This is the most common risk of enterprise training, which has the greatest impact on the normal development of training. This risk is mainly due to the lack of reasonable planning and effective management of training, which leads to low training quality, difficult realization of training objectives and low efficiency of training investment. There are many factors that affect the training effect, but they are mainly related to the following factors:

1. The training needs are not clear.

The enterprise did not conduct in-depth training demand survey, combined with the long-term and short-term goals of the enterprise, did not have a clear quality model or job requirements, and the training did not combine the "shortcomings" of employees, thus making the training lack of pertinence and difficult to achieve the expected purpose.

2. Failed to find a suitable coach.

In employee training, the quality of trainers determines the training effect to a certain extent. There are three dimensions that determine the level of trainers: knowledge and experience, training skills and personal charm. Enterprises should choose trainers with rich theoretical knowledge, rich practical experience, various training skills and personal charm to achieve the best training effect. If the selected trainer is poor in two of the above three dimensions, the training effect will be difficult to guarantee.

3. Insufficient training funds or unreasonable use of training funds.

Training requires investment. If an enterprise carries out a training project, the insufficient funds for training will definitely affect the training effect. For example, enterprises will hire general trainers, because good trainers have high lecture fees; It should have been sent to external training, and instead it was sent to internal training of enterprises and so on. On the other hand, in the process of training, enterprises did not calculate the cost, resulting in a lot of waste of funds. If the enterprise can achieve the purpose of training through internal training, it must be sent out for training; A lot of repetitive training and so on.

4. There is no measurement and feedback of training effect.

The enterprise did not evaluate the training effect after training. I don't know if there is any problem with the training, and I don't know how to improve it. Problems that affect the training effect in previous training will appear repeatedly in future training.

5. Employees' learning enthusiasm and initiative are not high.

Due to the lack of assessment mechanism in enterprises, it is the same for employees to do well and do poorly, and it is the same for them to learn or not to learn. In addition, it may also be caused by the lack of pertinence in training.

(B) Brain drain risk

Trained employees leave the enterprise as soon as the training is over or only serve the enterprise for a short time after the training, so that the training investment of the enterprise has no return or little return. The greater the investment in training, the shorter the service life of the resigned employees and the greater the loss. The main reason why training leads to brain drain is that after training, the ability and quality of employees have been improved, and trainees have a higher pursuit of knowledge and self-realization, which leads to the need to change the working environment. In addition, the training of some enterprises is not combined with the job requirements, and the training is too advanced, so that the trained employees' ability is far greater than the job requirements, and they cannot be used reasonably in this enterprise, thus jumping ship and looking for another job.

(C) the risk of training talents for competitors

After leaving the enterprise, the talents cultivated and relied on by this enterprise went to the competitors of this enterprise rather than the enterprises unrelated to its business, so that the training investment of this enterprise not only did not return, but enhanced the strength of its competitors, which was tantamount to cultivating talents for competitors. These talents often master a lot of "information" of enterprises, and also master the application of new knowledge and skills skillfully, which is undoubtedly a potential threat to enterprises.

Risk of know-how leakage

Any enterprise always has its own management experience and proprietary technology in the process of production and operation. No matter how secret it is, these management experiences and know-how will always be mastered. Some management experience and know-how must be mastered by a group of people before they can be transformed into productive forces and specific products. Training can enable more employees to master these corporate secrets. Obviously, the more people master them, the more difficult it is to keep their secrets.

(E) Risk of knowledge updating

In the era of knowledge economy, science and technology are changing with each passing day, and the knowledge taught today may be out of date tomorrow. There is always a certain time lag in the embodiment of enterprise training benefits. The emergence of new knowledge, new technology, new technology and new products may make the training unrewarded or shorten the payback period.

(VI) Strategic risks of enterprises

The development strategy of an enterprise will be constantly adjusted according to the changes in the internal and external environment of the enterprise, such as production changes, technological transformation and product structure adjustment. This kind of risk, which is caused by the adjustment of enterprise strategy, is called enterprise strategic risk. On the one hand, the strategic risk of enterprises is often caused by the disconnection between enterprise training and enterprise strategy, on the other hand, it is also related to the time lag of training income.