This has become a headache for many human resource managers and corporate trainers.
According to expert analysis, the root of these situations is that no reasonable and effective training mode has been adopted.
At present, the training of domestic enterprises is mostly emergency, and more than 85% of the training plans are temporarily finalized, which makes the training very random.
In contrast, foreign training modes are mainly entrusted training, cooperative training and internal organization training, among which internal organization training has become the most popular training mode for foreign companies, such as self-run management colleges or training centers.
In view of how to improve the effectiveness of training, we interviewed three human resources experts to analyze how training can be transformed into enterprise performance from different angles, so as to improve enterprise productivity.
To improve the training performance with the guidance of "Three Essentials", Guo Rong jinzhou area Environmental Human Resources Director's enterprise human resources management should combine the actual business, and meet the overall development needs of the company and the actual needs of business departments and employees as the main goal of human resources development and service.
Training, as a module unit of human resource management that directly serves the front line of business, should be closely combined with the actual business.
To serve customers, we must understand our customers and their needs.
Customers of human resources can be divided into three levels: strategic level, strategic level and employee level.
The strategic level, that is, the overall management level of the company, focuses on the company's top management personnel, whose needs and judgments can basically reflect the needs of the company's strategic level; The strategic level is also the company's various functions and management levels, with emphasis on the heads of various departments. Their understanding of the business and their respective responsibilities can basically represent the needs of the company's strategic level; The employee level represents the actual needs of the company's grassroots, which are varied and have their own characteristics, and need to be carefully analyzed and integrated.
The "accuracy" of demand understanding means understanding customer demand. First, we should communicate with customers and understand their ideas and needs. Secondly, we should judge the needs of customers, communicate and discuss with customers from the perspective of human resources specialty, and confirm the effectiveness of their actual needs; Third, it is necessary to analyze, judge and macro-control the customer demand from the perspective of the company's overall human resources.
In terms of training, taking the business department as an example, we need to know the basic training needs of the business department, which are often simple and vague, and can only be confirmed through continuous communication and discussion, even on the basis of in-depth understanding of the business. This requires our human resource managers to have business sensitivity and basic qualities, so that they can have a correct understanding and professional judgment on the basis of understanding the front-line business needs, and then communicate and communicate with business managers professionally.
After understanding the real needs and exact needs of the business, we need to judge these training needs from the perspective of human resources, such as the responsibilities and qualifications of the post, and have a correct and relatively comprehensive evaluation of the actual knowledge, skills and work performance of the post personnel. Only by comparing the gap between the confirmed demand and reality can we get a relatively accurate demand survey.
"Accurate" Training Content Company training should combine the specific reality at all levels, and carry out different training methods and modes for different training levels and majors.
According to the content, it can be roughly divided into professional training, management culture training and employee basic quality training.
Professional training should rely more on the analysis and judgment of front-line departments and be carried out through internal communication and gradual accumulation.
For some common skills, such as marketing skills, production management, procurement management, etc. On the basis of in-depth internal communication and discussion, we can ask external professional organizations to provide focused help, and then clarify our own problems and areas that need improvement.
For internal management and cultural training, human resources departments need to have a deep understanding of the overall management of the company, have a good grasp of the overall management and culture of the company, and have a relatively objective and overall judgment on the skills and abilities that managers at all levels need to improve. We have to follow the trend and train according to the individual needs of managers without analysis and judgment.
This kind of management training should also be combined with the overall management steps of the company. After more management practice and management discussion, targeted and planned training and arrangement will be conducted for the contents that everyone is generally concerned about and lacking.
The basic quality training of employees should also be based on the understanding of the overall management of the company and the basic quality of employees, aiming at the outstanding problems and lack of ability of employees in the company, rather than spreading pepper noodles without focus.
Only by gradually solving the * * * problem can we gradually deepen and train to improve local key problems.
It should be said that training is more about people's concepts and basic methods, and it is no longer the basic business skills training of production enterprises in the past. The cultivation of methods, ideas and ideas is more important than the improvement of skills and majors.
Training is just a means of external support. The pre-consultation and investigation of trainers and the targeted adjustment of training courses are more based on our own correct analysis and judgment of enterprises, which is an external factor. What really works is the internal factors. We constantly improve our training performance through practice.
Therefore, we should correctly understand the significance of training, and we can't expect to solve the problem through one training.
"Fine Training Choice" For the current training market, it is very uneconomical for training companies to build their own courses and have their own trainers.
Trainers are * * * resources, and the training courses are relatively fixed, so the choice of trainers is more important than the choice of training companies.
Trainers who have worked in large international standard companies, or have deep experience in consulting industry, or have strong professional background are the first choice for general enterprises.
In addition, face-to-face communication and understanding with trainers is also an important link in selecting trainers.
Choosing a trainer, like an enterprise interview, is a comprehensive judgment and grasp of the trainer's experience, knowledge literacy, field mobilization and control ability.
A good trainer is the basic guarantee of enterprise training effect.
From the training content and training form, the best training method for enterprises is the accumulation and dissemination of internal knowledge and experience.
Only when internal knowledge and experience are well implemented can targeted external training be gradually increased.
For the enterprise's * * * problems, it is suitable for the enterprise to use external trainers for training; For local key issues, we can take the form of sending overseas students to participate in public training. Expatriates should enjoy internal knowledge or open training after receiving training, so as to reduce the training cost and expand the training effect.
There are also some concepts or attitudes and basic skills training, which can be carried out through internal strength development courses or self-study.
Scientific training management mechanism, good course selection and certain pressure are important guarantees to improve training performance.
Regular training mechanism for internal management and business personnel, regular training management with a certain management level, internal enjoyment of overseas training, reward mechanism for internal curriculum development, and various colorful training organizations and arrangements, as well as making requirements for specific training effects and linking training expenses with results, are all good methods to improve training performance and transform training into enterprise competitiveness and productivity, which are worthy of continuous exploration and application by enterprises.
How can training be effective? Wu Shaoyong's training choice for the strategic training manager of China Railway Construction Engineering Group —— Guided by "purpose", first of all, what should the training do? For what? Then determine your means and training content. Only by determining the training content can you decide what kind of training institutions and trainers you want to choose.
In some cases, it is more appropriate for us to choose internal trainers. For example, it is more appropriate to choose internal trainers to train internal management processes, which not only reduces costs but also improves pertinence; If you are training in management concepts, you can choose some formal training institutions with relatively good experience.
In addition, due to the different training objects and different training costs, it is necessary to choose the appropriate training institutions according to the training objects and contents and training purposes.
In addition, in the background investigation of training institutions, first of all, according to the training content, we should see whether they have done similar training in the same industry, what the effect is and what the trainer's style is; Then choose the appropriate training method according to the characteristics of your training object, for example, the training methods adapted to different age groups are different; In addition, what is the customer's satisfaction? Investigate the enterprises or employees they have trained and ask about the training effect.
In a word, the selection of training institutions is a balance of some comprehensive factors, so as to choose the content and training methods that match their own training objects, so as to improve the training effect.
"Satisfied" training forms should be diversified. Some are sent out, some are invited in, and some are lively. For example, the training methods that young students like are generally lively, such as scenario simulation and role-playing. If you are older, you may prefer the traditional teaching form, because role-playing may be designed with hierarchical assumptions. If you can make him give up his identity, the effect is still good.
Some students have a strong desire to learn. If the training content also meets the needs of his career development, then he will definitely take the initiative to learn, which is very important for absorption.
In addition, the choice of training form should be combined with other characteristics of different training objects, such as positions. The requirements for the low position are not high, and more attention is paid to the practicality of the content. The position with high position will be higher, besides the demand of content, it will also care whether the form is satisfied.
The satisfaction of students will directly affect the training effect.
How can the "three dimensions" of training evaluation effectively evaluate training performance, so that training can truly achieve the purpose of improving employee performance? This problem can be grasped and evaluated from three aspects.
The first is the evaluation of the organizer.
According to the training form, if training is conducted within the enterprise, there will be some quantitative assessment for the organizers, such as whether the training venue is quiet and tidy; Whether the relevant equipment and props needed for training are fully prepared and can be used normally; Whether the training attendance registration or sign-in form, training materials and tea preparation are completed; Whether discipline control is done during the training, such as whether to remind students to turn off their mobile phones or turn on the vibration, and not to walk around the venue during the lecture, so as not to affect the thinking of teachers and students; Whether to make written records, video or audio recordings during the training process, and whether to negotiate with the trainer to keep the teacher's courseware for other students to learn and refer to.
In short, the evaluation of organizers should be comprehensively evaluated in form and process to ensure the training effect.
Secondly, it is the evaluation of the trainer.
Whether the trainer completes PPT according to the requirements of the enterprise, meets the needs of the students, and fully understands the situation of the enterprise and competitive enterprises; Whether his training method conforms to the preferences of most students, whether the training site is active, how much appeal he has, whether he can fully mobilize the students' interest in participation and get the students' active interaction and cooperation; Students ask questions, whether the teacher's answer satisfies the questioner; How to grade the trainer after the satisfaction survey filled out by the trainees? Whether the training teacher communicates with the trainees after the training, to see their absorption and the situation of solving practical problems in the later stage, such as making a survey after the training, how many trainees will keep in touch with the lecturers after one month, and whether there will be communication after three months.
These are all methods to evaluate the style and professionalism of trainers.
Finally, the evaluation of students.
The first is the formal evaluation, such as attendance, on-site discipline, whether you are sleepy, etc.
It is suggested that students set up several groups to evaluate each other internally; Secondly, the perception evaluation after training, whether the trainees will transform the training content into experience and sentiment, and then into the change of attitude and behavior and the improvement of skills; Re-examine the performance and test the students' understanding and mastery through the examination; Then the most important thing is the supervisor's approval, how many supervisors support this training, and whether the students he sent to participate in the training feel effective after returning to school. He knows best about the job performance changes of trainees before and after training. If the effect is obvious, he will support and cooperate with this training more. Finally, the evaluation of training effect. It takes a long time to measure the value (profit) created by training, and gradually find out a mathematical model, which takes about five years of data to support, so as to calculate how much training reflects in the profit growth of enterprises to evaluate the training effect.
The concept of training should be broad and not limited to traditional training forms. In fact, the best training method should be to learn and improve through work practice itself, such as setting up a project management team, and a project manager who is particularly proficient in business and good at counseling will take other members, so that other personnel can be brought out and better training results can be achieved.
Training: The key is to be the general manager of Ma Hongze Qiyuan Dynamic Management Research Institute. Only when the training is truly "thorough", the employees who receive the training can not only change their concepts and learn knowledge, but also master methods and operating tools, get counseling and master operating skills in the implementation process, and the training investment can really benefit the enterprise.
Why do you want to be "thorough" is because enterprise training has not shown its role at this stage.
If training really plays an auxiliary role in enterprise management, it must be closely integrated with the three levels of enterprise management.
At the company level: training is linked to the business objectives of the enterprise to support the improvement of the organizational ability of the enterprise; Departmental level: training is linked with departmental objectives to support the realization of departmental performance; Employee level: Training is linked with the development of employees' ability to support the realization of employees' performance.
Training achievement is a process of accumulation. At the company level, it takes a long time to improve the overall management level and organizational ability of enterprises.
Due to the constraints of management foundation, funds, energy, market competition demand and other factors, usually only one or two management improvement projects can be done in a period of time.
Liu Chuanzhi, chairman of Lenovo's board of directors, once had an image metaphor: "Enterprise development is like tamping soil, paving a layer of soil for compaction and then paving another layer of soil for compaction.
"The most important thing for enterprises to improve their management level is systematic planning, full bloom, and finally nothing is done.
Improving the management level of enterprises should be planned systematically and implemented step by step. It takes a year or even several years for a management project to upgrade and implement, and it really becomes the accumulation of enterprise's ability, just like Lenovo's three management elements and GE's six sigma.
The improvement of organizational ability is based on the improvement of employees' ability, while the improvement of employees' personal ability is restricted by cognitive ability, energy, pressure and interest, and many skills are difficult to master quickly in a period of time.
Research shows that it usually takes 265,438+0 days for a person to master a new skill, but it takes 90 days to master this skill and become a habit.
Therefore, the skills training and upgrading of employees usually need a complete process.
Experience shows that everyone can concentrate on learning a skill for a period of time and usually master it well. After continuous practice, it can be applied to practical work, so that a job can be completed with good quality and quantity, thus improving personal performance.
Pay attention to the supervision and control of the training process. The most basic requirement of training is to let employees really master the skills needed to complete the work.
It takes a process of "knowing → understanding → mastering → proficiency → innovation" for employees to truly master job skills.
It can be seen that if the training does not make the trainees generally reach the stage of "mastery", it means that the employee has not mastered the basic skills required for the post and does not have the ability to work for the post, and this training will become a thing of the past.
At the same time, even if you master these skills, you can't guarantee that they can be well applied in your work. You need to give guidance in practice until you master them. At this time, employees can truly master the work skills, and then apply these skills to solve practical problems and create the expected benefits of the enterprise.
How can training be "thorough"? Let's see how many steps it takes to master a skill.
For example, sales ability requires salespeople to communicate with customers, handle customers' problems reasonably, and reach a deal quickly.
In order to achieve the purpose of the transaction, salespeople are required to reasonably apply their sales skills to every interaction with customers.
The process of transforming sales skills into transaction realization includes: basic theoretical knowledge of sales, methods to control the sales process, communication skills and skills to deal with every link in the sales process.
The premise of mastering this skill is to master the basic theoretical knowledge of sales, in addition to mastering certain working methods, such as communication skills, and applying them in daily work, and getting counseling to continuously improve their application ability in practice.
Therefore, in order to make employees reach the level of creating benefits, our training should at least master the skills needed for the job.
This requires that enterprise training should first make trainees realize the value and necessity of learning and mastering the skills involved in training; Secondly, let employees learn and master relevant theoretical knowledge; Thirdly, let employees deeply understand and master the application methods and tools; Fourth, let employees clearly understand the work standard requirements and workflow; Fifth, in daily work, we should provide timely application counseling to employees, so that trained employees can fully master the skills involved in the work.
Employees have mastered the training methods and tools initially, but they cannot be completely and accurately applied to practical work. This requires us to continue to follow up, coach and trim in the future work until the employees are fully skilled in using it. Only in this way can the training with one skill really take root in our enterprise.
It can be seen that the fundamental reason for the poor training effect in many enterprises is the unfavorable supervision and control of the implementation and management process of employee training, which makes the trainees fail to achieve the purpose of skillfully using training skills in practical work, and the training gradually loses its significance in supporting the business objectives of enterprises.
Only when enterprises really "infiltrate" the training, so that the employees who receive the training can not only change their concepts, learn knowledge, but also master methods and operating tools, and get counseling and master operating skills in the implementation process, can the training investment really make the enterprises generate benefits.
Training performance evaluation focuses on the application effect and Excellence of enterprises and employees, not how much they have done, but how much they have done well and thoroughly.
Ability lies not in what you learn, but in what you master.
When we do everything, we should ask ourselves three questions: Did we do it? Did you do it? Is it perfect? If enterprise training is to be thorough, it is necessary to pay attention to cultivating employees' ability to do well and be proficient in what to do.
This requires that in the process of training planning and implementation, our enterprise should change from what training the enterprise has done and how much training it has done in one year to what training the enterprise has done this year and what skills the employees have really mastered.
Only in this way can the training investment of our enterprise truly realize the transformation of operating efficiency.
Training should be "thorough", not "show".
This requires that the trainer should not only demonstrate the application in the learning stage of concept transformation and theoretical knowledge understanding, but also guide students' practice in combination with the actual situation of the enterprise, and conduct follow-up counseling and testing for employees for a period of time after the training, so as to urge employees to truly master the methods of theoretical application and practice and apply their skills to a skilled level, thus improving their work performance and truly transforming training into enterprise productivity.