Scheme of symposium for new and old employees

In order to establish effective communication between employees and company management, help employees solve practical problems in work and life, and create a good corporate culture. The following is a model of the symposium for new and old employees that I have carefully arranged for you. Recommend it for your reference. Welcome to reading.

Demonstration scheme of symposium for new and old employees: Part I: With the continuous expansion of the group scale and the increasing number of employees, in order to make new employees adapt to the new working environment as soon as possible and give full play to their initiative and enthusiasm; At the same time, old employees can get familiar with new employees as soon as possible and help new employees improve their work efficiency. In addition, it is also an opportunity for new and old employees to learn from each other. It is decided to hold regular seminars for new and old employees of the company from 20XX. Details are as follows:

1. Symposium theme: A symposium for new and old employees (each issue can be customized with a more specific and novel theme).

Two. Venue: the company meeting room is tentatively set in the early stage, and outdoor form can be adopted appropriately in the future.

III. Number of holding periods: if the number of new employees exceeds 15, one period will be held.

Four. Participants:

Intern staff; Employees who have not participated in the symposium and employees who have participated in the symposium but have not been employed for more than one month.

Supervisor: 5-6

Minister: 1-2

Internal trainers: 2

Employees: at least one from each company/center.

The number of people should be controlled at least 30.

Verb (abbreviation for verb) Organization form of the meeting:

Sponsored by the talent management and development center

Task of intransitive verbs meeting:

1. New employees are familiar with the old employees of the company as soon as possible, familiar with the company system and department settings, and have a deeper understanding of the various departments and branches of the company.

2. Old employees have a basic understanding of the basic situation, departments and job responsibilities of new employees, which is convenient for future work assistance.

3. New and old employees enhance friendship, enhance group cohesion, and fully reflect the big family culture.

Seven. Agenda of the symposium:

Part I: (Fixed agenda)

1, the moderator speaks (explain the theme of the meeting, and the moderator is preferably a new employee);

2. All participants introduce themselves;

3. New and old employees set up by themselves? One-man gang? Group form;

4. New employees talk about their feelings of entering the company;

5. Old employees give new employees some help at work;

The second part: the interactive link (change link) changes the game according to the specific number of people.

6. Name of the game: Find a friend (fixed program)

7, guessing game

8. Drums and bananas (fixed agenda)

VIII. Closure of the meeting:

Part I: Warm Tips:

At the end of the meeting, each old employee gave some warm tips to the new employees and shared their experiences in daily work and behavior.

Part II: Summary of the meeting:

The host of this seminar will summarize this meeting.

Part III: Conclusion of the meeting:

Count the scores, give awards to the winning employees, and take photos with the new and old employees.

Part IV: Experience of the meeting:

The staff will issue commemorative cards to everyone, and participants can write down their own experiences or suggestions for the company. All commemorative cards will be displayed uniformly after the meeting.

Nine, the late meeting:

After the meeting, the moderator of this meeting will make a written summary of the post-meeting process, put forward improvement plans for the shortcomings, and submit them to the talent management and development center. In addition, employees are welcome to make suggestions on the improvement of the forum.

Demonstration scheme of symposium for new and old employees: Chapter 2 1. Background of the symposium:

With the acceleration of the company's development, the continuous expansion of production scale and the increasing number of employees, in order to make new employees adapt to the new working environment as soon as possible and give full play to their initiative and enthusiasm; At the same time, old employees can get familiar with new employees as soon as possible and help new employees improve their work efficiency. In addition, it is also an opportunity for new and old employees to learn from each other. Therefore, this symposium for new and old employees was held.

Second, the purpose of the symposium:

1. In order to establish effective communication between employees and company management, help employees solve practical problems in work and life, and create a good corporate culture.

2. strengthen the feelings of new and old employees and let the old employees play? Pass, help and take? Benchmark role.

2. Reduce the wastage rate and increase employees' sense of belonging and loyalty.

3. Understand the company's operation and future development strategy and direction, and fully mobilize the enthusiasm, initiative and creativity of employees.

Three. Venue: training room on the first floor of functional office building

Four. Time: 20XX-3-30 18:40-20:00

Verb (abbreviation of verb) list of people: tentatively about 40 people. (The list will be discussed and decided separately)

1, old staff production line

First, advanced employees and technicians who can set an example;

B, leading or representing old employees;

C. Old employees who dare to ask questions and are good at communication;

D. Old employees who take the company as their home, have deep feelings for the company and witness the company's development;

E. Personnel Commissioner of the Production Department;

2. New employees in the production line (within half a year after entering the factory)

A, new employees with typical ideological changes can now work conscientiously;

B, good communication skills, active personality, dare to come to the company? Make a request? ;

C, ordinary post work hard, strong sense of responsibility;

3. Some managers: leaders in charge of various workshops and departments.

Agenda of the seminar on intransitive verbs: (about 1.5H)

The first part (5min): The training director of the Administration and Personnel Department presided over the symposium, explaining the theme and purpose of this symposium. We sincerely welcome everyone to speak and please express your opinions without reservation.

The second part (5 minutes): The executive deputy general manager or the manager of the administrative personnel department will introduce the basic situation of the company's production and operation, as well as the company's future development plan and direction.

The third part (5min): The manager of the administrative personnel department introduces the career development channel of employees, the company's employment concept, promotion space and welfare treatment.

Part IV (30 minutes): Interactive questioning of employees: First, the representative employees will be guided and driven in the early stage (an old employee and a new employee can be selected in advance to take the lead), and basically every employee is required to speak and ask questions, and the scope of questions and suggestions is not limited (work, life, environment, dining, dormitory, post, promotion).

Part V (10min): The staff will put the prepared notes in everyone's hands, and participants can write down their own experiences or questions and suggestions about the company. Collect it later and hand it over to the host of the forum.

Part VI (15min): The questions and matters needing attention raised on the spot, and the questions that the leaders of the competent departments involved in the proposal can answer on the spot.

Answer in person. If it cannot be solved on the spot, it shall be recorded by the staff of the administrative personnel department (see the attached table for the record form) and promised to give a reply within three days.

Part VI (5 minutes): The host of this seminar will summarize this meeting.

Seven, the late stage of the meeting:

After the meeting, the host of this meeting will make a written summary of the post-meeting process, put forward improvement plans for the shortcomings, and submit them to the executive vice president of the general manager's office and the manager of the administrative personnel department. Eight, organizational work:

1, confirm the list of participants before March 28th.

2. Contact the workshop before March 28th, and notify the list of people attending the symposium, and finally determine the number of people who arrive.

3. Before the morning of March 29th 12: 00, all the materials needed for the meeting were ready.

On the afternoon of March 30th, the meeting was photographed, recorded and publicized after the meeting.

Nine, matters needing attention:

1, to guide employees to divergent thinking and encourage employees to express their positive ideas and things that are useful to everyone and the team.

2. Pay attention to the concreteness of the topic and avoid deviating from the central idea of the topic.

3. The list of participants in the early stage should be selected with full reference to the principle of Article 5 of the plan, and should be broadly representative and actively involved.

4. In the early stage, it is necessary to fully communicate the shifts of the participants and participate in the symposium in time to ensure the attendance rate.

5. Determine the representatives of new and old employees in advance and inform them in advance to prepare their speeches at the meeting.

6. Inform participants to prepare in advance when attending the meeting, such as questions and suggestions.

7. During the symposium, the staff of the Administration and Human Resources Department should keep minutes of the meeting, and completely record the questions and suggestions put forward by the staff. After completion, give it to the general manager's office for reply.

8. The reply results of the general manager's office should be posted on the bulletin board, which is convenient for employees to supervise the implementation.