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以新入企员工拟配置岗位为落脚点,以岗位胜任力模型、培训标准、评价标准为依据开展培训和评价,培训分为脱产培训和定岗实践两个阶段,包含全面集训、分点深化和定岗实践等环节,采取各环节测评、培训期满考核和岗位胜任力评价,将其培训与评价、聘任紧密结合,培养快速融入公司、快速适应岗位工作需要的新人,按照岗位胜任力评价结果优聘劣汰,从企业用人、育人的源头上建立“培训、评价、职业发展一体化”的管理机制。
To new employees to be deployed to position employees for the foothold to job competency model, training standards, evaluation criteria based training and evaluation, training is divided into two phases of full-time training and fixed-point practice, including a comprehensive training, the point of deepening and fixed-posts Practice and other aspects, to take all aspects of evaluation, assessment of expiration of training and post competency evaluation, its training and evaluation, appointment closely, to cultivate rapid integration into the company, quickly adapt to the job needs of newcomers, in accordance with job evaluation results Appointed The inferior, from the enterprise employment, the source of education to establish a “training, evaluation, career development integration” management mechanism.