How the world’s top companies train their employees

  If the world’s top enterprises want to create first-class performance and always be in the leading position in the world, their employees must have matching skills and qualities, and it is difficult for a person without relevant training to have the world’s leading position at once. the skills and qualities required by a high-level enterprise. In order to close this gap, many of the world’s top companies are focusing on the training and promotion of their employees. Understanding the methods and art of training employees in the world’s top companies is not without benefits for us to train employees and build human resources. So why are the world’s top companies selfishly training their employees?
  Siemens: Training for new employees to help “introduction”; training for old employees, well-informed
  Siemens has designed an “introduction plan” for new employees to help them adapt to work as soon as possible. The training program is not full-time and lasts for 6 months. New employees who enter the company must constantly adjust their mentality and working status according to each stage of training, and adapt to the working environment at the fastest speed. The training period is also a probationary period, and the company can dismiss incompetent employees at any time.
  In addition to the necessary training for new employees, Siemens provides every employee with first-class training and personal development opportunities. Siemens firmly believes that the knowledge, skills and competence of employees are the company’s most valuable resources and the foundation of the company’s success. In order to cooperate with the company’s business development in China and enable local employees to obtain modern, high-quality training and education, Siemens established the Siemens Management Institute in Beijing in October 1997. The training of the academy covers several major fields such as advanced management training courses, business and management seminars, career and business, etc., aiming at improving the management capabilities of the company’s middle managers, accelerating the localization of managers and cultivating employees in different fields. an ability. Siemens Management School is constantly improving and expanding training programs to prepare employees for future development. On the company’s internal website, each stage clearly announces the next talent demand trend and training direction. Employees who are interested in exercising in their new positions can decide what kind of training they will participate in according to their own circumstances, and truly know what to do.
  IBM: “Devil” training, draw a blueprint for employees to learn, and make quality education routine
  Some people call IBM’s new employee training “the devil’s training camp” because the training process is very difficult. Except for the two-week training for administrative management personnel, all employees of IBM’s sales, marketing and service departments must undergo three-month “devil” training, including: understanding IBM’s internal working methods and understanding of their own department functions; Understand IBM’s products and services; focus on sales and marketing, learn how IBM does business in the form of simulated practice; a quality person training, including team work communication skills, presentation skills, etc. During this period, more than ten kinds of exams need to be crossed by new employees like hurdles, including: giving speeches, writing test product performance, practicing to play customer and sales market roles, etc. After passing all the exams, the trainee gets a formal title and becomes a new employee of IBM with his own formal duties and responsibilities. After that, those in charge of the marketing and service departments also undergo 6 to 9 months of business study.
  In fact, training at IBM never stops. At IBM, people who don’t study can’t stay. From the day employees enter IBM, IBM has painted a blueprint for employees to learn. In the classroom, at work, the managers and masters teach by words and deeds, employees learn by themselves through the company’s internal local area network, training at the headquarters, and work and study in other countries, etc. The huge full-area training system has always been IBM’s pride. Encouraging employees to learn and improve is the essence of IBM’s training culture. If any employee asks for a salary increase, IBM may hesitate; if any employee asks for a study, IBM will certainly welcome it.
  IBM attaches great importance to quality education. Based on this, IBM has set up two roles of “master” and training manager to make quality education routine. Every new employee to IBM will have a “master” who will take him specially. The training manager is a position specially set up by IBM to take care of new employees and improve training efficiency.
  Intel: Human help and support for new hires
  Intel has a special training program for new employees, such as the company’s common sense training on the first day of work; rules and regulations of various departments, where to find what you need, and so on. Then the manager assigns the new employee a “partner”, and the new employee can ask the manager when it is inconvenient to ask him, which is a kind of humane help. Intel will give each new employee a detailed training plan. The first week, the second week, the first month, and the second month, the new employee needs to do what level and what kind of support may be needed. Do this. The company will also keep track of it. New employees, between three and nine months, receive a week of training on Intel culture and how to be successful at Intel. In addition, the company will deliberately arrange many one-on-one meetings, so that new employees have the opportunity to have face-to-face communication with their bosses, colleagues, and customers, especially interviews with senior managers, giving new employees the opportunity to directly express themselves.
  Microsoft: Polishing people with “Microsoft style” and attaching importance to technical training The first step in
  entering Microsoft is to accept a one-month closed training. The purpose of the training is to transform the budding newcomers into real Microsoft professionals. Just about how to answer the phone, Microsoft has a set of manuals. When the technical support staff picks up the phone, the first sentence must be: “Hello, Microsoft!” In a hotel, in the middle of the night, a certain event schedule was temporarily changed, and the lady at the front desk had to call each room to notify. The next day she looked surprised and said, “You know what? I called 145 rooms, and there were at least 50 calls. The first sentence is ‘Hello, Microsoft Corporation’.” In the middle of the night, he picked up the phone in a daze, and the first sentence was still “Hello, Microsoft Corporation”. Things are small, but Microsoft style is evident.
  Microsoft also attaches great importance to technical training for employees. After new employees enter the company, in addition to language and etiquette training, technical training is also essential. Microsoft implements a “life-long master system”, and new employees will be brought by a master as soon as they enter the door. In addition, new employees can also enjoy three months of intensive training. Usually, Microsoft also provides many opportunities for each employee to recharge: First, employees with excellent performance can go to participate in the annual technical conference in the United States; Second, senior experts go to foreign countries to give lectures every month. The company arranges an internal technical exchange meeting every week. Here, in addition to technical training, Microsoft also provides various vocational trainings such as how to give presentations, how to manage time, and communication skills.
  Cleaning: All-round, whole-process training
  The first is induction training. After new employees join the company, they will undergo short-term induction training. Its purpose is to educate new employees about the company’s purpose, corporate culture, policies, and how the company’s various departments function and operate.
  This is followed by skills and business knowledge training. There are many training courses on management skills and business knowledge in the company, such as improving management level and communication skills, leadership skills training, etc. They combine the needs of employees’ personal development to help new employees become competent management talents in a short period of time. The company has created the “P&G Academy”, through which the company’s senior managers teach courses to ensure that the company’s global managers participate in the study and understand the management strategies and techniques they need.
  The third is language training. English is the working language of the cleaning company. The company hires internationally renowned English training institutions to design and teach English courses according to the actual situation and work needs of employees at different stages of development. New employees will also participate in intensive short-term English pre-job training.
  The fourth is professional and technical on-the-job training. From the moment new employees enter the company, the company sends an experienced manager to carefully guide and train them in their daily work. The company formulates its own personal training and job development plan for each new employee, which is regularly reviewed with the employee by his superior manager. This approach combines on-the-job training with daily work practices, and ultimately enables new employees to become part of the department and the field of experts.
  The fifth is overseas training and appointments. According to the needs of the work, the company selects young managers with outstanding performance in various departments to train and work in P&G branches in the United States, the United Kingdom, Japan, Singapore, the Philippines and Hong Kong, so that they have the ability to work in different countries and working environments. experience for a more comprehensive development.
  IKEA: training every moment, anytime
  From Scandinavian Sweden to worldwide, IKEA has more than 170 branches in more than 30 countries on five continents. IKEA doesn’t like to put people in a room and sit neatly and listen to the teacher’s lecture, “The service industry itself is not suitable for this kind of training, because it involves products and customers, you can’t dismantle the products and put all kinds of Are your customers here to demonstrate?” Therefore, IKEA’s training is to share experience and teach by example and example at all times, especially between new and old employees. IKEA has many kinds of training plans. As far as English is concerned, IKEA will hire foreign teachers on the one hand, and send employees to the language training center on the other hand. IKEA believes that what is more practical and convenient is the internal environment of the company. IKEA is a multinational company, and its working language is English. When dealing with customers, it is often encountered that customers speak English. In this realistic scenario Learning a language in middle school is a privilege.
  Another special feature of IKEA is its “foreign aid” – employees from the Swedish headquarters, who are distributed in all aspects of IKEA, not all managers. The purpose of this is to infiltrate IKEA’s corporate culture into every cell, not just the “mind” part.
  SONY: Training “goes ahead”
  SONY has rapidly expanded from one city in Beijing to the whole of China in just three years. Now it has set up branches or offices in more than 20 cities, and its product sales and services cover almost all large and medium cities and parts of the country. small city. In such a short period of time, SONY has relied on powerful training methods to make many Chinese employees grow up rapidly, take on the important positions of responsible persons in most regions, and become the backbone of the company’s operation and management. SONY has repeatedly emphasized the “going ahead” training model. Each new Chinese employee will receive special training in the “role transformation” course, which will make the new employee transition from a “super salesman” to a “professional manager”. Personnel, finance, media and public relations, logistics, legal affairs and even general affairs departments will send professionals to provide them with relevant business guidance, so that they can comprehensively improve various qualities that a “commander” should have.
  In order to facilitate the exchange of business experience and improve the comprehensive business level of employees, SONY has established an effective mobility mechanism for this purpose. Batches of employees who are proficient in multiple businesses have also grown up.
  Like many new businesses, more than half a year before the establishment of a new branch or office, the company’s business department leaders and personnel department have already started the training of expatriates. Through job transfer or temporary assignment to relevant areas, candidates have the opportunity to have full exposure to the business and responsibilities they will undertake in the future. At the same time, the personnel department has formulated a corresponding training plan so that it can theoretically reach a certain level of business and management. This kind of “going ahead” training is not only necessary for enterprises, but also provides a good and necessary foundation for the personal development of Chinese employees.
  UPS: Routine training combined with individualized training
  UPS (United Package Service) is one of the “Big Four” in the global express delivery industry. When newcomers enter the company, they need to carry out some routine training, such as how much to take a step, how to fasten the seat belt with the left hand skillfully, insert the key with the right hand to open the car door, how to enhance the intimacy in the tone when communicating with customers, etc. Such training has its own advantages. For example, the training required the foreign operator to hang the key on the pinky finger of the left hand when delivering the goods, because this saves two seconds of opening and closing the door. If one person saves two seconds for one piece of goods, how much time can 370,000 UPS people save every day? What a great wealth this is. When faced with special cargo, UPS staff will also receive personalized training. A classic story goes like this: UPS was commissioned to deliver a batch of guitars, but the customer requested that the timbre of the guitars not change when they were delivered to the recipient. In long-distance flights, the turbulence of goods is inevitable. In order to successfully complete the customer’s entrustment, UPS specially sent some delivery personnel to learn tuning. In this way, when the recipient receives the guitar and fiddles with the strings, he will be pleasantly surprised to find that the guitar tone is as good as ever. This combination of routine and individualized training enables new employees to quickly become qualified employees of UPS.