电通的新入职员培训制度及对中国高校广告教育的启示  

Dentsu's New Orientation System and its Reference for Chinese Ad Education at Universities

作　　者：王仕军[1] 

机构地区：[1]东北财经大学新闻传播学院

出　　处：《中国广告》2008年第12期125-128,共4页China Advertising

摘　　要：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。For job-seekers in the field of mass media in Japan, advertising is the top and the most popular career. In Dentsu, where advertising talents complete very fiercely, we can learn the profile of its personnel training mode from the features of its recruitment, training processes for new staff, as well as the unique LEADER-SUBLEADER system. The position of Dentsu is mainly divided into two kinds, the synthetical position and ART position. Referring to the evaluating indicators for the new staff, individuality and team spirit are generally thought highly of. For a new employee in Dentsu, his（her） first seven years belongs to the early personnel training stage. The most important of it is the first one-and-a-half months＇ new staff training which involves three stages： studies of basic knowledge, on-the-scene practice and consolidations of basic knowledge. The secret to inherit and develop ＂Dentsu way＂ is its LEADER-SUBLEADER system which plays an irreplaceable role in the new-staff training. According to Chinese current conditions, the author believes that ＂who teaches＂, ＂how to teach＂ and ＂what to teach＂ are the three noteworthy aspects in the present university advertising education in China.

关 键 词：电通 培训制度 LEADER-SUBLEADER制 中国 广告教育 

分 类 号：F713.8[经济管理—广告] G729.29[经济管理—产业经济]