Training plan for new employees in power plant

Training plan for new employees in power plant

Starting a new job is stressful for new employees. New employees often find themselves working with unfamiliar people in a completely unfamiliar working environment. In order to succeed in their new jobs, new employees must learn new working methods and understand the facts, working procedures, expectations of the company and the company's values. New employees may also be surprised to underestimate the emotional impact of new job responsibilities and the difficulty of adapting to the new environment. In addition, new employees may need to give up some ways of doing things that helped them succeed in their previous work environment but are not suitable for the new work environment.

The process of adapting to a new organization is called organizational socialization. Socialization is a complicated and long process. It takes a few weeks or even months for new employees to get familiar with the expectations of the organization and be accepted by the members of the new organization in the new working environment. Successful organizational socialization is very important to both employees and organizations, which will affect the satisfaction and performance of new employees. Start-up costs of investing in new employees (such as recruitment, selection, training, and the time required for employees to achieve job proficiency); The possibility of employees staying in the organization; Several aspects of replacing the cost of leaving employees.

Although organizational socialization is very important, some organizations do little to introduce new employees and help them integrate into the organization, forcing new employees to explore on their own. Although some employees adapt to the new environment through this "self-defeating" learning, they may experience anxiety and frustration at the beginning of their employment. Bright Lo, an enterprise management consultant, believes that it is necessary to realize the importance of organizational socialization and take measures to help new employees make a smooth transition in the organization. In addition to the practical work preview in the recruitment stage, induction training is a widely used method.

The orientation training plan for new employees is a plan designed to let new employees know about their upcoming jobs, bosses, colleagues and organizations. The plan is usually implemented after new employees agree to join and work for an organization. Generally from the first day of new employees' employment. The greeting and treatment received by new employees on their first day will leave a deep and lasting impression on them. However, it is different from the practical work preview that pays attention to the preparation stage of organization socialization. The orientation training plan pays attention to the meeting stage of socialization process, and new employees will understand the work and life situation in the organization at this stage.

The purpose of induction training usually includes the following aspects:

1, reducing the pressure and anxiety of new employees;

2, reduce the start-up cost;

3. Reduce employee turnover rate;

4. Shorten the time for new employees to achieve proficiency;

5. Help new employees learn organizational values, culture and expectations;

6. Assist new employees to acquire appropriate role behaviors;

7. Help new employees adapt to work groups and norms;

8. Encourage new employees to form a positive attitude.

Induction training is widely used in organizations of all sizes. Different organizations use different induction training methods.

Evaluation and decision-making of induction training content

Ideally, induction training should follow the framework of evaluation-design-implementation-evaluation. Organization representatives should carefully evaluate the training contents and methods before training. After the training is completed, it will be systematically evaluated to evaluate the success of the training project.

Generally speaking, the induction training plan should include the following information: the overall information of the company is usually provided by the employees responsible for human resources development; Information closely related to work is usually provided by the direct supervisor of new employees; Company information can include company profile, key policies and procedures, mission statement, company goals and strategies, as well as salary, welfare, safety and accident prevention, employee relations and various physical facilities. Job information includes the functions, job responsibilities and responsibilities, policies, rules, procedures, department visits and introduction of department members of the department or working group.

In view of the nature of organizational socialization, organizations should clearly convey their expectations to new employees. New employees should be explained, such as job responsibilities, tasks, reporting relationships, responsibilities and performance standards. Although there are job descriptions, some important job characteristics are not included. Therefore, the factors that constitute employees' expectations, such as work rules, working conditions, colleague relations, customer relations, customer relations, etc., should be included in the discussion.

The organization should let new employees know the mission, objectives, structure, culture, products and other key elements of the whole organization. The mission statement of the organization plays a role in strengthening the basic values and the position of the organization in the industry and society. Employees who understand the importance of mission are more likely to act according to the organizational mission. Some organizations use creed to convey their core mission and reinforce it in company policies and goals. Many organizations try to simplify these statements and communicate only through official documents such as employee manuals and business reports.

During the induction training, the salary and welfare policies should also be clearly explained to the new employees. Some organizations arrange to fill in the salary and welfare form in the induction training, so that employees can know their due salary and the welfare plans they have participated in.

Guide new employees to understand the department where they will work, so that they can better understand how different jobs cooperate with the whole department and how each department coordinates with the whole organization. Work flow and coordination should also be discussed in the training. Finally, the actual workplace layout, including the storage of office daily necessities, various facilities, emergency exits and other unconventional features.

In the induction training, various media can be used, including lectures, videos, printed materials, discussions, etc. Computer software can also be used as one of the training methods. The computer network within the company can also provide a unique opportunity for new employees to understand the company and people. The time of induction training depends on the situation. From hours to days, even months.

The following is a list of common induction trainings provided by Bright Lo, an enterprise management consultant, for trainers:

1, company history, ideas and business;

2. Organization chart;

3. Overview of the industry where the organization is located;

4. Overview of welfare portfolio (such as health insurance, holidays, sick leave, tuition reimbursement, retirement, etc.). )

5, performance evaluation or performance management system, that is, the way of performance evaluation, when, who will evaluate, the overall performance expectations.

6. Salary payment procedure: how to pay on the payday;

7, job or job description and specific work specifications;

8. Staff physical examination schedule and physical examination items;

9. Career development information (such as potential promotion opportunities, career paths and how to obtain career resource information)

10, basic man-machine control and safety training;

1 1, employee handbook, policies, procedures and financial information;

12, rules on obtaining company ID cards or badges, keys, e-mail accounts, computer passwords, telephones, parking spaces, office supplies, etc.

13, visit the facilities and related services around the company, such as maps of restaurants, shopping places, dry cleaners, walking spaces, etc.

14, technical or specific work-related information (or how to negotiate the training schedule with relevant superiors or colleagues);

15, dress (if you can go to work casually on Friday);

16, activities outside work (such as sports teams, special projects, etc. ).

The roles and functions of direct supervisors, colleagues, human resources developers and new employees in induction training.

One of the key elements of effective induction training is the frequent interaction between new employees and their immediate superior managers, colleagues and other organizational members. The more frequent this interaction in the training encounter stage, the faster the socialization process of new employees. Studies have shown that new employees think it is most helpful for them to communicate with colleagues, immediate superior managers and middle and senior colleagues. Moreover, this interaction is related to the attitude of new employees in the future (job satisfaction, organizational commitment, turnover intention).

1. direct supervisor: the direct supervisor is not only the source of information, but also the mentor of new employees in the training process. Direct supervisors can help new employees overcome their anxiety by providing practical information, clear and realistic performance expectations and emphasizing the possibility of employees' success in the organization. In addition, direct supervisors can help colleagues by encouraging them to accept new employees. Some executives also carefully arrange a partner for each new employee to help them adapt to the working environment. Tutorial system, that is, providing each new employee with an experienced old employee, can also play the same role. In addition, direct supervisors can help new employees develop their roles in the organization, thus reducing the negative results caused by not meeting expectations.

Other important direct supervisor guidance functions include:

(1) Provide specific job training;

(2) Suspend the tasks outside the working group of new employees so that they can have time to study at work;

③ Assign the first challenging task;

④ Timely and suggestive performance evaluation;

⑤ Diagnose the problems that cause conflicts (structural and interpersonal);

⑥ Use the arrival of new employees to redistribute tasks or redesign work, so as to improve work efficiency and employees' satisfaction with the work system.

It is worth mentioning that it is necessary to train the direct supervisor in order to effectively perform his duties of induction training. Through training, senior executives have a deep understanding of the whole induction training system and its profound logic, their own roles and how to effectively play their roles.

2. Colleagues: New members of the organization regard the interaction with colleagues as an extremely beneficial activity in the process of socialization of their organization. Because through this, they can get support, information and training. In addition, the help of colleagues helps them understand the norms of working groups and organizations. Colleagues may also ease the anxiety of new employees by reducing some radical practices, such as making fun of new employees' ignorance of certain information or embarrassing them.

One of the ways to help new employees interact with colleagues is to establish a partner system, that is, the matching help system for new and old employees. Colleagues assigned to help new employees should get relevant materials and training to help them complete their duties.

3. Human resource developers: In the whole induction training, the main responsibility of human resource developers is to design and monitor the induction training program. Specifically, their duties include assigning or obtaining various materials (such as workbooks and guidance of seminar instructors), conducting training, designing and conducting evaluation studies.

Human resource developers should also play a role in encouraging all management to actively participate in and support induction training programs. Set up an action committee and try to involve key managers actively from beginning to end (such as meeting new employees and conducting induction training). In addition, human resource developers should also take measures (such as interviewing new employees and their immediate superiors) to ensure that the induction training plan is carried out effectively as planned.

4. New employees: During the induction training, new employees should be encouraged to actively become active learners. They should be encouraged to actively search for all kinds of information and establish all kinds of relationships that they think are helpful to the organizations they adapt to. At the same time, organizations should strive to create an atmosphere that encourages and strengthens the behavior of new employees.

Frequently asked questions in induction training

Like other human resources development, there will inevitably be some problems in induction training. Should pay attention to the problem is:

1, too much emphasis on paperwork;

2. Information overload (providing too much information to new employees in a short time);

3. Irrelevant information (ordinary and superficial information provided to new employees that is not directly related to work tasks);

4. Lack of strategy (too much emphasis on failure rate or negative situation);

5. Excessive publicity of the organization;

6. Emphasize formal one-way communication (lectures and videos are used, and new employees are not given the opportunity to discuss topics of interest or ask questions);

7. Lightning (compressing the training program into one day);

8. Lack of diagnosis or evaluation of training programs;

9. Lack of effect tracking.

Information overload is a particularly common problem in induction training, because many trainings instill a lot of information into students in a short time in order to be convenient and fast. However, the information that people can absorb in a certain period of time is limited. When the amount of information received exceeds the acceptable range of people, people's learning efficiency will decrease and the pressure will increase. The designers and implementers of the project must be aware of this and try their best to prevent information overload.

① The initial stage of training only contains important information;

(2) provide books and materials for students to review after class, especially complex welfare plans and important topics, such as company mission and work rules;

(3) Training in stages, so that there is a time buffer between trainings;

④ Follow up with new employees to ensure that they fully understand the main training contents and answer their additional questions.

Needs assessment activities can help the training project designer determine what information new employees need to include in the training project. This can also learn from the practices of top institutions.

Design and implement employee induction training plan.

The problems of induction training can be avoided by paying attention to the following basic principles: demand assessment, design, implementation and post-training evaluation.

The following 10 steps are worth learning when designing training programs:

1, set the target

2. Establish a steering committee.

3. Research on the concept of induction training;

4. Visit newly recruited employees, immediate superior managers and company executives;

5. Investigate the induction training practice of top enterprises;

6. Investigate the company's existing induction training programs and materials;

7. Choose content and training methods;

8. Try and modify materials;

9. Preparation and binding of printed audio-visual materials;

10, training supervisor and system equipment.

Usually, once the employment decision is made, the Direct Supervisor Guidance Manual should be sent to the direct supervisor of the new employee as soon as possible, and the induction training plan should be sent to the new employee. The next training is as planned.

Ensure the effectiveness of the induction training program.

To ensure the effectiveness of induction training, you can try the following methods:

1, a good induction training program should follow the principle of "attention". The information that new employees get is the information they need, which is neither a cramming course nor a superficial theme. The most relevant information and the most urgently needed information should be provided to new employees first.

2. Effective induction training should be arranged for several days or weeks. When the first day of training is too tense, all the training goals are difficult to achieve. Good induction training begins even before new employees arrive at work, and then continues on the first day.

3. The content of induction training should keep the balance between technical information and social information related to work.

4. Two-way communication between managers and new employees usually makes training more effective. The successful socialization process is often based on the superior-subordinate relationship of mutual assistance and mutual trust.

5. The first impression is particularly important: new employees usually remember that the first day of employment will last for several years. Therefore, the content and form of the first day of induction training must be carefully planned, and the training task should employ people with social skills. Paperwork such as filling out forms should be minimized.

6. Good induction training gives the responsibility of helping new employees adapt to the new working environment to their immediate superiors. Although human resources development experts and other personnel can provide important resources, long-term guidance and support still come from the direct supervisor of new employees. In addition, the position of direct supervisor helps them understand the problems faced by new employees and help them solve them.

7. Induction training should help new employees settle down as soon as possible and let them live and work in peace and contentment. New employees can't concentrate on their work until the living problems such as housing are solved.

8. We should gradually introduce new employees to colleagues who will work together, instead of introducing all colleagues to new employees on the first day.

9, should give new employees enough time to adapt, before that, it is not appropriate to arrange heavy tasks.

10. Finally, the organization should systematically diagnose the needs of new employees and evaluate the effectiveness of induction training. When necessary, in the future training, new topics and issues should be added, and some marginal parts should be deleted.

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