Sales staff training questionnaire

First, make a successor training plan.

Generally speaking, succession planning consists of the following links:

1. Determine succession requirements

According to the enterprise development strategy, it is necessary to make clear what kind of successors are needed for the future development of the enterprise. How many successors are needed? What kind of successor reserve should be established? How should successors at all levels, such as high-level successors, high-level successors, middle-level successors and key post successors, form a complementary and interactive relay succession chain?

In this process, it is the primary task to clarify the quality requirements of successors. Of course, having both ability and political integrity is an important criterion for successors, but it should be detailed and clear. For example, Lenovo put forward the successor quality standard of "Good Horse, Decathlon": (1) has strong adaptability; (2) Strong learning ability; (3) Strong summarizing ability; (4) Strong communication skills; (5) Strong decision-making ability; (6) Know your own abilities correctly; (7) Take the overall situation into consideration; (8) Seeking truth from facts; (9) Dare to take risks and face difficulties; (10) Diligence makes up for it.

2. Assess the talent situation

3. Implement the development plan

The cultivation and development of successors must first make clear the question of internal training or external recruitment. According to the actual situation of our country, especially family enterprises, internal promotion and training have become the basic channels and methods for most enterprises.

Second, form a successor system.

The successor system is the basic soil and conditions for the smooth emergence, growth and succession of successors. Without a clear statement and rules about successors, there must be no rules to follow. Leaders will choose successors based on feelings, preferences, relationships or whim, which will inevitably affect the quality of successors and easily lead to power struggle, internal friction and even crisis the fate of enterprises.

Third, multi-pronged and comprehensive training.

Mencius said, "Shun was born in mu, Fu Shuo was raised in the building, glue was raised in fish and salt, Guan Yiwu was raised in scholar, Sun Shuai was raised in the sea, and Baili was raised in the city. Therefore, the day will be a big responsibility. People should first practice their bones and muscles, starve their bodies and skin, and do whatever they want. Therefore, patience has benefited them a lot. " An excellent future leader must go through the baptism, exercise and even hardships of the market storm, which is an essential purgatory process to undertake a century-old foundation. Therefore, cultivating successors is not only a severe test of successors' ability and perseverance, but also a strict test of leaders' wisdom and mind.

1. Carefully design the training route

Li Ka-shing took great pains to train successors. When his two sons, Li Zeju and Li Zekai, were eight or nine years old, Li Ka-shing asked them to join the board of directors. In order to cultivate children's ability to live independently and master modern scientific and technological knowledge, he sent both his sons to study in the United States. The second son, Li Zekai, works part-time after school to earn pocket money. After the two brothers finished their studies, Li Ka-shing did not let them go back to their own enterprises directly, but let them go to Canada, one engaged in real estate development and the other went to an investment bank. The two brothers returned to Hong Kong with little success in a foreign country, and successively entered Changjiang Industry, Wong and Li Ka-shing, and gradually occupied important positions. Li Zeju, the eldest son, successively served as executive director, vice chairman and general manager, while Li Zekai went out to create PCCW after working for Hutchison Whampoa for a period of time, and became famous in the subsequent acquisition war.

2. Feed the horses in different slots, from each according to his ability.

After Liu Chuanzhi's long-term training and observation, Yang and Guo Wei respectively entered the vision of his successors, but this also made Liu Chuanzhi a big headache. Using one of them will certainly cultivate another strong opponent for yourself and Lenovo; And "one mountain can't accommodate two tigers" is an unavoidable objective fact. After careful consideration, Liu Chuanzhi, full of China people's wisdom, made the decision of "one country, two systems, feeding horses in different slots", which split Lenovo into two parts. In March of 20001,Lenovo Group announced that the strategic split of Lenovo Computer and Digital China entered the final capital split stage, and in June of the same year, Digital China was listed in Hong Kong. After the spin-off, Lenovo computer took over the handsome flag from Yang, inherited its own brand, and focused on PC and hardware production and sales; Digital China, led by Guo Wei, founded another brand, mainly engaged in system integration, agent product distribution and network product manufacturing. At this point, the long-awaited "Double Stars and Young Commanders" have taken control of Lenovo's present and future, and have long plagued the successors of China enterprises. Under the ingenious operation of Liu Chuanzhi, the dust finally settled in a gentle and satisfactory comedy way.

3. Set an example and assign responsibilities.

1995, Mao Li Xiang, the boss of Tai Fang Group, put the "bet" on his son Mao Zhongqun. He consciously let Mao Zhongqun gradually enter the core of the family business. According to Mao, it means "taking three years, helping for three years and observing for three years". In the first three years, I delegated the product development right to my son to familiarize him with the operation of the enterprise and form my own small team; The second three years is the decentralization of distribution rights, which has been recognized by the circle and the market; The third year is the decentralization of management, so that he can better manage the enterprise.

Facts have proved that Mao Yu's "gambling contract" has paid off handsomely. Mao Zhongqun lived up to his father's high hopes and gradually brought Tai Fang Kitchenware Co., Ltd. into a brand-new field.

Recalling the experience of raising his son, Mao said, "At that time, I didn't care about his troubles. I chat with my son every day and I can't wait to tell him everything about me. " I often talk about 1 1 at night. "Although Mao Zhongqun has a lot more modern thinking than his father, he has been saying:" My father's nagging has saved me a lot of detours. Now I also like to chat with employees after work. This is a habit I developed at that time. "

Lu of Vientiane Group was also praised for the process of raising his son. After his son Lu Weiding received secondary education, Lu specially sent him to Singapore to study business management for half a year. After coming back, I began to take him to and from work every day and teach him how to deal with various affairs of the enterprise. 1at the end of 992, Lu promoted his son to the position of vice president of the group. 1994 became the president of the group and went to study in the United States five years later. Later, Lu Weiding became the CEO of the group.

4. Horse racing in horse racing

Lenovo Liu Chuanzhi summed up a set of "rolling insoles" theory in the process of cultivating successors. That is to say, you want to be a good tailor, and finally you can launch a set of good suits that are in line with international standards. You should start with rolling insoles, then slowly roll shirts, and finally make a suit. As Lenovo's first MBA, Guo Wei joined Lenovo on 1988, during which he did 12 different jobs. From 1988 to 2000, Guo Wei changed a new job every year, which was not only the continuous development of Lenovo's business needs, but also a way of "tossing people" to train people, so as to identify good horses in horse racing.

Since the 1990s, the CEO of PepsiCo has spent13 of his time training people. For example, if Pepsi wants to invest in China, he will use this investment as a tool to train people: through the human resources department, he will find 10 potential people in various international departments and then send them to China for investigation and analysis. This 10 elite has to answer the company: Is it ok to invest in China? Then, the vice chairman of the company will personally lead the team and tell them what to do. How to analyze it? How to implement it? In this process, PepsiCo's working style, culture, ideas and business philosophy were passed on to these 10 elites. In this way, after the completion of a project, PepsiCo not only found, trained and trained successors, but also carried out the investment project to the letter. It won't be long before these people return to their posts and take charge of the sub-regions. These people will naturally become backup candidates for future corporate successors.

Does the second one have this statement?

1. Establish a * * * vision for the enterprise and motivate employees to pursue Excellence.

2. Improve employees' participation in enterprise decision-making, and effectively motivate organizational members' sense of accomplishment and responsibility.

3. Use the work log to summarize and remind in time every day to motivate employees.

have improved to some extent

4. Introduce foreign talents to stimulate the vitality of internal teams.

The key to inspiring ambition is to adhere to the principle of fairness and justice.

6. Only when there is demand can there be incentives, and we should really care about the various needs of employees.

7. Reward employees in time to achieve the best incentive effect.

8. Leadership is an important means to motivate team members.

9. Empower employees correctly and skillfully to encourage their autonomy and enthusiasm.

10. Example is more important than words and deeds, and leaders should set an example and motivate employees.

1 1. In order to ensure more effective incentives, rewards and punishments must be clearly defined.

12. To motivate employees to work with greater enthusiasm, we must find the most suitable position for him.

13. Use job design to stimulate employees' interest.

14. Fully trusting employees is an effective means of emotional motivation.

Communication is the cornerstone of success.

16. Master the art of criticism and let criticism play a positive role in motivating.

17. Taking care of employees' families is a shortcut to motivate success.

18. Handle conflicts among employees and remove obstacles to motivation.

19. Motivation requires empathy and always cares about the feelings of subordinates.

20. The public's recognition of employees has a strong incentive for anyone.

2 1. Use certificates and gifts engraved with names to mark employees' achievements and motivate employees to work more enthusiastically.

22. Organize more entertainment activities to motivate employees from this fun.

23. Thank you for your suggestions as soon as possible, and handle every rejected suggestion skillfully at the same time.

24. Reward the small ones and encourage employees to March on the right track of the enterprise.

25. Encourage competition among employees and motivate the whole team to make progress.

26. Leaders should forge their personal charm and rely on influence to motivate themselves.

27. Let employees vent their dissatisfaction and stimulate employees' goodwill towards the enterprise.

28. Link the interests of enterprises with those of employees, and encourage employees to care about the development of enterprises.

29. Give orders in a consulting tone to motivate employees to complete their tasks better.

30. Encourage active employees through training.

3 1. Treat talented people you don't like correctly and master another skill to motivate employees.

32. Before losing valuable team members, try to keep them in various ways, so as to inspire those who have the ability to have confidence in the enterprise.

33. If changing your way of doing things can motivate employees to change their motivation, try to change yourself.

34. Cleverly handle employees' mistakes, encourage employees to make up their own mistakes and make more contributions to the company.

Telling employees the purpose of doing things is far more motivating than keeping them in the dark.

36. Salary and promotion are based on employees' abilities and contributions, not qualifications and positions, in order to motivate real talents.

37. Reward the behind-the-scenes heroes who have contributed but are not easy to find, and skillfully motivate all members.

38. Do a good job of motivating new members and make them feel welcome.

39. Incentives vary from person to person to achieve better results.

40. Assign an employee a job beyond his current ability to stimulate the potential of employees.

4 1. Help employees make career plans, so that incentives can have long-term effects.

42. Respecting subordinates from the heart will also inspire subordinates to respect leaders.

43. Minimize the number of leaders and motivate employees to improve work efficiency.

44. Try to keep employees informed of the latest news? Not knowing the situation will only demoralize employees.

45. Reward outstanding performance even if some goals are not achieved.

46. Don't let the reward become an attic in the air? This will only dampen work enthusiasm and affect the incentive effect.

47. Be motivated at all times, and don't wait until the annual appraisal to discuss your performance with employees.

48. Try to make competitors have fun in non-monetary competition.

49. Implement the bottom elimination system to encourage all employees to make progress.