In-house training program

Comprehensive list of corporate internal training programs

Corporate internal training refers to a method carried out by or for enterprises to improve personnel quality, ability, work performance and contribution to the organization, and the implementation includes Planned, systematic development and training activities. Let’s take a look at the internal corporate training plan that I have carefully compiled for everyone!

Plan sample article one: Corporate internal training plan

In order to improve the company The planning, pertinence and effectiveness of internal training work make the company's internal training work more effective and improve employees' actual work skills and work performance. According to GMP requirements and the 20xx company internal training plan, combined with the 20xx company internal training The focus of training? The problems raised in previous GMP inspections and self-inspections and the rectification status. We have made the following arrangements for the company’s internal training in 20xx:

1. Overall company-level training:

1 , Training target: all employees of the company

2. Training purpose:

(1) To guide employees to understand their responsibilities and missions and become outstanding corporate employees who can be cultivated and developed .

(2) Establish correct quality awareness and concepts, update existing professional knowledge, enrich personal knowledge reserves, and consolidate and improve the company's quality management level.

(3) Strengthen employees’ GMP awareness and comprehensively expand their professional vision in the GMP field.

(4) Understand the national safety production policies, laws and regulations, and basic common sense of common accident prevention and emergency measures; master the safe operating procedures of the job; improve employees' awareness of safety production; reduce or eliminate the occurrence of safety hazards and accidents .

3. Training content and methods

Training content: Based on the problems and rectifications found in previous GMP inspections and self-inspections, teach relevant drug laws and regulations, drug GMP knowledge, quality management, Production management, material management, equipment management, safety production related knowledge, etc.

Training method: The General Management Department organizes face-to-face training for all employees.

4. Training and learning time

1-2 days in late July 20xx.

5. Assessment

The written examination is a closed-book examination. The written examination questions are set by each instructor and the comprehensive management department organizes the examination.

2. Department-level job training:

1. Training objects: employees of each department

2. Training purpose: heads of each department shall conduct training according to the requirements of employees in the department Master GMP documents, job responsibilities, professional knowledge, operational skills, etc., conduct targeted department job training, strengthen employees' GMP awareness, and improve employees' work skills.

3. Training content and methods

Training content: necessary professional knowledge for department positions, department-related GMP documents, department responsibilities, operational skills, position SOP and related management systems, etc. .

Training methods: Each department organizes its employees to conduct training through centralized face-to-face teaching, on-site demonstrations, seminars, document study, etc. The department head is the main lecturer and provides training handouts or training outlines, Training records, training test questions and other relevant training archives shall be submitted to the General Management Department for filing.

4. Training and learning time

In 20xx, various departments will arrange flexibly according to the actual situation.

5. The assessment is divided into oral examination and written examination. The written examination shall be organized by the department head; the oral examination shall be conducted by the lecturer in class. The oral test counts for 50% and the written test counts for 50%. The written test is a closed book test.

3. Team-level job training

1. Training objects: employees in each team position.

2. Training purpose: Focus on strengthening team job training, carry out targeted team job training, so that GMP work can be implemented in every position and improve the work skills of employees in the position.

3. Training content and methods

Training content: necessary professional knowledge for the team position, job-related GMP documents, job responsibilities, job SOP, production process regulations, practical operation skills and positions Relevant management systems, etc.

Training method: Each department organizes team position employees to conduct team job training through centralized face-to-face teaching, on-site demonstrations, etc. The instructor is the team leader or an outstanding employee. The team leader is responsible for training questions, assessment, and Submit relevant training archive materials such as training handouts or outlines, training records, training assessment results, etc. to the General Management Department for record.

4. Training and learning time

In 20xx, each team will arrange it flexibly according to the work situation.

5. The assessment is divided into written examination, oral examination and practical operation. The written examination examination questions are set by each class leader and the assessment is organized. The general management department is responsible for printing the examination questions; the oral examination is asked by the instructor in class; practical operation The team leader and department head *** will conduct on-site assessment together. The written examination accounts for 30%, the oral examination accounts for 30%, and the practical operation accounts for 40%.

Part 2: In-house training program

Looking at the development of the modern economy, it is not difficult to see that competition between enterprises is ultimately a competition for talents. In a certain sense, Speaking of it, it is also the competition of corporate training; in the future, the only way for a company to be better than its competitors is to learn faster than its competitors; it should pay attention to training, the improvement of the overall quality of employees and the recognition of corporate culture, and build the company into a learning organization. , by improving the core competitiveness of the enterprise, and ultimately achieving a "win-win" between the enterprise and its employees, it is the most fundamental means for an enterprise to develop. Let’s use the oil-water theory to talk about our management training.

There are two cups filled with liquid on the table, one is water and the other is oil. How to pour oil into a cup filled with water? The normal explanation is that only by pouring out the water and becoming an empty cup can it accept new ones.

But any careful person will find that when you pour out the water in a cup and pour the oil in, there is always a layer of water at the bottom of the cup that originally contained water, and the newly poured oil will It always floats on the top of the water and cannot touch the bottom of the cup.

Why is this?

Because if you use the pouring method, it is impossible to pour out the water in the cup! And the subsequent oil will always be lighter than the original water, and in the end it will just May float on water. Many companies almost always use additive methods to train new employees on the original basis. However, despite the training and the transfer of knowledge and skills, the efficiency of employees has never been improved as expected. This is actually the result of not pouring clean "water". Here, "water" is divided into two parts, those that are easy to drain and those that are not easy to drain. The "water" that is easy to throw away is often old knowledge and skills, because new things will bring obvious improvements and are easier for you to accept; the "water" that is not easy to throw away is old attitudes and thinking. After all, it is difficult for people to accept a new way of thinking. But new knowledge and skills are often linked to new thinking.

So how to solve the problem?

There are two ways to solve the problem: 1. Dry the cup after pouring; 2. While drawing water from the bottom of the water cup, slowly pour out the oil Pour it in from the mouth of the cup. In other words, companies should establish a perspective that combines long-term and short-term training, the shaping of attitudes and thinking, and the training of knowledge and skills. Dr. Yu Shiwei, a famous Taiwanese scholar, once said that attitude is the decisive factor in how a person does things, and it is also the most difficult thing to shape. Attitudes and thinking cannot be changed in one or two short-term trainings. They must be shaped over a long period of time, supplemented by short-term transfer of knowledge and skills. Only in this way can ideal training effects be achieved. Only in this way can the original "water" in the cup be completely drained and replaced with new "oil".

So, how to train new employees of the company?

1. Preparatory work should be done for the training of new employees

1 .Transforming corporate culture into systems - getting the oil ready

The cultural construction of many companies only stays at the stage of concept promotion and cannot be shaped in depth.

On the one hand, it is because leaders lack the determination and courage to systematically build corporate culture. On the other hand, leaders have misunderstandings about corporate culture shaping. They believe that corporate culture is mainly based on the shaping of ideas. If it is turned into a system, it will weaken corporate culture. the cohesion effect. In fact, excellent culture should be put on paper so that everyone has laws to follow and rules to follow. Especially for the human resources system, including: recruitment, training, assessment, salary, appointment and dismissal, rewards and punishments, etc., they should deeply reflect the company's corporate culture.

2. Make preparations before training - weigh the cup

The enlightenment work before training is like kindergarten, it is the prelude to formal learning and is also a very important part . Everyone knows the importance of kindergarten enlightenment education to a person's growth before entering formal study. Similarly, enlightenment training is equally important before entering formal employee training education. Enlightenment training is also a kind of orientation, which subtly guides employees' tendencies to the corporate culture. Cisco, a well-known IT company, pays special attention to the initial training of new employees. After every new employee joins Cisco, they must first receive a 30-day training called NewHireWorkStation. Not only that, within the first 90 days of starting work, all new employees must participate in a corporate culture training organized in the Asia-Pacific region. Once a new employee joins the company, the company will tell him in detail everything he has to do in the first three months. Within the first month, he needed a report on his supervisor's understanding of his job and a formal endorsement of the report. In this way, after three months, the company will have a basis for the employee's work summary. If the new employee has some deficiencies, his or her supervisor should be aware of them. If the supervisor still fails to make improvements in this area by the third month, he will be held accountable. Good initiation is the basis for further training.

2. The training process must adhere to the principles of equality, strictness, and long-term

1. Training objects should be equal and open-every cup must be emptied

First of all, equality and openness should be a principle. Equality is more about equality of opportunity. The famous "barrel principle" says that a barrel is composed of many wooden boards. If the wooden boards that make up the barrel are of different lengths, then the maximum capacity of the barrel does not depend on the long wooden board, but on the shortest one. board. This "barrel" composed of many wooden boards can not only symbolize a company, a department, a team, but also a certain employee, and the maximum capacity of the "barrel" symbolizes the company, department, team, and individual employee respectively. Maximum overall strength and competitiveness. Employee training is essentially to increase the capacity of each "barrel" through training. If training is not equal, then it is likely that the employees who have not received training will become the shortest board in the enterprise. Openness means the openness of content and not sticking to rigid plans. Using Cisco as an example, Cisco's employee training is indeed very open, unlike many companies that make a plan at the beginning of the year, which is then signed by the manager in charge and implemented within a year. Cisco has always insisted that the speed of the Internet determines that companies engaged in the Internet cannot make one-year plans. Cisco conducts evaluations at least three times a year and constantly re-draws plans. A Cisco manager once said that in the company, there are no strict limits on employee training time, and employees are completely responsible for managing their own work and training. This approach is a bit like putting the employee in a driving position and letting him make all decisions by himself. The company never treats an employee as a key training target, but considers that everyone is a potential manager who can achieve extraordinary success when conditions are ripe. In fact, this reflects the basic principle of equality for everyone in the Internet world. Cisco does not think about retaining employees until they are ready to leave, which is also one of the characteristics of open training. Cisco believes that helping employees' departments succeed is the number one way to make individuals feel successful. Therefore, as long as the team's performance continues to rise, it can successfully retain talent. Cisco's top managers once said very frankly that although the company's assets have increased a lot over the past decade, the most valuable gain is the retention of a large number of talents.

2. The training of new employees cannot be sloppy, and every employee must be trained according to strict requirements - the cup must be empty, don't look at this or that bit of water. It's a pity to throw it away.

Currently, when enterprises introduce talents, they either use headhunting companies to find high-paying talents and use them as soon as they come, or they recruit ordinary talents for training and employment through traditional methods. However, many companies have spent a lot of money to hire the so-called industry elites. The result is that the company is either in disarray or ineffective, or the boss is asked to do this and that. As a result, the investment becomes a bottomless pit and the income becomes a castle in the air. The end result is either that the talent fires the boss, or the boss fires the talent. This kind of situation is not uncommon. I have encountered many of them in my many years of marketing planning career. Many professional managers are still good friends of the author. I am also well aware of their abilities, but why can't they use them effectively? The fundamental reason is that The problem is that companies neglect the training of talents, causing a collision between the talents' own culture and the corporate culture. This kind of collision is not a technical confrontation per se, but usually a difference in some thinking. Each company has its own characteristics and its own corporate culture, and these professional managers have many years of practical experience and extensive and deep knowledge. Theoretical knowledge and unique self-thinking model, but these may not be useful for every company. The results of discordant collisions will be known naturally.

Therefore, whether it is a large enterprise with ten thousand people or a small business with one person, or whether the person recruiting is a highly intelligent person or a fledgling person, in order to give full play to every one of them, To maximize human potential and serve enterprises, enterprises must strictly control the pre-employment training of talents from the beginning. It is necessary to let every new employee know the company's own culture, let them forget all the glory of the past, and plunge into the new working environment, starting from scratch.

As a recruiter, you will find that every time you ask the interviewing employees how they feel about their careers, 90% of the interviewees talk about their past experiences and show off themselves. I want to show off my work ability and achievements, and finally meet a few people with a calm mentality and low-key style who are just fresh graduates who don't understand anything. Once when I was interviewing marketing personnel, when I introduced our company's basic salary, commissions, bonuses, subsidies and other benefits, the interviewing employee retorted that there was a big difference between his previous company and mine, but the overall results were The treatment was almost the same, and he convinced me that I hoped I could change the proportion of his treatment. Although I can change it with just one sentence, from the perspective of a manager, this is actually not a problem that can be solved with a promise, because it directly affects the company's employees' assessment, salary, management and other aspects of the system, which has been broken. The company's original corporate culture, and every new employee must first adapt to the company's culture, rather than the company's culture following the employees, it is necessary to cultivate and cultivate the concept of taking the overall situation into consideration in each employee. Many of our companies, when they meet capable professional managers, will accept whatever conditions the professional managers offer. As a result, the entire enterprise follows the behavior of professional managers, and the personal cultural standards of professional managers become the cultural standards of the company. Some employees even see the lateness of professional managers and think it is a symbol of ability and follow suit. Such a system of employment and training will naturally result in the pampered children having free time.