X汽车集团人力资源部管理手册范本

编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第页人力资源部管理管控手册第一部分部门组织机构及职能人力资源部部长培训发展专员薪酬考核专员人才招聘专员一、人力资源部组织机构图人力资源部部长培训发展专员薪酬考核专员人才招聘专员人力资源部部长助理人力资源部部长助理二、人力资源部职能说明书人力资源部职能说明书部门概况部门名称：人力资源部部门编号：部门级别：一级部门部门在组织机构中的位置（具体参见部门的组织机构图）上级部门（直属上级）：集团总经理下级部门（直属下级）：人力资源部部长助理（可不设）、人才招聘专员、培训发展专员、薪酬考核专员部门职能范围根据经营需要，为公司提供合格的人力资源，并设计实施有效激励员工发展的各项人力资源制度，在人力资源上确保公司总体目标的完成。部门主要职能制定符合公司发展战略的人力资源管理管控策略，建立和改进人力资源管理管控体系，使公司的人力资源管理管控规范化和科学化，吸引和保留有用的人才，满足公司和员工同步发展的需要。人才招聘：根据公司的经营目标，参与制定人员招聘的年度相关计划，确保稳定及时的人力资源供应，完善人员甄选、录用、晋升、调整等程序。员工培训发展：分析公司人力资源现状，制订年度培训相关计划并组织实施；指导员工制定个人职业发展相关计划，建立员工职业发展制度。绩效管理管控：定期维护公司的组织机构和岗位设置信息；设计和不断改进公司绩效管理管控体系，协助完善各部门的绩效考核制度，定期组织全公司的绩效考核工作。薪酬福利：制订合理、有效的薪资及社会福利制度，不断完善企业的薪资福利操作系统。劳动合同合约与人事档案管理管控：依照劳动法有关规定，规范公司的用工制度；建立人事档案管理管控制度。HR信息系统建设：收集有关薪资行情、国家人事政策等信息，及时了解和分析各种变化，为高层决策提供参考；建立和完善公司储备人才信息库，为公司的战略发展提供储备人才信息。编制人：编制日期：批准人：批准日期：三、人力资源部岗位编制表人力资源部岗位编制表部门名称人力资源部现有编制人数今年相关计划定员人数岗位名称现有岗位人数现有人员名单今年相关计划定员人数人员增减理由人力资源部部长0.51人力资源部助理11人才招聘专员11培训发展专员01培训专员的空缺不利于培训工作的开展薪酬考核专员01需要独立的人员开展绩效考评工作合计3.55编制人：编制日期：审核人：批准人：说明：人力资源部部长现有岗位人数为0.5个，是因为人力资源部部长是由综合办公室主任兼任的。年相关计划定员人数＝部门现有岗位人数＋今年需增添/裁减的人数。四人力资源部各岗位职务说明书1、人力资源部部长职务说明书人力资源部部长职务说明书编号：岗位名称人力资源部部长岗位编号由人力资源部统一填写（暂缺）岗位级别现任职者隶属部门人力资源部分支机构直接上级总经理直接下级人才招聘专员、培训发展专员、薪酬考核专员一、工作概述：根据公司的经营战略，规划、制订和实施人力资源策略，建立一系列与企业发展相结合的人力资源制度。二、主要工作职责：依据公司的总体目标制订本部门的工作目标和工作相关计划；配合公司经营目标，依据公司人力资源的现状，核定公司及各部门人员的编制定额；全面负责建立和完善人力资源管理管控体系：招聘体系、薪资福利体系、绩效管理管控体系和培训发展体系，使公司的人力资源管理管控规范化和科学化。监督和指导部门内各职能块的工作相关计划，理顺并整合各职能块的工作职责和流程，确保人力资源部正常有效地运作，协调公司各相关部门的关系，更好地为各部门提供人力资源的支持。建立与当地劳动政府部门、人力资源服务公司、各类大专院校等的信息网络，了解最新的市场劳动力、薪资、福利和劳动人事动态，以便于有效地完善和改进公司的人力资源政策。制定公司人力资源管理管控的各项年度预算，监控公司薪资福利费用、招聘费用、培训费用等的合理支出，确保人力资源费用管理管控的有效性。指导、管理管控和监督属员的业务工作，改善工作质量和服务态度，做好属员的绩效考核工作。三、工作关系：内部：各部门及二级法人公司外部：政府机构、劳动人事部门、人力资源咨询公司、各大专院校、其他公司人力资源部四、工作权限：根据各部门提供的人员编制相关计划，招聘合格的员工；有权检查公司内各部门执行人事制度、报酬分配制度的情况，并提出改进建议；有权协调员工与其主管的关系或跨部门的人事关系；有权决定属员的聘用、工作合适的内容和岗位变动；有权定期对属员进行考评，提出奖惩建议和培训建议；有权就招聘、培训、绩效考核方面的问题要求各部门提供必要的数据和有关信息，并要求得到支持；有权对公司各项人力资源制度提出补充、修改、新增的建议。五、任职资格与要求：学历：本科以上，人力资源管理管控、工商管理管控、人事管理管控专业或相关专业；工作经历：从事人力资源管理管控3年以上，具有较为丰富的现代企业人力资源管理管控工作经验；要求具备的胜任特质：具有良好的管理管控、分析、组织、协调、创新能力；思路清晰、反应敏捷，具有较强的语言表达能力及自我学习的能力。编制人：编制日期：审核人：审核日期：批准人：批准日期：2、人才招聘专员职务说明书人才招聘专员职务说明书编号岗位名称人才招聘专员岗位编号由人力资源部统一填写（暂缺）岗位级别现任职者隶属部门人力资源部分支机构直接上级人力资源部部长直接下级一、工作概述：根据公司的经营目标，参与制定人员招聘相关计划，确保稳定及时的人力资源供应，满足公司发展对各层次人力资源的需求。二、主要工作职责：调查预测公司的人员需求，就人员招聘的渠道、策略以及用工方式提出及时建议，制定招聘相关计划或预算，保证人员配置合理，到位及时；制定人员招聘的制度和流程，组织参加人才招聘会，负责网上招聘广告的时段安排以及招聘合适的内容的更新、维护；根据各部门人员招聘的要求，组织内部选拔；做好招聘工作的效果评估和反馈，制订和实施相应的修改措施；组织参加应届生的校园招聘，办理应届生的录用手续和户籍关系；建立人力资源信息库，包括外部人力资源的储备与内部人力资源信息的记录与分析；建立与当地劳动政府部门的关系和其他公司人力资源部的信息网络，以便及时获得市场信息和国家的法律法规政策。及时完成领导安排的临时性工作。三、工作关系：内部：各部门及二级法人公司外部：成都市人才市场、前程无忧网及其他招聘网站、各类大专院校四、工作权限：1、制定各项招聘相关计划和措施；2、编制招聘费用预算；3、选择招聘途径。五、任职资格与要求：学历：本科以上，人力资源管理管控、工商管理管控、人事管理管控专业或相关专业；工作经历：2年以上人力资源管理管控方面工作经验；要求具备的胜任特质：具备人力资源和招聘选拔方面的知识；具有良好的组织协调和语言表达能力；有高度的责任感，良好的职业道德。编制人：编制日期：审核人：审核日期：批准人：批准日期：3、培训发展专员职务说明书培训发展专员职务说明书编号：岗位名称培训发展专员岗位编号由人力资源部统一填写岗位级别现任职者隶属部门人力资源部分支机构直接上级人力资源部部长直接下级一、工作概述：根据公司的经营目标与人力资源发展策略，教育和培养员工，不断提高和优化员工素质结构，促进公司企业文化的宣导，推进公司各项相关计划和措施的完成。二、主要工作职责：建立和维护适合公司的教育培训体系，确保公司培训运行管理管控体制完备。根据公司的发展目标和公司各部门的培训需求情况，制定公司的培训相关计划和预算；负责组织、协调并管理管控公司的各类培训相关项目；指导、协助和监督各部门培训室的工作；建立内、外部培训信息网络，确保讲师、课程及培训技术等培训资源的有效与合理；组织培训的评估和反馈，制定改进措施。及时完成领导安排的临时性工作。三、工作关系：内部：集团各部门及二级法人公司外部：各类院校、培训咨询机构、专业认证机构和优秀企业等四、工作权限：（必须咨询更高一级的主管并且遵守公司所有程序）收集部门培训信息；编制培训相关计划，培训费用预算；确定培训相关项目的选择范围；培训考核的实施，培训效果评估；公司各部门培训工作的监督与改进措施实施的检查。6、根据年度培训相关计划和培训需求，制定单项培训相关计划并负责实施；7、负责公司新进员工的入司和分散轮岗培训管理管控，委外培训的联系与手续办理；8、负责内部讲师的选聘与管理管控；协助建立与外部各专业培训机构、各类院校的合作关系或其他公司培训联系。及时完成领导安排的其他临时性工作。五、任职资格与要求：学历：本科以上学历，人力资源管理管控、工商管理管控、人事管理管控专业或相关专业；工作经历：2年以上人力资源管理管控工作经验；要求具备的胜任特质（如掌握的专业工作知识、能胜任的专业工作能力等要求）：具有的管理管控理论和较强的管理管控技能；具有良好的组织协调和语言表达能力；有高度的责任感，良好的职业道德。编制人：编制日期：审核人：审核日期：批准人：批准日期：4、薪酬考核专员职务说明书薪酬考核专员职务说明书编号：岗位名称薪酬考核专员岗位编号岗位级别现任职者隶属部门人力资源部分支机构直接上级人力资源部部长直接下级工作概述：根据公司经营发展战略与人力资源发展规划，设计和定期维护公司的职位管理管控、绩效考核、内部职称评定、后备干部及薪酬管理管控等各项工作，通过规范工作流程、维护各项管理管控制度整合薪酬考核体系。二、主要工作职责：1、制订并完善公司的职位信息管理管控体系，规范全公司的岗位设置、编制名额，通过职务分析对岗位信息进行动态管理管控；2、制订并完善公司绩效管理管控体系，不断改进公司绩效、部门绩效、个人绩效管理管控合适的方案，通过绩效管理管控满意度调研对绩效管理管控制度进行定期维护；定期组织全公司的绩效考核工作；3、修订并完善公司薪资福利制度，规范薪资福利操作制度，提高业务操作水平；4、修订并完善公司内部职称评定制度，定期组织职称评定工作；5、设计后备干部选拔和管理管控制度，定期组织后备干部的能力测评、绩效信息管理管控工作；6、指导制订公司档案管理管控制度，规范档案管理管控流程；7、收集和分析绩效管理管控各项工作的发展变化信息，引入一些新的管理管控理念和方法，不断提升工作质量。8、及时完成领导安排的临时性工作。三、工作关系：内部：公司各部门及二级法人公司外部：人事局、社会保障局、银行、人力资源咨询公司、证卡制作公司四、工作权限：1、对各部门岗位设置信息进行统一规范，组织实施职位分析；2、组织实施定期绩效考核工作，监督各部门考核工作公平、有效进行；3、监督各部门调薪工作，纠正违规行为；4、对员工薪资福利的投诉进行处理；5、对人事档案信息的真实性进行核实；5、组织实施职称评定工作，监督各部门评定工作公平、有效进行；对公司有关政策提出改进建议。五、任职资格与要求：学历：本科以上，人力资源管理管控、企业管理管控或相关专业；工作经历：两年以上人力资源管理管控经验；要求具备的胜任特质：具有良好的协调及解决，分析问题的能力；有高度的责任感，良好的职业道德。编制人：编制日期：审核人：审核日期：批准人：批准日期：第二部分各项管理管控制度及流程图一、人才招聘相关制度及流程图集团招聘录用管理管控制度及流程图编号：1.1****集团外部招聘管理管控制度及流程图****集团外部招聘管理管控制度为满足公司战略发展规划对人力资源的需求，特制定本制度。确定部门用人的原则：符合公司及本部门发展规划和经营战略目标实现的需求；符合目前或近期业务的需求；有助于提高办公效率和促进业务开展，避免人浮于事；适应用人部门的管理管控能力和管理管控幅度。二集团各部门如确有用人需要，部门负责人制订用人相关计划并填写“人员增补申请表”，编制内进人由部门负责人签字，编制外进人需总经理签字。报主管部门领导批准后，交人力资源部核定并统一组织实施。三人力资源部组织进行公司范围内的招聘（即通过公司内部网络进行选拔）。在不能满足需求的情况下，考虑从外部进行招聘。人力资源部通过人才市场、招聘会、人才网站、猎头公司等渠道发布招聘信息，收集应聘者材料。人力资源部汇总、整理应聘材料，并会同用人部门根据招聘条件和“岗位职务说明书”的任职资格条件进行初步筛选，确定面试人员，进行面试通知。应聘人员携带本人简历、学历证书、身份证等相关证件资料的原件，并如实填写《应聘人事登记表》，由人力资源部核实后备档。人力资源部会同用人部门组织应聘人员面试，笔试，及其他测评活动。根据结果，用人部门确定试用意见。人力资源部对应聘人员背景资料进行核实，核实无误后通知到指定医院进行体检。如有欺骗隐瞒者或体检不合格的，不予录用。员工按时到人力资源部报到，参加岗前培训。新进人员经培训考核合格后，由用人部门确定录用意见，并反馈人力资源部备档。由人力资源部办理相关手续后到岗开始试用。凡有下列情况者，不得录用为本公司员工：剥夺政治权利尚未恢复；被判刑或被通缉，尚未结案；参加非法组织；品行恶劣，曾受到开除处分；吸食毒品；拖欠公款，有记录在案；经医院体检，本公司认为不合格；欺骗学历或用假文凭的；其他任何隐瞒，欺骗行为者。十二人力资源部备档材料：员工招聘测评表；应聘人事登记表；学历、身份证复印件；体检表其他重要文档。十三试用期后，用人部门对试用员工进行转正考核。由员工向人力资源部领取《员工转正考核定级表》，填写完毕后，提交给所在部门负责人，所在部门负责人对试用员工进行考核，并填写《员工转正考核定级表》经所在部门上级领导批准后，交人力资源部经理签署意见并备档。十四转正申请得到批准后，由人力资源部办理正式录用手续的，成为公司正式员工。附：新员工外部招聘流程图新员工外部招聘流程图用人部门用人部门填报上级主管《人员增补申请书》报上级主管《人员增补申请书》核准经理经理人力部收集资料，初步筛选内部人员调整人力部收集资料，初步筛选内部人员调整聘信息组织实施聘信息外部招聘外部招聘先于人力部进行背景调查和体检通知人力部进行背景调查和体检通知新员工至人力部办理试用手续新员工至人力部办理试用手续新员工试用人力部及用人部门组织新员工培训考核Y新员工试用人力部及用人部门组织新员工培训考核YN人力资源部备案人力资源部备案不予试用用人部门正式录用新员工新员工上岗任用用人部门正式录用新员工新员工上岗任用转正定级绩效考核流程用人部门对新员工试用期考察(同意转正）转正定级绩效考核流程用人部门对新员工试用期考察1.2****集团内部招聘管理管控制度及流程图****集团内部招聘管理管控制度为保证公司各部门之间员工的合理流动，同时为员工提供多方面学习的机会，特建立公司内部流动的机制。一、公司各部门如出现岗位空缺，在进行内部人员调配后仍无法满足需要时，可向人力资源部及时提出用人需求。部门负责人填写“人员增补申请表”，报上级主管批准后，交人力资源部核定并统一组织实施。二、人力资源部采用“先内后外”的招聘方式，即先在公司内部进行内部招聘。同时采用公开报名、面试考核、公平竞争、择优录取的方式进行。三、人力资源部将用人需求信息在公司内部网络上予以公布。应聘人员可到人力资源部报名。四、应聘人员应具备的资格条件：在公司的最短时间原则上为6个月；在现岗位的最短时间原则上为6个月（含应届毕业生）；应聘者须符合用人部门相关岗位工作职务说明书上要求；并且在公司工作期间表现良好的。人力资源部会同用人部门对应聘人员进行面试、筛选。六、由用人部门同应聘人员原所在部门进行协调，达成一致后，确定最终录用意见。报主管部门上级领导审批后，反馈人力资源部备案。严禁事先与应聘人员本人商量。七、由人力资源部通知应聘人员办理内部异动手续。附：员工内部招聘流程图员工内部招聘工作流程图用人部门用人部门填报部门上级主管审批人员增补申请表报部门上级主管审批人员增补申请表核准人力资源部人力资源部名人力部：公司内部网络发布招聘信息用人部门主管主持面试工作用人部门审查应聘资料用人部门主管主持面试工作用人部门审查应聘资料N应聘人员所在部门是否同意？Y应聘人员所在部门是否同意？与应聘人员所在部门协调N用人部门对新员工进行培训、试用考核人力资源部通知员工办理内部异动用人部门对新员工进行培训、试用考核人力资源部通知员工办理内部异动YN员工被退回人力资源部新员工不被录用员工被退回人力资源部新员工不被录用部门服务1.3****集团录用人员背景调查规定****集团录用人员背景调查规定一、凡符合以下条件的人员必须进行学历（职称资格）调查：本科及以上学历；中级及以上职称（含执业资格）二、凡符合以下条件之一的非应届毕业生必须进行工作经历调查：1、部门：财务部、信息技术部、审计部、企划部；2、硕士及以上学历或安排从事中高级岗位的人员。三、调查的时间：经公司面试录用后到来公司报到开始试用之间，完成背景的调查。四、附证件核定：1．“学历调查表”或“职称资格调查表”；2．工作经历调查表；二、培训发展相关制度1、****集团教育培训制度****教育培训制度编号：总则第一条本公司在对待顾客上体现的价值和企业的成功，取决于员工有效地履行自己的职责，取决于公司迅速有效地提高员工的能力，第二条本公司是以人才为本、不断进行人力资源开发的组织，把资金和时间明智地运用于公司的人力资源开发，是公司最关键的投资之一。第三条部长和经理都有责任为其下级工作的开展创造气氛、提供条件和指出方向。第四条教育培训管理管控人员和培训讲师都有责任与部长经理一起不断创造条件和提供机会，以发展员工的技能、知识和态度。第五条本公司全体员工均享有接受培训和教育的权利和义务，员工最终都应为自己的发展负责，应努力成为本公司工作队伍中日益优秀的成员。第六条为规范****集团员工的教育培训，以确保很好地组织、协调、执行教育培训，促进公司整体和员工职业的共同发展，特制定本制度。第二章教育培训体系构成第七条本集团的教育培训体系有以下四部分组成（一）教育培训组织机构（二）教育培训的管理管控制度体系（三）教育培训的师资队伍（四）教育培训的课程体系第八条本集团教育培训组织机构以人力资源部培训发展处为主导，以各部门为单位构成。第九条教育培训阶段分类（一）新员工入司教育培训（二）新员工入职教育培训（三）员工在职教育培训员工晋升教育培训第十条教育培训的形式与实施途径（一）教育培训的形式1、直接：面授、内部研讨交流2、间接：网络学习、参观考察3、实践类：实习、挂职锻炼等。（二）教育培训的实施途径1、内聘集训：选聘内部优秀员工担任培训师对员工进行面授培训；2、外聘内训：选择外部优秀的培训师到公司对员工进行面授培训；3、外派培训：选派员工参加外部机构举办的面授培训。4、岗位培训或轮岗培训：在岗位工作中，对员工进行专业指导和自学辅导；5、自我开发：学历提升教育或专长的再提高。第十一条公司实行全员教育培训，根据不同员工需求确定教育培训对象层次（一）普通员工教育培训（二）初级、中级、技术人员教育培训（三）基层、中层、高层管理管控人员教育培训第十二条公司以选拔和培养内部讲师为主，同时聘请外部讲师共同组成教育培训的师资队伍。第十三条本公司教育培训管理管控实行分级管理管控人力资源部培训发展处负责根据公司发展战略制定教育培训战略和规划，推动公司教育培训体系的建立、运行和持续改进；（二）培训的举办由集团一级培训和分公司二级培训共同运作。集团一级培训由集团人力资源部主办，主要负责主管级以上人员的管理管控培训，专业讲师培训，集团范围内的业务培训，新员工培训以及员工自我管理管控培训；同时负责集团的培训管理管控工作。二级培训体系由各分公司主办，主要开展业务技术培训，并组织本公司业务、管理管控骨干参加外部培训。（三）各部门、处专兼职教育培训管理管控人员负责依据公司整体教育培训战略规划和部门具体需求制定与实施本部门、处教育培训工作相关计划并进行评估和改进。

各类教育培训实施的职责分配第十四条新员工入司教育培训的实施对于新招聘员工，必须接受包括教育期和实习期在内的入司教育培训，对于集中入司人员可增加军训期，从而强化纪律教育，主要由人力资源部负责实施。第十五条员工入职教育培训的实施本公司新录用或内部异动转入新岗位的员工，必须接受该岗位必备态度、知识、技能和行为等合适的内容的教育培训，主要由用人部门实施。第十六条在职教育培训的实施公司各岗位工作的需要、行业和技术发展的需要，对公司员工进行必备知识技能和新知识技能的的教育培训，由用人部门和人力资源部共同实施。第十七条晋升教育培训的实施公司对晋升高一级管理管控职务或技术等级的人员，在晋升前后按照相应职位的要求进行的教育培训，由人力资源部提供相应支持，通过晋升人员自我学习和人力资源部统一组织两种方式实施。第四章教育培训费用的管理管控第十八条本公司教育培训费用必须仔细地规划、预算、使用和评估。第十九条教育培训费用的管理管控由综合管理管控办公室、资金管理管控部、各部门、人力资源部、财务部共同管理管控。第二十条教育培训费用类别规定（一）年度员工教育培训基金1．性质：年度教育培训基金作为员工福利的重要组成部分；2．额度：见表一3．开支相关项目：与岗位工作相关的职业资格考试、职称晋升考试等的报名费、教材费及证书费，不含辅导书费和辅导课程费。4．教育培训成绩合格者，其费用可在年教育培训经费中开支，不足部分由员工个人支付；5．只能用于教育培训开支，不可转换成现金发放，若当年未被使用，可进行跨年度累加。（二）员工年度委外专业培训费用额度表一：员工年度教育培训基金和委外专业培训费用参照表单位：元/人编号人员类别年教育培训基金年委外培训费（A）1各部门部长及以上管理管控人员2部门主管3各部门业务骨干4一般行政管理管控人员、特殊工种的基层人员开支相关项目：因公司管理管控和技术岗位工作需要、人才储备需要而进行的学历、专业知识、技能等教育培训；只能用于教育培训开支，不可转换成现金发放，若当年未被使用，不进行跨年度累加。(三)公共教育培训经费：公司出资的多部门委外培训由人力资源部或相关项目主管部门单独立项报综合总经理、管理管控办公室审批。第二十一条本公司鼓励各部门员工购买与本职工作相关的书籍。费用经部门经理审批后报销列入部门资料费，书籍统一纳入公司资料管理管控，供员工借阅。

第五章教育培训考核与评估第二十二条教育培训考核的分类（一）上岗考核：包括入司知识考试、实习考核和入职知识考试与操作考核。（二）岗位考核：日常岗位规范考核和岗位知识技能更新的考核。（三）晋升考核：晋升岗位知识、技能的考核（四）内部培训证书考核：包括相关项目培训考核和课程培训考核（五）资格证书考核：国家规定的相应职业资格证书、执业资格证书或任职资格证书的考核。第二十三条教育培训考核的合适的内容主要包括考试和参训情况和实习情况的评价等。（一）考试分为理论考试和操作考试，以统一考试和抽查考试的方式举行；(二)参训情况评价员工每年都要参加一定时数的教育培训。各部门可根据实际情况处置，并作为年终考评、增薪、提职等方面的考核因素。对员工参训的学习态度和作业完成等情况进行评价。员工应按时参加公司组织的培训，如特殊情况不能参加的，应事先征得本部门负责人同意。无故不参加培训者，按旷工处理。（三）实习情况评价实习采用导师制进行过程管理管控，即由实习单位选拔优秀员工任实习指导老师，对实习学员进行积极正确的引导和训练，指导学员掌握各项实习合适的内容；学员需严格遵守实习单位规章制度；c)实习期间学员每天撰写《实习日志》，记录实习合适的内容、心得，检查实习要项，提出工作改进建议；实习结束后学员需撰写《实习总结》，并与《实习日志》一并交人力资源部存档。d)导师对学员实习期间工作态度、业绩表现和实习效果进行公正客观评价。并出具对实习学员的实习鉴定。第二十四条教育培训评估适用于对教育培训工作基本情况的检查。（一）评估部门要在实施评估前确定并公布评估相关项目的评估指标体系。（二）评估指标体系中的指标、标准、权重，根据考评目的及实际需要确定。评估指标要全面，具有代表性。评估标准要具有操作性、便于实施。指标的权重一般要使用整数形态，并且要合理、具有导向性，使被评部门或人员明确应重点做好哪些工作。第二十五条教育培训考核与评估的组织（一）员工的上岗考核由人力资源部、实习单位和用人部门共同组织，由人力资源部、实习单位、参训人员和用人部门进行评估。（二）岗位教育培训考核由用人部门负责实施，人力资源部监督实施情况，由人力资源部、用人部门和参训人员共同进行评估。（三）晋升教育培训考核和内部培训证书考核由人力资源部负责组织，由人力资源部、用人部门和参训人员进行评估。（四）资格证书考核属公司外部考核，有国家相应机构组织进行。第二十六条教育培训考核与评估结果的应用（一）考核的结果计入员工教育培训记录。（二）对考核与评估成绩优劣的部门或个人进行奖惩，奖惩以精神层次为主，以物质层次为辅。教育培训的服务规定第二十七条凡公司出资培训进修的员工，须签订培训服务协议，承诺在本公司的一定服务期限。第二十八条教育培训的服务期表二：委外培训费用与服务期对照表超额费用比例（n）20%<n≤100%100%<n≤200%200%<n≤300%300%<n≤400%服务期（m）1年2年3年4年注：n=（B-A）/A×100%A：年额定委外培训费B：年累计实际培训费4、年度委外专业培训费用的补偿年度委外专业培训费按相应服务期进行补偿，若服务期未满，员工需按未服务年限（不足一年按一年计）进行现金补偿。年均培训补偿费=（B-A/mA：年额定委外培训费B：年累计实际培训费m：服务期（年）第七章附则第二十九条本制度综合管理管控办公室批准后，予以实施。第三十条公司根据本教育培训制度，结合公司实际情况，制定各项教育培训具体实施细则。2、****集团新员工入司教育培训实施细则及流程图****集团新员工入司教育培训实施细则编号：目的为切实实施新员工入司教育培训，帮助新员工尽快了解和融入公司文化，适应岗位需求，促进部门通力合作，依据《****机关教育培训制度》相关规定制定本实施细则。入司教育培训的适用范围所有新进员工入司后必须接受入司教育培训入司教育培训通常安排在试用期内进行，原则上包含在试用期限内；入司实习：新进的员工都必须进行实习。对工作年限较长或岗位需求迫切等特殊请况，经部门申请，总经理或主管领导审批，入司实习可以安排在转正后进行，也可缩减或免除实习期。三、入司教育培训方式根据新进员工的不同需求，新员工入司教育培训主要采取三种方式：1、分散轮流式：适用于公司新进中高级管理管控、技术人员,硕士及以上学历人员及有部门轮训需求的其他人员，先分散入司实习，再多部门轮流入司教育。2、分散集中式：适用于分散入司新员工，先分散入司实习，实习期间或实习结束后安排集中入司教育和军训。3、直接集中式：适用于统一入司新员工（通常10人以上），先集中入司教育1-3天，再集中军训和入司实习。四、入司教育培训合适的内容1、入司教育培训分为教育期、军训期和实习期。2、入司教育：时间长度1-3天，主要合适的内容和施训部门如下：序号主要合适的内容施训部门1****集团概况、发展历史、发展前景、组织机构、人力资源管理管控制度人力资源部2企业文化企划部3相关各部门职能、制度、流程，与受训人岗位相关合适的内容相关各部门3、入司军训：时间长度3-7天，主要合适的内容为站军姿、练步法、整理内务和唱军歌。4、入司实习：时间长度一般为3个月，特殊情况，经部门经理批准可以缩短为1个月；经部门申请，总经理审批，可以免除实习期。五、入司教育培训实施步骤和合适的内容（一）分散轮流式1．新员工办理完报到手续后，从人力资源部培训发展处领取的《培训派遣单》，到实习岗位参加入司实习1-2月。2．实习期结束后，用人部门与人力资源部共同制定分散教育培训相关计划，并填写《****集团分散培训相关计划表》；3．人力资源部培训发展专员依据《****集团分散培训相关计划表》填写《培训派遣单》送达各相关部门培训室安排教育培训；各部门培训室按照《培训派遣单》要求对受训人实施教育；并有责任做好受训人教育和实习的考勤跟踪，发现情况应及时向人力资源部培训发展处反馈；教育培训结束，受训人持人力资源部盖章确认的《ABC公司分散教育培训相关计划表》到用人部门开始入职教育培训。分散轮流教育培训人员根据需要参加集中的军训。（二）分散集中式1．新员工办理完报到手续后，从人力资源部培训发展处领取的《培训派遣单》，到实习岗位参加入司实习1-2月。2．每隔2个月人力资源部汇总各部门新进分散人员进行集中短期教育培训，时间通常为1-3天。(三)直接集中式新员工报到后，直接参加由人力资源部组织的集中入司教育和军训，时间通常为3-5天。再行安排1-2个月实习每年新进应届毕业生，入司教育和军训培训合适的内容单独规划，通常为10天。六、入司实习管理管控（一）实习学员隶属：所有新进人员在入司教育培训期间，直接隶属于人力资源部，教育培训全部结束后方可派遣至各部门开始岗位工作。若因特批实习安排在入职后进行，实习人员需在在实习前办理内部移交手续，所属关系仍在就职部门。（二）实习过程管理管控1、实习过程管理管控采用导师制，即由实习单位选拔优秀员工任实习指导老师，对实习学员进行积极正确的引导和训练，指导学员掌握各项实习合适的内容；2、实习前，人力资源部需进行一定的实习指导；3、人力资源部向各实习单位出具《培训派遣单》，实习单位接收学员后回执确认；实习期开始，导师与学员共同制定实习相关计划，填写《实习相关计划与考核表》；实习期间学员每天撰写《实习日志》，记录实习合适的内容、心得，检查实习要项；5、学员需严格遵守实习单位规章制度；实习单位负责日常实习管理管控和跟踪，必须按正式员工标准严格要求实习学员；人力资源部和实习单位不定期对学员实习期表现进行跟踪抽查；实习结束后学员需进行实习总结，全面反馈实习情况，总结经验并提出工作改进建议，填写《实习总结与鉴定表》，并交导师审阅；导师对学员实习期间工作态度、业绩表现和实习效果进行公正客观评价，并出具实习鉴定，填写《实习总结与鉴定表》，经实习单位主管领导确认后，交回人力资源部。实习学员必须按期返回公司，向人力资源部报到，并由人力资源部派遣到相应部门，已入职人员回原部门工作；10、实习人员按公司相关规定在本部门报销公司与实习地往返交通费；11、人力资源部对实习整体情况进行综合分析，形成总结报告。（四）实习费用管理管控1、薪资福利：实习学员薪资统一由公司总部发放，具体发放标准如下：A、对于已转正学员，薪资标准（工资、奖金）保持不变；B、对于仍处试用期学员，薪资按试用期已确定的薪资标准发放。2、外派学员交通费用A、根据公司《差旅费报销制度》规定报销总部与实习地（分公司）间往返的双程交通费；B、在实习所在地，因工作需要发生的交通费由实习单位按相应流程审批报销。七、入司教育培训考核（一）新进员工入司教育培训考核1、对新进员工的入司培训考核，人力资源部进行不同形式的考核与评估：（1）举行入司教育考试，（2）提交实习日志（3）递交实习报告（4）导师实习鉴定（5）军训表现考核（6）填写《入司教育培训反馈单》2、人力资源部汇总各项成绩，填写《****集团员工岗前或转岗培训成绩汇总表》综合成绩计算相关项目与比重考核相关项目入司考试实习日志实习总结与鉴定军训培训反馈合计权重3020301010100八、考核结果应用作为新进人员转正考核的依据之一，详见下表：入司教育培训成绩与考核等级的关系表入司培训成绩(分)100－9089－6060以下考核标准优秀合格不合格考核等级进入各相应部门，并参与转正考核不予录用说明：入司教育培训成绩优秀，转正考核成绩经部门一级负责人审批可以评定为优秀，薪资定级可适当再提高1～2档。2）入司教育培训成绩合格，转正考核等级原则上不能评定为优秀。转正考核具体操作参见相应的转正定级考核制度。作为直接上级安排、指导受训人工作的依据之一。九、入司教育培训的评估人力资源部、实习部门参照培训目标、公司要求和学员反馈，对不同阶段入司教育培训过程和效果进行评估，提出改进措施并实施和跟踪，从而使入司教育培训持续改进，不断完善。附件：****集团上岗培训流程图入司员工实习管理管控流程图分散部门轮训操作流程附件一：****集团上岗培训流程图新进人员新进人员入司教育、军训4-10天（人力资源部）入司教育、军训4-10天（人力资源部）各一线岗位各一线岗位实习导师实习导师入司教育、军训2-3天人力资源部）不予录用不予录用NYY入职培训（岗位技能）0000000000000000000000000000000000````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````````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