1. Staff training: Staff training refers to various planned, organized and systematic activities carried out by enterprises to enable employees to acquire or improve work-related knowledge, skills, motivations, attitudes and behaviors, so as to improve their performance and contribution to enterprises.

2. The significance of employee training:

(1) Training can enhance employees' sense of belonging and ownership. For enterprises, the more adequate and attractive employee training is, the more value-added role of human resources can be brought into play, thus creating more benefits for enterprises;

(2) Training can promote the two-way communication between enterprises and employees, management and employees, enhance the centripetal force and cohesion of enterprises, and shape excellent corporate culture. Many enterprises adopt their own training and entrust training. It is easy to integrate training into corporate culture, because corporate culture is the soul of an enterprise and a micro-cultural system that educates all employees on corporate consciousness with values as the core;

(3) Training can improve the comprehensive quality of employees, improve production efficiency and service level, establish a good image of enterprises and enhance their profitability;

(4) Adapt to market changes, enhance competitive advantage, cultivate enterprise reserve forces, and maintain the vitality of enterprise sustainable operation. Enterprise competition is talent competition in the final analysis. Wise entrepreneurs are increasingly aware that training is a "people-oriented investment" that can not be ignored in the development of enterprises, and it is the fundamental way to improve the "hematopoietic function" of enterprises.

Second, the steps and methods of employee training

1. Slowly change employees' understanding and change "I want to learn" into "I want to learn".

Learning or training, the effect of active learning and passive indoctrination is completely different. Therefore, the training department should change "the company wants me to learn" into "I want to learn, and the company creates opportunities for me". In the era of knowledge economy, human knowledge will double every five years. The Fifth Discipline describes our times: there is too much information to see and too fast to keep up with changes. In this context, lifelong learning is an inevitable choice. The training provided by enterprises for employees is a charger, which can keep employees in a better state, and also an engine, which can make employees grow faster. Therefore, employees should be aware that training is the greatest benefit provided by enterprises. Under the pressure of the growth of society, enterprises and individuals, we should not only actively seek learning opportunities, but also make full use of the company's resources to continuously improve, maintain personal competitiveness and achieve sustainable development.

2. Determine the training needs. When conducting employee training demand survey, enterprises should think from the perspective of enterprise development strategy, carefully analyze enterprise strategy, seize some obstacles in the process of realizing enterprise strategic intention, and strive to help organizations clear these obstacles through training. Although the training plan divorced from strategic considerations may play a certain role in the current work of enterprises, it will be backward and passive because it is divorced from the overall development plan of enterprises, so enterprises should make clear the training needs from a long-term perspective; At the same time, the managers of all departments should know the current personnel situation of their departments, that is, they can know the short-term and medium-term training needs of enterprises, and analyze the training needs of their departments according to the tasks assigned to them by the strategic objectives of enterprises and the bottlenecks in operation.

(1) Conduct a training demand survey, including establishing employee training files, focusing on employee quality, employee post changes and training times, and also referring to the establishment of employee personnel files and employee work performance. Fully grasp the changes of the enterprise, and keep abreast of the changes in production and business activities, staffing, enterprise development and other aspects! It is necessary to carry out targeted training. Get a preliminary understanding of employees' needs for training, which can be collected and reported from employees' submissions, suggestions or special personnel; (2) When training becomes necessary, we should begin to prepare for the investigation. Including determining the goal of demand investigation and selecting the appropriate training demand method;

(3) Understand the current situation of trainees during the investigation, including the position of employees in the organization, whether they have received training before and what kind of training they need. Determine the expected training benefits of the employees to be trained;

(4) After the investigation, analyze the survey data, which can be analyzed from the perspective of employees; Need training inside and outside the enterprise, and issue grade certificates. It can also be analyzed from the perspective of enterprises; Whether the enterprise's goals satisfy customers and whether the training environment meets the needs of employees.

3. Design the training plan.

(1) The training plan is based on the analysis results of the training needs of enterprises or departments and the training resources available for strategic planning of enterprise development.

(2) The contents of the training plan include: training strategy, training policy, training task analysis, current situation analysis, training demand analysis, training objectives, training targets (new employees, employees who are capable and in line with enterprise development, employees with special needs), and different trainings are conducted for different employees. Training resources, training content (training time, place, scale, training teachers, fees, methods) and other information. Training activity arrangement, training effect analysis and training benefit analysis.

(3) Training plan formulation procedure: Designate personnel to prepare employee training plan, carefully understand the situation, and conduct in-depth investigation and study. Formulate the overall goal of training, the overall planning of enterprise human resources, and analyze and determine the sub-goals of the target items, including the implementation process and analysis.

Training resources, ensuring that all targets have corresponding human, material and financial support, and optimizing and balancing all indicators.

4. Design or select targeted training content that is in line with the current situation of the enterprise and the level of employees. The design of training content should meet three requirements:

(1) meet the demand. Of course, some indoctrination and communication training are exceptions.

(2) It conforms to the present situation of the enterprise. If the trainees feel that the training content is an ideal, far higher than the current situation of the enterprise, and it is an impossible state for the enterprise, the trainees will lose interest. The training content is slightly higher than the current situation, which makes students feel that it can be achieved through hard work.

(3) Consistent with students' level. Everyone's education, experience and understanding are different. On the one hand, the training department should treat students at different levels differently, so that the participants in the current training can be at the same level as much as possible. On the other hand, it depends on the content that the level of students is consistent with that of students at that level. If uneven students attend the same training, some people will think it is too superficial, while others will think it is too profound. ?

5. Create conditions for the training content.

Training only instructs students what to do in theory or through case analysis, and warns them what not to do. For students, at best, they have accepted some new things and concepts in knowledge or concepts. As for whether they can practice in their posts and turn the theories and knowledge gained in training into natural actions, so as to improve and improve students' behavior, it depends on students. At this point, the trainer is powerless. Therefore, many trainers should emphasize after the training: practice, practice and practice again. The training department has the obligation to create conditions for students' internships. For example:

(1) After the training, the trainees are required to answer the three biggest gains of the training and make three feasible action plans or three previous incorrect behaviors and improvement plans. After the training, about 1 month, check the implementation of the trainees' action plan or improvement plan, and urge the trainees to take practical actions consciously.

(2) After the training, the trainees are required to read the training handouts regularly within half a year (such as the interval 1 month), recall the main contents of the training and the most inspiring cases or viewpoints, and solidify the training theory into the trainees' own ideological understanding through regular reinforcement, so as to guide their own behavior.

(3) Require the direct supervisor of the trainees to pay more attention to the changes of the trainees' behaviors and ways of doing things after the training, and give timely praise to the positive changes of the trainees. The training department should collect this information in time.

6. Prepare for training.

(1) Arrange training places. Different training places have different places. Clearly inform venue suppliers of the arrangement requirements and conduct on-site inspection. Give the trainer a comfortable environment.

(2) Prepare training tools and teaching materials, use software such as computers, and provide technical requirements consistent with the training content, so that trainees can clearly understand what they have learned.

(3) It is particularly important to choose teachers for training. Teachers should have teaching ambition first, and then have strong expressive ability, patience, enthusiasm and sense of humor, so as to attract employees to learn. Thirdly, they must be very familiar with the actual situation within the enterprise, or familiar with professional knowledge.

(4) determine the training methods, training methods are varied, mainly the following:

A. train employees through class discussion. First of all, give the representative, inspiring and unforgettable topics to employees, let them prepare first, then discuss them in class, prompt the correct conclusion and evaluate the quality of the discussion;

B. Use case training to train employees. Each employee is required to study the information provided by the case and make decisions according to the specific situation to improve the training effect;

C. Using business management strategy simulation, the environment is virtualized in business management strategy simulation, and participants are assigned specific roles. Ask them to make appropriate choices and let them use them flexibly in the real environment;

D. A training method to expand employees' experience by transferring employees from one position to another through job rotation. This kind of knowledge expansion is necessary to complete higher-level tasks;

E. Using classroom teaching, teachers can transmit a lot of information in a short time;

F. Using distance learning, in recent years, some enterprises have begun to use TV and online education for training;

G. provide flexible and independent teaching methods.

7. Implement, develop and strengthen staff training.

(1) For new employees, first, let employees master the concept and culture of the enterprise, the organization and management system of the enterprise, personnel rules and regulations, job responsibilities and work essentials, employee's code of conduct, cultivate employees' sense of identity, and ask new employees to determine their work attitude and goals and complete the role transformation as soon as possible;

(2) Training for on-the-job employees, and training for employees in different positions. For example, management employees play an extremely important role in the development of enterprises. These employees mainly improve the management ability and execution ability of managers through training, counseling and discussion. For example, professional and technical personnel should choose some inspiring, advanced and professional teaching contents in training to cultivate their creative thinking; For example, we must let service employees know the etiquette in public places, receive guests and manage time, so as to improve the work efficiency of superiors and meet the needs of customers.

Third, training evaluation.

Training evaluation is an important link in employee training system. Generally, it includes five aspects: determining the evaluation standard of training projects, evaluating the design of programs, controlling training, evaluating training and evaluating the consequences of training.

1, determine the evaluation criteria. To evaluate the training project, it is necessary to clearly determine whether the project is effective, that is, to establish the training results or standards. After the target is determined, the evaluation standard can be determined. Standards are the concretization of goals, also called target services.

(1). Determination of training results. Training results can be divided into five categories: cognitive results, skill results, emotional results, effects and net investment income.

Cognitive results. It can be used to judge the trainees' familiarity with the principles, facts, techniques and procedures emphasized in the training, and it is also an index to measure what knowledge the trainees have mastered from the training. It can usually be assessed by written examination.

B skill results. It is an index used to evaluate trainees' skills and behaviors. Skill results include skill acquisition or learning and skill on-the-job application (skill transformation), both of which can be evaluated by observation.

C emotional results. It includes the attitude and motivation of the trainees. An emotional result is the trainee's reaction to the training program. Reactive results refer to trainees' views on training facilities, trainers and training contents. The evaluation of reactivity results can be obtained by students filling out questionnaires, and this information is very useful for determining which factors are beneficial to learning and which factors hinder learning.

D effect. It is used to judge the return of the project to the enterprise, and the effective results are manifested in saving costs, increasing output and improving the quality of products or customer service.

E net investment income. It is the comparison between the monetary benefits generated by training and the training cost, and it is the value obtained by enterprises from training.

(2) evaluation criteria. Evaluation criteria usually consist of evaluation contents and specific indicators. The specific steps of formulating standards are as follows: 1. Decompose the evaluation objectives; The second is to formulate specific standards; The third is to organize relevant personnel to discuss, review, solicit opinions and determine; The fourth is to try to modify. When determining the standard, we must grasp certain principles: all parts of the evaluation standard should form a complete whole; These standards should be interrelated and coordinated; There should be some unity and correlation between standards.

2. Evaluation scheme design. Enterprises can use different evaluation designs to evaluate training projects. There are mainly the following types:

(1) Comparison before and after group training. That is to compare a group of trainees with non-trainees. Information about training results should be collected before and after training. If the performance improvement of the trainee group is greater than that of the control group, the training is effective.

(2) Pre-test for participants. It is to let the trainees take a related test before receiving the training, that is, the experimental test. On the one hand, trainees receive training once before receiving training, so as to better guide the key points of training and evaluate the training effect.

(3) Post-training test. It only needs to collect information about the training results. If the comparison group is found in the evaluation design, it will be more convenient to operate.

(4) Time series analysis. That is, the time series method is used to collect the information before and after training, so as to judge the training results. Its experience is used to evaluate some observable results (such as accident rate, productivity and absenteeism rate). ) This will change over time.

3. Training control

Training control runs through the whole training implementation process, that is, according to the training objectives and characteristics of employees, the training methods and processes in the training system are adjusted. It requires trainers to be observant, communicate with trainers and trainees frequently, and keep abreast of unexpected situations in the training process.

4. Training evaluation

Training evaluation should evaluate training objectives, scheme design, venue facilities, teaching materials selection, teaching management and the comprehensive quality of trainers. Therefore, the evaluation includes three aspects: the evaluation of trainers, the evaluation of trainees and the evaluation of the training program itself. The process of evaluation generally includes: firstly, collecting data, such as pre-training and post-training tests, questionnaires, interviews and observations, to understand the changes of trainees' ideas or attitudes; Secondly, analyze the data, that is, scientifically process and compare the collected data, interpret the data and draw a conclusion; Finally, the conclusion is compared with the training goal, and suggestions for improvement are put forward.

5. Evaluation of results

The evaluation of the results is the evaluation of the transfer of training effect, that is, the evaluation of the specific application or work situation of employees in work practice after receiving training. The evaluation of training effect should consider the timeliness of evaluation. Some training effects are real-time. For example, a new equipment operation skill training for operators will show the training effect during or after the training, so real-time evaluation can explain the training effect; However, the effect of some training takes some time to show, such as the training of managers' comprehensive management ability. In this case, it is necessary to make a long-term evaluation or follow-up for the trainees.