Measures for the Administration of Staff Training (Trial)
Chapter I General Provisions
The of the first entry
In order to standardize and promote continuous and systematic training, improve the professional skills and quality of employees, and realize the goal of common development between the company and employees, this method is specially formulated.
Article 2 Scope of application
These Measures are applicable to all employees of XX Company (hereinafter referred to as the Company).
Article 3 Training purposes
Full-time training, lifelong training.
Chapter II Training System
Article 4 Responsibilities of training
(I) As the centralized management department of human resources development and training, the human resources management organization of the company is mainly responsible for the planning, implementation and control of training activities.
(2) Other departments are responsible for assisting human resource management institutions in implementing and evaluating training and organizing internal training.
Article 5 Training content
The training content includes knowledge, skills and quality training.
Knowledge training
Train employees in new knowledge of this major and related majors, so that they have the basic knowledge necessary to complete their work and the new knowledge needed to adapt to future work.
(2) Skills training
On-the-job employees are trained in job responsibilities, operational procedures and professional skills, so that they can freely use, play and improve on the basis of fully mastering the theory.
(3) Quality training
Train employees in psychology, interpersonal relationship, sociology, values and other aspects, establish a mutual trust relationship between the company and employees, and meet the needs of employees for self-realization.
Article 6 Training Forms
Training forms are divided into internal training, overseas training and employee self-training.
internal training
1. Pre-job training for new employees. It means that the company introduces the basic background of the company to new employees, so that employees can understand the basic contents and methods of their work, help employees to clarify their responsibilities, procedures and standards, and make them understand the attitudes, norms, values and behavior patterns expected by enterprises and their departments, so as to help them adapt to the enterprise environment and new jobs smoothly and improve their work performance. See pre-job training for new employees for details.
2. Job skills training. Refers to the company's preparations for updating/expanding employees' knowledge, upgrading employees' skills, improving work quality and efficiency, reducing work mistakes, and post rotation, lateral adjustment and promotion. See job skills training for details.
3. Transfer training. According to the needs of the work, when the original employees of the company change jobs, they should be trained in job skills according to the requirements of the new positions. Job transfer training can be regarded as a combination of pre-job training and job skills training for new employees.
4. Continuing education and training. Refers to employees who have professional titles and are engaged in professional technical management, and should participate in continuing education for at least 72 hours every year. At the beginning of each year, the relevant professional departments put forward the annual continuing education and training plan for this major, submitted it to the human resources management organization for review, and implemented it as planned after being approved by the general manager.
5. Training within the department. Refers to the small-scale, flexible and practical training for employees by various departments according to the actual work needs. The internal training of the department is organized by each department, and the training situation is reported to the human resource management institution regularly.
(2) Overseas training
Expatriate training refers to training outside the company, including all kinds of training organized by the company, short-term training at home and abroad, overseas inspection, MBA course refresher training, enterprise manager training, qualification certificate training, etc. See employee assignment training for details.
(3) Staff self-training
The company encourages employees to actively participate in various trainings in their spare time to improve their own quality and business ability.
Article 7 Training files
(1) The human resource management institution shall establish training files, including training sign-in form (table HR-px00 1), files of training teachers, files of training units, number of trainees, training time, learning situation, various training materials obtained, internal examination papers, etc.
(2) The human resource management institution shall establish employee training files, fill in the Employee Training Record Form (Table HR-px002), and record the employee training situation and training results in detail.
(3) When each department organizes internal training, it should fill in the Employee Training Record Form, record the employee training situation and training results in detail, and send it to the human resources management institution for filing.
Chapter III Construction and Management of Training Resources
Article 8 Training resources include trainers, training materials, training facilities and equipment, training funds, etc.
Article 9 Training lecturers
(1) Training lecturers are divided into internal lecturers and external lecturers, and human resources management institutions shall establish training lecturer files for training and reference by all departments.
(2) Internal lecturers are composed of managers at all levels of the company and business backbones. Managers at all levels have the obligation and responsibility to train employees. Internal trainers can reimburse a certain amount of book fees, depending on the number of trainings each year.
(3) External lecturers are lecturers hired by the company, and their course salary is determined according to the actual situation and training budget. Whether to continue to hire lecturers will be decided through training effect evaluation.
Article 10 Training materials
(1) Training materials include internal materials and external materials. The carrier of teaching materials can be text, electronic documents, audio recording, video recording and other forms, which are managed by human resources management institutions.
(two) internal training materials obtained through the following channels:
1. Experience sharing and lessons learned in the work process;
2 this year's major events (success or failure) cases;
3. Organizational development of trainers;
4. Organization and development of human resource management institutions;
(C) the introduction and digestion of external training materials
If the company hires an external organization for training, the external organization will provide the teaching materials, which will be filed and managed by the human resource management organization;
Employees of the company participating in the open class for overseas assignment shall submit the original or copy of the teaching materials to the human resources management institution for filing within 1 week after the training.
Internal lecturers can borrow textbooks on related topics.
Eleventh training facilities and equipment
The construction, purchase, maintenance and management of training facilities and equipment shall be coordinated by the office supplies management organization of the company in accordance with the principle of "resource sharing and full utilization".
Article 12 Training Fund
The company invests a certain amount of funds for training every year, and the funds are earmarked for special purposes, mainly for training and lecturer training.
The scope of reimbursement for training expenses includes tuition fees, registration fees, materials and teaching materials, etc.
In order to facilitate management, the transportation and catering expenses generated by training are charged in the budget expenses of each department and reimbursed according to company standards.
Chapter IV Training Plan and Implementation
Article 13 Training plan
Training plan includes annual training plan and monthly training implementation plan.
The human resource management organization issues the training demand questionnaire (table HR-px003) at the beginning of June165438+1early October every year, and the department head summarizes the training demand questionnaire according to the actual situation of the department and reports it to the human resource management organization before 65438+in early February. The human resource management organization formulates the company's annual training plan (table HR-px004) in combination with the company's development strategy, training demand survey, personnel assessment, personnel files and other information. The annual training plan should include the specific person in charge of training, training objectives, training objects and contents, training budget, etc. After the annual training plan is approved by the general manager, it will be distributed to all departments in the form of company documents.
Each department shall, according to the annual training plan, formulate the training implementation plan for the next month before 25th of each month, and send it to the human resources management institution for filing.
Article 14 Training organized by departments that are not included in the company's annual training plan shall be filled out by the subordinate departments (form HR-px005) and submitted to the human resources management organization. After the approval of the general manager, the relevant departments will organize the implementation.
Article 15 Employees who temporarily propose to participate in various kinds of overseas training shall fill in the Employee Overseas Training Form (Form HR-px006) with the consent of the department head, and report it to the human resources management institution for the record after being approved by the department head.
Article 16 In principle, the training implementation process shall be conducted according to the annual training plan formulated by the human resource management institution. If adjustment is needed, an application shall be submitted to the human resources management institution and reported to the leaders in charge of the human resources management institution for approval.
Seventeenth human resources management institutions are responsible for recording the training process and saving process information, such as electronic documents, audio recordings, videos, slides, etc. After the training, the training files will be established on this basis.
Chapter V Evaluation and Examination of Training Effect
Eighteenth human resources management institutions should improve the training effect through training effect evaluation. So as to decide whether further training is needed or whether training methods should be improved.
Article 19 The commonly used training effect evaluation methods are as follows. The effect evaluation and training evaluation can be carried out together.
1. Training classroom evaluation (discipline and attitude)
2. Training evaluation
3. Examination, summary, work notes and case analysis
4. On-site operation
5. Daily work application (with records or achievements)
6. Work improvement plans or schemes, and organize their implementation.
7. Share, teach or host seminars.
8. Job performance
Article 20 All kinds of training organized by the company must be evaluated for training effect. Students should fill in the course evaluation questionnaire (Table 6) and ask them to evaluate the arrangement of this training course and the training teachers, so as to facilitate their future work.
Article 21 After the training, the trainees should creatively apply the knowledge and skills gained in the training to their work, and the human resources management agencies will visit various departments from time to time to understand the degree of change of the trainees' behavior after the training.
Article 22 The main purposes of training evaluation and examination are: to urge students to observe discipline and study hard; Evaluate the effect of this training to improve the training work; Supervise the trainees to apply the knowledge and skills they have learned in the training.
Twenty-third employees shall not terminate the training without reason during the training period.
Twenty-fourth students are the examinees in training and assessment activities, and the training and assessment are generally the responsibility of the students' superiors, with the assistance of human resources management institutions. The assessment of cross-departmental students is organized by human resources management institutions. Students can be asked to write a training summary, summarizing the progress in ideas, knowledge, skills and style, and put it in the personnel file together with the training results.
Article 25 If an employee fails to meet the training requirements, the training expenses shall be borne by the employee.
Twenty-sixth human resources management institutions at the end of June each year to summarize the training effect and requirements, and through the implementation of monthly and quarterly training plans to be revised.
Chapter VI Rights and Obligations of Trainees
Article 27 Rights of trainees
(1) Employees have the right to request to participate in all kinds of trainings held within the company without affecting their work.
(2) Employees who have been approved for training have the right to enjoy all the benefits provided by the company for the trained employees.
Article 28 obligations of trainees
(a) during the training period, the trained employees shall not deliberately avoid or not be present.
(2) After the training, employees have the obligation to apply the knowledge and skills they have learned to their daily work.
(3) Non-full-time training can only use spare time. If it is really necessary to take up working hours to participate in the training, it should be reported to the local department and the human resources management institution for approval with the valid certificate of the training department.
(4) During the off-the-job training period, the employee shall not dissolve or terminate the labor contract. If the contract expires during the training period, the labor contract for a certain period shall be renewed, and its effective date shall be the date when the previous contract expires. This requirement is an exception for those who have reached the legal retirement age.
(5) If one of the following conditions is met, the trainee shall sign a training agreement with the company.
1. The off-job training time is more than three months;
2. In a natural year, the company pays more than 5,000 yuan for training.
Article 29 Obligations of external trainers
After returning, the trainees who have gone out for training must sort out the knowledge they have learned into complete learning materials, and send them to the human resources training department of their subordinate departments for the record together with the examination results, copies of graduation certificates and other related materials.
Trainers who go out for training have the obligation to put the knowledge they have learned into words and pass it on to relevant personnel as teaching materials under the arrangement of human resources management institutions.
The personnel participating in the out-of-town training should fill in the Employee Out-of-town Training Form (Table 7) and the Out-of-town Training Report (Table 8) after the training, and submit them to the human resources management organization within one week after returning.
Thirtieth standards for the extension of labor contracts in training agreements:
1. In a natural year, if the training expenses paid by the company for employees are 5000- 10000 yuan, the original labor contract will be extended for one year;
2. In a natural year, if the training expenses paid by the company for employees are 10000-20000 yuan, the original labor contract will be extended for two years;
3. In a natural year, if the training expenses paid by the company for employees are 20,000-30,000 yuan, the original labor contract will be extended for three years;
4. In a natural year, if the training expenses paid by the company for employees are 30,000-40,000 yuan, the original labor contract will be extended for 4 years;
5. In a natural year, if the training expenses paid by the company for employees are more than 40,000 yuan, the original labor contract will be extended for 5 years;
6. If the full-time training lasts for more than 3 months, the original labor contract will be extended for one year every 3 months.
7. The longest extension period of the labor contract shall not exceed 5 years. If there are differences between the two calculation methods, the longer one shall prevail.
Article 31 If an employee fails to complete the service life as agreed or resigns during the training, he shall compensate the company for the losses as agreed.
Chapter VII Pre-job Training for New Employees
Article 32 The pre-job training of new employees shall follow the principle of "training first, then taking up the post".
Thirty-third new employee training is the responsibility of the department head and the human resource management institution where the employee belongs, and should be implemented within one month after registration.
Article 34 The main contents of training include enterprise common sense training organized by human resources management institutions and training arranged by various departments, and the person in charge of department training is the person in charge of the department.
(1) Common sense training includes: the company's evolution, concept, strategy, scale and development prospect, organization, relevant systems and policies, code of conduct, professional ethics education and product structure of the company, and the training time is not less than 2 hours.
(2) Department training includes:
The department head welcomes new employees on behalf of the department and introduces them to other people in the department. The training time is not less than 0.5 hours.
Introduce the department organization, responsibilities, company management norms and welfare benefits to new employees, and help them enter the working state quickly. The training time shall not be less than 1 hour.
Introduce basic skills, working procedures and methods, and key work assessment indicators to new employees, and the training time shall not be less than 4 hours.
If you need cooperation from other departments, you should introduce new employees to the personnel of the cooperation department, and introduce the structure and functions of the department, the contact matters with the department, and the work requirements of inter-departmental cooperation. The training time should be determined according to the work content and should not be less than half an hour.
Thirty-fifth employees who have not participated in the pre-job training for new employees due to personal reasons after the expiration of the probation period shall not be converted into regular employees.
Thirty-sixth after the training, should be assessed. Those who pass the exam enter the probation period; Those who fail will receive retraining.
Thirty-seventh after the training of new employees, the human resources management institution shall file the training records.
Chapter VIII Vocational Skills Training
Thirty-eighth job skills training includes: senior management training, middle and junior management training and junior staff training.
Article 39 Senior managers refer to those who have an important influence on the strategic decision-making of the company, including the general manager and deputy general managers of the company.
Article 40 Training purpose: Through training, senior managers can master the changes of business environment, the development trend of the industry, decision-making procedures and methods, improve their insight, thinking ability, decision-making ability and leadership ability, and ensure that decision-makers correctly perform their duties.
Article 41 Training content: In addition to the systematic management theories and skills required by the market economy, the training of senior managers should also pay attention to ideas and thoughts, such as management, organizational behavior, marketing, business strategy, business process control, leadership science and art, etc.
Forty-second training methods are mainly foreign training.
Article 43 Middle managers refer to factory-level managers, and grass-roots managers refer to department-level managers.
Article 44 Training purpose: Through training, middle and grass-roots managers can better understand and implement the decision-making principles of senior managers of enterprises, have all kinds of talents and high management ability, improve management performance, improve management level and quality, and train successors for enterprises.
Article 45 Training contents:
(1) Basic management knowledge and skills: management, organizational behavior, human resource development and management, marketing, leadership science and art, etc.
(2) Business knowledge and skills: knowledge and skills in the business areas such as technology and sales.
(3) Work improvement: improvement of work distribution, working methods and workflow.
(4) Other training.
Forty-sixth training methods take the form of combining internal training with external training.
(1) On-the-job development: encourage middle managers to take on greater responsibilities, so as to increase their talents and cultivate their leadership skills.
(2) "Please come in and go out" training: combined with the company's own business development, invite industry experts to teach or visit advanced enterprises to learn and exchange experiences.
(3) Internal discussion: the enterprise organizes internal discussion activities to encourage middle managers to discuss the company's operation and management issues.
(d) Rotation: promising middle managers are arranged to take turns to hold various management positions in the enterprise.
(5) Off-the-job training: Send promising middle managers to universities for management training.
Article 47 Grassroots employees include technicians, salespeople, various functional personnel and front-line production employees.
Article 48 The purpose of training: to improve the professional technical level and business ability of grass-roots employees, and to master the new knowledge and technology of this specialty.
Article 49 Training content: Repeated and intensive training should be conducted on job responsibilities, professional skills, operational processes and business processes. For on-the-job employees, let employees freely use, play and improve on the basis of fully mastering the theory.
Article 50 Training methods
(1) Special training: According to different business nature, the company sends employees to participate in various special training courses.
(2) Full-time study: The company sends its employees to universities and scientific research institutions for full-time study, so as to cultivate professional and technical talents in short supply.
(3) Other training.
Chapter IX Overseas Training
Article 51 Training purpose: Through overseas training, the company's personnel can learn advanced technology and professional technical skills in the industry.
Article 52 Training abroad includes qualification courses sponsored and approved by government units and companies as stipulated by government decrees; Special professional knowledge or skills courses; Various forensic examinations; Overseas exchange visits; MBA refresher training, enterprise manager refresher training, etc.
Article 53 The forms of overseas training are divided into full-time training, non-full-time training and on-the-job training.
Fifty-fourth overseas training plan: human resources management institutions and departments should put forward overseas training plans and submit them for approval before the start of the new year. For the temporary assignment project, the applicant shall apply according to the formal procedures and implement it after being approved by the department head, human resources management organization and general manager.
Article 55 The personnel participating in overseas training should be in the company and have the willingness to serve the company for a long time.
Article 56 Personnel participating in overseas training shall fill in the Overseas Training Form for Employees.
Article 57 Where overseas trainees sign a training agreement with the company, their personnel relations shall be managed by the human resources management institution, and their wages and benefits shall be implemented according to the agreement.
Article 58 After the overseas training, the trainees shall submit the study log filled in during the overseas training to the human resource management institution within seven days after returning to the company. After participating in the training and study, individuals must register with the human resources management institution with the certificate of completion, examination results or other supporting materials.
Fifty-ninth overseas students' expenses reimbursement should be summarized and filled in within seven days after returning to China, and the reimbursement procedures should be handled after being audited and registered by the human resources management institution.
Article 60 If a student applies for part-time or full-time study, the salary payment standard during the period shall be implemented according to the relevant salary system of the company.
Chapter X Supplementary Provisions