Simplified Chinese
The inaugural appointment ceremony for Minhai Bio’s first cohort of internal trainers was held with great solemnity.
Release date:
2018-10-23
Author:
Human Resources Department, Xu Qingqin
Source:
Abstract
To fully leverage the company’s internal knowledge resources, foster a culture of internal communication and learning, strengthen training capabilities, and build a stable, high‑caliber, learning‑oriented team of trainers aligned with the company’s values, we launched a three‑phase internal trainer selection and evaluation process in June, ultimately identifying 46 trainers at the junior, mid‑level, and senior tiers.
The inaugural appointment ceremony for the first cohort of internal trainers at Beijing Minhai Biotechnology Co., Ltd. was held with great solemnity in the multi‑purpose hall. A total of 61 managers and technical leaders from various departments were selected as Beijing Minhai’s inaugural internal trainers and members of the company‑level trainer development program, and they attended the ceremony, where General Manager Yuan delivered a mobilizing address.
Mr. Zheng, General Manager of Minhai Biotechnology, delivered a key address at the appointment ceremony. He emphasized that internal trainers are both disseminators and participants in the company’s advanced culture, playing a vital role in talent development and becoming an indispensable component of the corporate training system—serving as its cornerstone and the driving force behind sustainable growth. Establishing an internal trainer network enables comprehensive, organization-wide training, enhances employees’ overall competencies, strengthens the company’s competitive edge, and ensures its healthy, long-term development. At the same time, it helps staff refine their job skills, boost productivity, and effectively pass on the company’s technical expertise and corporate culture, thereby fostering knowledge sharing across Minhai.
Subsequently, Manager Wang of the Human Resources Department, along with Directors Yuan, Liu, and Zheng, presented appointment letters for junior, intermediate, and senior internal trainers, and handed out gifts to those being developed as company‑level trainer pipeline members. Representatives of the internal trainers—Liu Kaixuan from the Medical Department and Zhang Jingfei from the R&D Center—delivered remarks.
Liu Kaixuan from the School of Medicine shared his insights on behalf of the junior trainers. He stated that establishing an internal trainer program marks a fresh starting point, and as internal trainers, they feel a profound sense of responsibility. Moving forward, their focus will be on aligning training more closely with real-world business needs and effectively imparting this knowledge.
Zhang Jingfei, representing the R&D Center, shared her insights as a mid-level trainer. On the topic of “How to Become a Great Teacher,” she offered a few reflections for our collective encouragement. First and foremost, one must cultivate virtue—moral integrity—and always keep in mind these eight characters: “Set an example as a teacher; lead by personal conduct.” By modeling positive behavior through words and actions, we can inspire those around us, radiate positivity, and become teachers who excel in both character and competence. Secondly, continuous knowledge acquisition and updating are essential. If knowledge is likened to water, then to offer students a cup, a teacher must first have a bucketful. Yet for a truly great teacher, a single bucket is not enough; what’s needed is a flowing river with an ever‑replenishing source. Such a teacher not only possesses ample knowledge but also keeps it current, staying abreast of new developments and avoiding stagnation—never becoming a stagnant pool. Finally, let us turn to the art of teaching. As the saying goes, “There are a hundred Hamlets in a hundred minds.” Even on the same subject, there are a hundred distinct ways to explain it. The best teachers each bring their own unique style: some are witty and humorous, others expressive and free‑spirited, some break down complex ideas into simple terms, and still others draw on both ancient wisdom and modern insight. When teaching is approached as an art, when even the most dry material is transformed into a lively exchange of knowledge, fully igniting students’ curiosity and engagement, and sparking intellectual creativity, only then can one truly be called a great teacher.
At its core, competition among modern enterprises is a battle for talent. In this era of rapid development and profound change, academic credentials are merely a reflection of the past, while the ability to learn is the key to the future. As Peter Senge, one of the world’s most influential management thinkers, once said: “Your greatest competitive advantage in the years ahead will be your capacity to learn faster—and more deeply—than your competitors.” “In ancient times, scholars invariably had teachers,” and building an internal pool of trainers has become an indispensable force driving Minhai’s sustained growth. With the establishment of this internal trainer network, we will continue to refine our training management system, steadily elevate the quality of our internal trainers, and thereby continuously strengthen Minhai’s core competitiveness.
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