The human resources department is actually a department that needs to make basic management solid. Only when the basic management work is well done and the responsibilities of various departments, the quality of existing employees and existing problems are clearly understood can the corresponding solutions be put forward. The whole scheme process of establishing enterprise training system is: investigation (including senior management and employees)-data collection-data analysis-targeted solutions-cost budget-senior management approval-training implementation-effect evaluation. Doing a good job in training demand investigation is naturally the premise to ensure the good operation of the training system.
The training needs of manufacturing enterprises need to be investigated in different ways according to different types of employees. Employees in manufacturing enterprises can basically be divided into four categories: top managers, middle managers, grass-roots managers and ordinary workers.
For top managers, it is necessary to combine the development strategy of the company, the annual work performance of the department and the needs of their own development, and the training department will communicate with them one by one to finally determine the training plan of the top managers. For example, Opal Lighting, we first communicate with the general manager of the company, understand the general manager's evaluation of the performance of each department last year, consult the general manager's opinion on the development plan of the top leaders of each department in the coming year, and then communicate with the directors of each department separately. The content of communication includes asking them about the company's goal next year, the department's goal next year, and the department's performance last year. And in order to achieve the goal of next year, each director puts forward personal training needs for next year according to his own quality. After sorting out and analyzing the high-level development plan put forward by the general manager and the requirements put forward by the high-level, the training department will communicate with the directors of various departments again to determine which projects are the high-level training plan for the next year. In this regard, some companies that do well will set aside a certain amount of special training funds for each senior manager above the director level every year to carry out training in the latest development trends, latest technological progress, professional knowledge, strategic management, etc., and require them to participate in the training within one year and use up all the expenses. This has certain advantages, which can make the top leaders constantly accept the impact of new ideas and provide them with more opportunities to communicate with the outside world. The training needs of senior managers are well done, and it will be easier for middle and grass-roots managers to do it.
For middle and junior managers, the focus of training lies in two aspects, one is to upgrade and expand professional knowledge and skills related to posts, and the other is to cultivate talent echelon. For the former, the training department should make an annual training demand survey every year.
Opal Lighting investigated the training needs of middle and junior managers by holding the annual training needs analysis meeting of the department. The first step is to communicate with all departments three weeks in advance to determine the training demand survey for the next year and provide individual demand questionnaires to all departments. Personal needs questionnaire mainly includes two aspects. First, fill in the job responsibilities of your position, be as brief as possible, and use one or two sentences, mainly to let other people who are not familiar with the position know the main job content of your position when holding a departmental demand communication meeting. Second, what kind of training does an individual need to attend in order to better complete the work of this position? This content is very important. When doing personal questionnaire survey, we limit the training needs to the work-related parts, so as to avoid many basic quality improvement or pure personal development needs unrelated to the post specialty. This part is the core part of the demand survey.
The problem that easily appears in this place is that the training departments of some companies like to provide a large number of classified training information such as open classes outside for reference in the demand questionnaire. Personally, I think this is not good, because on the one hand, it will mislead the respondents and make them feel that the objects of demand survey have been limited; On the other hand, some employees will not think deeply about the job-related professional needs for convenience and convenience. Doing so often leads to many public courses as the final result of demand survey, but there are few professional needs related to the improvement of employees' work skills. Implementing the plan made according to this survey often results in the company spending a lot of money, but there is no obvious effect. There is also a lack of communication within the department. The training department collects the demand tables of all departments and then summarizes them, which is the training plan for next year. There are also many problems in this way. For example, because the whole department and even the department heads have no unified and clear understanding of their own annual training plan, it will be difficult to implement it.
After the investigation of personal training needs is completed, it is very important to hold a training needs communication meeting within the department. In Opal Lighting, we stipulate that the communication meetings of all departments must be attended by people from the training department. The communication process is as follows: first, the heads of all departments convey the main work objectives and priorities of their departments for the next year to all employees; Secondly, each employee talks about the specific needs of the individual next year according to the personal needs questionnaire; Finally, the head of the department analyzes the annual work objectives of the department and the training needs put forward by individual employees, and refines the training needs of the whole department in the next year.
Another aspect is the cultivation of talent echelon. If an enterprise wants to develop continuously, it must establish a successor training system from the inside. This system has at least two advantages. First, when there are vacancies in key positions, the HR department does not have to be busy recruiting from the outside, but can be promoted directly from the inside to reduce the recruitment cost; Second, it is conducive to enhancing the cohesion within the enterprise and creating a positive corporate culture atmosphere. The construction and training of talent echelon are inseparable. First of all, the first step is to screen out which positions are key positions from the company's internal position system, and the number of key positions should be controlled at about 10% of the total number of positions. The determination of key positions makes the next step of screening outstanding talents have a clear training direction; The second step is to design the talent training scheme for key positions, including the rotation plan and the hierarchical promotion course system design. The third step is to select people with development potential from within the enterprise to hold key positions and reserve talents; The fourth step is to train the selected talents according to the set plan. Under normal circumstances, the training department should carry out the above work at the end of last year, determine the talent echelon training target for the second year, and make the echelon training plan for the second year accordingly. Here, training needs to complete two key tasks. First, establish a hierarchical curriculum system based on the key qualification requirements of posts at all levels; The second is to develop corresponding courses and train qualified lecturers.
Some enterprises are prone to two misunderstandings when building talent echelon: First, it is incorrect to designate all management positions as key positions and reserve candidates for each key position. Talents in enterprises can be divided into four categories according to their scarcity and value created for enterprises: core talents, scarce talents, general talents and auxiliary talents. When determining key positions, we should focus on selecting core talents and scarce talents to minimize the training cost of enterprises; Second, although excellent internal talents have been screened and a lot of time and energy have been invested in training, there is no clear training direction. Finally, the talents had to resign and leave because they could not be promoted for a long time. For example, a company recruited nearly 70 fresh college students in 2006, and after more than three months of training, they were assigned to various departments. But in less than half a year, dozens of college students at the headquarters have basically left their jobs except those assigned to sales. The reason is that there is no reasonable personnel training plan before recruitment.
In manufacturing enterprises, for ordinary employees, the focus of training is mainly on job skills training. For companies with relatively standardized training foundation, the training department should mainly ask the manufacturing department about the training hours of each employee when analyzing the training needs. For example, the training frequency and quality of ordinary employees should be no less than 2 times and no less than 2 hours per month, and the training department should supervise and inspect the training implementation at the end of each month. For some companies that have not established a sound training system for ordinary workers, it is necessary to communicate with the managers, supervisors and grass-roots managers of the manufacturing department, and at the same time conduct a sampling survey (mainly interviews and tests) on the existing quality and technical level of workers. On the basis of analyzing the labor efficiency, quality, cost and technology of manufacturing department and comparing with the level of benchmark enterprises, the key factors that restrict the production level of manufacturing department at present are found out, and which can be solved through training.
In short, the focus of the training needs survey can be summarized in one sentence. Communication is the most important thing to balance the needs of employees' career development on the basis of meeting the needs of the company's strategic development. Only after communicating with the company's top management, department managers and even grass-roots employees can we reach an agreed training demand, and the training next year can be truly solid. The above is the author's practical experience and personal experience in training, limited to the level, shortcomings, please advise colleagues.
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