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The competition between modern enterprises is the competition of employees' ability and quality. Having high-quality and high-ability employees means having a competitive advantage, because technology and patents can be bought, but human wisdom can't be bought with money. Even if enterprises can introduce high-quality talents through recruitment, it is difficult to retain high-quality talents, and the case of introducing high-quality talents has been staged. In order to establish a dominant position in the fierce commercial competition, enterprises must enhance their core competitiveness. Faced with new opportunities and challenges, employees are eager for success, which makes employees have a strong interest in training and learning. Through training, employees can acquire knowledge and skills. From the enterprise level, the training of employees will be objectively rewarded, which is a win-win situation. Modern enterprise training can not only improve the ability and quality of employees, but also promote the development of enterprises, contribute to the output of enterprise brands, and contribute to organizational integration and team building within enterprises.
The benefits of training are self-evident, but in reality, the reasons why several families are happy and worried are nothing more than the following: First, the orientation of training is not clear; Second, the training responsibility is not clear; Third, the training demand is inaccurate; Fourth, training incentives are not enough. Because of the incorrect training concept, the employees who participated in the training crammed temporarily. Although business leaders support training, they rarely participate in training, so that they become verbal support. Because the orientation of training is not clear, training does not conform to the development strategy of enterprises, and training lacks overall strategic thinking. Training is not only a matter for human resources departments, but also the quality of enterprise training can not be separated from the support of enterprise leaders and the active participation and cooperation of employees. Every training session of an enterprise has a theme, which is closely related to the interests and needs of employees and the development stage of the enterprise. Unscientific training is not on-demand training, so that the setting of training items is unreasonable, which is seriously divorced from the interests and needs of employees and the development stage of enterprises. Training is not a panacea, nor can it solve all problems. If we don't pay attention to creating an atmosphere and environment conducive to training, the effect of training will undoubtedly be greatly reduced, and it may cause a series of negative effects, such as the ability of trained talents can't be brought into play in their posts, and employees can't learn anything helpful to their work after participating in training. After employee training, the ineffective transformation after training is one of the important reasons for the failure of training in many enterprises, that is, the lack of effective evaluation of training and the process guidance, supervision, assessment, tracking and incentive measures for effective transformation of training.
Referring to some successful training enterprises, we need to work from two levels:
First, attach great importance to training from a strategic perspective and systematically think about how to do internal training well.
From the perspective of employees, training is not only to solve the problem of employees' lack of knowledge and skills at present, but more importantly, to acquire the knowledge and skills they need in their future careers through training. This is the development of human resources, that is, to meet employees' actual work needs and future work needs. The theory of human resource development is the embodiment that modern human resource management is different from traditional personnel management. It is not the real purpose of training to meet employees' actual work needs and future work needs. Higher strategic training is related to the development strategy and purpose of the enterprise, which trains employees to transform their knowledge and skills into knowledge creation and creative contributions to the development of the enterprise, thus forming a good atmosphere to encourage employees to keep learning and strive for innovation. When training is linked with the development strategy and purpose of the enterprise, training is a veritable investment behavior for the enterprise. Only such training can continuously promote the improvement of enterprise performance and the intellectual and human resources support needed for enterprise development. The key to stimulate employees' enthusiasm for training and improve the training effect is that training can make employees play a significant role in career development and employees can actively participate in the training organized by enterprises. In order to improve the training effect, enterprises must change the situation that a human resources department sings "one-man show" and establish a clear responsibility system for enterprise training. As the training department of an enterprise, the human resources department should play a leading role, explore the standardized operation mode of enterprise training, and establish the selection, training and incentive mechanism of internal trainers. The implementation of training depends on the participation of all employees in the enterprise. In particular, the participation of leaders and management helps to play an exemplary role, create an atmosphere conducive to learning, and incorporate training into employee performance evaluation to avoid training becoming a mere formality. In the process of enterprise training, we should give priority to meeting the actual needs of enterprise development, understand what enterprises need and what enterprises need to solve urgently, in order to meet the strategic interests of the company and meet the requirements of employee development.
Staff training must be targeted, combined with the actual needs of employees, closely combined with the characteristics of departments or positions and the characteristics of products produced and operated by enterprises, and comprehensively consider the characteristics, age structure and knowledge structure of the trained employees, so that employees can apply what they have learned in training. Enterprise training must be carried out in a planned and step-by-step manner, so as to avoid being too ambitious in haste, and to avoid giving prominence to key points while ignoring the grassroots. The technical backbone and management backbone in enterprises are the top priority of training, while grass-roots employees are the weak link of training, which can not be ignored. Many enterprises have introduced the concept of wolf team management, and enterprises that take wolves as their teachers have been highly respected by many enterprises. The reason why wolves are born in the biological chain and become a member of the hunting chain is closely related to their desperate struggle, teamwork and never giving in. The same is true for staff training. The purpose of training technical backbone and management backbone in enterprises is to make them play the role of team core and shoulder the role of "head wolf", while the purpose of training grass-roots employees is to make them better cooperate with the tactical command of "head wolf". Team action is an important magic weapon for enterprises to establish their dominant position in fierce competition. In order to better understand the training needs of employees, understand the actual skills, positions and personal development wishes of each employee, and formulate a set of training methods and methods that meet the personality characteristics and learning ability of employees. The purpose of training is to achieve practical results. Therefore, the effect and quality of training are very important. Therefore, it is necessary to make a comprehensive and thorough training plan and adopt advanced and scientific training methods and means that meet the needs of the company's development strategy and the actual and long-term needs of employees. After the training is over, it does not mean that the training work is over. After the training, the incentive work must combine employee training with employee appointment, promotion, rewards and punishments, wages and benefits, so that the trainees can get certain spiritual and material encouragement. At the same time, managers should pay more attention to students' study, work and life. Employees must be assessed after training, which can be carried out by examination or other means. The results of training assessment should be linked to employees' rewards and punishments, and whether to receive training and the quality of training and learning should be an important basis for employees' promotion and salary increase. Students who fail to meet the training requirements are given certain administrative demotion, economic punishment or post adjustment. Only in this way can employees really attach importance to training, form an integrated training incentive mechanism of "training, assessment, use and treatment", and instill in employees the idea that "participating in training is different from not participating in training, and learning well is different from learning poorly", thus stimulating employees' enthusiasm for learning knowledge, learning technology, learning management and self-exercise.
Second, the construction of employee training system must conform to the business philosophy and development strategy of the enterprise.
Enterprise development strategy determines enterprise management concept and has an important impact on human resource management concept. If enterprises implement the concept of low-cost management, it will have an impact on the investment cost and training objectives of enterprises. At the same time, the concept of human resource management determines the training strategy and promotion mode of enterprises. If enterprises attach importance to outward bound training and have sufficient capital investment, they will choose external training or continuous training, otherwise they will choose independent training or phased training. The implementation of training needs to be evaluated, forming a spiral cycle of continuous improvement of the training system.
It is necessary to analyze the training needs of employees, including personnel analysis, organization analysis and job analysis. The purpose of enterprise training demand analysis is to find out two questions, that is, does the enterprise need training? What about training? Training demand analysis is the first step to carry out enterprise training, which provides a basis for enterprises to decide whether to carry out training. Personnel analysis is to solve the problem of who needs training, find out the problems in enterprise management, and analyze the reasons for the poor performance of the company, whether it is the personal reasons of employees (lack of knowledge and skills) or the problems in enterprise post design. Organizational analysis is to analyze the training resources available to enterprises, the support of leaders and grassroots employees for training, and whether it is feasible to carry out training under the current development background of the company. Before job analysis, we need to know what important tasks employees need to complete, and then we can determine the knowledge and skills needed to help employees complete these important tasks. After defining the training needs, the next task is to determine the training purpose and plan, and the training plan is a guide to turn the training into reality.
The training plan includes training objectives, training courses, training targets, training lecturers, training venues, training time, training methods, training budget and so on. The training time needs to be determined according to the available time of students and the production and operation of the company, so that all students can participate. There is a saying in the training industry: training is important, getting busy is secondary, and getting busy is unnecessary. This sentence truly reflects the real situation of training work in most enterprises at present. The construction of training system is a systematic project, which requires all departments in the enterprise training system to assume their respective responsibilities. Senior leaders mainly grasp from a macro perspective, determine personnel training policies and corresponding management systems according to the development of the company, and give full play to the role of middle-level and grass-roots managers in training demand analysis, implementation and evaluation after training. As the functional department of training management, the training department is responsible for the operation and improvement of the training system. Before training, the training department should fully understand the company's development strategy and training policy, and effectively promote the company's training work to every corner of the company from a professional perspective. Training courses are the "product" of enterprise training. The quality of products is related to the satisfaction of employees and also determines the quality of training. The design of enterprise training courseware includes four aspects: training course planning, training resource selection, teaching course design and trainer manual writing, which is the task and responsibility entrusted by the enterprise to the training department.
Generally speaking, the task of training can be divided into three aspects: 1, to improve the professional knowledge and skill level of employees, improve their business ability and improve their work attitude. Through training, the quality level and working ability of employees can further meet the expected requirements of enterprises, and serve to improve the management level, product quality and operating efficiency of enterprises, thus fundamentally helping to solve practical problems in enterprise management and promoting the production development and service upgrading of enterprises.
The choice of curriculum combination and training methods should be diversified, including the "core team" project to train top management talents and the "talent reserve" project to provide candidates for future middle management positions in enterprises; There should be not only "coaching" projects to help new employees integrate into corporate culture, but also "on-the-job training" projects to help employees master new skills as soon as possible, which actually involves the development of a series of high-quality training courses, which is an important work content of the training department. When an enterprise has a certain scale, it should consider establishing a stable and professional team of lecturers, which is the requirement to promote the professional, standardized and professional development of enterprise training. Some enterprises adopt a training management model, namely the credit system. This training management mode is to systematically cultivate employees with the knowledge, skills and working attitude that employees in different positions should have through scientific credit establishment and standardization. These credits can be obtained through internal training, external training and self-study examination.
L 'Oré al conducts training in this way: L 'Oré al conducts a week-long induction training for new employees from the beginning. In the induction training, the company history, corporate culture, business profile, functional departments and organization of L 'Oré al were introduced in detail, so that new employees can get to know the company as soon as possible and help them integrate into the working atmosphere of L 'Oré al as soon as possible. For middle managers, such as managers, L 'Oreal arranges two-week induction training. In addition to introducing L 'Oré al's company history, corporate culture, business profile, functional departments and organizational structure, it also arranges new managers to communicate with employees in their departments and managers of other departments, so that the new managers can establish a working relationship network in a short time, help them enter the role smoothly and strengthen coordination and cooperation with other departments. At the same time, L 'Oré al will also organize new employees to visit L 'Oré al's modern factory in Suzhou to learn more about L 'Oré al's production and make employees feel proud during the visit. L 'Oré al's training system has its flexibility. For example, when evaluating employees' performance, as long as employees think their jobs and tasks need training, they can take the initiative to put forward training requirements or applications to their superiors. When the employee's training needs are approved by the company's superior leaders, the company will arrange employees to participate in training in time, and conduct training in China or Singapore according to the actual training needs and employees' wishes. This is L 'Oré al's "on-demand training" mode, that is, training is arranged flexibly and timely according to the needs of employees. L 'Oré al is a well-known Fortune 500 company with business and projects in more than 50 countries around the world. Therefore, L 'Oré al needs a large number of senior managers around the world and is a cross-cultural business leader. In order to better meet L 'Oré al's strategic development needs, L 'Oré al Paris headquarters, namely L 'Oré al Paris Management Education Center, undertakes the training of L 'Oré al's global top leaders. Every year, L 'Oré al sends senior managers with global leadership potential to Paris, France for advanced training. L 'Oré al Group cooperated with INSEAD, a well-known European business school, to set up a leadership training course called "Leadership Promoters", which is specially aimed at senior managers with global working experience.
The transformation of training results is the most critical link in training. The failure of some enterprises' training started vigorously and ended quietly. Enterprise training system is a whole composed of many elements such as organization, responsibility, method, procedure, process and resources. These elements form a structured dynamic system, and can establish a benign learning cycle within the enterprise, continuously improve the learning ability of employees and enterprises, and then continuously enhance the core competitiveness of enterprises, which is the effect and goal that enterprises should achieve in carrying out employee training.