In order to ensure that things or work can be carried out correctly, you are usually required to formulate a plan in advance. A plan is a plan that clarifies the time, location, purpose, expected effects, budget and methods of specific actions. What are the characteristics of excellent solutions? The following are 3 annual training plans that I have compiled for you. They are for reference only. You are welcome to read them. Annual Training Plan Part 1

1. Purpose of training practice:

1. Participate in project operation, gain in-depth understanding, and participate in identifying problems;

2. Through participation and consultation exchanges, while providing assistance to the practice project team, during the diagnosis and communication practice, the trainees can reflect, improve and develop based on themselves;

　3. Through this The training practice method enables branches and developers to feel the role and positive significance of this expert learning practice method.

2. Training practice time:

1. Training practice time: late April or early May

2. Training practice period: 1-3 days (Planned from Monday to Wednesday)

3. Training practice project:

Changsha Branch XXXXX project

4. Participants in this training practice:

1. Training practice organization team members:

1) Headquarters: Deputy General Manager (Team Leader), Assistant General Manager (Deputy Team Leader), Training Manager (Team Member)

2) Changsha Branch: General Management Manager (Team Member), etc.

2. Participating personnel: Executives of branch offices in various cities except Beijing Company, totaling 15 people< /p>

5. The form of training practice:

Team building experience + cross-team on-site practice + team discussion and display communication + review and solution formulation + plan implementation after the training practice Inspection

Six. Specific design of training practice:

The first stage: ice-breaking and start-up (conducted the night before the formal practice)

1. Task arrangement: Assign roles, form a team, select allies, compete for resources, and formulate war preparation plans (work plans).

2. Achieving goals:

1) The process of team formation and management (core, goals, spirit/atmosphere, harvest);

2) Competitiveness understanding (sensitivity to crises and insight into important information), acquisition and use of resources, and the importance of cooperation (the correctness and important role of cooperation selection);

　3) Temporarily forget about the participants With their respective identities, they are devoted to the roles they play in practice, and assume their own work and goals. In the process of cooperating with practice, they understand the project situation, discover problems (from the team's own perspective and external environmental factors, etc.), and summarize the problems.

3. Brief description:

1) Self-introduction: Each branch executive will take 1-3 minutes to sort out their own strengths and weaknesses (especially for projects, they (Strengths and positions they are good at), after the sorting is completed, each person has 3 minutes of presentation time;

2) Role allocation: the leader of the training practice organization team serves as the project manager, and the deputy team leader serves as the practice Observers, and the rest of the participants in the practice will be selected to join the team by the infield planning and outfield marketing personnel of the current project. One person will be selected for the infield and two will be selected for the outfield. After the selection is completed, the rest of the personnel will play the role of sales line personnel. During the team formation

3) Airborne team formation: Two sales manager role players are randomly selected from the remaining 12 people. The sales manager selects the corresponding personnel group based on their personal advantages. Team (This link should reflect the two-way principle. Members who have not been drawn into the role of sales manager can choose the team they want to join based on the sales manager's introduction. If both parties choose the same, they can join the team directly. If they are not unified, they can join the team directly. To be determined for the time being, a special presentation and question session will be added at the end, with the sales manager selecting candidates to join the team or randomly assigning positions);

4) Airborne team integration: the sales manager assigns roles to the members of the team, and Explain their respective clear work content and scope of responsibilities (in principle, the work content and scope of responsibilities are required to be no less than 3 items and no more than 6 items each), and formulate the name, slogan of each team, and the results and goals of this training practice, all of the above After the content is completed, each team has 3-5 minutes to present. The results will be scored on-site by the team leader, deputy team leader, existing project manager, and sales manager. The team with the highest score will win and have priority in the next round. The right to choose;

5) Select allies: The two sales managers of the current project will introduce the advantages and existing resources of themselves and the existing team, and the airborne team will be based on their introduction and The characteristics of your own team are selected and the allies that make up the project practice are selected first by the team that won the previous round;

　6) Additional resource competition: all 2+2 teams that have been formed and become allies Team, organize PK for 1-3 groups of team games. The winner of each round of the game can obtain corresponding resources. The resources are divided into existing resources and customized resources. The existing resources include: reminders of key tasks and consultant guidance once ( The team leader is a part-time consultant), an opportunity to learn about the other team’s practice progress, the right to choose the order of presentation of the final results of the training practice, etc.; customized resources: proposed by the winning team according to their own needs, and the training practice organization team completes resource preparation and Rationing;

7) Preparation plan (work plan): The formed team will formulate a specific work plan for practice based on the set practice goals. The work plan must be implemented to the day, and the project manager and observers will understand the entire process. The team’s respective practices and working conditions.

The second stage: practice and diagnosis

1. Task arrangement: information collection, task wall, problem mining, problem analysis and classification.

2. Achieve goals:

1) Obtain various information to achieve goals through various methods, organize information results and search channels, and analyze and judge the accuracy of channels and information and effectiveness;

2) Through the setting and execution of the work plan, discover problems existing in the process (and must be bottlenecks or difficulties currently encountered by the project);

3) Analyze the excavated problems and classify them through the team's strength, distinguish the nature of the problems (problems that can be solved & problems that cannot be solved temporarily), and summarize the length of the period in which the problems are expected to be solved.

3. Brief description:

1) Each team collects the information they need to know in order to complete the team goals, such as: network understanding, introduction of allies, and participation in regular developer meetings and other ways to help the team dig out problems and propose solutions in a more targeted manner;

2) After each day’s work, summarize the work plan set by the team for the day and make their own Task wall, the task wall needs to include: set content and specific implementation progress and adjustment plans, etc. The training practice organization team will not intervene in the entire practice process, but for the daily results, members of the training practice organization team will participate separately and listen to the team The results are presented and internal scoring is recorded after the presentation;

3) Based on the problem mining situation of each team, make a problem wall for each team, and display the discovered problems and the results of classification in the problem wall ;

4) The specific practice time is 2 working days. After the practice session, each team needs to sort out their results, take stock of the effective work content they have completed, and review the results of the problem wall Organize and discuss within the team to provide corresponding solutions to the problems.

The third stage: review and solution

1. Task arrangement: task results (valid), problem sorting results, and problem solutions.

2. Achieve goals:

1) Through review (task results, problem analysis, solution proposal), check the completion of the goals set by the team, and summarize and Reflect on the problems that may exist in the corresponding management aspects of their respective work, or whether there are solutions to the corresponding problems. The final presentation and communication will be guided by the moderator, and each team member will share spontaneously;

　2) Pass Review, summarize the difficulties encountered in the current project, discuss solutions, and determine excellent executable and implemented plans;

3) Through the final interaction and communication, share the problems encountered by team members Strengthen practical results through similar case situations.

3. Brief description:

1) Display the results of the task wall and summarize the results of the two days of practice. Each team will have 5 minutes to present;

2) Organize the results of the problem wall, analyze and explain them, and propose feasible solutions to the problems. Each team will have 5 minutes to present;

3) Discussion and communication (30 minutes), on Two days of practice, interactive communication between two large teams to complete team goals, explore problems, propose solutions, etc.;

4) Each branch executive who participated in the training Summary and experience sharing for about 3 minutes;

5) The leader and deputy leader of the training practice organization team will make concluding remarks and evaluate the results obtained by the two teams in this practice , the winning team will receive rewards (the specific reward content is to be determined, it is recommended to be combined with the sales manager sequence training, the winning team or the company where the outstanding students work can directly receive the on-site tour lecture reward).

7. Other key matters:

1. The role integration issue of practice

1) The leading role of this training practice is to use the form of practice to Realize expert diagnosis and provide relatively effective solutions. Therefore, in order to allow each trainee to break the definition of their original identity, fully understand and judge the specific operation of each link and position of the practical project, according to the setting of the actual position of the project , corresponding roles are set for the trainees, in order to solve the problem of integration of practical roles, and use practice to cover research and interviews, observation and understanding, analysis and judgment, etc., instead of just being outside experts to directly analyze , evaluation and suggestions;

2) In addition, taking into account the fairness of role allocation, and using this process to allow practitioners to accept the allocation of roles and reflect on problems in their own team formation and management, the above links It is carried out in the form of games, self-exhibition and PK.

2. Actual participation level issue

After grouping, there will be a planning team (inside and outside) composed of branch executives, two independent sales teams, and the original project team. The two sales teams took into account the actual workload and scheduling of existing projects, as well as the participation of trainees, and designed a new-old bundle. On the one hand, it solves the problem of rapid information collection and familiarity with the project for new teams. On the other hand, it can also observe and understand the working status of existing teams more closely, so as to better identify problems and provide solutions.

3. Consideration of overall training practice goals

Through the steps of goal setting, work plan setting, results review and summary, the team members participating in the training practice will be tested. The operation and control capabilities of each link, as well as the comparison of overall goal achievement, guide each team member on how to formulate effective team goals in a more reasonable manner, thereby achieving team profitability and development.

4. As the implementation of the significance of practical training

Use practice as a means and approach to allow trainees to experience the entire process of management, and through this experience, the results summarized every day Carry out practical practice and constantly summarize the effects of practical practice. This experience-summarizing and expert-style approach can not only promote the operation of the project being practiced, but also induce the trainees to reflect on this and that.

5. Training practice effect evaluation issues

1) The evaluation of training practice effect is mainly based on behavioral level evaluation, that is, the solutions proposed at the end of the practice must be transformed into concrete and implementable solutions. action plan, and use the final results of the implementation of the action plan to judge the effectiveness of the training practice;

2) Conduct WeChat group discussions on the subsequent implementation of the action plan. First, communicate the solution to the problem in a timely manner. Brainstorming is carried out quickly within the company; the second is to increase interactive communication and sharing among participants, create study groups after class, and stimulate self-improvement of each participant. Annual Training Plan Part 2

For many large companies, or companies that are developing rapidly, training is a very important content, and these companies also attach great importance to employee training. As the saying goes, “plan before taking action.” As for training, you must make a good plan in advance and make comprehensive and systematic considerations, so that the above problems will not occur. Then as an HR, you need to make an annual training plan for the next year at the end of the year.

Conduct a training needs survey

Effective marketing training needs research is the prerequisite for designing a training plan. Without training research, training courses are set based on subjective assumptions, and such courses will not be targeted. , training will also make personnel work in vain. This is also the source of the company's training problems. Training needs are usually determined by three factors: corporate strategic needs, job responsibility requirements and personnel performance gaps. It is usually implemented by personnel from the human resources department, with the cooperation of personnel from other departments. Through the summary analysis of the three aspects, the training needs of the personnel will be formed, which is the basis for forming the department training needs and the company's overall training.

Determine the corporate training framework

After determining the individual training needs through analysis, from point to area, by summarizing the fundamental gaps and deficiencies faced by each person, a The department's future training focus is determined; and based on the department's specific needs and corporate strategy, the company's most critical problems can be found, and the shortcomings and key links of the entire enterprise can be found, thereby determining the company's future training focus. Once these key links are solved, training will generate great value for the enterprise.

Develop a draft training plan

After developing the training needs and determining the company's training curriculum framework and focus, at this time, the human resources department personnel need to first develop a preliminary annual training Plan (including training theme, holding time, training purpose, training objects, number of people, class hours, estimated cost, etc.), and then invite company CEOs and department heads to participate in the review. During the review, the human resources department will give a brief explanation of the draft training plan, and then reach a consensus through collective discussion. The purpose of this is to determine the main direction of training and to avoid making critical mistakes in training.

Develop a complete training plan

After determining the draft of the training plan, you still need to complete all the details in the plan before the training plan is completed. The detailed content of the specific training plan mainly consists of the following parts: training purpose, training courses, training objects, training instructors, training methods, training time, training budget, etc.

1. Training purpose

Each training project must have a clear purpose/goal, why is it being trained, what kind of training effect is to be achieved, etc., so that the training can be targeted. The identified personnel training needs are usually the primary purpose of training. The purpose of training should be concise, operable, and preferably measurable, so that the training and learning status of personnel can be effectively checked and facilitate future training evaluation. At the same time, the goals for one training session cannot be too high, and we cannot expect to solve all problems. We can design goals that can be improved in stages based on personnel gaps. In this way, through continuous training, the ultimate goal of training will be achieved.

2. Training objects

Effective marketing determines the training objects for whom the training should be conducted, who are the main training objects and who are the secondary training objects. According to the 20/80 rule, 80% of a company's performance is often created by 20% of its people. Therefore, these 20% of people are the company's key training targets. These people usually include the company's middle and senior managers, key technical personnel, marketing personnel and business backbones. In this way, training is not about spreading pepper, but about using good steel on the blade.

3. Training courses

The source of training courses is the training course framework formed by training needs, which are extracted and arranged according to priority. At the same time, training objects and training courses complement each other. The training objects determine the training content, and the training content must also have suitable training objects. According to the combination of the two, the courses can be divided into three categories: key training courses, regular training courses and temporary training courses.

4. Training forms

Training forms can be roughly divided into two categories: internal training and external training. From the specific arrangement, internal training should be the main one, with external training as a supplement. Strengthening internal training can significantly reduce training costs. The cost of internal training is only a fraction of external training. For example, internal training can be arranged in a large number of low-cost and wide-reaching forms, such as classroom training, on-site training, and audio-visual material training. wait. On the other hand, internal training can improve the effectiveness of training. Trainees can more effectively accept and improve the internal lecturers' personal teachings and personal experience.

5. Training instructors

Lecturers can be divided into external instructors or internal instructors. When it comes to external training, or key courses in internal training that cannot be taught by the company's personnel, it is necessary to hire external lecturers. The choice of lecturers or training institutions is very critical and directly determines the success or failure of the training. The most important principles of selection are professionalism and skills, whether the content is in line with the company's needs, and whether it can fully mobilize students' enthusiasm for learning instead of making them sleepy.

6. Training time

Training time should be forward-looking and cannot wait until training is needed. It should be arranged according to the priority of training. The timing must be chosen appropriately, with the principle of not conflicting with daily work as much as possible, and at the same time taking into account the students' time. Generally speaking, it can be arranged during the off-season of production and operation, on weekends or at the beginning of holidays, etc. This time is relatively sufficient.

7. Training expenses

To formulate a training plan, a cost budget must be carried out. There are many effective marketing budget methods, such as determining the budget amount based on the percentage of sales revenue or profit. Or based on the company's per capita budget, multiply it by the number of people to get the total budget, etc. When budgeting is allocated, it is often not shared equally per person. The main training expenses should be tilted towards senior leaders, middle managers and technical/key personnel. Senior managers and key employees have improved their management and technical levels, which can effectively drive ordinary employees to improve their work capabilities. This top-down push is far more effective than It’s much easier to be driven from the bottom up by rank-and-file employees.

Summary: If the above requirements are met, a complete and feasible training plan can be formulated and implemented. By formulating scientific training plans, various problems that arise due to poor planning in enterprises can be effectively avoided, personnel training satisfaction will be greatly improved, and training will effectively support the development of enterprises. I hope the above information on how to formulate a training plan will be helpful to everyone. If you want to know more about it, you can check out other related information on the Think Tank Network. Annual Training Plan Part 3

A training plan is a record arranged in a certain logical sequence. It is based on the organization's strategy and is based on a comprehensive and objective analysis of training needs. Pre-system settings for training locations, training objects, training content and training methods. The training plan must meet the needs of both the organization and employees, take into account the organizational resource conditions and employee quality foundation, and fully consider the advancement of talent training and the uncertainty of training results.

The 20xx corporate employee training plan album mainly includes electronic companies, dairy companies, trading companies, production companies, sales companies, hotels, automobile air-conditioning companies, printing companies, banks, timepiece companies, and hot spring baths. , mechanical and electrical companies, hotels, clothing companies, real estate development companies, real estate companies, marketing planning companies and other different companies' employee training plans, providing reference for each enterprise to formulate employee training plans.

1. Training background

20xx is the company’s start-up year. In this year, we established a professional decoration design and construction team that has begun to take shape. The focus of the one-year training is mainly around the construction of corporate culture. After more than half a year of corporate culture training and promotion, all employees have been able to better understand, understand and accept the company's corporate culture. In 20xx, our training will focus on "laying a solid foundation and forging a team". On the basis of improving employees' work skills and comprehensive quality, we will change the management concepts of managers at all levels, improve management methods, and enhance employees' sense of responsibility. and self-discipline awareness to enhance employees' sense of belonging to the company. In addition, promoting the company's corporate culture and enhancing employee cohesion will remain important topics in this year's training work.

2. Training objectives

1. Improve the overall quality and business level of employees, improve the company's talent structure, cultivate and reserve talents for the company, and provide guarantee for the company's sustainable development.

2. Strengthen team training within the company, increase the company's own cohesion, and enhance employees' understanding of corporate culture and business philosophy.

3. Stimulate employees’ thirst for knowledge and creativity, and explore the potential of employees to update their knowledge and abilities.

4. Reduce employee work errors through training, avoid accidents, and improve work quality and efficiency.

3. Survey and Analysis of Training Needs

In order to make the training plan targeted and operable, in December 20xx, the General Management Department organized all personnel of the company to conduct a training needs analysis According to the survey, *** issued 34 questionnaires and received 32 valid questionnaires, with an effective rate of 94%. Through this survey, it was found that company employees have a high degree of recognition of training, know the importance of training, and have more urgent training themselves. need. According to the survey results, the General Management Department will selectively consider the following aspects when arranging training:

　1. Training arrangement

(1) In terms of training content In terms of setting up, attention should be paid to the practicality of training content, and the focus of training should be on three aspects: professional skills, management capabilities and corporate culture;

(2) In terms of the selection of training methods, the training topics will be Different methods are adopted, including centralized teaching, extended training, experience exchange and sharing, etc.

(3) As for the source of training teachers, industry experts are more likely to be selected, and they can also be provided by outstanding employees or business backbones within the company;

(4) Arrangement of training time In terms of work, we will try our best to conduct it during working hours.

2. Selection of training courses

We will choose from comprehensive skills training, management skills training, professional skills training and professional quality training.

3. Selection of training methods

We will mainly consider inviting external lecturers to the company for centralized teaching, sending people to external training institutions to receive systematic training, and having experienced personnel within the company conduct the training. Teach and establish company libraries and online sharing platforms.

4. Matters needing attention in training

(1) The General Management Department usually pays attention to the research and development of training topics, and promptly collects lecturer materials and training subjects from well-known domestic consulting and training companies. Materials, combined with company needs and department needs, recommend relevant training topic information to relevant departments from time to time.

(2) When arranging training, the General Management Department must first consider coordination with work to avoid conflicts between busy work and training practice; second, it must consider the relationship between key training and general improvement, in line with the company’s interests and needs As a standard, comprehensively improve the ability and quality of employees.

(3) If the amount of training for a single person is large and the time is long, an "Employee Training Agreement" should be signed to reduce and control the loss of employees to the enterprise.

IV. 20xxxx Annual Training Plan

1. Training Frequency

Arrange a large-scale special training every quarter and a special training every month for new employees to join. Training is scheduled immediately.

2. Training methods

According to different training topics, methods such as centralized teaching, extended training, experience exchange and sharing, and independent learning are adopted.

3. Training course system design

(1) Onboarding training

Training objects: new employees of the company

Training content: divided into Training for the company's internal training and trust training schools

① The company's internal training content includes: company introduction, company rules and regulations, and training on the functions and relationships of various departments.

② The training content of the Confidence Training School includes: training on corporate culture, teamwork, execution, etc.

Purpose of training: Understand and integrate into the company's corporate culture as soon as possible, and enter the work role and status

(2) Comprehensive ability training

Training objects: all personnel

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Training content: training on personal qualities, professional qualities, etc., including effective communication skills, team integration (outward training), plan management, business negotiation, time management, emotional management, etc.

Training Purpose: to improve the personal quality and professional quality of employees

(3) Professional skills training

Training objects: all personnel

Training content: for personnel in different positions Conduct professional skills improvement training, such as professional knowledge training, classic case sharing, various qualifications, professional title examinations, etc.

Purpose of training: to improve employees’ professional skills so that they can be applied at work.

(4) Management skills training

Training objects: middle management and above

Training content: management skills and other training courses, including: execution ability , professional literacy, goal management, performance management, leadership behavior and art, high-performance team building, etc.

Purpose of training: to improve the management level of managers and enhance team vitality, cohesion and creativity.

(5)Team building training

Training objects: all personnel

Training content: group activities, expansion training

Training purpose : Through various carefully designed activities, in the process of solving problems and responding to challenges, the training purpose of "stimulating potential and building a team" can be achieved.

(6) Employees’ self-study

Object: every employee

Content: learning of professional knowledge, job skills, comprehensive knowledge, etc.

Methods: Reading books, online learning, on-the-job learning, tutoring

Purpose: To form a learning organization and improve the quality of all employees

(7) Special training

Training objects: specific objects (specified according to company needs)

Training content: training on special certificate requirements

Training purpose: in order to better cooperate with the company's work and operations Requirements

5. Training assessment and effect evaluation

In order to enhance the training effect, the assessment and effect evaluation in the following aspects will be strengthened in 20xx. In the following way, the first Articles are a must for any training, and the rest will be based on different training content to choose the most appropriate assessment method.

1. Assessment of participation in training, such as whether to attend training on time and whether to complete the prescribed training hours. It is carried out through employee personal training records and employee training class statistics. And the internal training situation of the department and the personal training situation of employees can be linked to the performance appraisal as an aspect of the performance appraisal.

2. Response evaluation, measuring the participants’ impression or attitude towards the training. For example, after the training, the "Employee Training Opinion Questionnaire" is distributed to the participants to understand the participants' reaction to the training and what they have gained from the training, which mainly includes: reaction to the design of the course content; opinions on the content and quality of the training Reaction; reaction to the training organization; whether the knowledge and skills learned in the training can be applied in future work, and what are the benefits.

3. Learning evaluation mainly measures whether trainees have mastered knowledge and skills after learning through training. The training effect can be evaluated by requiring trainees to submit a training experience or test within a certain period of time.

4. Behavioral assessment, focusing on the degree of behavioral changes of trainees. Many training effects cannot be seen immediately, so the evaluation of the application of knowledge, skills, behavior and performance needs to be carried out after a period of work, and can be evaluated by observation, assessment and other methods.

5. Result evaluation mainly examines the training effect from the company's performance, such as whether the quality of work is improved, whether costs are saved, whether profits are increased, etc.

VI. Internal trainer system

In order to carry out training more effectively, increase employee training enthusiasm, and stimulate employees' potential, an internal trainer system can be gradually established.

1. Focus on identifying a few more suitable personnel, and develop some courses that suit the company's actual situation and urgent needs based on the strengths and characteristics of different personnel.

2. Arrange training courses for trainers, such as participating in the company's internal trainer (TTT) training camp course.

3. Form a system for internal training instructors, standardize internal training management, and reward internal trainers with class hours.

VII. Budget for training expenses in 20xxxx

Considering the aspects of inviting external lecturers to give centralized lectures, sending out training, establishing a library, internal lecturer class fees, etc., the estimated expenses are as follows :

1. External experts will give 4-5 lectures. Depending on the teacher, the single cost is controlled within 10,000 yuan;

2. External training, business English The estimated cost is 50,000 yuan, and other expenses

3. Obtaining professional qualification certificate fees, expenses

4. Establishing a library, the estimated cost is 5,000 yuan;

5. Internal trainers will teach, and the lecture fee and reward are expected to be 5,000 yuan;

Employee training is the source of power for the company's sustainable development. It is the most extensive and fundamental way to cultivate talents, improve employee quality, and enhance the core competitiveness of the enterprise. way. Therefore, training is not an end, but a means, not consumption, but investment. Therefore, the ultimate goal of training is to improve employees' knowledge, skills and attitudes through training, thereby improving the company's economic benefits.