1, the enterprise training form is single, and the employee participation is not wide.
Many employees, even the top management of enterprises, think that enterprise training is a matter for human resources management departments. Usually, the training practice of many enterprises is: at the beginning of the year or the beginning of the month, the managers of all departments get the training schedule from the human resources management department to see which topics they want to participate in, and a few days before the training, they will temporarily arrange for relatively idle people to participate. Therefore, some employees have less work and are often called by the competent manager to make up the number. Some employees are busy and have not participated in training for several years.
In many enterprises, human resource managers do not have a good division of labor, and everyone is busy with administrative affairs. The implementation of training is only to cope with the inspection of superior leaders. The training form of many enterprises is to organize students to watch training CDs, temporarily participate in open classes on related topics in the market, or introduce trainers to give lectures in enterprises through acquaintances. Because the training is not well designed and planned, the training form is single and the content is boring.
2. The enterprise training management system is not perfect.
Many enterprises have unreasonable allocation of training resources and prefer to spend money on training. Choose a famous teacher and cooperate with a well-known consulting company. In a word, we should make the training process full of energy. However, little attention has been paid to training evaluation and training effect transformation. Students' participation in training is just like watching a movie, enjoying the trainer's performance in class and acting as entertainment. Many enterprises do not have professional training organization and management personnel, and there is no training approval management process. Often, training managers and human resources managers have friends who work in consulting companies and ask friends to introduce trainers to give lectures in enterprises. In the choice of training courses, blindly follow the trend, train for fashion and train for training. This extensive training management also leads to low satisfaction of employees with training.
3. Enterprise training is out of touch with employee performance and enterprise performance.
Many enterprises think that training is ineffective and a complete waste of money. Among them, the ineffectiveness of training can be divided into two categories: first, the content of training does not match the job requirements of employees. In other words, training has no direct or indirect impact on employees' working status. Second, the training content is useful, but the training effect has not been translated into work. After the training, many enterprises generally require students to fill in the course evaluation form as a summary of the training. The content of the course evaluation form is simple, only a qualitative understanding of the training content and training place, and employees are not required to link the training content with their daily work. As a result, the job of employees is how to do it before and how to do it after training.
Enterprise training is an internal human investment behavior. At present, the training of many enterprises is out of touch with employee performance and enterprise performance, so the training investment can not be rewarded at all and the performance can not be improved, thus creating more benefits for enterprises.
4. Enterprise training is out of touch with employees' career.
Many enterprises are worried that employees who leave after training will lose their investment in human capital. The reason for the high turnover rate of employees is that employees have no clear understanding of their career development in the enterprise, and they don't know what kind of results they can achieve in job development and salary promotion after mastering certain knowledge and skills through training.
Enterprises are very contradictory in training: on the one hand, enterprises hope to attract and retain talents through training; On the other hand, enterprises hope to do their best to avoid the loss of training caused by employee turnover. Because enterprise training is out of touch with employees' career development in enterprises, enterprises can never solve this contradiction.
Judging from the current situation of enterprise training, most enterprises simply regard training as a kind of welfare for employees. With the intensification of competition in the external market and the gradual development of enterprises, enterprises have also exposed many management problems and encountered bottlenecks for further development. More and more enterprises begin to pay attention to the practicality and effectiveness of training, and demand that training should really improve the level of human resources and solve the problems in enterprise management. Based on many years of experience in providing training and management consulting for enterprises, the author advocates introducing "consulting training" into enterprises.
Consulting training is to introduce the method of management consulting into training, take the problems existing in enterprises as the starting point, train students to analyze problems, find out the root causes of problems, put forward effective solutions, and continuously improve the performance level.
Second, the role of consulting training
1, consulting training can improve enterprise performance.
Consulting training aims at solving enterprise problems in a targeted manner, thus improving enterprise performance. In the training needs assessment, comprehensively analyze the organizational and stage tasks, find the performance gap and weak links, and determine the training purpose at the company and functional departments level. In the evaluation of the transformation of training results, it is required that human resources management departments, trained functional departments and functional departments related to the work of trained employees participate in the implementation together on the basis of an organic whole organization, and the training content is linked to enterprise performance to achieve a good return on human resources investment.
2. Consulting training can improve employees' performance.
In the training needs assessment, consulting training should not only analyze the needs of organizations and departments, but also comprehensively analyze the trained employees, fully understand the gaps and weak links between employees' abilities and job requirements and job performance objectives, and determine the training objectives of employees. In the evaluation of the transformation of training results, employees are emphasized to apply what they have learned and apply it effectively, focusing on the changes of employees' knowledge, skills, attitudes, behaviors and performance before and after training.
3. Consulting training can improve employee loyalty.
Consulting training emphasizes helping employees to develop better in the enterprise. In the whole training process, the human resources management department, the direct supervisor of the trainees and the trainees themselves need to participate. In this way, employees can fully understand their job performance requirements and existing gaps, and can also understand their career development direction in the enterprise after their performance improvement from the human resources management department. Consulting training is a personal training plan jointly designed by the human resources management department, the employee's direct supervisor and the employee himself, and carries out the follow-up training implementation, evaluation and assessment, so that employees can enhance their value in the enterprise through training, thus improving their satisfaction and loyalty.
Third, the process and application of consulting training
The process of consulting training is shown in figure 1. Firstly, through the analysis of training needs, the training objectives and training plans are determined, then the training is implemented, then the post-training evaluation, the transformation of training results, the mid-and long-term evaluation, and finally the training summary. The last training summary can be used as a reference for the next training demand analysis, thus forming a spiral cycle, constantly solving new management problems of enterprises through training, and improving enterprise performance and employee performance.
As can be seen from the process, consulting training has a longer cycle, more steps and more practical and targeted content than traditional enterprise training, so it puts forward higher requirements for enterprise organizations, managers and trainers. To effectively implement consulting training, first of all, enterprise organizations should raise the training work to the height of enterprise strategy. Training is not only a matter for human resources management departments, but also for all functional departments of the company. In addition, the managers of training institutions should not only undertake simple daily work, but also have the corresponding professional ability of human resource management; Finally, trainers are required to have rich management consulting and training experience at the same time, so as to solve the personalized problems of enterprises and implement training according to the actual situation and special circumstances of enterprises.
Simply put, consulting training can be divided into three stages: before training, during training and after training. 1, before training
The work before training is to analyze the training needs and determine the content and form of training.
Training demand analysis includes organization analysis, task analysis and personnel analysis. Organizational analysis is to determine the corresponding training according to the company's business strategy; Task analysis is to clarify the responsibilities of post tasks and the requirements of various important tasks on the knowledge, skills and behavior of incumbents; Personnel analysis is a comprehensive analysis of employees' current work performance, to find out the gaps and weak links with the target performance, and to determine the training objects and training contents.
Through demand analysis, find out the personalized problems that enterprises need to solve and determine the content and form of training.
Step 2 train well
The focus of training implementation is to bring the objective situation that students encounter in practical work to the classroom for analysis, and help students find ideas and methods to solve problems on the spot.
Usually, students only provide the appearance of problems, such as low qualified rate of products, low enthusiasm of employees, and declining market share. Moreover, the problems encountered by enterprises do not exist independently, and various problems will form a certain correlation. Trainers should use all kinds of scientific technologies and tools to find the essence from the phenomenon, analyze the causes of the problems, and find the ideas and methods to solve the problems.
In the process of training, the trainer gives a lot of practical training to the trainees in combination with the real cases of the trained enterprises. In the process of training students' ability, it not only improves students' ability to analyze and solve problems, but also solves practical problems encountered in daily work.
3. After training
The post-training evaluation in general enterprises simply asks students to fill in the course evaluation form and make a small summary of the trainer's teaching skills, training content and training atmosphere, so as to measure whether the students have gained anything in knowledge and skills. According to the author's experience, the evaluation of trainers after training is not enough. Because trainees are the main body of training, the function of training will not be reflected without evaluating whether trainees have solved the problems encountered in training and improved their work after training.
Consulting training adopts effective means to strengthen the evaluation of trainees after training.
First of all, at 1 week after the end of the training, students are called to take a written test to test their mastery of the training knowledge points, so as to evaluate whether the students have solved the problems encountered in their work.
Then, after the training, let the trainees work out a post action plan with their immediate supervisors, apply the knowledge points, methods and tools of the training to their daily work, and implement and test the action plan in the next 1-2 months to evaluate whether the training has improved the trainees' work.
Consulting training is one of the most effective ways to solve enterprise problems through training. Of course, in the rapidly changing internal and external market environment, the problems encountered by enterprises are endless, and the requirements for training will constantly change. It is necessary for trainers to constantly improve the training form to make the training more practical and effective for enterprises.