World famous enterprises cultivate talents like this

World famous enterprises cultivate talents like this
 

 
Toyota Corporation: Job rotation training Japanese Toyota Corporation trains and trains multi-functional operators in the form of work rotation for front-line workers to improve the comprehensive operation ability of workers. Through work rotation, some senior technical staff and production engineers can pass on all their skills and knowledge to young people. For management personnel at all levels, Toyota has adopted a five-year exchange of work to conduct key training. The organization is changed in January 1 every year, with a change rate of around 5%. The change is generally aimed at the relevant departments of the unit. For individuals, after several years of rotation, it is helpful to become a comprehensive management talent and multi-faceted business. In the short term, there is an adaptation process that is familiar with operations, which can lead to a reduction in production efficiency, but in the long term, there is no harm. After several job changes, employees have mastered the operation of the entire production process and are familiar with the operation rules of each process. At the same time, regular and orderly rotation can put appropriate pressure on employees, effectively exert their potential and enthusiasm, and maintain a dynamic and prosperous enterprise.

BOCK: layer-by-layer training is the largest company engaged in infrastructure engineering in the United States and even the world. It has more than 30 thousand employees. The company has training institutions at various layers and has set up a large "Management Training Center" in the company ". First, the company selects 20 thousand of the 5000 managers and engineers as candidates for grass-roots leadership (foreman, workshop director, etc.). To these people, we encourage them to learn their own management knowledge, they also organized training for 40 hours in batches and then selected the required grass-roots leaders. Secondly, 1100 people are selected from grass-roots leaders to participate in "management basics" training and assessment, and 600 people are selected for professional training respectively, assign them the positions of professional managers (such as sales managers and Supply managers ). Finally, we will select 300 persons from these professional managers for training to supplement the vacant positions of market managers (including general managers and deputy general managers of various companies ).

IBM: Lifelong Education IBM's education feature is that people who have left the company, whether on-duty or near-retired. For retired employees or employees who have left the company, the education is mainly about general cultivation, rather than personnel management or sales education. This aims to improve the education and knowledge required by IBM employees or employees who have worked in IBM. IBM hopes that these employees who have left the rest or those who have left the job will receive such comments wherever they are: "This person is indeed a man of IBM and is competent in all aspects."

Microsoft: learn while doing and give words and deeds at Microsoft, and new employees (such as developers) learn through the "trial and error method. In the first few days, new employees were arranged to meet managers and senior personnel from other professional departments. After hearing a general introduction about the development cycle, the Development Manager assigns a separate task to the new employee or allows the new employee to work with the feature team. In this process, new employees are allowed to make mistakes, and the best experts are allowed to check, correct errors, and guide new employees in progress. New employees receive good training while learning and constantly correcting errors.

Motorola: a hundred-year-old employee, while strengthening employee training, Motorola also attaches great importance to training non-employees. In east China, the company offered teaching courses for students of Nanjing University of Posts and Telecommunications. In this way, it found that they have the potential to become employees of the company. In addition, the company has also set up various types of high-volume scholarships in many primary and secondary schools in Mainland China to support the rewards of those excellent students. Many young students gradually come to understand and recognize the company from the training and corporate culture of Motorola to serve Motorola in the future, fulfill your career aspirations and lay solid ideological and knowledge skills.