第1章 企业导师制概述······································································1 1.1 导师与导师制·········································································1 1.2 企业常见的导师与导师制··························································3 企业导师类型·········································································3 导师与教练············································································5 企业导师制类型······································································6 1.3 企业导师制的价值·································································10 企业层面·············································································10 导师层面·············································································11 被辅导者层面·······································································11 1.4 企业导师制的成功要素····························································12 企业导师制应用的常见痛点·····················································12 企业导师制项目的成功要素·····················································14 1.5 嵌入S-OJT的导师制项目AD5SE模型介绍·································16 S-OJT的起源·······································································16 AD5SE模型介绍···································································17 本章关键点·················································································19 第2章 获取共识是导师制成功的基础··················································20 2.1 确认人才需求·······································································20 销售能力复制·······································································20 连锁/零售行业的人才培养·······················································21 专业技能类人才培养······························································22 2.2 获取高管支持·······································································25 2.3 制定导师制项目的目标宣言·····················································27 建立价值证据链····································································27 制定项目目标宣言·································································30 本章关键点·················································································33 第3章 编写导师管理制度，从制度层面保障导师制落地··························34 3.1 导师的选拔制度（选）···························································35 导师的类型、角色和职责························································35 导师的胜任标准····································································37 导师的招募··········································································39 导师的选拔··········································································40 3.2 导师的任用管理制度（用）·····················································40 档案管理·············································································40 绩效管理·············································································41 积分管理·············································································42 退出机制·············································································42 3.3 导师的发展和培养体系（育）··················································43 导师的发展通道····································································43 导师的认证··········································································44 导师学习地图·······································································45 3.4 导师的激励制度（激励）························································46 评优与表彰··········································································47 现金报酬与奖励····································································47 发放导师纪念品····································································48 与绩效、能力提升、晋升等相关的激励措施································48 本章关键点·················································································51 第4章 设计导师制项目，推动导师制执行············································52 4.1 项目的整体设计····································································52 项目范围·············································································52 项目周期·············································································53 项目类型·············································································53 师徒匹配·············································································54 活动设计·············································································56 项目设计的整体呈现······························································57 4.2 项目的进度管理····································································58 确定进度目标·······································································58 编制进度计划·······································································59 4.3 项目的人力资源、干系人及沟通管理·········································60 项目发起人：重点管理···························································61 业务部门：令其满意······························································62 导师：监督··········································································62 被辅导者：随时告知······························································63 项目执行者：随时告知···························································63 4.4 项目的风险管理····································································64 来自项目发起人和业务部门的风险············································65 来自导师的风险····································································65 来自被辅导者的风险······························································65 来自项目执行者的风险···························································66 本章关键点·················································································67 第5章 启动导师制项目，多方培育导师文化·········································68 5.1 仪式强化·············································································68 拜师仪式流程·······································································69 拜师帖、收徒帖····································································69 签订师徒协议·······································································71 5.2 领导率先·············································································72 认知层面·············································································72 行为层面·············································································73 表率层面·············································································74 5.3 标杆示范·············································································74 标杆示范的内容····································································75 标杆示范的宣导····································································75 5.4 培训宣导·············································································76 培训对象和时机的选取···························································76 培训内容的开发与设计···························································77 培训形式的匹配····································································77 本章关键点·················································································80 第6章 开发导师手册，支持导师成功··················································81 6.1 新人导师带教手册的编写························································83 工作任务分析·······································································83 手册内容编写·······································································86 6.2 新管理者辅导手册的编写························································92 建标：建立管理者的能力素质标准············································92 对标：找准测评工具，确定学员能力的优劣势·····························96 达标：找准提升内容和方式，实现能力靶向培养··························97 本章关键点·················································································99 第7章 赋能师徒，拉动师徒关系建立·················································100 7.1 赋能导师············································································101 初级导师赋能······································································101 中级导师赋能······································································102 高级导师赋能······································································103 资深导师赋能······································································104 7.2 赋能徒弟············································································107 摆正心态············································································108 技能学习············································································110 增强信心············································································112 本章关键点················································································114 第8章 跟进及提供支持，保持师徒激情··············································115 8.1 项目跟进············································································115 跟进内容············································································116 跟进方式············································································117 跟进工具：电子系统·····························································119 进度反馈及公布机制·····························································121 8.2 提供支持············································································123 提供师徒所需的项目信息和材料··············································124 提供与项目相关的疑问解答····················································126 提供师徒所需的情感支持·······················································127 本章关键点················································································128 第9章 让我们做得更好，评估并持续改善导师制项目····························129 9.1 评估项目成果和过程·····························································129 项目成果评估······································································130 项目过程评估······································································131 9.2 评选优秀师徒······································································133 评选优秀导师······································································134 评选优秀徒弟······································································135 评选默契师徒······································································136 表彰优秀师徒······································································136 9.3 制订持续改善计划··················
"吴穗敏（Crystal WU） 拥有超过20年国企、外企、民企的业务部门和职能部门的任职经历，对企业不同情形下的业务需求、培训与业务的关联颇有研究，尤其是在人才发展领域和学习技术领域，包括结构化在岗培训及导师制、任职资格体系建设、胜任力建模及测评、人才盘点、培养体系搭建、关键人才发展项目等领域，积累了深厚的理论功底和丰富的实践经验。 个人邮箱：crystal_wsm33@hotmail.com 微信号：Crystal_WU_TD 秦文靖 拥有超过10年世界500强企业人才发展管理任职经历；具备临床医学、人力资源管理学、心理学专业背景；国内某医学高校继续教育学院特约讲师、学院管理类咨询顾问；深耕组织人才发展领域和新生代团队管理，特别在校招生的结构化在岗培训及导师制的线上、线下项目上积累了深厚的理论功底和丰富的实践经验。 "
本书作者基于5年的深耕研究，结合15年的人力资源管理相关方面的工作经验，梳理出一本帮助企业零基础地实施导师制的工具书，意在以结构化在岗培训激活组织赋能系统，批量复制人才。本书先是梳理实施导师制需要了解的关键内容，再按照实施导师制的步骤，教读者逐步实施导师制。书中不仅提供关键表单、工具，还提供避坑指南、成功案例等。本书特别适用于处于快速发展阶段、需要大量培养新员工的企业的人才发展工作者，同时也是有后备/新晋管理人员、销售人员、技术人员等人才培养需求的企业的人才发展工作者的重要实践工具书。
"一本快速教企业零基础成功实施导师制的工具书。 无论你是大公司的人力资源部门的新手，还是中小企业的中高层管理者，如果你对快速培养人才有需求，那这本书都足够让你使用少的时间，获得你想要的结果。因为这本书的作者5年时间都是在做这样的一件事，且有20年的国企、外企和民企业务部门和职能部门的任职经历。你的痛点问题，她深有体会，相信本书可以帮助你。"
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