Through training, employees can not only improve their personal qualities and skills, but also benefit from them, just like Coleman? Si Tong said: "The greatest welfare of all employees in the world is training", which can improve employees' consciousness, enthusiasm, initiative, creativity and sense of belonging to the enterprise, increase the output efficiency and organizational cohesion of the enterprise, and cultivate reserve forces for the long-term strategic development of the enterprise, thus benefiting the enterprise for a long time. Staff training has penetrated into all aspects of modern enterprise operation in western developed countries, and has become one of the core tools for enterprises to solve practical and potential problems, enhance competitiveness, expand market share and formulate development strategies. For example, employees need training when they enter the job; When the performance appraisal results of employees are not up to standard, they need training; When employees are promoted by rotation, they need training; Training is needed when applying new technologies and new processes; When new management system, working mode and system appear, training is needed; When new jobs appear, they need training; When there is high cost and high failure rate, training is needed; When the research and development technology is backward, training is needed; When marketing is unfavorable, training is needed; When customers often complain, they need training.
However, on the issue of training, most domestic enterprises have long had some wrong ideas and practices: for example, many enterprises only pay attention to the investment in things and ignore the investment in people, and regard training as a cost and burden, which leads to the decline of employees' quality, outdated concepts, backlog of products, business stagnation, inability to survive and closure; In addition, many enterprises are also facing another common problem that training hinders development: after training, employees leave their jobs and climb high, which leads to the loss of key talents, thus creating a job vacuum, so that many business leaders lament: "If you don't train, you will die. How can you train to be a dead man? "
How to reverse the traditional misunderstanding of training and how to take effective measures to prevent the loss of employees after training is the key to solve the obstacles to the development of training in China at present. In this regard, the views and practices of some well-known enterprises are worth learning:
Motorola: Systematic employee training is an important part of enterprise development strategy.
Motorola has always believed: "People are the most valuable resources of enterprises. Only by providing these limited resources with various training opportunities and giving them room to play can they release their greatest energy, thus cultivating outstanding talent teams in the same industry and continuously meeting the company's growing business needs on a global scale. " To this end, Motorola invests a lot of manpower, material resources and financial resources in employee training every year, stipulating that each employee should receive at least 40 hours of work-related study every year, including: induction training for new employees, corporate culture training, professional skills training, management skills training, language training and overseas training. , and actively promote online learning.
◆ HP: Employee training is the investment with the highest input-output ratio.
Hewlett-Packard Company spends far more on employee training than the average level of thousands of American companies surveyed by the famous training institution ASTD (65,438+0,000 USD per person per year). In HP's philosophy, employee training is considered as the investment with the highest input-output ratio.
Its training process is deepening from "hard" to "soft": from "technical business knowledge" to "communication skills" to "culture and thinking", which embodies HP's concept of cultivating talents-providing necessary training when needed.
◆ Haier: Through the training idea of "people-oriented" and improving the quality of personnel, establish a talent training mechanism that fully stimulates the vitality of employees, maximizes everyone's vitality and makes full use of human resources, so as to maintain the rapid and stable development of enterprises.
Haier group has always put training in the first place from the beginning of its business, from group leaders to front-line workers in the workshop. According to everyone's career, design and formulate personalized training plans, build personalized development space, provide sufficient training opportunities, and combine training with job qualifications.
The principle of Haier's training work is "learn what you do, make up what you lack, learn what you are anxious, and get immediate results".
◆ McDonald's: "In order to keep talents from losing after training, the key is to integrate the training plan of the enterprise with the personal career development plan of employees."
McDonald's believes that the key is to combine training with employees' personal career development if talents are not lost after training. It is necessary to plan what positions he may reach in the next year or two, and let him know how many people are needed for the above positions, how many people are there now, and how many positions need to be promoted and supplemented. Let employees feel that the future in McDonald's is tangible.
Dr. Lun: "It is not advisable to give up eating because of choking. The key is to plan ahead and do a good job in talent stability and talent reserve in key positions. "
Dr. Bausch & Lund believes that we should look at talent training from a long-term perspective and don't choke to death because individuals quit after training. The key is to nip in the bud.
Bosch & Lomb Company signed a training service agreement with employees before they received training, which stipulated the minimum service life of employees in the company after receiving certain training. If they want to change jobs before the service expires, they should compensate the training loss of the enterprise.
◆ Lenovo: "The fundamental way to run a long-term company lies in educating people for a hundred years." We pay more attention to the loyal cultivation of talents, and let the "invisible hand" of corporate culture retain the cultivated talents, which is the best policy.
In Lenovo, whether it is management training or skill training, corporate culture training runs through. The compulsory courses for each employee include the training involved in Lenovo's strategic planning, the training involved in Lenovo's strategic adjustment and the training of professional and technical content. Talent cultivation is closely related to the development strategy of enterprises.
In Lenovo, cultivating talents and retaining talents complement each other: "The key to retaining talents is to provide employees with good training and development space, and training is often the basis for employees to feel whether the company is trying its best to create development opportunities for them, and it is an important form of corporate culture."
The above-mentioned enterprise training concept and training operation experience that has experienced a lot of market storms enlighten us that if an enterprise wants to keep up with the pace of the times, adapt to the ever-changing environment and grow stronger in the cruel and ruthless market competition, it can only establish an organizational culture environment that pays attention to learning, establish a good learning atmosphere, continuously train employees according to actual needs, improve their knowledge and skills, and take supporting effective measures to attract and retain employees, develop and improve their overall quality, thus enhancing the overall quality of the enterprise.
British scientist James? Martin's research shows that in the19th century, human scientific knowledge doubled every 50 years; In the middle of the 20th century, it doubled every 10 year; In the 1970s, it doubled every five years; At present, it is estimated to double every 2-3 years. Therefore, only by strengthening the employee training mechanism, constantly updating knowledge and skills, improving the overall quality of employees, seeking benefits from training, and seeking development space through training, can enterprises adapt to the development of science and technology, provide qualified human resources for enterprises, improve their operational efficiency, and keep their vitality in an invincible position in the competition.
It can be said that the quality of training work is more and more directly affecting the operation quality of enterprises and becoming an important symbol of whether enterprises can surpass competitors; Staff training has become a catalyst for enterprise progress, and it is the "source" driving force for enterprise's sustainable development and eternal youth.