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466 KiB
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148 lines
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<html><head><title>华为新员工的 8 个阶段</title><meta charSet="utf-8"/><meta name="viewport" content="width=device-width, initial-scale=1.0"/><meta property="og:title" content="华为新员工的 8 个阶段"/><meta property="og:description" content="华为新员工的 8 个阶段."/><meta property="og:image" content="https://wiki.7wate.com/static/og-image.png"/><meta property="og:width" content="1200"/><meta property="og:height" content="675"/><link rel="icon" href="../../../../static/icon.png"/><meta name="description" content="华为新员工的 8 个阶段."/><meta name="generator" content="Quartz"/><link rel="preconnect" href="https://fonts.googleapis.com"/><link rel="preconnect" href="https://fonts.gstatic.com"/><script async src="https://umami.7wate.com/script.js" data-website-id="c061efdc-95dd-4d21-9d04-a1ffda0a85b9"></script><script>
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<h2 id="第-1-阶段新员工入职让他们了解自己的角色37-天">第 1 阶段：新员工入职，让他们了解自己的角色（3~7 天）<a aria-hidden="true" tabindex="-1" href="#第-1-阶段新员工入职让他们了解自己的角色37-天" class="internal"> §</a></h2>
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<p>为了确保员工在 7 天内迅速融入，管理者需要遵循以下七点：</p>
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<ol>
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<li>为新员工安排座位和办公桌，让他们有自己的空间，并介绍周围的同事（每人介绍时间不少于 1 分钟）；</li>
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<li>举行欢迎会或聚餐，介绍部门的每个人，促进相互了解；</li>
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<li>与直接上司进行一对一沟通，帮助新员工了解公司文化、发展战略，了解员工的技能、背景、职业规划和兴趣；</li>
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<li>人力资源主管向新员工解释工作职责，以及他们自身的发展空间和价值；</li>
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<li>直接上司明确安排第一周的工作任务，包括每天做什么、如何做，以及负责不相关任务的部门负责人；</li>
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<li>及时发现和纠正日常工作中的问题（不是批评），及时肯定和表扬（反馈原则），评估每天的工作量和难点；</li>
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<li>鼓励年长员工（工作 1 年以上）与新员工多接触，消除新员工的陌生感，帮助他们尽快融入团队。关键是一起午餐、聊天，不要在第一周过多地讨论工作目标或施加工作压力。</li>
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</ol>
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<h2 id="第-2-阶段新员工过渡帮助他们表现出色830-天">第 2 阶段：新员工过渡，帮助他们表现出色（8~30 天）<a aria-hidden="true" tabindex="-1" href="#第-2-阶段新员工过渡帮助他们表现出色830-天" class="internal"> §</a></h2>
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<p>过渡可能是痛苦的，但也是必要的。管理者需要帮助新员工快速完成角色过渡。以下是五个关键方法：</p>
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<ol>
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<li>使新员工熟悉公司环境和各部门，教他们如何写规范的公司邮件、发送传真，遇到电脑问题找谁，如何处理内部电话等；</li>
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<li>最好将新员工安排在经验丰富的同事附近，以便更好地观察和指导；</li>
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<li>监测他们的情绪状态，及时调整，对下属的方方面面保持敏感。回答负面或幼稚的问题时，从积极角度解答；</li>
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<li>适时地分享个人经验，让他们在实际操作中学习，实践中学习，学以致用，因为新员工看重这种学习方式；</li>
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<li>及时肯定和赞扬他们的成长和进步，并提高期望。重点是四个方面（4C）和反馈技巧。</li>
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</ol>
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<h2 id="第-3-阶段分配有挑战性的任务给新员工3160-天">第 3 阶段：分配有挑战性的任务给新员工（31~60 天）<a aria-hidden="true" tabindex="-1" href="#第-3-阶段分配有挑战性的任务给新员工3160-天" class="internal"> §</a></h2>
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<p>在适当的时候施加适当的压力往往能促进新员工的成长，但大多数管理者选择了错误的方法。</p>
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<ol>
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<li>了解新员工的优势和技能，明确工作要求和考核标准；</li>
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<li>开展公司团队活动，观察他们的优点和能力，加强长处，改进短处；</li>
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<li>当出现错误时，为他们提供改进的机会，观察他们面对困境时的心态和行为，评估他们的培养价值；</li>
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<li>如果他们无法胜任当前岗位，是否适合其他部门，给予更多机会，避免一刀切的错误。</li>
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</ol>
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<h2 id="第-4-阶段表扬和建立信任6190-天">第 4 阶段：表扬和建立信任（61~90 天）<a aria-hidden="true" tabindex="-1" href="#第-4-阶段表扬和建立信任6190-天" class="internal"> §</a></h2>
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<p>有效表扬常常成为管理者的难题。表扬遵循三个原则：及时性、多样性和开放性。</p>
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<ol>
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<li>当新员工完成有挑战性的任务或取得进步时，及时表扬和奖励，确保及时性；</li>
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<li>多样化的表扬和奖励形式，带来惊喜感，创造不同的表扬方式；</li>
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<li>向公司展示员工的成就，分享成功经验。</li>
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</ol>
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<h2 id="第-5-阶段融入团队合作完成工作91120-天">第 5 阶段：融入团队合作，完成工作（91~120 天）<a aria-hidden="true" tabindex="-1" href="#第-5-阶段融入团队合作完成工作91120-天" class="internal"> §</a></h2>
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<p>年轻员工通常缺乏团队合作经验。管理者需要耐心地指导他们有效合作。</p>
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<ol>
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<li>鼓励员工积极参与团队会议，鼓励他们发言，在发言后表扬和奖励；</li>
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<li>开展讨论关于激励机制、团队建设、工作流程、个人成长等的会议，加强团队合作，强调坦诚、赏识、情感、诚信；</li>
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<li>鼓励员工探索解决问题的方法，支持员工的创新思维。当员工提出好的建议时，要及时肯定；</li>
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<li>及时处理同事间的矛盾，确保团队和谐。</li>
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</ol>
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<h2 id="第-6-阶段赋予员工使命适度授权121179-天">第 6 阶段：赋予员工使命，适度授权（121~179 天）<a aria-hidden="true" tabindex="-1" href="#第-6-阶段赋予员工使命适度授权121179-天" class="internal"> §</a></h2>
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<p>在前 3 个月过后，新员工通常会转正，带来新的挑战。管理者的重点需要转向以下方面：</p>
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<ol>
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<li>帮助员工重新认识工作的价值、意义、责任、使命和高度，帮助员工重新定位自己；</li>
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<li>持续关注员工，及时调整情绪，对员工的方方面面保持敏感。对员工的问题要积极转换方式，从积极的角度解决问题；</li>
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<li>强调公司的使命、愿景、文化价值，聚焦团队凝聚力、方向明确和高效沟通，促进绩效提升和职业素质；</li>
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<li>在公司有重要事件或激励人心的消息时，鼓励员工分享，随时激励员工；</li>
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<li>逐步授权，让员工自主完成工作，让他们体验工作价值的喜悦。授权需要逐步进行，不要一步到位。</li>
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</ol>
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<h2 id="第-7-阶段总结与制定发展计划180-天">第 7 阶段：总结与制定发展计划（180 天）<a aria-hidden="true" tabindex="-1" href="#第-7-阶段总结与制定发展计划180-天" class="internal"> §</a></h2>
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<p>在过去的 6 个月中，是时候进行正式评估并制定发展计划了。绩效面谈应包括以下六个步骤：</p>
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<ol>
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<li>每个季度至少进行 1-2 次 1 小时以上的正式绩效面谈，谈前进行充分调查，确保谈话有据可查；</li>
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<li>绩效面谈目的明确，员工进行自我评价，回顾完成的任务和取得的成绩，指出不足和改进计划；</li>
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<li>领导评价涵盖成果、能力和日常表现。先肯定成果，再提出不足，提供具体例子支持；</li>
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<li>协助员工制定目标和措施，鼓励员工承诺目标，并监督目标的完成进度；</li>
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<li>为员工争取发展机会，每 3-6 个月评估一次员工；</li>
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<li>鼓励员工参加培训，鼓励持续学习，制定成长计划，定期检查进度。</li>
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</ol>
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<h2 id="第-8-阶段全方位关注员工成长每一天">第 8 阶段：全方位关注员工成长（每一天）<a aria-hidden="true" tabindex="-1" href="#第-8-阶段全方位关注员工成长每一天" class="internal"> §</a></h2>
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<p>在前 90 天过后，员工通常会正式转正，面临新的挑战。管理者需要持续关注员工的成长：</p>
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<ol>
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<li>关注员工的生活，当员工遇到挫折、疾病、感情问题、生活变故等时，提供支持、沟通、关心和帮助；</li>
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<li>记住部门同事的生日，以及部门的重要事件和突破，表扬每一次进步；</li>
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<li>每月组织多种形式的团队活动，增强团队凝聚力，强调坦诚、赏识、情感和诚信。</li>
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</ol></article></div><div class="right sidebar"><div class="graph "><h3>Graph View</h3><div class="graph-outer"><div id="graph-container" data-cfg="{"drag":true,"zoom":true,"depth":1,"scale":1.1,"repelForce":0.5,"centerForce":0.3,"linkDistance":30,"fontSize":0.6,"opacityScale":1,"showTags":true,"removeTags":[]}"></div><svg version="1.1" id="global-graph-icon" xmlns="http://www.w3.org/2000/svg" xmlnsXlink="http://www.w3.org/1999/xlink" x="0px" y="0px" viewBox="0 0 55 55" fill="currentColor" xmlSpace="preserve"><path d="M49,0c-3.309,0-6,2.691-6,6c0,1.035,0.263,2.009,0.726,2.86l-9.829,9.829C32.542,17.634,30.846,17,29,17
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s1.794-4,4-4S33,46.794,33,49z M29,31c-3.309,0-6-2.691-6-6s2.691-6,6-6s6,2.691,6,6S32.309,31,29,31z M47,41c0,1.103-0.897,2-2,2
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s-2-0.897-2-2s0.897-2,2-2S47,39.897,47,41z M49,10c-2.206,0-4-1.794-4-4s1.794-4,4-4s4,1.794,4,4S51.206,10,49,10z"></path></svg></div><div id="global-graph-outer"><div id="global-graph-container" data-cfg="{"drag":true,"zoom":true,"depth":-1,"scale":0.9,"repelForce":0.5,"centerForce":0.3,"linkDistance":30,"fontSize":0.6,"opacityScale":1,"showTags":true,"removeTags":[]}"></div></div></div><div class="toc desktop-only"><button type="button" id="toc" class><h3>Table of Contents</h3><svg xmlns="http://www.w3.org/2000/svg" width="24" height="24" viewBox="0 0 24 24" fill="none" stroke="currentColor" stroke-width="2" stroke-linecap="round" stroke-linejoin="round" class="fold"><polyline points="6 9 12 15 18 9"></polyline></svg></button><div id="toc-content"><ul class="overflow"><li class="depth-0"><a href="#第-1-阶段新员工入职让他们了解自己的角色37-天" data-for="第-1-阶段新员工入职让他们了解自己的角色37-天">第 1 阶段：新员工入职，让他们了解自己的角色（3~7 天）</a></li><li class="depth-0"><a href="#第-2-阶段新员工过渡帮助他们表现出色830-天" data-for="第-2-阶段新员工过渡帮助他们表现出色830-天">第 2 阶段：新员工过渡，帮助他们表现出色（8~30 天）</a></li><li class="depth-0"><a href="#第-3-阶段分配有挑战性的任务给新员工3160-天" data-for="第-3-阶段分配有挑战性的任务给新员工3160-天">第 3 阶段：分配有挑战性的任务给新员工（31~60 天）</a></li><li class="depth-0"><a href="#第-4-阶段表扬和建立信任6190-天" data-for="第-4-阶段表扬和建立信任6190-天">第 4 阶段：表扬和建立信任（61~90 天）</a></li><li class="depth-0"><a href="#第-5-阶段融入团队合作完成工作91120-天" data-for="第-5-阶段融入团队合作完成工作91120-天">第 5 阶段：融入团队合作，完成工作（91~120 天）</a></li><li class="depth-0"><a href="#第-6-阶段赋予员工使命适度授权121179-天" data-for="第-6-阶段赋予员工使命适度授权121179-天">第 6 阶段：赋予员工使命，适度授权（121~179 天）</a></li><li class="depth-0"><a href="#第-7-阶段总结与制定发展计划180-天" data-for="第-7-阶段总结与制定发展计划180-天">第 7 阶段：总结与制定发展计划（180 天）</a></li><li class="depth-0"><a href="#第-8-阶段全方位关注员工成长每一天" data-for="第-8-阶段全方位关注员工成长每一天">第 8 阶段：全方位关注员工成长（每一天）</a></li></ul></div></div><div class="backlinks "><h3>Backlinks</h3><ul class="overflow"><li>No backlinks found</li></ul></div><div class="explorer mobile-only"><button type="button" id="explorer" data-behavior="collapse" data-collapsed="collapsed" data-savestate="true" data-tree="[{"path":"Journal","collapsed":true},{"path":"Journal/2024","collapsed":true},{"path":"Journal/2024/W33","collapsed":true},{"path":"Obsidian","collapsed":true},{"path":"Obsidian/Templates","collapsed":true},{"path":"Personal","collapsed":true},{"path":"Personal/Blog","collapsed":true},{"path":"Personal/Blog/2018","collapsed":true},{"path":"Personal/Blog/2020","collapsed":true},{"path":"Personal/Blog/2021","collapsed":true},{"path":"Personal/Blog/2022","collapsed":true},{"path":"Personal/Blog/2023","collapsed":true},{"path":"Personal/Blog/2024","collapsed":true},{"path":"Personal/Book","collapsed":true},{"path":"Personal/Book/个人成长","collapsed":true},{"path":"Personal/Book/医学健<E5ADA6><E581A5>
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