Goldwind training programs are divided into corporate training, business unit training, and department training. Based on the content, training programs can be grouped into four main categories: corporate strategy implementation study programs, talent development and strategic training programs, critical post talent development, and general capacity building.
We use the resources of Goldwind University and our own training and education system to design courses for employees at different levels and positions. We bring together internal and external resources to provide comprehensive learning opportunities for employees. For employees who are eligible for on-the-job advancement training, we provide a certain proportion of tuition assistance for on-the-job continuing education, higher education, and professional certifications based on how long the employees have spent with Goldwind.
In order to provide employees with systematic training courses and venues for exchange and interaction, we set up Goldwind University in September of 2011. This was the first corporate university established by a Chinese wind power equipment manufacturer. Following the core values of openness, learning, innovation, and practicality, with the long-term mission of training outstanding new energy value creators and fulfilling CSR, Goldwind University has established an internal learning infrastructure for all company employees. Goldwind university invites senior experts from various departments in the company, as well as industry experts, to teach employees. These courses enhance overall employee ability while cultivating greater knowledge in the wind power industry. Goldwind University has already had the management of our internal training activities more systematized and standardized. As the company's most important training infrastructure, Goldwind University not only improves employee capabilities, but also provides training to our stakeholders and develops talent for the broader renewable energy industry.
Based on the duties of technical posts, Goldwind provides an organized system of job-related information dealing with management processes, resource utilization, employee incentives, partner relations, and self-management. This information can serve as a roadmap to help employees study the professional skills required for technical posts. In addition, we have developed this information into a series of courses that provides specific skills training to employees with different skillsets. About 500 employees have already participated in these courses.
In order to fully utilize internal resources and effectively transmit the company's technical knowledge and culture, Goldwind selects employees rich in course development or teaching experience to form the internal educator team. This team conducts internal educator training, course competitions, promotion evaluations, and other activities to improve course development and teaching abilities of our internal educators. We currently have 253 internal educators and 304 mature courses. The internal educator team is gradually expanding to improve the company's training capabilities, so as to promote internal employee exchanges and innovation. These efforts have already contributed to the company's creation of internal knowledge products.
The E-learning system provides employees with an efficient and practical online learning platform that includes micro-courses for basic literacy, internal knowledge resource exchanges, training management information tools, and online training assessment.
Goldwind gives employees opportunities for higher education. We focus on developing multiple personnel education programs for employees at different levels and positions, such as our Pilot Program, Ride the Wind Program, Yufeng Program, and Hundred Masters Program. We have partnered with Beijing Jiaotong University, China University of Mining and Technology, and the Chinese Academy of Sciences to provide a master's degree postgraduate program to one hundred employees.
The Hundred Masters program is meant for Goldwind strategic talent development and adopts a customized school-enterprise joint education model. Participants take training courses jointly developed by Beijing Jiaotong University and Goldwind University are supported by hands-on problem solving activities, cross-sector observation and exchanges, personal work improvement plans, and many other educational approaches. This program enhances employees' knowledge, improves their skills, meeting the needs of both personal and corporate development.
Since the Hundred Masters program was launched in May 2015, trainees have had about 75 days of concentrated study over five semesters. During the program, they completed training modules for project management and electrical engineering, along with Goldwind University training courses. At the same time, the trainees developed technical and managerial courses. Finally, through team work, they will solve or suggest solutions for actual technical problems facing the company.
"I will share the knowledge I have gained from this engineering masters program with my team. At the same time, I will keep the appetite for learning that characterizes the Hundred Masters program, striving to improve my skills and applying what I have learned. This program allows me to realize my full potential at work."—— Dang Anqing, Turbine Business Unit, Customer Service Center, North China Division
Goldwind has established a "one horizontal, two verticals" career development system for employees. The "one horizontal" refers to talent diversification and Historys that move employees from one area to another. For example, staff can move from R&D and technology to marketing, or from O&M services to marketing, R&D, technology and functionality, so as to develop a wider range of skills. The "two verticals" refer to the two career Historys open to employees: management and technical specialization. There is no longer a single promotion path that all employees must follow. Instead, based on research into the growth and development patterns of core employees, we use job qualifications as the basis for talent development and employee training. Instead of vague requirements for future advancement, we provide employees with evaluation requirements and open the entire talent development training system to them. This way, our employees can achieve sustained development and growth by increasing their job qualifications.
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