如何设计年度培训计划与预算方案.pptVIP

年度培训计划写作要点 简洁 结构清楚 逻辑清晰 用可视化（如图表）资料 第三部分 范例 年度培训计划与预算方案范例 D:\咨询项目\倍达培训项目建议书C0721D:\合作伙伴\周逸松\三九医药贸易公司new-2.docD:\合作伙伴\周逸松\培训计划\2002培训规划.docD:\合作伙伴\周逸松\培训计划\培训中心2002年预算.doc 第四部分 年度培训计划推介 培训师资筛选与安排 资料准备 提前沟通 组织说明会 主要培训项目和课程推介 培训预算说明 第五部分 常见问题 * The backbone of the scheme is the Competency Ladder. The bulk of the slaes population will be in level1 to 4 and 4 is the Sales Professional level which every Sales should aspire to be. Progression from 1 to 4 is through attainment of relevant competency degree of ability , not job tied. Progression from 4 to5 is through both competency and available quota (not job tied) for level 5. 5 is the preparatory level and from here it either branches to sales managerial role or key account management. Progression from 5 to8 is through both attainment of competency and available vacancy.It is to be noted that the no. of level and vacancy in each level is dependent on situation in each OU. * There are 12 competencies articulated by the Group for commercial salesforce which are broadly banded into knowledge,skills and behaviour types. In phase one, we talked about the 12 in a broad sense. The details of each are now available in the Sales Competency Booklet. Within each competency, there are various degree of ability to be achieved for each level of the Ladder.For instance in level 4, Sales Professional, the degree of ability to be achieved for each competency is (refer to next chart). * The general entry standard on degree of ability for level 4 (Sales Professional) is at the “can do” stage because Sales Professional are supposed to be independent. The exceptions are in areas to do with supervisory roles (like coaching) or with team managment. This is therefore the profile we expect of Sales Professional in Shell commercial. 教育訓練體系範例（1） 工作外訓練 (OFF-JT) 公司內部 (OFF-JT) 公司外部 (OFF-JT) 企業人教育 專門教育 個別研修 O J T 職 級 處長級以上 經、副理級 襄 理 玫 一 般 人 員 ︵依單位需要不定時自行實施︶ 階層別訓練 職能別訓練 海內外留學 自 修 戰略決策能力研修 組織能力開發研修 進階管理研修 基礎管理研修 一般訓練新進人員 進階訓練資深人員 業務