كيف أن يستعمل تدريب كملاكة احتجاز أداة
ب سحب [روسّ]
![[إمبلو ترينينغ] برنامج في الصين](http://www.chinasuccessstories.com/wp-content/uploads/employee-training-programme-china.jpg)
في بلاد غربيّة, يرى كثير شركات سابقا أنّ يقدّم شاملة [ترينينغ بروغرمّ] إلى ملاكتهم طريق فعّالة من يحتبس موظفاتهم. في الصين, مهما, حيث ملاكة احتجاز يكون هذا إصدار كبريات, يحاول كثير شركات أن يحافظ ملاكة ب يرمي كثير مال في هم عندما, [إين مني كسس], منافسات تلاءم هذا مجموعة, بذلك يخلق فقط حل قصير المدى.
ال يضاف قيمة في يستعمل تدريب وتطوير يبرهن وواضحة. تدريب يخلق زيادة [إين تّندنس], شركة إخلاص, إبتداع, مهارات, وإنتاجية. سيساعد تدريب جارية كجزء جنرال, [إمبلوي-فوكسد] ثقافة - واحدة أنّ يقدر ويستجيب إلى الحاجات من الموظفة - أن يخلق قوّيّة, قوّة عاملة مخلصة, أنّ يتلقّى ما من رغبة أن يتحرّك على `مراعي خضراء' أو الشيء تالية كبير.
الإصدارات
بحثت ب قام في 2007 ب [دفلوبمنت] [ديمنسونس] دوليّة ([دّي]) يبدى أنّ رأى شركات صينيّة زيادة هامّة في محترفة ودعم [ستفّ تثرنوفر] في السنون 2006 و2007.
ذكر الموظفات يمسح اثنان [مين رسن فور شنج] أشغال: افتقار من حالة نموّ وتطوير فرص مع مستخدمتهم حاليّة والإدراك من يتلقّى جيّدة مهنة فرص في مكان آخر.
في بحث بعيد, وفقا ل الدوليّة مكان عمل فحص يوصل بتجنيد إختصاصيات روبرت نصفا دوليّة في 2007, يصدق 73% من [إمبلورس] على نحو شامل تدريب الطريق جيّدة أن يعزّز ملاكة احتجاز.
Bearing in mind that the cost of replacing staff is 25-50% of the employee’s annual salary, it is essential that companies here find a solution to a problem that is only going to become more evident as China continues to develop.
The Solution
It is clear, then, that development opportunities are an important factor in retaining staff.
Recently, we assisted one of China’s leading banks to implement an employee-training programme in the run-up to the Olympics. They took our advice and tailored the training to the needs of the individuals’ own personal and professional goals, whilst tying it into the needs of the organisation as a whole.
In this instance, the company took the option of tying their staff into new contracts. If an employee left the company within two years of completing the training programme, they would be required to pay back either all, or a percentage, of the training cost. Whilst this does seem a hard line to take, it was effective. Employees had no hesitation in participating in the training programme. They felt empowered and saw the training as an excellent opportunity to improve their skills. In combination with a decent remuneration package and results-led bonus schemes, the employees had no reason to jump ship.
Employers must begin to grasp the value of training in this volatile job market. Successful companies that retain their staff will be those who are seen to be offering the best working experience – security, development and personal growth. There are many training options - everything from basic English language skills, through Time Management to tailored Leadership Development programmes for the most promising staff members. At whatever level the employee is at, training will make them feel valued and empowered and see themselves as part of a company that cares about its staff.
Yaxley Education provides tailored training solutions to companies in China looking to achieve more from their employees. We pride ourselves on our deep understanding of our clients’ industry, company and training requirements.
Drew Ross, Managing Director, Yaxley Education
September 18th, 2008 at 12:22 am
This is way off topic, but it might interest readers: the US Dept. of Commerce is soon sponsoring a webinar on the sustainable rebuilding of Sichuan schools. Should be an interesting perspective.
http://www.buyusa.gov/asianow/chinaearthquakerelief.html
September 19th, 2008 at 5:50 pm
Hi, first of all, I fully agree that training is key to the success of a company in resource and talent development, productivity and efficiency improvement.
However, linking training to employee retention may be relevent in the context of the Western management culture, I may differ when applying the same concept to Chinese management culture.
Taking the example and statistics used in the article.
(1) “….cited two main reasons for changing jobs: lack of growth and development opportunities with their current employer and the perception of having better career opportunities elsewhere…” The link to lack of traiing is not obvious here, and are these worldwide survey or China employee survey?
(2) “….the International Workplace Survey conducted by recruitment specialists Robert Half International in 2007, 73% of employers globally believe training is the best way to boost staff retention.”. Are these statistics applicable to China as the scope is this article?
My point here is, it is dangerous to apply the western concept wholely without considering the cultural sensitivity.
Let me give you an example. Is training the responsibility of the manager or the employee? In USA company, it may be the employee (as I am trained), but in China company, it may be the Manager. Asking for training by employee may not reflect well in his/her capability and workload capacity.
I hope the article is not a promotion of training services, but a true annlysis what is suitable for China market and business culture environment.
September 20th, 2008 at 3:22 am
The underlying issue, not openly mentioned here, which makes Mainland China training / retention different, is that China employers view training as a risky exercise. Give your employees too much knowledge, and they will up and leave to the next career opportunity, maybe at your competitor, or even set up shop as a new competitor to you. This fear of training employees is not just paranoia, just ask any China employer - they will all tell you about key people in their firm “running away” after getting just a little more knowledge.