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在日本大众传媒领域求职上,广告位居榜首,是最热门的职业。在广告人才竞争最激烈的电通,可以从招新特点、新入职员培训流程以及独特的LEADER-SUBLEADER制上,了解其人才培养模式的概况。电通的招新主要分为综合职位和ART职位两类,对新人的评价指标中,个性与团队精神通常是被非常看重的。从一个新人进入公司的前7年都算早期人才培养,其中最重要的是第一个半月的新入职员培训,主要包括基础知识学习、营业现场实习、基础知识巩固三个阶段。电通的LEADER-SUBLEADER制是继承和发扬“电通方式”的秘诀,它对新入职员的培训起到了不可替代的核心作用。结合中国的实际情况,笔者认为,“谁来教”、“怎么教”、“教什么”是目前中国高校广告教育中值得注意的三个方面。
Job search in the field of mass media in Japan, advertising topped the list, is the most popular occupation. In the most competitive advertising talent the Dentsu, from recruiting new features, the new staff training process and the unique LEADER-SUBLEADER system to understand the overview of its personnel training mode. Qualcomm recruit new divided into general positions and two types of ART positions, the evaluation of new people, personality and teamwork are usually very valued. From the first seven years when a newcomer enters the company, all of them are regarded as early-stage personnel training. Among them, the most important one is the first and a half months of new staff training, which mainly includes three phases: basic knowledge learning, business field practice and basic knowledge consolidation. The LEADER-SUBLEADER system of Dentsu is the secret of inheriting and carrying forward the “power-through mode” and plays an irreplaceable and central role in the training of new recruits. Combined with the actual situation in China, the author believes that “Who to teach ”, “How to teach ”, “What to teach ” is the three aspects of Chinese college advertising education is worth noting.