外企word版流程管理程序文件-企业内部培训管理流程.doc

Contents I Introduction 2 II Definition 2 III Qualification 2 1.1 Internal trainer selection criteria 2 1.2 Internal trainer responsibility 3 1.3 Internal trainer recruitment 3 1.4 Internal trainer nomination and application 3 1.5 Internal trainer initial review and hiring 3 1.6 Internal trainer dismiss 3 IV Internal Trainer Training and Development 3 1.1 Qualify for training skill 3 1.2 Qualify for specific training topic expertise 4 1.3 Interpersonal competency Technology competency development 4 V Internal Trainer Evaluation and Certification 4 1.1 Certification 4 1.2 Evaluation 4 VI Internal Trainer Compensation 4 1.1 Internal trainer allowance 4 1.2 Internal trainer annual award 4 1.3 Internal trainer incentive 5 VII Attachment 5 I Introduction Many Bosch employees are delivering trainings in RBAC to keep Bosch know-how and help associates develop competency. The “RBAC Internal trainer management” is designed for selecting, managing, and motivating internal trainers in Bosch Suzhou. RBAC/HRL3 is the responsible function of internal trainer management. II Definition The definitions below are clarified to identify the words which have similar meaning in this management guide. The definitions are used in Bosch Suzhou internal trainer management internally. Training: Teaching of skills, knowledge, or experience acquired which last more than 4 hours per session, the objective is to teach the participants understand the training topic deeply, and can apply the knowledge learned after training, e.g. Project Management training. Introduction: Introduction of basic knowledge, information or policies, which last less than 4 hours per session, objective is to let the participants have an overview of the basic knowledge or policies, e.g. HR Policy, CI Regulation or Purchasing Process introductions in the New Employee Orientation. RBAC Junior trainer: The internal trainers who conduct Introduction in