How to make new employees become "quality producers"?

As an attitude of pursuing perfection and a spirit of loving work, "artisan spirit" is increasingly respected by all walks of life. Especially in the manufacturing industry in China, many China manufactures are trying to get rid of the synonym of "cheap and inferior" through transformation and upgrading. We also see that some China manufactures are stepping into the world advanced manufacturing field step by step, which is exciting. For a time, the return of "artisan spirit" was ready to come out.

However, for more small and medium-sized manufacturing industries, the return of "artisan spirit" still has a long way to go, and a large number of small and medium-sized manufacturing industries have not completed the basic professionalization of employees. At this time, talking about "artisan spirit" seems to be a luxury. So, today we don't talk about ingenuity, we focus on small and medium-sized manufacturing.

Not long ago, a manager complained when communicating with me about management problems: "After the Spring Festival, the number of new employees in the factory is as high as 40%, the efficiency has not improved, the quality is not guaranteed, and management is difficult!"

In small and medium-sized factories, the mobility of grass-roots employees is great, and a large number of new employees are recruited every year after the "peak season" or the Spring Festival, and these new employees have not even developed the professional quality of operating according to regulations. The low professional quality leads to the low overall efficiency of the factory and the sudden increase of poor quality, so it is impossible for enterprises to create "ingenious products" So let's talk about the management of new employees in small and medium-sized manufacturing industries and how to make new employees become high-quality producers.

1. Pre-job training for new employees

There are all kinds of reasons for employees to resign. Just from the length of service, some research data show that employees who enter a new enterprise and leave within two weeks are related to HR's induction communication, that is to say, inadequate pre-job training often leads to a great increase in the probability of new employees leaving within two weeks.

Therefore, pre-job training is a link that managers should attach importance to. Give full consideration to the feelings and inner needs of new employees, and conduct systematic pre-job training to make new employees feel respected and valued, instead of throwing them into the workshop and going to work directly after returning from the talent market.

Pre-job training mainly refers to basic training, which mainly includes the training of general knowledge such as enterprise introduction, enterprise strategy, organizational structure, enterprise culture, rules and regulations, fire safety and so on. Get free PPT of pre-job training for new employees in the factory, please leave a message.

2. On-the-job training for new employees

In Germany, an employee may have been engaged in professional training and skills training in a designated school for eight or even ten years before he officially enters the enterprise. German vocational education law stipulates that "employees must receive formal vocational education first", that is to say, they will not be hired without professional training. What about enterprises in China? Well done, with induction training and one-week pre-job training for new employees; If you don't do well, employees may go straight to work after they are recruited. Of course, this is related to the characteristics of our industry, which is labor-intensive and has low technical requirements. Therefore, we should pay more attention to the on-the-job training of new employees and "learn war in war". Compared with pre-job training, on-the-job training is the highlight of new employee training.

"On-the-job training" mainly refers to professional training, including job responsibilities, workflow, quality requirements, operating standards, etc. Professional training needs to cooperate with the division of labor of various departments. How can "on-the-job training" achieve twice the result with half the effort? There are also skills. Let's take a look at how Blue Dog Enterprise Management operates consulting projects in the factory:

(1) Focus on "short board employees"

In addition to new employees, we also include employees with unskilled skills and poor quality awareness in the training scope, which we call "short-board employees". The specific evaluation criteria are: a. New employees who have been employed for less than one month; B, employees' quality awareness is poor, and the rate of poor quality is high; C. employees with low production efficiency.

The team leader shall assess the employees of this team according to the above requirements, fill in the short-board employees of this team on the Registration Form of Short-board Employees in * * Workshop, indicating the name, position, entry time and short-board details of post skills, and report to the director of this workshop.

Workshop short board employee registration form.

(2) Shortcomings in employee management

"Shortboard employees" inevitably exist in any factory. How to manage "short board employees" after defining them? It is also necessary to formulate specific implementation standards and responsibility standards.

All short-board employees (named in the short-board employee registration form of * * workshop) must wear fluorescent clothes (or logo items formulated by the company) during on-the-job working hours, and can only wear fluorescent clothes after passing the training and counseling and being approved by the workshop director; Donate 5 yuan/person/time/day if you don't cooperate with wearing fluorescent clothes; The list submitted by the team leader will be deducted from the personal salary; If the team leader fails to submit the list before leaving work on the same day, the team leader will donate money on his behalf, each person 10 yuan, and the inspection department will supervise. As shown in the figure below, in the enterprise management consulting project in Ou Long, "short board employees" were marked with fluorescent clothes such as "new employees".

Identify new employees and manage them in different ways.

(3) Training and guidance

Through screening, identification and personal counseling, we will focus on short-board employees, with the production department as the leading factor and quality and technical personnel as the auxiliary, to help quickly improve the working ability of short-board employees and improve their quality and production efficiency. For "short-board employees", there should be standards, constraints and responsibilities, and the standards for assistance should also be specific to the responsible person, time and assistance actions, such as:

A. The team leader shall provide one-on-one help and guidance to the "short board employees" in this workshop at least three times a day, and inspect the products produced/processed by them, and immediately record the inspection in the inspection diary, and immediately correct the problems found; If it is not implemented as required, the team leader will donate 5 yuan/time.

B. The quality inspector/inspector shall give one-on-one coaching to the employees responsible for the short board process at least three times a day, inspect the products produced/processed by them, record the inspection in the inspection diary immediately, and correct the problems immediately if found; If it is not implemented as required, the quality inspector/inspector will donate 5 yuan/time.

C, workshop director patrol 1 time every day, check the implementation of on-the-job counseling for team leaders and quality inspectors; The workshop director failed to implement the donation as required 10 yuan/time; Every Thursday, the workshop director organizes the assessment of the workshop staff, and the staff who have passed the post skill improvement will be notified and praised the next morning. The employee's job evaluation is measured by the team leader and the quality inspector on site.

The manager provides one-on-one coaching and training for new employees.

Check the log

(3) The way for "short-board employees" to change into "active employees"

Through the fixed-point assistance of relevant managers, "short-board employees" gradually grow into "producers of high-quality products", thus improving the overall efficiency of enterprises. The evaluation method of "short board employees" is as follows:

A, team leader and quality inspector should check the quantity and quality of work-in-process in this position, measure the production efficiency with a stopwatch, and record the actual data;

B, team leader and quality inspector need to determine qualified data indicators, and employees who meet the standards can apply to the workshop director;

Helping "short-board employees", especially helping new employees to solve problems in the work process, and doing their on-the-job training and counseling well will improve the quality qualification rate and efficiency of enterprises, and new employees will grow into "producers of high-quality products". (You can leave a message to ask for a short-board employee skill improvement plan. This method emphasizes the help of management positions to "short-board employees". Here is a method of "employee mutual assistance".

3. Incentive scheme for old employees to bring new employees

Many small and medium-sized factories are divided into off-season and off-season In the off-season, the original turnover rate of factory workers is even close to 50%, and once the order season comes, the new employee rate may reach 50%. Especially in traditional festivals, after the Spring Festival, the number of new employees is also very large. When the number of "short-board employees" is very large, it is not enough to rely solely on the supervision and assistance of managers. At this time, it is necessary to give full play to the wisdom and experience of the old employees in the factory and carry out the "mentoring system".

"Helping" means helping to teach, and "leading" means leading and driving. "Mentoring" refers to the guidance and help between employees in cultural knowledge, technical skills and experience in various situations, such as new employees, early employees to new employees, experienced employees to inexperienced employees and so on. Specifically, let's directly look at a plan of Longo enterprise management on in-plant consulting projects: (please leave a message for the electronic document and attachments of this case)

Incentive scheme for old employees to bring new employees

4. Pay attention to the career planning of new employees.

When it comes to career planning, we often focus on old employees or management positions, and few companies pay attention to the career planning of new employees, especially front-line production employees. How to do a good job in career planning for new employees? First of all, we should do a good job in the design of career promotion channels, and it is a stepped promotion channel design. Every enterprise should set up a ladder for its employees. As long as he has the ability, it will certainly give him room to grow, and this ladder is not capped.

As far as the career planning of grass-roots employees is concerned, enterprises can formulate a "talent reserve plan", fully tap talents, attract talents, and rationally use talents to realize long-term planning of talent management and ensure the orderly management and development of human resources. See the following reference scheme for details:

Measures for the management of talent reserve for new employees

5. Pay attention to the life of new employees.

In fact, not only new employees, but also the lives of all workers need the attention of managers. Factories are generally located in remote places in the suburbs, and most of the work in the workshop is assembly line and monotonous. Workers work in the workshop for more than 9 hours every day. After work, workers basically have no spare time and can only play mobile phones or play cards in the dormitory. Life is boring. In the long run, employees will feel very lonely and have no sense of belonging, and their mental health problems will become more and more serious.

Paying attention to the life of new employees can start with creating a corporate culture atmosphere, enriching employees' extracurricular activities and enhancing employees' sense of belonging to the company. For example, adding basketball court, table tennis equipment and badminton equipment in the factory, playing the latest hit movies in the dining hall at a fixed time, and organizing sports meetings and birthday parties regularly are all good ways to enrich employees' off-duty life and create a home culture.

Workers' activities

Conclusion: When we complain about the high turnover rate of employees, when we complain that new employees are difficult to manage, and when we complain that new employees make a lot of defective products and cause losses to enterprises, managers should reflect on whether they can help new employees grow. Besides complaining, what we need to do is to improve the construction of enterprise's talent mechanism and cultivate qualified talents through the mechanism. Under the mechanism, even new employees can make them do their best and become high-quality producers of enterprises.