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新員工培育路徑課程

授課對象：
新員工群(qun)體，輔導(dao)導(dao)師，部門管理者(zhe)，人力資源部門

課程特色：
定制化設計，實(shi)景化討論，群(qun)體(ti)(ti)匯(hui)談，群(qun)體(ti)(ti)共識(shi)，群(qun)策群(qun)力

培訓目標：
鎖定企業真實當下存在的問題精準討論
融匯不同部門，不同群體之間的不同觀點和解決方案
促進各部門在同一議題下的共識性觀點貢獻
打破部門隔閡，促進跨部門協作的成果化呈現
群策群力將團隊共識的任務落地執行
執行成果顯性化的呈現，復盤總結
我們(men)在(zai)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作中遇到的(de)(de)(de)問題都是基于過往的(de)(de)(de)思(si)維和當下的(de)(de)(de)選擇所呈現(xian)的(de)(de)(de)，現(xian)狀(zhuang)與期待有差異(yi)的(de)(de)(de)狀(zhuang)態(tai)。新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)從(cong)入職到成熟的(de)(de)(de)培(pei)(pei)養周(zhou)期是每個企業發展的(de)(de)(de)人(ren)才供給關鍵(jian)(jian)鏈。新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)是滿懷期待的(de)(de)(de)進入企業，工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作心態(tai)積極向上，學習驅動力(li)足，但工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作能(neng)力(li)亟(ji)待提(ti)升。如(ru)(ru)果給予(yu)通暢和精(jing)準(zhun)的(de)(de)(de)輔(fu)導，會(hui)如(ru)(ru)魚得水，**高效邁(mai)向成熟職場人(ren)；反之，如(ru)(ru)果工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作挑戰和工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作目標(biao)(biao)(biao)與當下工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作能(neng)力(li)不匹配且得不到及時的(de)(de)(de)輔(fu)導，深(shen)深(shen)的(de)(de)(de)挫敗感會(hui)熄滅工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作激情(qing)，從(cong)而(er)黯淡無光或悄然離場。本次(ci)的(de)(de)(de)“新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)培(pei)(pei)育(yu)路(lu)徑圖”工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作坊，立足于新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)入職后6個月的(de)(de)(de)關鍵(jian)(jian)成長(chang)情(qing)景(jing)，三(san)維視角(jiao)：管理者，新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)，導師，勾勒(le)出新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)培(pei)(pei)養過程(cheng)中：經歷那些(xie)(xie)關鍵(jian)(jian)成長(chang)環(huan)節(jie)？哪些(xie)(xie)指(zhi)標(biao)(biao)(biao)可以體(ti)現(xian)新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)成長(chang)路(lu)徑？哪些(xie)(xie)環(huan)節(jie)需(xu)要哪些(xie)(xie)資源？對(dui)應每個環(huan)節(jie)應該(gai)給予(yu)哪些(xie)(xie)輔(fu)導？如(ru)(ru)何(he)把握關鍵(jian)(jian)節(jie)點的(de)(de)(de)關鍵(jian)(jian)指(zhi)標(biao)(biao)(biao)？等等逐漸明確(que)的(de)(de)(de)培(pei)(pei)養機制，大幅度(du)縮(suo)短新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)培(pei)(pei)育(yu)周(zhou)期，提(ti)升新員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)培(pei)(pei)育(yu)效率，從(cong)而(er)提(ti)升企業整體(ti)人(ren)才循環(huan)，助力(li)企業績效提(ti)升！

工作坊流程思路：
1、 流程時間軸：從新員工的成長路徑捕捉關鍵節點，按時間推移來排序，輸出時間軸情景框
2、 關鍵培養任務：每個情景框中的關鍵任務，任務的重要緊急程度評估，優先級排序，
3、 工作目標分解圖：按心流目標評估方式進行目標分解，討論新員工及導師在目標難度障礙選擇及輔導中的參與和授權方式。
4、 關鍵任務的關鍵人關系圖：新員工成長過程中，與管理者和導師的有效互動模式，共識輔導的關鍵行為和關鍵指標
5、 健康成長指標：按關鍵時間點評估新員工的成長路徑指標，形成動態成長記錄手冊
6、 明確分工(gong)：按共(gong)識(shi)內容(rong)，各自領任務按時間推進(jin)提交執行(xing)成果，人力資(zi)源統(tong)一歸檔

本次工作坊會涵蓋的群體匯談技術（初步）：
1、 聚焦式匯話法：數據層面，感受層面，理解層面，決定層面
2、 團隊共創法：聚焦主題，想法風暴，觀點排列，提煉關鍵詞，圖示邏輯
3、 未來探索：總結過去經驗，立足當下狀況，展望未來可能性
4、 群(qun)策(ce)群(qun)力：目標(biao)，規則(ze)，反饋(kui)系統，自愿(yuan)參與

新員工培育路徑課程