Training program for enterprises on how to select, educate, employ and retain people.

Course objective: "Enterprises are people". How to choose, use rationally and give full play to everyone's potential? How to win the professionalism of employees, retain talents and realize the long-term stable development of enterprises? This series of problems puzzles every enterprise and every human resource manager. The purpose of this course is to explore the purpose of human resource management-respecting human nature, respecting everyone's cultural background and beliefs, and understanding national characteristics and traditional culture. On this basis, we should take such measures as "guiding", "dredging", "eliminating", "breaking" and "establishing" to fully develop the potential of each employee, maintain characteristics, eliminate weaknesses, get rid of shortcomings and establish a bright spot. The course discusses the whole process of human resource management from "selecting, using and staying". And try to analyze the "specious" problems in talent selection, use and stability. Course Outline: Chapter 1: How to choose the candidates. From the Romance of the Three Kingdoms, we can talk about the "talent view" of China's traditional culture. The top experts are all hidden in the vast sea of people, uninvited and unable to move; From the first day of coming out of the mountain, all the masters are "internal selection of outstanding talents". When our ancestors were young, they didn't attach importance to advanced skills. There are two ways to retain talents-the policy of retaining people and not retaining them; Pay attention to the policy of not retaining people: In the second quarter, besides recruitment, there is also a most basic foothold-the selection of internal talents, which is an effective incentive that cannot be ignored. Selecting talents is a way of "retaining people". The selection of talents can leave enough "space" for employees' "career" planning. Talent selection is an effective way for enterprises to establish a "fair, just and open" human resource management culture. The third section, evaluation and promotion of talents! First of all, we should know that coping with exams and evaluations is a basic skill of China people-even the cowardly China people are not afraid of two things: exams and meetings. Secondly, "Tao is different but not the same"-the strategy of the enterprise should be considered first. "A man of insight with the aspiration of peace and prosperity" is suitable for working in Zhongnanhai, not your company. Personnel aspirations are not here and cannot be imposed. What's more, the so-called "middle school is the body and western learning is the use". China people believe in Bole, while westerners believe in tools. In addition to requiring our tour guides to have the ability to recognize people, we should also master some basic talent evaluation methods. "Perfection" is a selection method that deviates from the right path-why should there be a scientific talent evaluation? "Quality" is a popular word-the dimension of talent evaluation: how knowledge, skills, work ability and psychological quality develop employees' ability through evaluation-evaluation is a tool, not fortune telling, not labeling, but a basic means for us to identify people. Many human resources practitioners have a very bad mentality. They use some tools to distinguish who is an "apple" and who is a "watermelon", not who is a "watermelon". The purpose of distinguishing apples and watermelons is to let people know when to eat, not to distinguish between good and bad! In the fourth quarter, personnel promotion promotes employees (bosses) who are highly consistent with the enterprise strategy-there is only a thin line between "loyal ministers" and "slaves"! "Tolerance and kindness" can't adapt to the selection of talents-Liu Beilian wants to kill Lu Bu for "fanning the evil wind and lighting a ghost fire", not to mention the human resources department. The promotion of personnel can not be restricted by moral norms, but should be regulated by the "rules of the game" in the workplace. A person who doesn't know the rules of the game can't play well! Section five, talent recruitment skills. "The right time, the right place and the right people" are all important. -When selecting candidates, we should first analyze the industry environment, that is, what is the position of the industry in the whole industrial structure? Secondly, analyzing the position of enterprises in the industry, "a small temple can't be a big bodhisattva", and the level of talents corresponding to different positions of industries and enterprises is also different. Enterprises should tailor the talent selection strategy to avoid the abuse or loss of talents. "orange in the south and orange in the north, one side of the soil and water will support one side of the people"-regional economic and cultural differences should be considered reasonably. In particular, when selecting college graduates, enterprises should try their best to help them understand their geographical environment, industrial environment, humanistic environment and local actual economic level, and realize their own transparency. In this way, the selected person and the selected person can understand each other, which can help enterprises choose the right talents and truly achieve value for money or even value for money. "He who has no long-term worries will have near worries"-candidates should consider the supply situation of the talent market, not only the short-term talent demand, but also the long-term talent demand and the cost of human resources. The human resources department and the department manager should do their own jobs-they are the people who command the troops, but their soldiers have been recruited by others, and they still feel that there is nothing unreasonable. It is a "20-year strange phenomenon" in the recruitment management of modern China enterprises, the channels of internal recruitment and external recruitment, the advantages and disadvantages of the recruitment process and possible misunderstandings. "Looking, listening, asking and cutting" Chinese medicine is a master of knowing people-the combination of behavior performance and interview "The Tao is one foot high, the devil is one foot high"-the difference between the devil and the Tao is actually just the difference between the heart. We should know China people's interview skills and identify "facts" and "lies" and "true lies" in interviews. Chapter 2, How to Educate People Section 1: The "strange phenomenon" in the talent training of China enterprises-the talents in our classic textbook "Romance of the Three Kingdoms" are all extraordinary as soon as they "take part in the work"! I haven't seen anyone who has cultivated himself slowly-"Jiang Wei is one" but unfortunately it is far from "Zhuge Liang". "Training" is the business of human resources department-training is a hard work, so training is often the business of a certain department. However, we have overlooked a problem, that is, those who train troops are the unified troops! It is common sense to bring your own soldiers. "Training" means "making wedding clothes for others"-we all know why the "training" of foreign-funded enterprises, as a golden signboard, can deeply attract first-class talents, but we often doubt whether our training is "making wedding clothes for others", which is a contradiction. "Subordinate's ability is low, and it is difficult to be trained"-don't say that your subordinates are incompetent and have low quality, and your superiors should be higher than you. Since ancient times, there have been only useless teachers and no useless students. How can Confucius forget "teaching without class"? Are the Red Army soldiers capable? Therefore, following Mao Zedong will improve the quality of farmers in China? Must follow Deng Xiaoping's example to build a new countryside? So the key point is that the leadership training in the second quarter is anytime and anywhere, and the training content is rich and colorful. It is not necessary for teachers to attend classes. When they see mistakes, they should criticize them on the spot, but after criticism, they must-"education" can be done at any time except in class, and education should not be lengthy. The content of education must not be limited to a certain range-what is quality? Quality is a comprehensive evaluation standard! Section III Requirements Identification Before Training For the systematic training that needs to be carried out, we need to analyze the requirements before training. Several common requirements analysis methods are used. Section iv organization and implementation of training preparation before training. The purpose of the evaluation of training effect in Section V is not to "punish" the training work. Without training, we will accomplish nothing, but please remember: training is not everything. Chapter III, How to Employ People Section I: The historical unsolved case of "employing people without doubt, suspecting people without using them" is a problem that makes enterprises nervous-how to guarantee the system of efficient authorization-China people are a nation that lacks trust in the "system", which is a national characteristic. This lack of trust is the main obstacle to authorization. Authorization and "power collection"-China's right obtained through "prospecting" is the root of this contradiction. Several basic characteristics of effective authorization. Section 2 employing people is a very good manager of human resources department for Li Bai. It is precisely because of his eternal swan song-"I was born useful", so everyone should use it correctly, understand and respect personal differences-ask Pig Bajie to pick up luggage, ask Friar Sand to exorcise demons, and ask the Monkey King to go to alms. Considering the differences of employees in different periods, don't say that people's quality is not high-the Red Army's. Don't say that people don't listen to the command-the Monkey King finally became a "fighting Buddha"; Don't say others are arrogant-Zhuge Liang can still "do his best" when he comes out of the mountain. In the third section, make good use of people, that is, "a scholar takes death as his bosom friend, and a woman tolerates herself"-exchanging heart for respect is sincere and meticulous-China people should have sufficient space for "face culture"-"the sky is vast and the birds are not happy"; We should deeply understand the highest living environment that China people want most. Work is challenging-starting from Liu Bei's contempt for Mr. Feng Chu, the post of the unity of people's contradictions in China should be dynamic-"The tree moves to the dead, and the man moves to the life" is the truth. It is necessary to constantly adjust the cooperation between employees and work, so that employees with improved ability can engage in higher-level and more responsible work and maintain the dynamic balance between employees and work. Section IV "Use" of middle-level management cadres is the weak link in the management chain of China. Most middle-level management cadres have excellent skills, but lack management ability. A team set up a middle-level "chief" to make a team grow, not a person grow. It is a big joke to regard "position" as a reward for a person's excellent work skills. A carpenter with a high level should be rewarded with "Luban Award" for poor training and accused of incompetence, disobedience and inexperience, which is the cancer of China's "official standard" thought. How to evaluate the skills and potential of existing managers-the boss who "punishes but doesn't teach" should be shot by the boss. Section 5 Strengthening assessment is a double-edged sword. "People don't suffer from poverty and suffer from inequality." The assessment should be combined with the enterprise's strategy, and the assessment results should be linked with the salary, welfare, promotion and elimination system, so that the overall quality of the company will continue to spiral up. Chapter IV How to Keep People in Section 1, every enterprise should have its own strategy of "operating with heart", that is, people are "dead set", "buying people's hearts" is the best policy, and "talking nonsense to everyone" is the management strategy-in written language, it can be said that it is "differentiated management", "convincing people with morality" and "being polite to a gentleman". The essence of ancestor culture is to buy people's hearts and serve the enterprise strategy. It is a fatal mistake to set up a "clique". The greatest strength in the world is "culture", and culture is just a "small skill". Judging from the "Spring Festival travel rush fever" in China, the establishment of corporate culture is a systematic engineering habit and the only way to establish culture. The most realistic thing in the world is that interest, wages and welfare are still at this stage. How to effectively link the output and behavior required by the company's strategy and culture with the salary system is a problem that needs to be solved in salary design. There are many kinds of salary systems, and different types are suitable for different enterprises. Enterprises should determine the corresponding salary system according to their own conditions. Combined with their own actual situation, comprehensive salary, formulate a salary system suitable for this enterprise. The most lacking in the fourth season is that "feelings" win people's hearts and win the world. This is a social team with "emotional absence" and an "investment project" with high return-from the report that "emotional swindlers often succeed". Section 5 "Make the best use of people, make the best use of everything" Keeping people as a killer is also cultivating people. We should try our best to let the talents of the enterprise develop themselves while serving the enterprise continuously. Only by combining the goals of enterprises with the professional welfare of employees can humanized management really play its role.