年度培训计划与预算方案(要点+范例)讲解.ppt

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 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 * 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. 教育训练体系范例（1） 工作外训练 (OFF-JT) 公司内部 (OFF-JT) 公司外部 (OFF-JT) 企业人教育 专门教育 个别研修 O J T 职 级 处长级以上 经、副理级 襄 理 玫 一 般 人 员 ︵依单位需要不定时自行实施︶ 阶层别训练 职能别训练 海内外留学 自 修 战略决策能力研修 组织能力开发研修 进阶管理研修 基础管理研修 一般训练新进人员 进阶训练资深人员 业务主管专门技能训练 人员训练金融业务 人员训练一般业务 推广技巧进阶 一般性专题讲演 产业分析与金融趋势专题讲座 金融研修中心训练 新产品技术训练 外部研修讲座 研究所在职进修 国外考察进修 英日语研修支援 函授教育支持 教育训练体系范例（2） OJT (