新员工培训英文(共33页).doc

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1、精选优质文档-倾情为你奉上新员工培训英文 篇一：新员工入职清单 新员工入职清单 The goal is to plan and prepare for the employees arrival so that the employee does not arrive to chaos, but to an organized prepared work place. This checklist is designed to assist with the departments orientation process. Onboarding is a long-term process t

2、hat begins before an employees start date and continues for at least six months. This Checklist is organized by responsible department to initiate each task at different timeline. It also helps hiring managers prepare for the arrival of new employees. Once an employee starts, he/she can work togethe

3、r with the hiring manager and an on boarding. 我们的目标是为新员工的到来做规划和准备，避免混乱，维持有序的工作环境。此清单有助于部门进行上岗引导程序。入职是一个长期的过程，从新员工到来开始并持续至少六个月。这份清单由相关部门在不同的时间点负责实施每一项任务。同时也有助于用人经理为新员工的到来做准备。员工到来后，他/她会与用人部门经理一起工作，进行入职流程。 A. HUMAN RESOURCES 人力资源 1. Print out New Employee Onboarding Checklist, review and customize 打印新员

4、工入职清单，审核并定制 2. Complete two reference checks and collect documents （as per Pre-Employment Checklist） from new employee before making an official offer 确定了候选人,出Offer之前,依据检查清单,需完成至少两家公司以上背景调查, 3. Send offer confirmation acceptance email to IT, HR, Hiring Manager, Admin and start date 给IT，HR，用人经理，行政，发送

5、入职通知邮件，注明入职日期 4. Call the new employee to welcome him or her a few days before the start date. Remind him/her to bring completed paperwork and identification on the first day. If a foreigner, send the work permit application check list with all the necessary forms and procedures to complete. 在入职日期之前

6、致电新员工欢迎他/她的加入。提醒他/她在入职第一天带齐纸质资料和证明。 如果是外籍员工，发送其办理就业许可证申请所需要的所有必要表格和手续清单。 5. Notify employee to do Medical Check Up 通知员工体检 6. Provide new employee with a contact in the event of a question or issue 提供给新员工联系方式以便有需要时联系。 7. Prepare on-boarding materials: 准备入职资料： Organization structure 组织架构 Job descripti

7、on 工作说明书（与录用通知书一起发送） New Hire Form 新雇员工报到表 Individual Form 个人资料表 Letter of Commitment Code of Ethics 职业道德承诺书（与录用通知书一起发送） f. Memo on code of conduct & corporate value 行为准则和企业价值观文件 g. Labour Contract 劳动合同 h. Attendance and Leave Management Acknowledgement 考勤管理制度确认书 i. Disciplinary Acknowledgement 公司奖惩

8、管理制度确认书 j. Personal File Storage 档案存放地 k. Household Registration 户口本户主及本人页复印件 l. Medical benefits Handbook 医疗福利手册 m. Employee Handbook Acknowledgement员工手册签阅 8. Schedule employee for New Employee Orientation Session 入职培训 Date日期：_ 9. Check with IT on the email and extension. Updated the new employees

9、detail in the Global and local directory 与IT部核对邮箱和电话分机号。更新全球和地区的目录上新员工的详细信息 10. If Foreigner and GM level, arrange for airport pick-up and hotel arrangement 如果是外籍员工及来自异地的高级经理，安排机场接机和酒店预订 a. b. c. d. e. ADMIN 行政11. Assign Work Station 分配工位 12. Order furniture 订家具（如果需要） 13. Order Office Supplies keys,

10、 stationaries 订办公用品，例如：钥匙，文具 14. Order business cards 订名片（如果需要） 15. Acquire building and floor access cards or employee ID 获取大厦或楼层的出入许可证或员工ID IT 16. Establish Computer/Laptop, corporate phone, network :_ 确保邮箱的设置（接入或密码） 19. Ensure email and extension is updated in the Global and local directory 确保邮箱和

11、电话分机号已在全球和当地目录上更新 HUMAN RESOURCES 人力资源 20. Ensure email and extension is updated in the Global and local directory 确保邮箱和电话分机号已在全球和当地目录上更新 HIRING MANAGER 用人经理 21. Schedule times for the new employee to meet with key staff members 安排新员工与主要成员会面时间 22. Assign a buddy as an immediate resource for any ques

12、tions and to help guide the employees relationship building, knowledge attainment, and problem solving 为新员工安排一位工作伙伴，帮助指导新员工建立关系，获取知识和解决问题 Buddy Name:_ 工作伙伴姓名： 23. Discuss the responsibilities of mentor with selected candidate to ensure understanding of the role 与候选人讨论导师的职责确保了解任务（需要选择感兴趣的、积极的、业务熟练的、受

13、欢迎的人作为导 师） 24. Gather job specific resource information 收集岗位的具体信息（例如岗位职责，参考资料，手册等） 25. Create a training schedule for the employees first week or longer 为新员工制定第一周或之后更长周期的培训时间表 B. The goal is to make a good first impression by focusing on welcoming the employee to the corporate family not solely on c

14、ompleting the required forms. Once an employee starts, he/she can work together with the hiring manager and a buddy* to complete the checklist. The hiring manager may add additional activities that are relevant to the new employees area. Internal transfer employees may omit items that are not applic

15、able. 为了给新员工留下良好印象，致力于欢迎其加入公司而不是仅仅完成规定的形式。当新员工入职后，他/她与用人经理和工作伙伴*一起完成清单。用人经理可增加与新员工相关的项目。内部调动的员工可以省略不适用的项。 *A buddy is a peer to the new employee who can assist in the onboarding process and be a “go-to” person as directed by the manager. *工作伙伴既在入职过程中帮助新员工，又是由经理管理的全才。 HIRING MANAGER 用人经理 1. Make sure

16、 manager or a designated staff member is present to greet the new employee 确保经理或者指定员工出现，欢迎新员工 2. Introduce new employee to staff and team members/ co- workers 提供领带（根据管理级别） 12. Set-up new employees payroll account. Advise on setup of Bank account 设置新员工的工资发放账户。建议设置银行账户（如果没有） 13. Set-up thumb print reg

17、istration 设置指纹登记 14. Collect from employee:向员工收集： ? ? ? ? ? ? ? ? ? ? ID Card 身份证/ Passport 护照 Last Employment Salary Slip上家公司薪资单 4 Pieces of Passport Photos 一寸照片4张 Last Company Resignation Certificate 原单位离职证明 Academic Certificate 学历证书 Social Security Card Copy 社会保障卡复印件 Bank Card Copy 银行卡复印件 Househo

18、ld Registration 户口本户主及本人页复印件 Medical benefits Handbook 医疗福利手册 Employee Handbook劳动手册C. First Week on the Job 工作第一周 HIRING MANAGER 用人经理 1. Review organization structure and overview department functions and team member responsibilities 审查组织架构和部门职能以及成员职责 2. 3. Review other departments overall functions

19、 and highlight internal customers 浏览其他部门的总体职能和强调内部客户 If employee will supervise others, ensure he or she meets with direct reports one-on-one and as a group 如果员工需要管理其他人，确保他/她是一对一汇报并且作为一个团队 Welcome lunch with manager and team 与经理和团队共进欢迎午餐 Review key company information 浏览公司重要信息 Finalise Key Result Ar

20、eas for Probation period 完成试用期关键成果领域评估 4. 5. 6. BUDDY 业务伙伴 7. Introduction to email, company intranet, shared folder, company policies and procedures 介绍邮件，公司内网，共享文档，公司政策和流程 8. Have lunch with new employee 与新员工共进午餐 HUMAN RESOURCES 人力资源 9. Ensure employee understands and sign on Labour Contract 确保员工理解

21、并签署劳动合同 D. HIRING MANAGER 用人经理 1. Review and clarify performance objectives and expectations after the first month 在工作第一个月之后回顾和明确绩效目标和期望 2. 3. 4. Overview of budget and finance procedures and policies 浏览预算和财务流程及政策 Set-up brief meeting with Head of Department 与部门领导召开简要会议（总经理、总监、高级经理、经理） Conduct confi

22、rmation assessment 2 weeks before he is due for confirmation. 在转正前两周进行转正评估 Discuss with new employee on his performance 与新员工讨论他的表现 5. HUMAN RESOURCES 人力资源 6. Reminder to hiring manager to conduct final confirmation assessment 提醒用人经理进行最后转正评估（试用期结束前一个月） E. HIRING MANAGER 用人经理 1. Review performance obj

23、ectives and progress 回顾绩效目标和进展 2. Discuss training completed and training planned for the future 讨论已完成的培训和未来计划进行的培训 F. HIRING MANAGER 1. Conduct annual performance review and Key Result Areas Achievements 进行年度绩效总结和评估关键结果领域的结果 2. Set objectives and Key Result Areas for the coming year with employee 与

24、员工一同设立下一年目标和关键结果领域篇二：关于新进员工培训的外文文献 On the job training for employees of SMEs in China and avoid the risk Abstract: The in-service training, as a high return on investment in human capital, faced with the inevitable problems and risks. In this paper, the employees working Risk aversion training capac

25、ity as the research object, through job training for SMEs and influencing factors of the study, discusses the risks of investment in small and medium-job training and benefits, and attempts by the costs, benefits, risks and other aspects of analysis to identify problems, and proposes the solutions a

26、nd recommendations. Keywords: SMEs;-the-job training; training in risk; risk aversion With the knowledge economy era, the face of fierce competition and rapid development of science and technology, creating high-quality employees has become the inevitable choice to adapt to the times. Gary, the foun

27、der of human capital theory. Becker balanced with the traditional microscopic method for analyzing equilibrium model of human capital investment, he thought to increase the stock of human capital more proactive approach is to-the-job training. Property rights theory based on human capital, human cap

28、ital characteristics of their owners can not be separated, resulting in job training process, the company invested in physical capital investment costs can not be as straightforward as the back or free assignment. It is precisely because such features can not be separated, the current number of SMEs

29、 in China is often a dilemma-job training, leading to the importance of human capital investment and a serious lack of investment. SMEs in China caused by the low level of staff in-service training for many reasons, including their own problems, including the training methodology, in order to find s

30、olutions to the enterprise employees must conduct in-depth analysis of job training. Therefore, this article attempts to above-the-job training of human capital characteristics and risk aversion and other issues specific analysis, to explore leading-job training of SME employees at risk reasons, and

31、 thus targeted measures to mobilize investment in human capital initiative, This is the sustainable development of SMEs in China is very important. First, job training and the status of SMEs in China Job training is simply the practice of employees in the work practice of the activities of education

32、, investment in human capital is a way. In-service training aimed at increasing knowledge and skills of workers to improve their productivity and income, and in the process, both enterprises and workers to pay the costs, including financial, material and energy, time, etc., both enterprises and empl

33、oyees can derive long-term benefits, so this is an investment activity, an investment in people, namely, human capital investment. Most companies from the point of view the purpose of job training, job training can be divided into general and specific job training. General training mainly for the tr

34、aining of general human capital. General human capital not only for the current enterprise value, and the other companies on the market have the same value, such as writing skills, computer skills, reading skills, communicationskills,etc.,for any job, any job or are not Lack of human capital from on

35、e industry to another business does not depreciate. Special training is the training of the dedicated human capital. Specific human capital refers only to the current enterprise value of human capital, once the employee leaves the current company, then no value of human capital, such as the specific

36、 procedures, specific job skills, it can only be in one enterprise create value, once they left the business to powerless. Compared to Western countries, Chinas enterprises in-service training of the late start of the study, theoretical system is also not perfect, so the existence of enterprise-job

37、training is often a variety of problems, the situation is not optimistic. Especially China SMEs, due to existence of their own problems and external constraints, the lack of a comprehensive training system, its training effectiveness is not satisfactory, it increases the risk of investment into huma

38、n capital and the importance of the dilemma. Job training of SMEs in China there are many problems. For example, the lack of systematic training management system, including training needs analysis, institution building and systems, evaluation feedback. It is precisely because of the lack of a sound

39、 system, causing increased risk of training, training effectiveness reduced, resulting in corporate leadership, “On the training of pale”, and thus greatly reduce thein-service training business concerns, do not want to increase investment in job training. Second, the existence of the risk of job tr

40、aining for SMEs In-service training as a human capital investment companies, natural and human capital are inextricably linked, so a series of characteristics of human capital will inevitably bring about the in-service training to various risks. These characteristics are in-service training to bring

41、 a variety of risks, mainly in the following areas. 1, leaving the risk Job training, whether general or specific job training, are facing a great risk that staff turnover. As the indivisibility of human capital people, once the employee leaves the company, its in-service training of human capital i

42、nvestment to vanish, resulting in huge losses of enterprises. Attrition risks include not only the resignation of younger workers, but also service workers because of age, physical health, emotional and other factors personal retirement or resignation. In life, career staff, there is always the expe

43、rience of several job-hopping, which is often the case with its own staff and businesses closely related to the work environment, therefore, enterprises in job training, not only to pay attention to the selection of trainees, but also attention to employee career planning. 2, the devaluation risk Li

44、ke human capital and physical capital, subject to the risk of devaluation. The main job Training of staff is to eich the content knowledge, enhance staff skills, knowledge and skills such as depreciation occurs, this devaluation devaluation can be divided into tangible and intangible depreciation. W

45、hich mainly refers to the physical depreciation of the unfamiliar, forgotten, etc., causing reduction of the knowledge and skills, thus affecting the current human capital investment return and future human capital investment. Intangible depreciation is due to the rapid development of science and te

46、chnology knowledge and skills to make the original become relatively backward. Rapid technological development, market dynamics, shorter product life cycles have accelerated dramatically in-service training of enterprise intangible human capital depreciation. Replacement of electronic products incre

47、ased rapidly,peoples minds are quick to change. In this context, if the job Training content can not be closely integrated with the actual needs and to date, will face the risk of devaluation invisible. 3, the moral hazard In the special training course is to rely on the results of its training investment in the enterprise and the efforts of staff to the double condition Completed, so prone to bilateral moral iss