模板式标杆培训让“菜鸟”变成行家(国外英文资料).doc

模板式标杆培训让“菜鸟”变成行家(国外英文资料) case In order to meet the needs of rapid expansion of its own business, S group company of a large environmental protection enterprise group requires all its subordinate enterprises to organize and strengthen their own management training. In its intensive training program, there is an important subject for benchmarking training for new project managers in subordinate enterprises. At the beginning of the following year, S group conducted a sampling inspection on the training effects of two affiliated enterprises, A company and B company. In the acceptance sampling process, the inspectors found confused: management level and training project manager of A company than before although improved, but the effect seems to be not obvious, while the B companys new project manager training management level is generally increased, many people seem to be in a few months time from the project management “ management expert hellip rdquo has become a rookie; … Diagnosis Through further communication, S group inspectors learned: A companys internal benchmarking training method is adopted to teach experience, from the two old project manager will be successful experience, people in the project manager work experience and combining with lots of case story focused to teach the new project manager through continuous three days of lectures. When teaching, you old manager of the new manager was interested in sparkling discourse, … … at the end of the training, the new managers have to submit personal training speech, write a great deal about feelings “ ” “ benefit ”. But as soon as you get back to the actual job, your new project manager still feels as powerless as he used to be. B companys internal benchmarking training method is adopted template training, is the two most outstanding performance of the work of the old project manager monthly (involving all areas of project management) the management mode and the process of the formation of all the standardized