1. Background Description:
Lina is the human resources manager of a medical device company in Shanghai. The company recently recruited a salesman, Li Yong, and after an interview, Li Na thought that Li Yong had a great potential in sales, and possessed the conditions of the salesman the company was looking for. However, two weeks later, the sales manager told her that Li Yong had asked to leave the company. Li Na called Li Yong to her office for an interview about his offer to resign.
Lina: Li Yong, I want to talk to you. I hope you can change your mind.
Li Yong: I don't think so.
Li Na: Then please tell me why you want to leave, is it because other companies pay you more?
Li Yong: no. I don't actually have another job yet.
Lina: You offered to quit without a new job?
Li Yong: Yes, I don't want to stay here anymore, I don't think it suits me.
Lina: Can you tell me why?
Li Yong: On my first day on the job, I was told by others that formal product training would not take place until a month later, and they gave me a sales manual to read and study in the meantime.
The next day, I was told there was an exhibition in Xuhui District, and I was asked to go to the PR department to help for a week. On the third week, I was asked to organize the company's books again. The day before the product training course started, I was informed that the course was postponed for half a month due to some reasons, comforted me not to be anxious, and said that the company's sales backbone, Hu Bin, was first arranged to do some on-the-job training for me first, and I was asked to accompany Hu Bin to visit customers. So I don't think this is the right place for me.
Lina: Li Yong, in an industry like ours, the first few months of every new employee is like this, and it's the same everywhere else.
Questions:
1. What do you think are the problems with new employee training at this company?
2, for this case, combined with relevant work experience, on how to avoid the above problems to put forward your suggestions.
2, background description:
Wang Yong's company is a joint venture to produce consumer goods manufacturing enterprises, the company's business has grown rapidly over the past few years, an average of more than 10% growth per year, although the domestic market competition in the last two years is getting more and more intense, but due to the company in the first few years of the company has cultivated a good corporate culture and laying a solid foundation for the management of the company, the company can still continue to The company has been adopting target management for the past few years. In the past few years, the company has been adopting Management by Objectives (MBO) as a management tool, emphasizing participatory goal setting and that all goals must be clear, testable and measurable. At the same time, the company successfully operated a set of Enterprise Resource Planning (ERP) system four years ago. This computer management system not only optimizes the company's logistics, financial and information flows, but also flattens the company's organizational structure, specifies the goal setting, and helps greatly in the performance feedback of the goals. Target management and ERP system complement each other, so that the company has a good management foundation, and the formation of the current corporate culture.
Wang Yong entered the company five years ago and served as department head in the production management department. There are four employees in the production management department ***, they are Mr. B and Miss C who have been in the company for one year, and Mr. D and Miss E who have been in the company for three years. After entering this department for two weeks, Wang Yong learned that Mr. B is organized, and what he is given to do can always be completed in a planned manner, but Mr. B is not active enough in his work. Miss C is lively and cheerful, and often puts forward some fresh ideas in her work, but she is not organized enough in her work, and Mr. D has been working in the department since the company was first established, and has rich experience and is active in his work. Ms. E and Mr. D are both senior employees of the company, with a lot of work experience and good relationships, and have good friends in all departments of the company.
After the successful launch of the company's ERP system four years ago, and after the reorganization of business processes, Wang Yong is responsible for the production management department, which mainly includes the following duties:
(1) Producing the production plan, which is mainly based on the sales forecasts provided by the company's marketing department and the company's financial department's inventory target, combined with the factory's production capacity plan, to produce the annual, quarterly and monthly production plan.
(2) Production capacity plan, mainly with the engineering department, technical department, production department together with the approved production capacity plan, usually annual periodic verification, usually if there are changes in the need for timely changes.
(3)Arranging daily production scheduling, mainly customer orders and production plans into production instructions issued to the production department to organize production.
(4) Produce procurement plan, the system based on the production plan and the number of dynamic customer orders to produce the basic MRP plan, after human integration of the procurement instructions issued to the procurement department to purchase raw materials.
(5) produce distribution resource plan, because the company has five warehouses across the country to all parts of the shipment, so you need to allocate the products to each warehouse, arrange transportation, but also to contact with the local business department to meet the demand for orders around the world and to control the level of inventory around the world, and so on.
Wang Yong used the opportunity of business process reorganization to redistribute the duties of his four employees, with the experienced Mr. D assigned to produce production plans and capacity plans, the equally experienced Ms. E responsible for producing distribution resource plans, Mr. B responsible for arranging the day-to-day production scheduling, and Ms. C responsible for producing purchasing plans. Since everyone in the department had gone through a systematic and complete training when the company went on the ERP project, and all of them had some working experience at the same time, they quickly became familiar with and competent in their respective jobs.
Because of the completion of the department's work with other departments, all the work needs to communicate with people to complete, such as to complete the production plan, not only with the department's production scheduling, purchasing plan, distribution plan to fully communicate, but also need to communicate effectively with the Ministry of Marketing, Finance, R & D, Technology, Engineering and other departments, and likewise the production of distribution plans, not only with the department's production scheduling communication, but also with the department's production scheduling communication, but also with the department's distribution plan. The same production distribution plan, not only to communicate with the department of production scheduling, but also with the factory warehouse, transportation companies, customer service staff of the operating departments, marketing personnel, warehouses around the communication. Therefore, Wang Yong has always emphasized the importance of communication within the department, and actively advocate synergy, so that everyone understands that everyone's work needs the help of other people within the department to complete. And to do that, everyone knows the importance of trusting each other, helping each other, and being open and honest.
Because of the production management department members of the work are complementary, interdependent, we all have the desire to understand the work of others, Wang Yong asked the members of the specific work of their own written in the form of processes, and includes all kinds of details for all personnel in the department for reference, but also to encourage everyone to learn from each other's work, and the provisions of the annual must be rotated, because everyone's work performance are mutually dependent on each other, we all strive to learn from others! As we all depend on each other's work performance, we all try to learn from each other's work, each other's strengths, and at the same time, we try to help each other to overcome their weaknesses, and so far, all the people in the department have the ability to complete all the work individually.
Wang Yong has been advocating innovative ideas in the department, and he himself has been putting forward a variety of new ideas and thoughts to help everyone do a better job. Mr. D will generally help Wang Yong implement his ideas, such as the development of operating procedures and so on, and Mr. B and Ms. C will often make suggestions on these ideas, while Ms. E is careful to take into account the impact of the new ideas on the various aspects of the careful, she will consider the impact of the new ideas. As a result of Wang Yong's advocacy, the department has gradually developed many good ideas. For example, "Encourage different opinions", "If you can't suggest improvements, don't oppose other people's ideas", "If you don't suggest improvements, do exactly what others say" and so on.
After these years of growth, the Production Management Department has become a team with high performance, learning ability, high job satisfaction, and internal cohesion, and members within the department are proud to work in this team.
Questions:
1. Please analyze how Wang Yong has succeeded in shaping a high-performance work team.
2. What can you learn from Wang Yong's success?
3. Background:
A consultant at Pendleton Stores, headquartered in Chicago, was discussing with some of the company's senior executives about management quality. The executive vice president asked if there were some generalized principles in managerial development. He told the consultant, "We know you have all kinds of great experience with the development of managers at all levels in all types of organizations, and have you discovered anything approaching a common truth or principle?"
The consultant replied, "While I don't want to assert that there are universal principles in this area of managerial development, I am a firm believer in the role of managerial development programs. First and foremost, the most senior managers in the organization - whether they are large departmental managers, regional managers, or general managers of the business - must have a detailed understanding of what the proposed managerial development program requires to be accomplished, they must be convinced that such a program is the way to go, and they must have the patience and the determination to motivate each and every one of them to put theory and practice together."
"Second, the program must be implemented by business managers, not by consultants or personnel departments. Third, each program should be evaluated on the basis of the contribution it makes to the company's results. Finally, I am certain that the quality and effectiveness of the program diminishes when key senior managers lose direct interest in the program and no longer stay in touch with it."
The executive vice president said, "How can we be as directly involved in these types of training programs as you say? We have so much to do, and, because of that, we have a training section in our personnel department."
Please answer:
1. Do you agree with the consultant? If you agree, how do you, as the HR manager, accomplish what he thinks needs to be done?
2. What are the types of development for managers?
Reference Answer:
1.Background Description:Reference Answer
1.This company is not doing a good job of training. (2 points) The management of new employee induction training is disorganized and unplanned. (2 points) The training method is not scientific and the training content is not perfect, which should include corporate culture, company management system, relevant policies, and employee code of conduct. (2 points)
2. Set up corresponding staff training department or training specialist, responsible for staff training. (2 points)
Develop a scientific induction training program for new employees, with comprehensive content: including product introduction, relevant company policies, corporate culture, company management system, employee code of conduct; product marketing points, industry and competitors, sales skills, interpersonal skills, self-motivation and so on. (4 points)
The training method should be scientific and reasonable. Use a combination of decentralized and centralized, classroom learning and on-the-job practice. Reports, seminars, lectures, on-the-job practice, intensive training and other methods can be used to provide employees with on-the-job training. (2 points)
Particularly sales skills, the focus should be on the repeated practice of behavior; the content of sales training Beijing manpower test should include the company's corporate culture, the company's products and equipment and production process, sales policy, product marketing points, industry and competitor situation, sales skills, interpersonal skills, self-motivation, etc.. (2 points) After the training, the supervisor of the trained employee supervises the trained employee to solidify the skills they learned in the training, which is the key to the success or failure of sales training. (2 points)
Take role simulation, exams, competitions and other means to catch the quality of training, the training effect of the assessment, the training process to improve.