Iii. Training objectives. Training objectives. In the next xx years, the company has opened a zhuhai shop, a lanzhou shop, a yangjiang shop, and has been actively preparing for the east china shop, a dalian store, and so on. In xx, xx will continue to expand rapidly throughout the country, with new demands for talent: first, the number of talent demands an increase in the number of managers and general staff, both in branches and at headquarters; and second, new demands on the quality of existing personnel, the original management concept needs to be updated and the old management practices need to be improved. With the rapid expansion of companies, the number of company employees has increased dramatically, raising new questions about the corporate culture and cohesion of the company, such as how to further promote the business culture and enhance staff-to-business cohesion is an important topic for training! In recent years, there has been a rapid growth in the department goods industry and a surge in the demand for talent, which has been limited by certain time constraints. In the xx year recruitment, many of the positions required by the company were difficult to find suitable candidates, especially those with industry characteristics, such as vendors, middle-level managers of the branch companies. In view of this, hrdc has developed the xx-year talent development plan, focusing on the development of much needed talent in companies. Ii. In november 2000, hrdc conducted a training needs survey within shenzhen headquarters and three branches (the chinese diaspora shop, the quantico shop, the quantico shop) and the sub-company (management consultant, audio-visual). A total of 665 questionnaires were sent and 645 valid questionnaires were recovered. The survey collected extensive information on the actual training needs of staff, their working mentality and current status, and provided a good basis for rational and scientific annual training plans. (b) 45. 2 per cent of the participants who are willing to take a break from the training; an analysis of the above data shows that grass-roots staff have a more preliminary understanding of training and that there is still room for considerable improvement in some areas. With regard to the demand for courses, there is a greater need for courses such as " communication skills " , " interpersonal communication negotiation skills " and " customer service skills " , which are considered necessary by the vast majority of employees. (b) 34. 3 per cent and 11. 9 per cent were unable to improve performance; data show that there is little difference between middle-level managers ' awareness of training and grass-roots staff, with some slight improvement. This is an important issue that needs to be addressed urgently by the training organizational sector. Middle-level managers are desperately in need of courses such as " interpersonal communication negotiation techniques " , " intertemporal management " , " corporate culture " , " effective leadership and incentives " , " performance management for career managers " , " how to build good teams " , etc. High-level managers of the company consider that: 1. 62. 5 per cent of the costs of training can be partially covered, 2. 100 per cent of the training can improve performance, 87. 5 per cent of the letters of agreement can be accepted, 62. 5 per cent of the participants are willing to take time off to participate in the training, and consider that the role of internal trainers in the development of the company is significant at 62. 5 per cent and larger at 37. 5 per cent; 37. 5 per cent of the participants in the field assessment of the results of the training, 37. 5 per cent of the closed examination and 25 per cent of the job skills tests. The training is clearly much better understood by top managers of companies than at the grass-roots level and middle-level managers, which provides positive guarantees for companies to conduct training. The much-needed course for senior managers is human resources management, team building, and the required course includes corporate culture, interpersonal communication negotiation skills, impact and leadership styles, how to mandate. Other data reflected in the questionnaire also show that public sector training for employees during the company's tenure is less organized and less systematic, while staff expect more from the company. Some of the company's problems also reflect the need for significant upgrading of the company's training to improve the professional and managerial skills of its staff. Iii. Training objectives xx. Rapidly developing xx years of department goods, hrdc will provide substantial support to corporate development in the area of training, aiming at the following training objectives: 1. Improvement of training courses for grass-roots workers, enhancement of training and significant improvement of professional knowledge and service skills for grass-roots workers; 2. Implementation of talent development programmes to develop a cadre of mid-level managers in need of companies; 3. Improvement of the professional and managerial skills of existing middle-level managers; 4. Provision of conditions for senior management of companies to improve their own management skills; 5. Conduct of extensive team-building training to strengthen communication between departments and employees; 6. Active promotion of the business culture, enhancement of the identity of employees and improvement of the cohesion of enterprises with regard to their employees. Iv. The training system will continue to be enriched and improved during the xx year of its operation on the basis of the existing directory of xx training courses. Focus on training courses on business skills and service awareness for front-line employees (buyers, cashiers, cutters), vocational training courses for mid-level and above, and introduction of skills training courses for key positions, management skills courses. There are two ways of introducing it: sending in-house trainers to attend external training courses, conducting a second development, forming part of the company's second chapter: the fukugen department store staff training programme; the fukugen department store staff training programme; the fukugen department office; part iii, 6 may 2005: the glob department company's grass-roots staff training programme; and training objectives: (i) meeting the human resource needs of the company for business development. (ii) conduct large-scale team-building training to promote internal harmony, create a harmonious working environment and enhance communication between departments and staff. (iii) actively promoting corporate culture, enhancing the identity of employees in corporate enterprises and enhancing corporate-to-employee cohesion. (iv) capacity training can increase the productivity and customer satisfaction of basic staff and generate greater benefits for enterprises. Training needs (i) glb are expanding rapidly throughout the country and demand for personnel is growing rapidly. (ii) initial awareness of training among staff at the grass-roots level, 51 per cent of staff at the basic level need training in management knowledge, and 50 per cent consider that internal training has a significant impact on corporate development, but there is still considerable room for improvement in some areas. (iii) staff recruitment is becoming increasingly difficult, especially in jobs of an industry nature, and there is an urgent need to develop in-house talent. Iii. Targets for training iv. Trained personnel in-house trainers, external trainers, job technicians, supervisors, etc. V. Modalities for the training: (i) main modalities: 1. Training in the form of intensive teaching, video broadcasting, discussion, simulation, field practice and visits。(ii) auxiliary approach, meeting at the senior management level, meeting with middle-level cadres, exchange of experience among older staff (who came at the outset or what most affected you; have there been any occupational crises in career development? How? Other useful experiences that can be shared) 4 , new employees talk about ideas 5 , games that are useful in the course of training are used to create an atmosphere in which top companies and employers are invited to lead the new employees to a self-directed concert. Team training is available for field outreach training, mainly through canyons, climbing, drifting, team games, etc., for one or two days. Vi. Location of training (i) business culture. • create an excellent business culture that enables employees to understand, integrate and recognize it as soon as possible. (ii) staff manual. To learn, control the company's rules and regulations as soon as possible, and to be in a position as soon as possible. (iii) communication skills, interpersonal communication negotiation skills, customer services skills, department of commerce job skills, viii. Specific training content (i) positive mentality (ii) awareness of enterprises: the culture of the enterprise, the organization of the enterprise, what the workplace is, your self-confidence as a newcomer, the rules and regulations of the enterprise. (iii) skills: 1, skills in relationships, ways of working with colleagues, ways of working with supervisors, 2, communication skills, processes of understanding communication, avoidance of barriers to communication, use of listening, feedback skills in communication, modes of understanding and rational use of communication, communication skills, communication skills, time management skills, awareness time, pits in time management, how to work across time, principles of effectiveness in time management, tools for time management (iv) career pages: 1, methods of scientific work and understanding of your position, procedures for conducting work (six steps), strong awareness of issues, knowledge of innovation, knowledge of your duties: responsibility, authority, obligation to conduct your work, three steps in order to receive orders, nine steps to resolve problems, basic code of conduct for new business, social norms and protocols in time management, tools for time management (iv): professional skills, professional ethics (sitting, crouching, getting off), business protocol (presentations, handshakes, exchanges, guestrooms, travels, three steps in order to resolve problems, basic code for new business, professional norms and protocol, preparation for communication with a customer. Optical projector, camera, digital camera, portable cd machine, dvd writer. (ii) information preparation. Staff information, trainee sign-ups, business culture brochures, employee manuals, various training books or materials. (iii) seating. (iv) communication with the mall should also be made well in advance, if it involves real battle. (v) small post-training questionnaires, evaluation surveys. Training implementation (i) signature of trainers and participants. (ii) welcoming statements. (iii) training of lecturers and self-presentation of trained personnel. (iv) reading training discipline. (v) commencement of lectures and implementation of training courses as designed. (vi) training assessment and appraisal questionnaires and interviews. Training evaluation (i) training system performance appraisal. 1. Number of training courses developed. Building on the existing gbl training course directory, the curriculum has been enriched and refined, focusing on the development and introduction of business skills and service awareness training courses for grass-roots staff. 2. Number and skills of internal trainers. The number and skills of trainers increased during the training process. 3. Improvement of the training system and personnel. (c) to examine whether the enterprise's personnel system has been improved and whether the existing training system has been improved and supplemented. (ii) training courses 1. Number of training courses implemented, i. E., the frequency of actual use of staff. 2. Increase in staff quality and skills. 3. Staff satisfaction and morale. 4. Changes in staff behaviour and improvements in work efficiency. Xii. Follow-up and updating of training. (i) training managers improve training programmes based on training assessments. (ii) training managers summarize, summarize and archive the results of training evaluations. Chapter iv: training budget: the training programme for eastern department workers (ete) east street centre ltd
