is beyond the poems and it is not at all ambiguous.
12. Make a quick response-quick battle and quick decision
Another habit that new employees must develop is that they can quickly respond to instructions or questions and requests, and can handle every job immediately. The response speed of the entire team is very fast, but some people's inconsistent pace will force everyone to slow down, which will affect the performance of the team. The speed of new employees doing things and the speed of response depend on the speed of work of their departments and senior bosses. Therefore, managers must lead by example and help new employees develop the habit of quick action and quick handling of large amounts of work.
13. Cultivate the habit of helping others—taking work as a happy thing
Many young people nowadays do not think about others, "Everyone sweeps the snow in front of their own door, regardless of the frost on others", but this idea is very terrible at the beginning of a career. Remember, you are not fighting alone, you have to join the team, the new employee is a little free, and if there is a colleague next to you who needs help, you must be willing to collaborate. This is also an important sign of integration into the team. The purpose of cultivating the basic qualities of new employees is to learn to work better with colleagues who work with them, and to work happily. After all, 1 + 1 is greater than two, and everyone is really good. Pragmatically speaking, the cultivation of new employees is an important and not an urgent matter. Ten years of trees and a hundred years of trees must be considered long-term. What is gratifying is that in the retail industry, we have seen the precautions of our peers, such as the "1200 Project" opened by Suning Electric in 2003, and it has been a sword in ten years. Through comprehensive, systematic and professional training, it has made new advances College students have become elites in the retail chain. Enterprises are people-oriented, and no one is the same, wisdom is interlinked.
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