Quickly integrate into the Winfoss family, Are you ok?

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Quickly integrate into the Winfoss family, Are you ok?

发布时间：2016-01-16 来源：ydlcb 浏览次数：35次

[Winfoss · China] 8 years of reputation, professional solution 30000 customer product needs and professional services [online consultation] hotline: 400-7755-016

The training cycle of Weavers' new employees in the first 6 months often reflects the importance that enterprises attach to talent training.

3-7 days: The new entry, let him know what to do in order to let employees quickly integrate into the enterprise, must do: 1. Set up a seat and desk for the new person, have their own place, and introduce them to all colleagues.

2. Let them understand the company culture, development strategy, etc., and understand the new professional ability, family background, career planning and interests.

3. HR supervisor should inform new employees of their job responsibilities and development space and value.

4. The direct boss clearly arranges the work tasks for the first week: what to do each day, how to do it, and who is the head of the department related to the task.

5. Let the old staff contact with the new as much as possible, eliminate the strangeness of the new staff, so that they can integrate into the team as soon as possible. Don't talk too much about goals and stress in the first week.

8-30 days: The new transition, let him know how to do the transition is often painful, but it is necessary, managers need to use a shorter time to help the new employee complete the role of transition. one It is best to place new employees near old colleagues for easy observation and timely guidance.

2. Observe their emotional state in time and make adjustments in time; Timely recognition and praise for its growth and progress, and put forward higher expectations.

3. Timely to teach their experience in the work, so that they learn in actual combat, in the study of actual combat.

31-60 days: Giving new employees challenging tasks and the right amount of pressure at the right time can often promote the growth of new employees. one Clearly understand the strengths and skills of new employees, and explain the job requirements and evaluation indicators.

2. Let them plan company or team activities, stimulate their abilities, and observe their strengths and weaknesses.

3. When mistakes are made, they are given the opportunity to correct them, and they are observed in their state of mind, ways and methods of dealing with adversity.

4. If it is really not competent for the current position, see if it is suitable for transfer, give it more opportunities, and confirm the training value.

61-120 days: Let new employees integrate into the team and take the initiative to complete the work for new employees, they are not lack of creativity, but more need to guide them how to integrate into the team and how to cooperate with other colleagues. one Encourage them to actively participate in the meeting and speak during the meeting, and offer encouragement after they have spoken.

2. Have more meetings to share incentive mechanisms, team building, task processes, and growth experiences.

3. When new employees suggest ways or suggestions to deal with tasks, give appropriate recognition.

After six months, it's time to have a formal performance interview with your employees to evaluate them and develop a development plan. one Employee self-assessment. Including: what things have been done, what results have been achieved, and what aspects are still inadequate.

2. The leader's evaluation. Including: work attitude, ability, performance, daily performance, etc.

3. Assist employees in reformulating goals and plans during interviews, and get employees to make commitments.

4. Provide employees with training and development opportunities to help them achieve their goals.

Winfoss China insists on putting people first, and we always believe that talent echelon training is the foundation of enterprise management. At present, 20% of the company's employees come from Switzerland, 15% from Germany and the United Kingdom, and the remaining 60% come from Tsinghua University, Shanghai Jiao Tong University, North China Electric Power University, Wuhan University of Technology, Beijing Institute of Technology, Changsha University of Science and Technology, Huazhong University of Science and Technology, majoring in mechatronics, electrical engineering and automation, mechanical design and manufacturing and braking, measurement and control technology and instruments. It has gradually formed a talent training base for school-enterprise cooperation, and built a platform for employees to realize the value of life.

For more information about [Winfoss · China], please visit [Winfoss · China] http://www.winfoss.com/.

National service hotline :400-7755-016

------ Managing Editor: [Winfoss · China] Marketing Department