1. Siemens training has the characteristics of full coverage, pertinence and planning, and the training methods are diversified. There are new employee training, university elite training and on-the-job employee training. The training content is formulated according to the management knowledge and the needs of the company's business, covering a wide range of fields such as business skills, communication skills and management ability. At the same time, the training is highly targeted. For example, employee management training is divided into five levels, which are improved in turn for different training objects. And with the development and changes of the two, the training content is constantly updated.

2. Features: 1), hierarchical training. For example, in the management course, employees are divided into 1-5 levels according to their skills and trained separately. 2) The training content keeps pace with the times. The training content is constantly updated according to the development of management knowledge and the business needs of the company.

Significance: This kind of on-the-job training provides an excellent opportunity for employees who are engaged in management or have management potential to learn management knowledge and participate in management practice. So as to improve the ability of participants to manage themselves and others, benefit from cross-departmental communication and transnational cultural learning, establish close internal network links within the company, celebrate the competitiveness of enterprises and employees, and achieve the purpose of developing the management potential of employees and cultivating company management talents.

3. The reference significance of Siemens' human resources development method to China enterprises: Siemens' enduring experience is (1) always handling financial problems cautiously; (2) Continuously develop new products; (3) Attach great importance to the development of human resources; (4) the flexibility and adaptability of the company's internal and external environment; (5) scientifically cultivate employees' sense of belonging. Undoubtedly, Siemens' unique human resource development model is a forward-looking and strategic long-term thinking, which lays the foundation for the long-term healthy development of enterprises and is a successful case of enterprise training and development. The human resource development model of Siemens has important enlightenment significance for Chinese enterprises. It is embodied in: 1), establishing its own vocational and technical school, paying attention to the early training of talents, tailoring front-line workers to meet the technical requirements of its own enterprises, and providing a steady stream of qualified talents for the first-line production of enterprises, which is the primary guarantee for the production efficiency and product quality of enterprises. 2) Cooperate with universities in other countries to carry out elite training programs, obtain a large number of high-quality management talents and technical elites, train future leaders of enterprises, let his management team build from a high starting point and take the initiative in the competition of high-end talents in enterprises. 3) Perfect on-the-job training, shaping a learning enterprise, constantly improving the knowledge, skills and abilities of employees, and reserving a large number of production, technology and management talents for the company, thus improving the overall competitiveness of the company and becoming an important guarantee for Siemens' unbeaten.