Talent cultivation and development
Shangpin Company adheres to the concept that talents are the cornerstone of sustainable operations, and takes continuous efforts as its direction. It extends the company's strategy and work needs from its mission and vision, plans the learning and development direction of each unit, and Provide opportunities and space for employees to learn and develop.
During the planning process, we used communication and interviews to understand the gaps in work expertise and growth needs faced by various departments and employees, and provide learning channels that meet expectations; in addition, each Every year, Shangpin Company conducts a comprehensive manpower inventory to understand the job responsibilities and professional skills gaps of each unit and colleague, and provides appropriate course planning and training arrangements to meet the needs of market trends.
Shangpin Company provides different learning channels, including:
1. In-company training: hire internal and external lecturers to hold various training courses within the company.
2. External training: Provide external training courses or seminars for colleagues related to their current work.
3. On-the-job training: professional learning through work, such as implementation, participation in projects, industry-university cooperation, etc.
According to the operation and achievement goals of each department, set up annual education and training plans for individuals and departments, classified into the following projects:
| Course category | Content direction |
|---|---|
| Pre-employment training | In order to enable new colleagues to quickly understand and integrate into the company, arrangements are made to understand the company's relevant specifications and work-related systems, platforms, and channels, so as to shorten the adaptation period of new colleagues and facilitate the progress of work. 1. Company history, locations and organizational overview. 2. Introduction to the company's current products. 3. ERP system used in work. 4. Introduction to the communication platform and channels for employees to reflect their opinions. 5. Regarding the code of conduct system related to salary and benefits. |
| Professional training | Good products and services depend on the effectiveness of co-workers' joint output. Different professional trainings are provided in each position, quality policies are implemented, and rewards are given through the "learning by doing" method and the implementation of a verification mechanism. 1. Training on professional abilities required for the position. 2. Arrange to learn internal core skills. |
| General training | Match the needs of work and current affairs and life, extend various learning areas, and arrange for colleagues to learn and grow, so that each colleague not only has a major, but also has a richer career learning path. For example: product process understanding, ERP system operation learning, 5S promotion courses, communication leadership, telephone and etiquette, wine tasting courses, foreign language courses, visual ability and other extensive courses. |
| Safety training | According to the fact that the operations, activities and services of our company are related to environmental safety, in order to demonstrate the effectiveness of effective management of safety, we arrange for colleagues to study relevant courses: 1. Regularly organize labor safety and health education and training. 2. Irregular publicity on labor safety and health issues. 3. According to the needs of individual job positions, arrange courses and return training on dangerous equipment, mechanical operations, fire prevention management, and supervisors of various operations. |
| Management training | Based on the current situation of the organization, the company's sustainable development orientation, and the needs of each department, the education and training unit will assist in planning and arranging group training or individual training to strengthen leadership, decision-making, management and problem-solving abilities, such as: Carnegie course. |
Annual average number of training times and hours per capita:
| Year | Training category | Numbers | Hours | ||
|---|---|---|---|---|---|
| Total visitors | Average per employee
Number of training sessions | Total hours | Average per employee
Hours of training | ||
| 2020 | Internal training | 847 | 2.97 | 846 | 6.49 |
| External training | 97 | 1,214 | |||
| 2021 | Internal training | 1,175 | 3.12 | 534 | 7.37 |
| External training | 64 | 2,385.8 | |||
| 2022 | Internal training | 702 | 2.29 | 1,108 | 7.43 |
| External training | 141 | 1,628 | |||
| 2023 | Internal training | 1539 | 3.76 | 2,403 | 8.85 |
| External training | 186 | 1,661 | |||
Colleagues can arrange various course plans based on the needs of their personal positions and career development to gradually develop various professional knowledge and work skills, thereby strengthening the overall competitive advantage of Shangpin Company. We provide different learning channels to meet the different learning needs of employees, create their own value in the rapidly changing market environment and technological development, and actively achieve work goals in Shangpin Company to achieve a win-win situation in which labor and management are harmonious.