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- 2017-08-03 发布于河南
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培训福利化,人力资本理念的创新(Training, welfare, innovation of human capital concept)
In the central part of Missouri, on the Bank of the Saint Louis River, there is an area of 286 acres of treasure land - the Boeing leadership training center. The companys management personnel come here regularly for training and communication. Boeing has invested as much as $80 million for this purpose. He Shitong, vice chairman of the company, commented on the training center: Boeing hopes to have the best quality staff team.. To achieve this goal, the company strives to provide its employees with the best opportunities to learn, and Boeings leadership training centre is one of them. In fact, this is only a typical example of motivating employees and stabilizing teams at home and abroad. However, in fact, the training costs of many companies are increasing, and the brain drain still can not be stopped. This has become a difficult problem for many enterprises to solve. In fact, excessive pursuit of training returns often leads to misunderstanding. How should we define training for human resources development? Examining the training experience of top companies, we can easily find that training is changing from cost into investment, and then welfare.
When training, bid farewell to worry about personal gains and losses?
For many state-owned enterprises, training has become both love and fear of chicken elbow: investment training, it can attract talent, but also enterprise needs, but after training brain drain how to do? This training is undoubtedly a worry about personal gains and losses of many enterprises heart disease. At present, some enterprises in China, especially some small and medium-sized enterprises, have not placed their proper position on the training of managers and staff. According to statistics, Chinas enterprise management personnel of more than ten million, the amount of training per year less than 1%; foreign enterprises including small and medium sized enterprises annual invest
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