The so-called "involution" refers to the phenomenon that a model stagnates after it develops to a certain stage and cannot enter the advanced model. Enterprise training also faces this dilemma. Even though training management is becoming more and more professional, it is puzzling that training in many enterprises is still "groping", the training department is still in the marginal zone, and the value created by training is still questioned.
In recent years, the training of domestic enterprises has made great progress on the road of specialization. We can see that the training concept and technology have been synchronized with the international, the training managers have changed from auxiliary to professional, and countless "enterprise universities" have begun to operate independently. However, in the process of specialization, we should also see the problems still existing in enterprise training:
1. What is the value of endless tangled training? Whether it is the boss, employees or business departments, we always ask what value our training has created and how much value it has created on various occasions. However, our training managers have been exploring how to measure and evaluate the training effect, but it is difficult to produce convincing evidence.
2. It is not clear which problems can't be solved by training. When business problems occur, people often blame the lack of training. However, training is not everything. Only when the lack of knowledge and skills of employees leads to the gap in enterprise performance, training is the correct, reasonable and possibly effective solution. Otherwise, even the best training can only produce "learning waste".
3. Pay too much attention to professionalism and complicate simple problems. Training needs majors, but many trainings are easy to fall into the "professional trap". A simple technical training will inevitably increase a lot of redundant game activities; A general management training needs to add obscure technical terms, which makes students unable to understand and complicates simple problems.
The endless work can only be dealt with passively. There are many complicated teaching services in the training, and everything should be considered. In particular, online learning, poster publicity, homework punching, community operation, platform maintenance, data statistics and so on have emerged in recent two years. The training manager has been overwhelmed and a lot of work can only be done; Students are also tossing over and over again, studying too much and learning without learning.
The above phenomenon is only the epitome of the enterprise training dilemma. If the value orientation cannot be upgraded to a new model, then enterprise training will become a consuming work, and new value cannot be created, so "involution" is inevitable.
For most training managers, they are not unaware of the "involution" of enterprise training. Everyone has basically reached the understanding that "training is only a means, and development is the goal". In this regard, mature enterprises should take the lead in setting an example, coordinate enterprise training with personnel training, and fight against "involution":
First, from the organizational needs, planning to promote talent development, change the functional orientation. Traditional training management is mainly to meet the growth needs of employees, and it is biased towards the implementation level. Talent development mainly starts from organizational needs and systematically plans talent development strategies.
The second is to establish and improve the organization and talent development system and enhance departmental responsibilities. The responsibility of enterprise training department has shifted from focusing on training behavior to focusing on the systematization of talent management. According to organizational development and talent standards, establish and improve the talent development system, promote talent evaluation and organizational diagnosis, carry out talent inventory and succession planning, and implement talent training and learning transformation.
The third is to enhance the strategic thinking and business awareness of practitioners and improve their ability and quality. At present, training managers need to understand the business model and strategic objectives of the organization, and need to systematically consider the demand for organizations and talents in strategic decision-making, so as to promote the matching of employee career development and organizational talent system.
It can be seen from the above that talent development can really solve the "involution" of enterprise training. However, the development of talents needs a long-term mechanism, and the training period of talents ranges from half a year to two or three years, which has its limitations. In the complicated and changeable era of VUCA, facing the new situation, new environment and new changes, even enterprises advocating long-term doctrine have to speed up the pace of talent training and organizational capacity building.
When faced with urgent talent demand and talent development can not be adopted immediately, many enterprises can only settle for the second best and choose recruitment instead of training. Since we have worked hard, enterprise training has not received due attention and affirmation, and many enterprise training and talent development workers have no choice but to "lie flat"!
"Lie flat" is ok, but don't accept your fate and wait for the opportunity to "stand up". Where are the opportunities?
From the National Learning Design Competition held by CSTD for five consecutive years, we can see how enterprise training creates value. In previous award-winning learning projects, the proportion of learning through practical work and the proportion of projects with improved performance are increasing year by year. In the winning projects of the Fifth National Learning Design Competition, these two proportions exceeded 90% and 70% respectively.
It can be seen that excellent enterprises are using learning project design, transforming learning effect with practice, achieving performance improvement, making training truly create value and gaining recognition from business departments.
From the participating learning projects, we also find that more and more learning projects have gone beyond training, directly facing business problems, taking performance support as the goal, and selecting topics from business problems such as business process transformation, product development and listing, sales performance improvement, and marketing counseling. We call these projects "commercial authorization projects".
Compared with talent development projects, business empowerment projects mainly aim at solving work problems and affecting business performance, promoting performance through task analysis and problem solving, and enhancing employees' ability in business value creation.
The talent development project aims at improving the ability of employees and building a talent echelon. Through the cultivation of key talents, it meets the needs of organizational talent reserve and strategic landing. In view of the involution of enterprise training, business empowerment can effectively make up for the limitations of talent development in the era of rapid change.
The essence of enterprise training is a management tool, and its value should not only be knowledge imparting and talent training, but also help enterprises realize their strategy, performance and even organizational evolution. Looking at the environment facing the development of enterprises today, empowerment has become the most important theme in this management era. In the case of "intervention" in enterprise training and "flattening" in talent development, business empowerment should be a "breaking move".
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