培训管理程序(英文)Trainingmanagementprocedure
QHR.102.02-Procedure for Control of Trainin-培训管理程序
标准操作规程扬州麦拓卡夫特光伏浆料回收有限公司Standard Operating Procedure Metallkraft Yangzhou Co., Ltd. 人力资源部HR Department QHR.102.021.目的Purpose本标准操作规程（SOP）描述了培训计划的制订与实施，以及培训效果的归档、追踪。
This SOP describes the procedure for the preparation of the training plan and the implementation of training, as well as the pigeonhole of the training records and the tracing procedure.2.范围Scope本SOP适用于公司内所有的培训，包括公司的内部培训、外部培训以及学历进修、实习等。
This SOP applies to all kinds of training, including the training inside and outside of the company, as well as the education-improving and exercitation.3.责任Responsibility3.1 人力资源部负责制定年度培训计划并报总经理批准。
It’s the responsibility of the HR department to organize each department to make the annual training plan.3.2 人力资源部负责组织培训，保管记录和控制培训预算。
It’s the responsibility of HR department to register for training, keep the training file, review the training applying and control the training budget.4.定义Definition无None5.程序Procedure5.1 人力资源部制定年度培训计划，报总经理批准。
欧美企业培训管理程序
Page:1 of 6ATTACHMENTS: (G) Training attendance register(I) Training Application and Evaluation Form(J) Training Checklist Form HR-F022(K) Employee Probation Performance Appraisal FormREFERENCE: (a) QTS-105 Document and data control(b) QTS-115 Quality Records(c) Related training material and test paper(d) Job Descriptions1.0 PURPOSETo define the training requirements, identify and assess training needs, track and record training activity, and define the responsibilities within the organization.2.0 SCOPEThis procedure covers regular employees and HR outsourcing temporaries in all areas of the company.3.0 FUNCTIONS AFFECTEDPlant DirectorProductionQualityPurchasingPMCHuman ResourcesManufacturing EngineeringEngineeringFacilityFinanceITCustomer ServiceEHSTool & Grinding RoomQuality SystemPage:2 of 6VBSSSales4.0 DEFINITIONS4.1 Company OrientationCompany orientation includes HR orientation, Quality Awareness Orientation and ESH Orientation. 4.2 Qualification TrainingQualification training includes Operation Training, Workshop/team Level Safety Training. Operation training is based on an employee being given basic training on the process that they are involved in.This basic training is recorded on training database for operators in production department.Workshop/team Level Safety Training will be given to operators in different section. This will include training materials and a test for it. Qualified Operators must pass assessment for operation training and test for safety training.5.0 PROCEDURE5.1 New employee’s orientation trainingWithin one month of new employee joining in company, company level orientation training should be given to them, which includes: HR Orientation, Quality Orientation, and ESH Orientation etc., by collaborate effort of HR department and other related departments such as Quality, ESH Department, operation and so on.5.2 On-job training5.2.1 For indirect labours, n ew hire’s rela ted department head is responsible for providing all the trainingneeded for employee to make a smooth transition into the new post. Job description is used to identify each position’s requirement s. The Department head should train the new hires on Job Description and make sure all the subordinate employees are qualified for their current position through providing related training. And required cross function training will be given to the new employees according to “Orientation Training Metric”, employees should complete training report within one month.5.2.2 F or the direct labors whose performance will have an immediate impact on product quality, adequatequalification training should be provided to them. Workshop training implementation is a must before they can work independently. Unqualified operators are not allowed to engage in any process. The responsible cell manager should assign an experienced operator or lead operator to supervise the new hires work during their training period. After training period, new hires must pass the assessment before they can work independently. Training records will be kept by HR department.The qualification of each direct labor should be re-assessed once a year from his initial training and assessment. All assessment record will be well maintained and filled by HR department.5.2.4 Form Generation(A) This training material should cover the most significant elements of the job to be performed. It shouldbe created based on specific procedures, operating manuals. The objective is to ensure the individual performing the task has a thorough understanding of what is expected and is able to demonstrate the skills, knowledge, and ability to satisfactorily perform the task and deliver a quality service or product.Page:3 of 6(B) The training procedure and related forms are located at S:/Quality Resource/ISO proceduremaster/Level II/TRN-300…(C) The manufacturing engineer/quality engineer is responsible for the generation and the applicablerevisions of all training materials in their area of responsibility. And make sure well communicated with related people, such as HR department etc.(D) The Human Resource Department will maintain all related original training forms.5.2.5 Completion of Form(A) Any training course organized and implemented in the company/department/workshop, the trainingorganizer should be in charge of preparing and getting all participants to sign their name in <Training Attendance Register>. For some imperative training requested by departments, <Training Checklist Form HR-F022> must be filled in too. And then return the forms to related HR department.(B) All original training attendance register and related documentation will be well kept on file by HRonce they received from each department.5.2.6 Qualification(A) The operators/inspectors should be re-qualified through assessment once a year. For theoperators/inspectors those fail assessment, a retaining for the failed part of the assessment will be given.Arrange a time and date for a second assessment. If the employee fails a second time, the employee may be offered a position that they may be able to achieve(B) When there are big changes in the process or serious violations related quality are found, theoperators/inspectors should be retrained and re-qualified.5.3 Cross TrainingDue to working requirement, whenever the employee is rotated to another position, the <Employee Internal Transfer Form> and should be filled and gone through approval process. HR training responsible person will according to job description keep an eye to identify if the specific qualification/operation training is needed and then work with related department manager (delete) for necessary training/assessment arrangement.There should be backup operators for critical positions; therefore cross training should be given to the backup operators. Department manager will work with HR to generate specific cross training plan and implement it.5.4 Employee Performance ReviewEmployee performance review will be conducted throughout the whole facility every year to evaluate employees’ performance and achievement.Employees with grade 10 and above are imperative to do Employee Probation Performance Appraisal Form. Other employees are welcome to use this tool as well.5.5 Training Plan5.5.1 Employee’s training needs can be found in their Employee Probation Performance Appraisal Form. 5.5.2 Prior to management review, based on the training needs, customer feedback and company businessdemand, HR will draft the collection of training needs and facilitates company wide training need analysis, co-ordinating with departmental managers and employee themselves.Page:4 of 65.5.3 HR will meet with the Plant Director to review and evaluate training needs to generate yearly trainingplan, and obtain the approval of Plant Director.5.5.4 The HR should update training plan when necessary, get the approval from G.M.5.5.5 HR should review progress towards accomplishing training plan.5.5.6 Employees can request trainings out of plan if necessary. <Training application form> should be filledfor all the trainings out side, getting the approval by department head, HR manager and general manager. Then HR will help arrange the training.5.6 Responsibility:HR, EHS and Quality Departments are responsible for the Basic introduction to the company & all documentation regarding the introduction training for the new employee.5.6.1 The HR Manager Will advise the training co-coordinator for any details required for maintainingany skill matrix.5.6.2 The HR Assistant is responsible for the delivery of the basic training for all employees joiningCoactive Tianjin.The training officer along with the departmental managers will identify the area that employees are able to undertake the training and assessment.The training officer will control the issue of the training system, and arrange assessment of the employees partaking in the modular training system.The training officer is responsible for maintaining an electronic record for training tasks as they are performed or achieved by employees5.6.3 Cell managers/ Supervisors/department head are responsible for the training of all new personsto that operation. They will ensure that the confirmation of training sheet is completed only when the employee under training has been fully trained.5.6.4 Trainers and asse ssors. The named trainers and assessors for each cell must keep the employeesunder assessment fully informed of how and when assessments will be made.5.6.5 Plant Director is responsible for ensuring that resources and facilities are available for the training totake place5.6.3 Human Resources(A) Provide orientation training to all new employees with the collaboration from EHS, quality and so on.(B) Co-ordinate with each department, generate annual training plan,(C) Update training plan when necessary and review training progress versus plan.(D) Obtain management approval.(E) Provide a general framework, consistency and administrative support to the training system.(F) Co-ordinate with training effectiveness measurement,(G) Maintain training document, training records and training database.(H) HR makes sure the employee can meet job requirement/qualification at initial recruitment phase.Whenever getting approval of staff requisition, HR will work with department manager to update JD and according to it to publish recruiting advertisement. Resume screening and candidate selection are also based on JD’s requirements.6.0 TRAINING EFFECTIVENESS MEASUREMENTPage:5 of 6Effectiveness of all the training must be measured in appropriate method, such as examination, getting certificate, supervisor appraisal and etc.7.0 QUALITY RECORDSAll the training must be recorded. The operation training should use corresponding training materials and related forms/test paper as the imperative training record. And the training attendance Register should be used as one of the training records.Also as quality records, training records shall be maintained in accordance with procedure QTS-115, Quality Records.8.0 REVISION HISTORYO 10-17-02 Rewrite the procedure and delete all of old history. C.DingA 08-01-03 Modify 5.2, 5.2.1, 6.0,7.0, and add 5.2.3, 5.3,5.4,5.5 C.DingB 10-29-04 Set up all the compulsory training items which a fresh recruit needs tocomplete the job. Design a process for new employee certification.(Add 4.1; 4.2; 5.2.2; and modify 3.0; 5.1; 5.2.1; 5.2.3; 5.2.5; 5.4; 5.6.3;)James YuC 08-18-06 Remove attachment (A) training checklist formAdd a new attachment (I) training application and evaluation formRemove reference (d) training checklist(for each process)Add reference (c ) related training material and test paperRewrite 4.2 definition of quality trainingRewrite 5.2.2 to get it be consistent with actual practiceRemove 5.2.4 (A) (B) (D) as they have been outdated and rewrite and re-rank the clauses those are under 5.2.4Remove all clauses those are under 5.2.5, 5.2.6 and rewriteRewrite 5.3 cross training and 5.4 employee performance reviewRewrite 5.6 responsibilities and add responsibilities of HR manager, trainingofficer, general manager.Remove 5.6.3 (B) and add (H) the description of making sure the new hiredemployees can meet job requirement at stage of recruitmentRewrite 7.0 to keep it consistent with actual practice.Jenny Li, Helen YangD 07-11-07 Add a newly updated attachment (J) training checklist form HR-F022.Rewrite 5.2.5 (A) that training checklist form is requested to be filled in forsome training.Catherine Ke, Helen Yang E 07-14-10 Remove the attachment (H) and add attachment (K)Add a newly updated attachment (K) Employee Probation PerformanceAppraisal Form.Page:6 of 6Modify attachment (J)Modify 3.0; 5.1; 5.2.2; 5.2.4(C) (D); 5.2.5(A); 5.2.6(A); 5.3; 5.4; 5.5.1; 5.6.2;5.6.3(H)Helen Yang, Alice Zhang。
品质管理培训计划英文版
品质管理培训计划英文版IntroductionQuality management is an essential aspect of any organization, as it directly affects the products and services delivered to customers. A well-implemented quality management system can help improve efficiency, reduce waste, and increase customer satisfaction. This training program aims to provide comprehensive knowledge and skills to employees, enabling them to understand the principles and practices of quality management and incorporating them into their daily work.ObjectivesThe main objectives of this training program are to:1. Provide a clear understanding of the principles and concepts of quality management2. Equip employees with practical tools and techniques for implementing quality management in their work3. Develop a mindset of continuous improvement and a commitment to delivering high-quality products and services4. Ensure employees are aware of the importance of quality management in achieving organizational goals and meeting customer expectationsTraining Program OutlineModule 1: Introduction to Quality Management- Understanding the concept of quality and its importance in business- The history and evolution of quality management- The role of quality management in achieving business successModule 2: Quality Management Principles- The principles of Total Quality Management (TQM)- The Deming Cycle (Plan-Do-Check-Act) and its application in quality management- The key principles of ISO 9001 and its relevance to quality managementModule 3: Quality Management Tools and Techniques- Problem-solving techniques: 5 Whys, Pareto Analysis, Fishbone Diagram- Statistical Process Control (SPC) and its application in quality monitoring- Lean, Six Sigma, and other quality improvement methodologiesModule 4: Quality Assurance and Control- Understanding the difference between quality assurance and quality control- The role of standards and procedures in ensuring product and service quality- Implementing quality control measures in different work processesModule 5: Customer Focus and Satisfaction- Understanding customer expectations and needs- The importance of customer feedback in improving quality- Developing a customer-centric approach to quality managementModule 6: Continuous Improvement- The concept of Kaizen and its application in quality management- Identifying and eliminating waste in work processes- Creating a culture of continuous improvement in the organizationModule 7: Leadership and Quality Management- The role of leaders in promoting a quality-focused culture- Leading by example and creating a quality-driven work environment- Developing and empowering employees to contribute to quality improvement Module 8: Implementing a Quality Management System- The steps and considerations for implementing a quality management system- The role of documentation, training, and communication in successful implementation - Measuring and evaluating the effectiveness of the quality management system Training MethodsTo ensure the effectiveness of the training program, a variety of methods will be used, including:- Lectures and presentations to introduce key concepts and principles- Case studies and group discussions to apply learning to real-life situations- Practical exercises and simulations to develop problem-solving and quality improvement skills- Interactive workshops to encourage active participation and collaboration among employees- Continuous assessment and feedback to monitor learning progress and address any gaps Training ScheduleThe training program will be conducted over a period of 12 weeks, with each module scheduled for one week. The sessions will be held twice a week, for a total of 24 sessions, each lasting 2 hours. This schedule allows for in-depth coverage of each topic while ensuring minimal disruption to employees' everyday work.Evaluation and CertificationAt the end of the training program, participants will be evaluated through a combination of quizzes, assignments, and a final examination to assess their understanding and application of quality management principles. Those who successfully complete the program will receive a certificate of completion, recognizing their commitment to continuous learning and quality improvement.ConclusionThe implementation of a comprehensive quality management training program is crucial for enhancing the effectiveness and efficiency of an organization. By equipping employees with the knowledge and skills necessary to understand and implement quality management principles, organizations can improve their products and services, gain a competitive edge, and ultimately achieve greater success. This training program aims to empower employees to become ambassadors of quality within their respective departments and contribute to the overall success of the organization.。
【服务管理】培训管理
【服务管理】培训管理第20章培训管理 (2)20.1介绍 (3)20.2机构培训管理 (4)20.2.1 目的 (4)20.2.2角色与职责 (4)20.2.3启动准贝II (5)20.2.4 输入 (5)20.2.5主要步骤 (5)[Stepl]确宋机构的培训需求 (5)[Step2]制定机构的培训计划 (5)[Step3]执行培训 (6)[Step4]评估培训效果 (7)20.2.6 输出 (7)20.2.7结束准贝!! (8)20.2.8 度星 (8)20.3项目培训管理 (8)20.3.1 目的 (8)20 3 2角色与职煮 (8)20.3.3启动准贝I〕 (8)20.3.4 输入 (9)20.3.5主要步骤 (9)[Stepl]确定项目的培训需求 (9)[Step2]制宋项目的培训计划 (9)[Step3]执行培训 (10)[Step4]评估培训效果 (11)20.3.6 输出 (11)20.3.7结束准贝II (11)20.3.8 度量 (12)20.4实施律议 (12)培训管理（Training Management, TM ）是指根据机构（或项目）的需求来制定培训计划，并监督该计划的实施，确保培训取得预期效果。
培训管理过程域是SPP模型的重要组成部分。
本规范阐述了培训管理过程域的两个主要规程：机构培训管理[SPP-PROC-TM-ORG]项目培训管理[SPP-PROC-QA-PROJECT]上述每个规程的“目标”、“角色与职责”、“启动准则”、“输入”、“主要步骤”、“输出”、“完成准则”和“度量”均已定义。
本规范适用于国内IT企业的软件研发项目。
建议用户根据自身情况（如商业目标、研发实力等）适当地修改本规范，然后推广使用。
按范围划分，培训管理可分为“机构培训管机构培训管理的对象是公共的培训课程，这些培训课程对大多数学员而言是必需的。
例如企业规章制度、业绩考核、项目管理、软件工程、客户关系等培训。
培训管理程序
各部门
6.2.2 各部门有临时培训需求时，用“培训需求申请表”的方式向人力资源部提出培训需求
培训需求申请表
各部门
6.2.3 人力资源部掌握员工变动情况，识别新员工入职、员工转岗这些自然形成的培训需求
人力资源部
6.3 培训计划的编制
6.3.1 年度培训计划。每年年初，人力资源部根据各部门的年度培训需求及公司发展的需要，制定本年度的培训计划
人力资源部
6.4 培训的实施
6.4.4 按计划应参加培训的人员必须参加相关培训，有特殊情况不能参加的，必须经培训组织者批准，否则按旷工论处
6.4.5 参加培训的人员应遵守学习纪律，不得迟到、早退或旷课
6.4.6 外部培训的实施详见《外部培训管理制度》
6.5 培训效果的评价与资格认可
6.5.1 按培训计划中确定的考核方式对培训人员进行考核。通常的考核方式有考试、问答、操作演示等
7)干部教育培训：对象为储备干部、办事处主任、经理级以上干部，由人力资源部统一策划安排，并精心考核
人力资源部
6.1 培训的分类、内容和方式
6.1.2 培训的内容
1)新员工入厂培训：包括公司概况、厂纪厂规、质量方针（目标）、质量意识、iso9001基础知识、相关法律法规基础知识、安全生产基础知识、员工手册等内容
2.范围
适用于公司所有与质量管理体系有关的工作人员的培训。
3.职责
3.1人力资源部负责编制培训计划并监督实施，负责组织对培训效果进行评价，负责培训记录的管理
3.2各职能部门配合人力资源部完成本部门员工的各类培训
3.3各位员工应积极参加各种培训学习
4.过程分析图
5.过程流程图
6.作业程序和控制要求
培训管理制度_中英文
IntroductionThe Training Management System (TMS) is designed to ensure that all employees within the organization receive the necessary training to perform their jobs effectively. This system is instrumental in enhancing employee skills, knowledge, and overall performance, as well as in promoting continuous learning and development within the company. The following document outlines the policies, procedures, andresponsibilities associated with the implementation and maintenance of the TMS.1. ObjectivesThe primary objectives of the Training Management System are:- To identify and assess the training needs of all employees.- To develop and implement appropriate training programs to meet those needs.- To ensure that all training programs are delivered effectively and efficiently.- To evaluate the effectiveness of training programs and make necessary adjustments.- To foster a culture of continuous learning and development within the organization.2. Training Needs Assessment2.1 The Human Resources department will conduct regular training needs assessments to identify the skill gaps and training requirements of employees.2.2 The assessment will include surveys, interviews, and performance evaluations to gather relevant data.2.3 The results of the assessment will be used to develop a comprehensive training plan.3. Training Programs3.1 The Human Resources department will develop a variety of training programs, including classroom training, e-learning, workshops, and on-the-job training.3.2 Training programs will be designed to meet the specific needs of each employee and department.3.3 All training programs will be evaluated for their effectiveness and updated as necessary.4. Training Delivery4.1 Training will be delivered by qualified trainers who have expertise in the subject matter.4.2 Training sessions will be scheduled at convenient times for employees, taking into account their work schedules.4.3 Employees will be required to attend all scheduled training sessions and complete any associated assessments.5. Training Evaluation5.1 The effectiveness of training programs will be evaluated through post-training assessments, including quizzes, tests, and practical exercises.5.2 Employee feedback will be collected to assess the quality oftraining and identify areas for improvement.5.3 The results of the evaluation will be used to make necessary adjustments to training programs.6. Responsibilities6.1 The Human Resources department is responsible for the overall management of the Training Management System.6.2 Managers are responsible for ensuring that their employees attendall required training sessions.6.3 Employees are responsible for participating actively in training programs and applying their newly acquired skills in their work.7. Record Keeping7.1 All training records will be maintained in a secure and accessible database.7.2 Training records will include details such as the training program, date of completion, and any associated assessments.ConclusionThe Training Management System is a critical component of our organization's commitment to employee development and performance improvement. By implementing and maintaining a robust TMS, we aim to create a dynamic and capable workforce that drives our success.---培训管理制度一、引言培训管理制度（以下简称“制度”）旨在确保所有员工能够接受必要的培训，以有效履行其工作职责。
英语培训管理制度
IntroductionThe English Training Management System (ETMS) is designed to provide a comprehensive framework for the administration, organization, and monitoring of English language training programs within our institution. This system aims to ensure the efficient delivery of high-quality English language instruction, foster a conducive learning environment, and track the progress of trainees effectively.1. ObjectivesThe primary objectives of the ETMS are as follows:1. To enhance the English proficiency of trainees through structured and systematic training.2. To provide a standardized curriculum that meets international English language standards.3. To monitor and evaluate the progress of trainees to ensure continuous improvement.4. To promote effective communication and collaboration among trainers, trainees, and management.5. To ensure compliance with all relevant regulations and quality standards.2. Policies and Procedures2.1 Enrollment and Admission- Trainees must complete an enrollment form and undergo an initial assessment to determine their English proficiency level.- Trainees will be assigned to appropriate classes based on their proficiency level.- A maximum number of trainees per class will be maintained to ensure individual attention.2.2 Training Delivery- Trainers will follow a standardized curriculum that includes reading, writing, speaking, and listening skills.- A variety of teaching methods will be employed, including interactive sessions, group activities, and individual assignments.- Regular progress checks will be conducted to monitor trainee performance.2.3 Assessment and Evaluation- Trainees will be assessed through quizzes, tests, presentations, and projects.- Progress reports will be issued at regular intervals to inform trainees and their guardians about their performance.- A final examination will be conducted to assess overall proficiency.2.4 Attendance and Leave- Trainees are expected to attend all classes and complete all assignments.- Excused absences may be granted in exceptional circumstances, with prior approval from the management.- Trainees with excessive absences may be subject to disciplinary action.2.5 Discipline and Conduct- Trainees are expected to maintain a professional and respectful demeanor in the classroom and on campus.- Any disruptive behavior will not be tolerated and may result in disciplinary action.3. Roles and Responsibilities3.1 Trainees- Attend all classes and complete all assignments.- Actively participate in class activities and discussions.- Follow the rules and regulations of the institution.3.2 Trainers- Develop and deliver high-quality English language training.- Conduct regular assessments and provide constructive feedback.- Maintain confidentiality and professionalism in all interactions.3.3 Management- Oversee the implementation of the ETMS.- Ensure the availability of resources and support for trainers and trainees.- Regularly review the performance of the training program and make necessary improvements.4. Monitoring and ImprovementThe ETMS will be continuously monitored and improved through the following mechanisms:- Regular feedback from trainers and trainees.- Analysis of assessment results and progress reports.- Implementation of best practices in English language training.- Conducting periodic reviews and audits to ensure compliance with quality standards.ConclusionThe English Training Management System is a vital tool for ensuring the success of our English language training programs. By adhering to the policies and procedures outlined in this system, we aim to provide our trainees with the best possible learning experience and help them achieve their language goals.。
培训员工《文件管理流程》 英文
培训员工《文件管理流程》英文全文共3篇示例，供读者参考篇1Training employees on the "Document Management Process"IntroductionIn today's fast-paced business world, managing documents efficiently and effectively is crucial for the success of any organization. With the increasing amount of information being generated, stored, and shared, it is essential for employees to have a thorough understanding of the document management process. This training program aims to equip employees with the necessary skills and knowledge to manage documents in a systematic and organized manner.ObjectivesThe objectives of this training program are as follows:1. To familiarize employees with the importance of document management in the workplace.2. To provide employees with an overview of the document management process.3. To teach employees how to create, store, organize, and retrieve documents effectively.4. To introduce employees to the best practices and tools for document management.5. To ensure that employees comply with company policies and legal requirements related to document management.Training ContentThe training program will cover the following topics:1. Introduction to document management: Why is document management important? What are the benefits of effective document management?2. Document creation: How to create documents that are clear, concise, and easy to understand. How to use templates and style guides for consistency.3. Document storage: Different types of document storage (physical and digital). How to organize documents in folders and directories.4. Document organization: How to categorize and tag documents for easy retrieval. How to create a logical file naming system.5. Document retrieval: How to search for and retrieve documents quickly using keywords and metadata.6. Document security: How to protect sensitive and confidential information. How to set permissions and access controls.7. Document backup and archiving: Why is it important to backup and archive documents? How to implement a backup and archiving strategy.Training MethodsThe training program will be delivered through a combination of lectures, presentations, case studies, group discussions, and hands-on exercises. Employees will also have the opportunity to practice their document management skills in real-life scenarios.AssessmentAt the end of the training program, employees will be required to complete a quiz to assess their understanding of thedocument management process. Feedback will be provided to help employees improve their document management skills.ConclusionBy the end of this training program, employees will have a solid understanding of the document management process and be able to apply best practices in their daily work. Effective document management will not only save time and increase productivity but also ensure compliance with company policies and legal requirements.篇2Training employees on "Document Management Process"IntroductionDocument management is an essential aspect of any organization, as it involves the creation, storage, and retrieval of important documents. Effective document management ensures that all information is organized, secure, and easily accessible to authorized personnel. In this training session, employees will learn about the document management process and best practices for handling documents in a professional environment.Training Objectives1. To understand the importance of document management in the workplace.2. To learn the basic principles of document classification and filing.3. To familiarize employees with document retention policies and procedures.4. To provide employees with the skills and knowledge necessary to effectively manage documents in their respective roles.Training Content1. Introduction to Document Management- Definition of document management- Importance of document management in organizational efficiency and compliance2. Document Classification and Filing- Types of documents (e.g., contracts, reports, correspondence)- Principles of document classification (e.g., categorization, indexing)- Filing systems (e.g., alphabetical, numerical, chronologic)3. Document Storage and Retrieval- Physical vs. digital document storage- Document security measures (e.g., access controls, encryption)- Retrieval methods (e.g., search tools, indexing)4. Document Retention Policies- Importance of document retention policies- Legal requirements for document retention- Guidelines for document disposal and archiving5. Best Practices for Document Management- Organizing documents systematically- Avoiding duplicate documents- Regularly reviewing and updating documentsTraining MethodsThis training session will be conducted through a combination of presentations, case studies, and hands-on exercises. Employees will have the opportunity to practicedocument management skills and receive feedback from trainers. Additionally, employees will be provided with resources and tools to support their ongoing development in document management.ConclusionBy completing this training session, employees will be equipped with the knowledge and skills necessary to effectively manage documents in the workplace. Implementing proper document management practices will not only improve organizational efficiency but also ensure compliance with legal and regulatory requirements. Thank you for your participation in this training on document management.篇3Title: Training Employees on "Document Management Process"Introduction:Effective document management is crucial for the success of any organization. It ensures that important information is properly organized, stored, and accessible to those who need it. In order to streamline the document management process, it is important to train employees on the best practices andprocedures. This document outlines the key steps and guidelines for training employees on document management.Section 1: Understanding the Importance of Document Management- Explain the significance of document management in ensuring efficiency, compliance, and productivity.- Highlight the risks associated with poor document management, such as loss of important information, compromised security, and compliance violations.- Emphasize the role of employees in maintaining awell-organized document management system.Section 2: Document Management Best Practices- Introduce employees to the key principles of document management, such as categorization, version control, access control, and retention policies.- Explain the importance of naming conventions, metadata, and search capabilities in facilitating document retrieval.- Provide examples of common document management pitfalls and how to avoid them.Section 3: Document Management Tools and Technologies- Introduce employees to document management software and tools available in the organization.- Demonstrate how to use these tools for creating, storing, sharing, and tracking documents.- Explain the role of automation, workflows, and integrations in enhancing document management processes.Section 4: Document Security and Compliance- Train employees on the importance of maintaining document security and confidentiality.- Explain the guidelines and policies related to data protection, privacy regulations, and compliance standards.- Demonstrate how to securely share, store, and dispose of sensitive documents.Section 5: Document Management Training Strategies- Outline the training methods and resources available for educating employees on document management.- Consider conducting hands-on workshops, webinars, online courses, and one-on-one sessions.- Encourage continuous learning and feedback to improve document management practices.Conclusion:Effective document management is essential for ensuring operational efficiency, regulatory compliance, and data security. By providing comprehensive training to employees on the document management process, organizations can foster a culture of accountability, collaboration, and information sharing. Investing in employee training will ultimately lead to a more productive and successful organization.Overall word count: 425。
培训管理程序
管理担当部门： 人力行政部项目 页次 文件封面 1 1.目的 2 2.适用范围 2 3.职责 2 4.名词解释 2 过程输入和输出特性表 3 培训管理过程乌龟图 45.作业内容 5 作业流程 66.本文件所附表格 97.相关文件 9 附件(表格) 11分发部门 份数 总经办 1 品质部 1 综合计划 1 文控中心 1 生产部 1 采购部 1 财务中心 1物流部 1 人资行政部 1 代工团购部 1 技术部 1 工程部 1 市场部 1 国贸部 1 企业发展部 11目的识别培训需求，并使所有从事影响产品质量人员具备要求能力，承担特定工作的人员具备要求的资格，在满足顾客要求方面给予特别关注。
满足公司发展的需求。
2适用范围本程序适用于公司培训管理全过程。
3权责3.1主办单位：人力行政部；满足公司发展的需求。
与各部门经理制定年度、季度培训需求及培训计划；组织教材、提供培训设施，聘请讲师、协调各部门以确保培训计划的有效实施；保存培训记录。
3.2协办：各部门；制定本部门培训需求、培训计划、支持培训计划的实施、反馈本部门的培训效果3.3评估：管理者代表。
4名词解释：4.1培训：教育及训练简称为“培训”。
4.2厂外培训：凡在本司、工厂以外地区实施培训，包含国内、外培训机构或公司、工厂外所举办之教育培训课程，简称外训。
4.3厂内培训：凡在本公司内举办的培训（含新进员工的培训），不论讲师为外聘或内部人员皆属之。
培训管理过程输入和输出特性表过程绩效指标计算公式：培训计划完成率=每月实际参加培训人员÷应参加培训人员×100％培训的有效性=合格员工总数÷实际参加培训人员×100％新员工培训率=每月实际参加培训新工÷应参加培训新工×100％培训管理过程乌龟图使用什么（设备、材料等）？谁来做？能力/技能/培训5.作业内容：5.1培训理念：5.1.1以“公司经营理念”为最高指导原则，配合公司整体发展有计划的培育人才；5.1.2促进全员共识及和谐，确切掌握内、外在经营环境，灵敏反应改善业策，谋求共同福祉；5.1.3精进各项管理、技术水准，培训多能之员工。
管理学常用英文单词
Aaccess discrimination 进入歧视action research 动作研究adjourning 解散adhocracy 特别结构administrative principle 管理原则artifacts 人工环境artificial intelligence 人工智能工巧匠avoiding learning 规避性学习ambidextrous approach 双管齐下策略Bbalance sheet 资产负债表BCG matrix 波士顿咨询集团矩阵bona fide occupation qualifications 善意职业资格审查bounded rationality 有限理性bureaucracy 官僚机构benchmarking 标杆瞄准bounded rationality perspective 有限理性方法boundary—spanning roles 跨超边界作用CComputer—aided design and computer—automated manufacturing(CAD/CAM）计算机辅助设计与计算机自动生产confrontation 对话consortia 企业联合change agent 变革促进者chaos theory 混沌理论charismatic leaders 魅力型领导者charity principle 博爱原则coercive power 强制权cohesiveness 凝聚力collaborative management 合作型管理comparable worth 可比较价值competitive benchmarking 竞争性基准confrontation meeting 碰头会constancy of purpose 永久性目标contingency approach 权变理论corporate social performance 公司社会表现corporate social responsibility公司社会责任corporate social responsiveness公司社会反应critical incident 关键事件current assets 流动资产current liabilities 流动负债culture strength 文化强度creative department 创造性部门craft technology 技艺性技术contextual dimension 关联性维度continuous process production 连续加工生产collectivity stage 集体化阶段clan control 小团体控制clan culture 小团体文化coalition 联合团体collaborative 协作网络centrality 集中性centraliazation 集权化charismatic authority 竭尽忠诚的权力Ddecentralization 分权democracy management 民主管理departmentalization 部门化differential rate system 差别报酬系统dialectical inquiry methods 辩证探求法division of labor 劳动分工downward mobility 降职流动dynamic engagement 动态融合dynamic network 动态网络domain 领域direct interlock 直接交叉divisional form 事业部模式differentiation strategy 差别化战略decision premise 决策前提dual—core approach 二元核心模式Eelectronic data—processing（EDP）电子数据处理employee—oriented style 员工导向型风格empowerment 授权encoding 解码end—user computing 终端用户计算系统entrepreneurship 企业家精神equity 净资产equity theory 公平理论espoused value 信仰价值ethnocentric manager 种族主义的管理者expectancy theory 期望理论expense budget 支出预算expense center 费用中心external audit 外部审计external stakeholders 外部利益相关者extrinsic rewards 外部奖励ethic ombudsperson 伦理巡视官external adaption 外部适应性elaboration stage 精细阶段entrepreneurial stage 创业阶段escalating commitment 顽固认同Ffamily group 家庭集团financial statement 财务报表flat hierarchies 扁平型结构flexible budget 弹性预算force—field theory 场力理论formal authority 合法权力formal systematic appraisal 正式的系统评估franchise 特许经营权formalization stage 规范化阶段functional grouping 职能组合formal channel of communication 正式沟通渠道Ggame theory 博弈论general financial condition 一般财务状况geocentric manager 全球化管理者general manager 总经理globalization 全球化gossip chain 传言链grapevine 传言网global strategic partnership 全球战略伙伴关系general environment 一般环境generalist 全面战略geographic grouping 区域组合global company 全球公司global geographic structure 全球区域结构HHawthorne effect 霍桑效应heuristic principles 启发性原理hierarchy 科层制度hiring specification 招聘细则horizontal linkage model 横向联系模型hybrid structure 混合结构high tech 高接触high—velocity environments 高倍速环境Iimpoverished management 放任式管理Iincome statement 损益表information transformation 信息转换infrastructure 基础设施integrative process 整合过程intelligent enterprises 智力企业internal audit 内部审计internal stakeholder 内部相关者internship 实习intrapreneurship 内部企业家精神intrinsic reward 内在报酬inventory 库存，存货internal integration 内部整合interorganization relationship 组织间的关系intergroup conflict 团体间冲突interlocking directorate 交叉董事会institutional perspective 机构的观点intuitive decision making 直觉决策idea champion 构思倡导者incremental change 渐进式变革informal organizational structure 非正式组织结构informal performance appraisal 非正式业绩评价Jjob description 职务描述job design 职务设计job enlargement 职务扩大化job enrichment 职务丰富化job rotation 职务轮换job specialization 职务专业化Kkey performance areas 关键业务区key result areas 关键绩效区Llabor productivity index 劳动生产力指数laissez management 自由化管理large batch production 大批量生产lateral communication 横向沟通leadership style 领导风格least preferred co—worker(LPC）最不喜欢的同事legitimate power 合法权力liability 负债liaison 联络者line authority 直线职权liquidity 流动性liaison role 联络员角色long—linked technology 纵向关联技术losses from conflict 冲突带来的损失low—cost leadership 低成本领先Mmanagement by objective 目标管理Managerial Grid 管理方格matrix bosses 矩阵主管management champion 管理倡导者materials—requirements planning（MRP）物料需求计划Mslow,s hierarchy of needs 马斯洛需求层次论marketing argument 管理文化多元化营销观multiculturalism 文化多元主义multidivisional firm 多部门公司moral rules 道德准则management by walking around（MBWA）走动式管理matrix structure 矩阵结构multinational enterprise（MNE）跨国公司moral relativism 道德相对主义mechanistic system 机械式组织middle—of-the—road management 中庸式管理meso theory 常态理论multidomestic strategy 多国化战略mediating technology 调停技术Nnaïve relativism 朴素相对主义need—achievement 成就需要norming 规范化norms 规范nonprogrammed decisions 非程序化决策nonsubstitutability 非替代性nonroutine technology 非例行技术niche 领地Ooff—the—job training 脱产培训on—the—job training 在职培训operational budget 运营预算order backlog 订单储备organic system 有机系统organizational development（OD）组织发展orientation 定位outcome interdependence 结果的相互依赖性outplacement services 外延服务organization ecosystem 组织生态系统Pparadox of authority 权威的矛盾paradox of creativity 创造力的矛盾paradox of disclosure 开放的矛盾paradox of identify 身份的矛盾paradox of individuality 个性的矛盾paradox of regression 回归的矛盾partial productivity 部分生产率participative management 参与式管理path—goal model 路径目标模型peer recruiter 同级招聘political action committees(PACs）政治活动委员会polycentric manager 多中心管理者portfolio framework 业务组合框架portfolio investment 资产组合投资positive reinforcement 正强化production flexibility 生产柔性profitability 收益率programmed decisions 程序化决策psychoanalytic view 精神分析法paradigm 范式personal ratios 人员比例pooled dependence 集合性依存professional bureaucracy 专业官僚机构problem identification 问题识别problemistic search 问题搜寻population ecology model 种群生态模型Qquality 质量quality circle 质量圈question mark 问题类市场quid pro quo 交换物Rrational model of decision making 理性决策模式realistic job preview（RJP）实际工作预览reciprocal interdependence 相互依存性resource dependence 资源依赖理论routine technology 例行技术retention 保留rational approach 理性方法rational model 理性模型rational—legal authority 理性—合法权威Ssemivariable cost 准可变成本sense of potency 力量感sensitivity training 敏感性训练sexual harassment 性骚扰short-run capacity changes 短期生产能力变化single-strand chain 单向传言链situational approach 情境方法situational force 情境力量situational leadership theory 情境领导理论sliding-scale budget 移动规模预算small-batch production 小规模生产sociotechnical approaches 社会科技方法span of management 管理幅度staff authority 参谋职权standing plan 长设计划step budget 分步预算stewardship principle 管家原则stimulus 刺激storming 调整阶段strategic management 战略管理strategic partnering 战略伙伴关系strategy formulation 战略制定strategy implementation 战略实施strategic control 战略控制strategic contingencies 战略权变satisficing 满意度subsystems 子系统subunits 子单位synergy 协同system boundary 系统边界structure dimension 结构性维度sequential interdependence 序列性依存self—directed team 自我管理型团队specialist 专门战略strategy and structure changes 战略与结构变革symptoms of structural deficiency 结构无效的特征Ttall hierarchies 高长型科层结构task force or project team 任务小组或项目团队task independence 任务的内部依赖性task management 任务型管理task-oriented style 任务导向型管理风格total productivity 全部生产率Total Quality Management 全面质量管理training positions 挂职培训training program 培训程序transactional leaders 交易型领导transformational leaders 变革型领导treatment discrimination 歧视待遇two-factory theory 双因素理论two—boss employees 双重主管员工technical or product champion 技术或产品的倡导者Uunfreezing 解冻unit production 单位产品Vvariation 变种子variety 变量valence 效价variable costs 可变成本vertical communication 纵向沟通vertical integration 纵向一体化vestibule training 仿真培训volume flexibility 产量的可伸缩性vertical linkage 纵向连接venture team 风险团队value based leadership 基于价值的领导Wwin—lose situation 输赢情境win-win situation 双赢情境workforce literacy 员工的读写能力work in progress 在制品work flow redesign 工作流程再造成work flow automation 工作流程自动化whistle blowing 揭发Zzero-sum 零—-—和zone of indifference（area of acceptance）无差异区域（可接受区域）。
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ASC Training management procedure 1. Purpose This procedure is made to regulate the PMO trai ning man ageme nt, impro ving their skills and comprehensive qualities of all staff and ensure that training on the performa nee of complia nee and role in promoti ng the impleme ntati on of the strategy. 2. Defin iti ons 2.1 Execute company ' s yearly education and training plan. 2.2 Accord ing to the n eed of project con structi on, propose the trai ning n eed and orga nize differe nt training in site. 2.3 Check the qualificatio n of those who en ter into the project with certificate and man age the registrati on of positi on qualificati on certificate. 2.4 Propose the trai ning n eed accord ing to the n eed of project con struct ion and team building. Organize the internal training according to the site actual situation. 2.5 Carry out the qualificatio n requireme nts for the staff work with certificate from each departme nt. 2.6 The project must orga nize the training for the n ewly come staff. Don the new staff starts the work uni ess they obta in the certificate of con structi on permit. 2.7 The pers on of special type of work must start the work with certificate. The project won ' t issue the con struct ion permit un til the project have a check and put on records. For the pers
on who n eeds to take an exam in ati on aga in to cha nge the certificate for the due time, the project must arrange the exam in ati on and trai ning in time. 2.8 The engin eeri ng departme nt should orga nize the training for the new staff. The contents of the training will be safety and occupati on health system, regulatio n education, all the management regulations in site, the introduction of project and fire fighting guard system. 2.9 When the staff enter into the site in group(above 5 persons), the project will
't alloASC arrange the entering training for them and send the entering education notice to the pers ons and training lecturer.
2.10 For the person who will join the entering training, the project will arrange them to make a daily registration and fill the newly entering person system learning registration table. 2.11 When the training is finished, the administration department will organize the exam in ati on to have a check. Safety educatio n will be the n ecessary subject. As for other trai ning conten ts, orga nize the exam in ati on accord ing to the differe nt classification of trainees. The test paper should be put in file. 2.12 For the pers on who is not en teri ng into the site in group and not reach the number to form the class, the administrative department will notice the company or unit to orga nize by themselves. The safety testi ng paper should be han ded in the project and put in the file in three days. 2.13 The project will give the con struct ion work permit for the pers on who is qualified in training and make the work permit card. 2.14 Accordi ng to the project con struct ion orga ni zati on desig n, draw up the project yearly technique training need plan, fill the yearly division training plan survey table and orga nize the tech ni cal training and exam in ati on work. 2.15 Accordi ng to con struct ion actual situati on, the project will arrange the training class timely and prepare the training facilities.
2.16 After the training and exam in ati on is completed, followi ng the requireme nts of huma n resources man ageme nt procedure put the orig inal docume nts of training and exam in ati on results in file and set up the special acco unting man ageme nt. 2.17 The project encourages the staff to cultivate him and self-training to obtain the higher professi onal tech ni cal kno wledge through self-lear ning. 2.18 The double certificates for the special type of work pers on means the pers on who does the special type of work must obta in the special type of worker operati on certificate and occupati on qualificati on certificate as the n ecessary con diti on to startASC the con structi on work. 2.19 For the worker who should hold the certificate to start the work, the project will inform him to stop the work in site if he cannot provide the qualification certificate copy after he has already arrived for seve n days. The project will build the accounting management referenee to the files ofniering site people ' s qualification certificates. Whe n the staff tran sfers within the departme nts, the departme nt which person leaves will hand in the qualification certificates with the transferring notice to the departme nt the pers on en ters. 2.20 When the project finishes, the copies of all the position qualification certificates filed by the project will be filed as the project completion documents. 3. Duties 3.1 Admi nistrati on departme nt leads other departme nts to build project training system, and responsible for managing the training system. Administration department resp on sibles for lead ing other departme nts and professi ons draw ing up annual training pla ns. Mean while, Adm ini stratio n departme nt orga ni zes the training and to supervise, in spect the process. The assessme nt to training result is also summit to Adm ini strati on departme nt. 3.2 All departme nts 3.2.1 Pla nning stage All departme nts are resp on sible for providi ng the quarterly training pla ns which have bee n made accordi ng to con struct ion pla n and the tech ni cal requireme nts for the staff to the professi on of huma n resource. 3.2.2 Impleme ntati on stage All departme nts are resp on sible for impleme ntati on of the sector training programs, sorting and improving the training materials. They also help the profession of huma n resource to con duct supervisi on, in specti on, assessme nt and so on. 4. The trai ning arran geme nt In order to improve the management level of the project management.