To sum up, it is four words: more, faster, better and less. So, how can we achieve this effect?
I. Training programs worthy of training
There is a saying in psychology: If you have a hammer in your hand, everything looks like a nail. Many enterprises often abuse or misuse training, which will lead to a waste of time, money and manpower. In fact, a lot of training is dispensable. The training plan is mainly to improve the organized talent pool and select high-potential talents in key positions to enter training courses at all levels (15%), which greatly improves the training enthusiasm of students. The college believes that entering this training course will be a sense of honor.
Second, form reproducible methods and tools.
Learning style and academic performance are also important factors that affect the training efficiency.
According to the learning pyramid theory, training forms can be divided into passive learning (listening, reading, audio-visual and demonstration) and active learning (discussion, actual combat drills and teaching others), and the effect of active learning is obviously better than passive learning. Meanwhile, knowledge and skills are intangible assets. If knowledge is passed on by word of mouth and skills are taught by mentoring, efficiency and effectiveness will be poor. If we can produce learning results in the training program, we can make the training effect explicit and the return on training investment can be significantly improved. After all, it is still unknown whether many trainings have produced results, because the effects of training are very difficult to measure and evaluate. According to the two dimensions of learning form and learning achievement, we can divide training into four types: passive learning, the training without output of achievement has the worst learning effect, and all the learned ones are basically forgotten. Passive learning and productive training are usually in the form of assigning some homework or letting students write articles and feelings, which is relatively weak. Active learning and unproductive output are training forms such as rotation exercise, participation in cross-departmental projects and development centers. According to the learning rule of "72 1", 70% of a person's ability improvement comes from work practice.
But this form only gains personal practical experience, and the income is relatively small. The training with active learning and fruitful output has the best effect. Through the formation of methods, tools and systems that can be replicated on a large scale in training, personal experience is precipitated into organizational knowledge. This form of training includes action learning and seminars. We should use this form of training as much as possible in training programs. Therefore, enterprises take the third measure: a large number of learning forms, such as action learning workshops, counseling, group projects and so on. , combining business problems with training, each training class should have a solution output, which should be applied to practical business work, and senior management should participate in the plan review and landing support.
Third, pay attention to training operation and superior guidance.
Many training programs fail not because of learning itself, but because there is no learning transformation. It can be said that learning transformation is the number one reason for the failure of enterprise learning plan. Therefore, it is very important to learn to change the atmosphere, that is, the working environment of employees, especially the influence brought by his superiors is far more important than the guidance of training. There is an experiment abroad. They found that as long as the trainees' superiors actively cooperate with the training, any training form can be promoted, otherwise no matter what form it is, it will fail.
At the same time, the operation of the training department in the training process is also very important, which can also promote the transformation of students and their superiors to pay attention to learning, and also have a great impact on the training effect. The enterprise adopts the fourth measure: in the training project, direct superiors are required to participate in key links, such as allowing superiors to review students' homework and let them serve as judges in graduation defense. On the one hand, let the superior know the learning situation of the subordinates, and give targeted guidance and feedback in the work; The second is to enhance the learning enthusiasm of subordinates. At the same time, within three months after the end of the training, students are required to report their learning experience to their superiors once a month, and the superiors will put forward their opinions and feedback, fill in the counseling records, and the training department will conduct spot checks and file them.
Fourth, knowledge-based learning is online.
In recent years, digital learning has become the trend of enterprise training, which can greatly save the training cost and time cost, thus improving the return on investment.
But not all training can be replaced by online learning, so online learning cannot be blindly promoted. According to whether the learning form is online or offline, and whether the lecturer is internal or external, training can be divided into four types. Learning topics for management systems, such as strategy, business model, business planning, etc. For internal staff, it is best to use mobile learning workshops. Of course, external incentives can also be introduced to help motivate them, but internal executives or experts are responsible for content input, comments and feedback. For some business skills and thinking-inspired training, it is suggested to introduce external lecturers for offline learning, or even to visit and exchange outside the enterprise.
For business knowledge training, it is more suitable to adopt the scene micro-lesson or live broadcast mode, which is developed by internal lecturers to realize the iteration from PGC to UGC, so as to update quickly. Crucially, its marginal cost will be very low. At the same time, it can cover all employees so that everyone can get corresponding training. Learning general knowledge, such as business skills, leadership, etc. It is also suitable for online learning, but there are mature courses outside, which can be introduced into the learning platform through external procurement. Therefore, enterprises adopt the fifth measure: for product knowledge, business knowledge, management knowledge and other knowledge-based learning, through the introduction of digital learning platform, all online, greatly reducing costs and saving training time. Management topics are purchased externally, and product knowledge and business knowledge are developed by internal employees. For offline training, it is also managed through the digital learning platform, including demand research, registration, sign-in and exam evaluation, so that all training has data precipitation. Through the above five measures, the overall satisfaction of the company's training has been improved by 10 percentage point under the condition of greatly reducing the training budget; Key talents delivered through training courses, including management cadres, increased by 20% over the previous year; The training program is about 1/5, and the changes of performance data and employee behavior can be seen within 1~2 months after training. By exerting efforts in the above five directions, the return on investment of enterprise training can be greatly improved. Of course, only by accurately evaluating the training effect can we clearly know our own return on training investment. The evaluation of training effect is a difficult problem in training work, and how to accurately evaluate the training effect is a problem that every enterprise needs to seriously consider.