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。

前 言 综观古今中外，导师对被辅导者的影响都极其深刻。在人的一生中，如果能遇到一位良师益友，会终身受益。这样的导师可能是人们进入成年时期前的父母、求学时期的老师，进入职场后遇到的直属上级或企业高管等。在我的职业生涯中，就有幸遇到了一位这样的导师。那是在17年前，在走了一大圈弯路进入人力资源领域后，我加入了一家法资公司。当时我的部门负责人是Alan Tan。她，就是使我在人力资源工作上不断提升和精进的导师。在这家公司工作的十余年里，她不但一直给予我信任，而且十分善于根据我的能力水平给我成长的机会和空间，让我接受不同的挑战和历练，更是一直陪伴我成长。除在工作上得到她的指导和支持外，我们还建立了深厚的友谊，我们两家人会时不时地一起聚餐和交流。 也正是在这家公司，我开始深耕于人才发展领域。怀着希望他人也得益于导师带教辅导的初心，我陆陆续续启动了一些导师制项目。最深刻的一次导师制项目发生在2008年，当时公司从全国各大高校招聘了一批优秀的管培生，期望经过一段时间的培养，他们能够在各自的部门担任要职。作为管培生项目的负责人，我为这批学生设计了为期6个月的集训+导师制培养项目，具体包括： 1．组织拓展培训，帮助管培生完成从学生到职场人士的心态转变； 2．邀请公司高管给管培生进行公司文化、行业及业务状况、业务流程等内容的介绍； 3．为管培生指派导师进行在岗辅导培训，期望导师能帮助管培生顺利适应公司、独立上岗。 当时，拓展活动和高管培训都进行得非常顺利。但当集训完毕，管培生回到各自部门、各自岗位后，出乎我的意料，情况可以用“完全失控”来形容。很多管培生都向我吐槽，不是说导师没时间带教辅导，就是说导师带教的内容难懂，还有的说从导师那里根本学不到东西。 同样的问题也出现在之后的一个高潜人才导师制项目中。除了师徒配对之后的“完全失控”，高潜人才导师制项目还有一个突出的问题，那就是在导师辅导内容上没有规划，以至于师徒都在项目中迷失了方向，项目最终不了了之。 这两个导师制项目的失败，让我开始反思：作为一种重要的人才培养手段，导师制项目为何如此脆弱？为何如此容易失败？有什么好的方法可以推动其落地并成功呢？这些问题一直萦绕在我的脑海中，直到我在2018年遇到了雅各布斯教授（《结构化在岗培训》一书的作者）。在为他两天的公开课做了现场翻译工作，并深刻理解了结构化在岗培训的精髓之后，我终于看到了解决这些问题的一丝曙光。在那之后的3年多时间里，我把结构化在岗培训的精髓和要素融入了导师制项目中，并在不同企业、不同人群的培养中进行实践和迭代，形成了本书的核心方法论——推拉结合，软硬兼施，也开发出了用于实施嵌入结构化在岗培训的导师制项目AD5SE模型，帮助企业导师制在企业中成功落地。 同样，怀着希望更多企业得益于嵌入结构化在岗培训的导师制的人才培养模式这一初心，我于2021年开始了本书的写作。正因为有这样的初心，我把本书定位为一本工具书。本书在把嵌入结构化在岗培训的导师制方法论讲解清楚（第1章）的基础上，对该方法论在企业的实施和落地流程、要点进行了详细介绍（第2～9章），并专门提炼了在企业导师制落地过程中容易踩到的6个坑及相应的避坑指南，在实施过程中用到的8个工具表单（附录1～8），以及一些参考意义较大的样例和示例。同时，我还在本书中分享了大量的实操案例和名企实践借鉴（集中在第10章），力求让读者“一看就知道如何操作，一操作就理解其中的要领”。 在此，我要感谢在我写作过程中曾经帮助、支持我的朋友和家人。他们是：迈特管理咨询公司（简称迈特咨询）总经理罗胜飞，在我初步构思本书的结构和定位时，他给了我很多有价值的建议和意见；本书第二作者秦文靖老师，她是我实践嵌入结构化在岗培训的导师制的最佳搭档，她的工作让本书增色不少；我的客户，包括但不限于在本书中提及的客户，我分享了他们实践嵌入结构化在岗培训的导师制的经验；还有我的丈夫和我的两个可爱的女儿，在我为本书伏案的无数个日日夜夜，他们给予了我无限的支持和理解。 最后，期望本书能为企业的人才培养带来真正的帮助，也期望收到大家在实践嵌入结构化在岗培训的导师制过程中的心得。 吴穗敏

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································································137 项目变更管理······································································137 导师自我评估······································································138 本章关键点················································································141 第10章 企业导师制最佳实践分享······················································142 10.1 金融企业关键核心岗位的导师制项目······································142 项目背景············································································142 项目目标············································································143 项目难点············································································143 项目解决方案······································································143 项目关键产出成果································································144 项目价值············································································144 10.2 消费品企业疫情下校招生的导师制项目···································144 项目背景············································································144 项目目标············································································145 项目难点············································································145 项目解决方案······································································145 项目关键产出成果································································146 项目价值············································································146 10.3 生产制造企业技能人才的导师制项目······································146 项目背景············································································146 项目目标············································································147 项目难点············································································147 项目解决方案······································································147 项目关键产出成果································································148 项目价值············································································148 10.4 中层管理者后备培养项目中的导师赋能···································149 10.5 一岗多能导师制项目···························································150 附录 8个工具表单··········································································152 附录1 导师自荐表····································································152 附录2 导师推荐表····································································153 附录3 导师选拔评估表······························································154 附录4 “新员工导师带教辅导技巧”课程大纲································155 附录5 “管理者后备导师辅导技巧”课程大纲································157 附录6 基于嵌入S-OJT的导师制项目AD5SE 模型的过程评估表·········158 附录7 被辅导者对导师的评估表··················································160 附录8 导师自我评估及提升表·····················································161 参考文献·························································································163 后 记·························································································165