First, there is no complete training system and training system.
Some enterprises talk about training and learning employees all day, but the company does not have a complete training system and system. The training is completely random and unplanned. You can train anything you need. There is neither a training system nor a training system. There is no standard for the evaluation and judgment of training effect when employees participate in training instead of training. Therefore, training has become the task of the training department to complete the tasks of the superiors, and employees' participation in training has also become a part of the work. Training is completely formalistic, and the training result goes without saying.
Two, the person in charge of training does not have the training qualifications and conditions.
Many companies regard training as a job that anyone can do, and randomly choose a person to put on the training post, without judging whether he is qualified as a trainer or not, and without training some basic knowledge and skills, he will take up the post. Many people in charge of training can't even do the most basic training plan and training cost budget, let alone make PPT courseware and use and maintain multimedia equipment. Imagine that a person in charge of training doesn't know what training is, and it is almost an armchair strategist to make him do a good job in training. This is the level of the person in charge of training. If you want him to do a good job in publicity and organizing training, it can only be empty talk. It is necessary to train the person in charge of training in professional knowledge and organize some exchange activities, especially to participate in the professional skill appraisal of national trainers, so that the person in charge of training can be competent.
Third, the training process lacks supervision.
Lack of judgment on the training results.
When training is implemented, there is no method to monitor the whole training process. Therefore, the attendance of employees participating in the training, the atmosphere of lectures, the teaching effect of trainers and other information are unknown. After the training, the knowledge and skills of employees participating in the training will not even be assessed. Although some employees have exams, they are also allowed to copy books and answer questions, which cannot truly reflect what the employees who participated in the training have learned and how much they know. After the training, the training effect will not be judged, and the performance of employees participating in the training will not be tracked and evaluated. After the training, everything will be over. It also makes some leaders of the company unable to see the input-output information of the training work, thus further increasing the degree that the training work is not taken seriously.
Fourth, there is no training reward and punishment system.
There is no reward and punishment system for each training, and there is no punishment for some employees who are late, leave early or even miss classes during training; Some departments do not support or cooperate with the training work, and there are no measures to restrict it. There are no incentives for employees who perform well in training and assessment, and no penalties for employees who perform poorly in training and assessment, which makes training a dispensable thing, which not only greatly discourages employees from participating in training and learning, but also makes those employees who are unwilling to participate in learning and department leaders who do not pay attention to training even more ashamed.
Fifth, attach importance to the training of management personnel and despise the training of front-line operators.
Some units spend a lot of training funds on overseas inspection of management cadres, and this is called overseas inspection, which is actually disguised tourism. In state-owned enterprises, it is difficult for the training department to control the training of many cadres because of the separate management of cadres and workers. Some leaders in charge take the lead in violating the procedure that training must be applied in advance and approved by the competent training department, which makes many training projects not go through the training department at all, but the expenses are ultimately reimbursed by the training funds, which brings great difficulties to management and makes people have great opinions about a large amount of training funds being used for leaders' visits abroad. Some units spend 90% of their annual training funds on the inspection of management cadres, especially middle-level cadres. The remaining 10% training is basically spent on the examination and certification of special operations employees, and there is almost no real training for front-line operators.
Six, the company's salary system and employment system have drawbacks.
Salary has nothing to do with employees' learning ability and learning quality, training completion has nothing to do with leaders' bonuses, and promotion has little to do with individuals' knowledge and ability. Therefore, employees are unwilling to learn or think that learning is useless, which is particularly prominent in state-owned enterprises, which is caused by the environment of state-owned enterprises. Some companies have not appraised the professional skills of their employees for decades, and many people have worked as electric tongs and welders all their lives after retirement. However, they finally left the company without a senior worker. Some employees who like to learn have obtained the vocational skills qualification certificate in the outside exam, but they can't enjoy the corresponding treatment because the company doesn't recognize the national vocational skills appraisal that you participated in outside. In addition, some companies have serious problems in professional and technical treatment. For example, professional technicians in engineering series have enjoyed technical subsidies for more than ten years, but professional technicians in other management series (such as economics, political work, statistics, accounting, etc.). ) There is no technical subsidy at all. But when evaluating professional titles, it is a standard and a requirement. This unfair system has seriously affected the enthusiasm of employees to study and participate in training.
Seven, employees are not clear about the training purpose, and the training will is not strong.
Some employees think that they have mastered the basic knowledge and skills of their posts and are basically competent for their jobs. You don't need further study and training, and even mistakenly realize that this is a trap set by the company. Many people in state-owned enterprises have this idea. Due to the influence of the environment of state-owned enterprises, employees' jobs are basically iron rice bowls, so they feel that their knowledge and skills are more than enough to work in state-owned enterprises, and there is no need for recharging training. Therefore, they don't understand that providing training for themselves is a good opportunity to improve their ability and quality, nor do they understand the importance of individuals having more knowledge and skills in today's society. In addition, some old employees have only primary or junior high school education, and their ability to receive knowledge and skills training is poor. They don't understand the courses taught by teachers during training and learning, so they are bored with training and learning, which directly affects their interest and initiative in participating in training and learning.
Eight, the teaching content is monotonous and tasteless, and the teaching skills of the lecturers are dull.
Many enterprises lack strict examination of training courses in advance during each training. Some courses have little to do with work, and even employees can't learn anything practical after listening to them.
The contents of the lectures are all big talk and empty talk, and some even have no actual cases. In the form of teaching, it still continues the old tradition that teachers speak on the stage and students listen in the audience. Some teachers have poor eloquence, and some don't have the qualifications of internal trainers at all, and even don't know how to teach and interact. They only know that they are on the stage, regardless of the feelings of the audience. Finally, I can only give lectures on the stage and sleep under the stage.
In a word, if employees want to participate in training voluntarily, pay close attention to training, regard training as an opportunity for self-improvement and self-development, and as a welfare treatment given by enterprises, I think it is not a problem that can be solved by saying a few words and issuing a few systems, but by seriously analyzing the root causes of this phenomenon and truly solving several factors that cause employees to dislike learning and are unwilling to participate in training. For example, the fairness of training, the reward system for outstanding students, the salary system, the promotion system, the system of linking training with leadership bonuses, the continuity of professional skill appraisal, the fairness of the treatment of professional and technical personnel, and the reward system for publishing articles in national newspapers and periodicals. Only in this way can the training work be lucky and colorful, and the training will become the conscious behavior of employees. Establishing a learning organization is not an empty talk.
Employees are unwilling to participate in training and learning. As an enterprise and the department in charge of training, it is necessary to analyze this phenomenon in depth and carefully, find out the root causes, and start with various reasons why employees are unwilling to participate in learning and training, and prescribe the right medicine. Only in this way can training be valued by company leaders and employees.