The world famous enterprise has cultivated talents Toyota Company: Post Renovation Training Japan Toyota Company has cultivated and trained multi-functional operators in the way a whateocratic worker uses a work wheel to improve workers' comprehensive operation. Through the mode of work, some senior technical workers and production backbone will teach their own skills and knowledge to young people. The management personnel and Toyota will conduct five-year-in-one work. Organization changes on January 1 every year, the magnitude of the conversion is around 5%, and the work of the exchange is generally targeted in the relevant department of the unit. For individuals, through several years of rotation, it is conducive to become a comprehensive management talent, business multi-face. In short, there is a familiar operation of the operation, which can lead to a decrease in production efficiency, but from a long time, there is no harm. Because the employee has changed several posts, the operation of the entire production process has been mastered, familiar with the operation rules of each process. At the same time, there is often an orderly role to cause appropriate pressures to employees, which can effectively exert their work potential and enthusiasm, so that the entire enterprise maintains a vibrant and thriving.
Berkide: Classified selection training US Berkide is a largest company in the United States and the world's largest basis, only more than 30,000 employees. The company has a training institution, and has established a large "management training center" in the company. First, from 20,000 administrators and engineers, the company chooses 5,000 candidates as a grassroots leader (headmaster, workshop, etc.); for these people, encourage them to manage their knowledge, and organize them to participate in 40 hours. Training, then select the grassroots leaders needed. Secondly, from the grassroots leaders, 1100 people participated in the training and assessment of "Management Work Basics", and pick up 600 people and give professional training, so that they assume professional managers (such as sales managers, suppliers, etc.). Finally, 300 people are selected from these professional managers to supplement the vacancies of the market manager (including the general manager of each company, deputy general manager, etc.).
IBM: The educational characteristics of IBM for lifelong education is that, whether it is a proco person, it is still close to retirement employees, and even those who have left the company have also been educated. For employees who are approaching retirement or employees who have left the company, the education conducts education is mainly in general cultivation, rather than the education of personnel management or strengthening sales. In doing so, the purpose is to improve these employees as IBM or as the educational and knowledge that they have worked in IBM. IBM hopes that these employees who have left the rest or the employees who have left, they can have their excellent style, talents, temperament to get this evaluation: "This person is a person who is IBM, all aspects can be done. "
Microsoft: Side of the side of the side and the words and teachings in Microsoft, new employees (such as the developer) learn through the "trial fault". In the first few days, new employees were arranged with managers and senior people from other professional departments, and after listening to a directional profile about the development cycle, the development manager sent a separate task to new employees, or let New employees work with the property team. In this process, new employees are allowed to make mistakes, and are checked by the best experts, correct errors, and guide new employees. New employees have accepted good training in the process of drying and constantly correcting errors.
