The so-called training is an activity that takes different forms and focuses on how to impart certain knowledge and skills to trainees. In essence, training and education are of the same sex. Training is an extension of education, and it is basically a kind of teaching, but the emphasis is different. Therefore, training must also follow the basic laws of education, which is the basis for planning and implementing all training.

2. Training has obvious purpose.

People's subjective activities have a purpose, so do enterprises. As an important activity implemented by enterprises, training has obvious purpose. Enterprises to carry out any form or content of training, the purpose is to promote the development of enterprises around the development of enterprises. If we say that a training project has no internal relationship with the development goal of the enterprise and cannot be consistent with the fundamental goal of the enterprise development, then the training project will not be recognized by the enterprise and the training process will not start. Therefore, fully understanding the purpose of training is the premise of doing a good job in training.

3. Training is the way and carrier of management.

Training is management. As the person in charge (top manager) of an enterprise, the best way to do a good job in employee management is to teach all employees their management ideas and requirements through training, and turn management requirements into the conscious actions of all employees to achieve the best management effect.

4. Training is the inheritance of corporate culture.

Corporate culture has been paid more and more attention by enterprises, and has become the soft power of enterprise development, which is related to the success or failure of enterprises. The training process itself is to shape the unified values and behavior concepts of enterprises, and it is an important means to form the coordinated development and cohesion between enterprises and employees, and between employees.

5. Training is a combination of providing knowledge and environment.

With the development of the situation, the current training is no longer limited to the simple knowledge transfer in the initial stage, but more combined with the long-term development of enterprises and the self-development of employees. Training is regarded as a synthesis of providing knowledge and environment, guiding self-study and innovation, and promoting a win-win situation between enterprises and employees. Only by taking training as a combination of providing knowledge and environment can we push training deeper and play its role permanently.

Measures to do a good job in training from the enterprise level

1, training planning is the foundation.

Looking at the problems existing in the current training, the core problem is that the formulation of the enterprise training plan lacks clear objectives, systematicness and consideration for the medium and long-term development of the enterprise, but a short-term and intermittent training plan, which can not improve the overall quality of employees, resulting in unsustainable training effect and difficult to effectively improve the overall quality of employees.

Training is inseparable from enterprise development, and the goal of training must meet the current and long-term development goals of enterprises and serve the planning and development goals of enterprises. Obviously, training must also be based on the development planning of enterprises, and the overall planning of training must be formulated to provide talent protection for the development of enterprises at different stages. As an enterprise manager, we must carefully study and deploy the training plan, and make the training plan in line with the long-term development goals of the enterprise. In fact, in my opinion, as a senior manager of an enterprise, the most important part of its management should be reflected in the management of "people" rather than "things". As long as you control "people", you also control "things". Therefore, from the enterprise's perspective, grasping the training plan and establishing an overall training plan consistent with the enterprise's development plan, taking into account both current problems and long-term development, are the basis for ensuring the overall effect of training.

2. It is the key to improve the construction of teaching staff.

The effect of enterprise training depends on all aspects of training management, and the most important thing is to train teachers. The quality of training teachers directly affects the training effect. In my opinion, to do a good job in the construction of teaching staff, we should focus on "localization", emphasize "combination with practice" and combine theory with practice, so as to better solve the problems encountered by students in their work.

First, do a good job in the "sea election" of enterprise training teachers. The selection of enterprise teachers can be carried out in accordance with certain standards among all employees of the unit. The selection process can be divided into voluntary registration, primary election, trial lecture, evaluation and other links, and finally the best is determined. The author believes that the significance of centralized "sea election" is not only reflected in the purpose of "selecting the best among the best", but also reflects the participation of all staff and stimulates the enthusiasm of employees to participate in training.

The second is to do a good job in teacher training. Enterprise internal trainers are called trainers, but they are still staff in various positions. Their training skills, methods and theories are still very limited, and they need short-term training in training system theory, such as professional theory training, educational theory training and modern teaching technology. In the internal training, please come in or go out according to the number of internal training. Through teacher training, casting a team of teachers who are proficient in business and have a certain theoretical level and teaching level will further promote the training level of enterprises and provide powerful human resources for the development of enterprises.

Third, pay attention to compartmentalization or modular division of labor. Because enterprise trainers are selected from within, they are usually responsible for a certain aspect of work, and there is a factor that knowledge is relatively fixed. The author thinks that the training content of trainers should be compartmentalized or modularized, corresponding to their daily business, which can better reflect their advantages and highlight the "practical" role of training.

3. Training content is the core.

The training content should focus on the performance of job responsibilities, supplemented by theoretical knowledge, so as to solve current problems and promote employees' self-improvement.

First, performing job responsibilities is the foundation. At present, some people (including some experts) stress theory and comprehensive knowledge in the choice of training content. The author believes that this statement is one-sided, a pure theory lacking practical operation, and violates the basic purpose of enterprise training-solving current problems. In my opinion, the training content should focus on the performance of post responsibilities, adhere to the ability to perform duties as the basis, and meet the needs of enterprise development.

The second is to improve the comprehensive quality as a supplement. In the cultivation of comprehensive quality, enterprises should make overall plans and gradually advance. The content of comprehensive quality training should focus on management theory, team spirit, professional ethics and work innovation, and highlight the self-management and self-improvement of employees. The cultivation of comprehensive quality is not arbitrary, but should adapt to the long-term development goals of enterprises.

Training preparation:

First of all, we must clarify the purpose of training. Second, we must clarify the training objectives. What is the short-term training goal and what is the long-term training goal? Training objectives must be combined with the work plan and tasks of the department. The short-term and long-term needs of the department can also be effectively combined. Only in this way can our training be effectively reflected in our daily work, and can we effectively help our daily work instead of speaking orally.

Many enterprises spend a lot of manpower and energy to carry out employee training, but the results show that: people complain that the training is of little value and are very excited, but they don't move after the training, which makes the training leaders and managers very confused. In this case, in addition to the disharmony between training and enterprise strategy and system, the key details of training are ignored, which will also make the training fall short and the effect is not ideal. These details mainly include: (1) Training research failed to grasp the real needs of personnel; Training implementation lacks effective control over the site; There is no follow-up application after the training.

Many enterprises often do training research, but the training based on research still can't meet the requirements of students, and students complain a lot. This is mainly because the key details in the investigation are ignored and only some superficial problems are investigated. Many enterprises often send out a questionnaire with simple design when conducting training research, which is directly filled in and handed in by on-the-job personnel. As soon as the organizer summed it up, it became a training demand, so the hasty investigation was very random, and the real needs of the personnel were not investigated clearly. In addition, the training organizers also know the general outline of personnel needs: for example, cadres lack management knowledge and workers lack skills, but it is not clear which skills are lacking and to what extent. Often, the personnel put forward their own requirements and signed up for the course, and the training organizer arranged it without fully verifying the inspection. Therefore, the training demand of this study is distorted and the training effect is not satisfactory.

Therefore, only by paying full attention to the key details in the investigation can we find the real training needs. This mainly starts from two aspects, one is what investigators should master, and the other is what investigators really lack. Discover the real needs together and effectively eliminate the false training needs.

Researchers need to start with enterprise strategy and job requirements to master what, which requires classifying knowledge content and understanding what knowledge and skills personnel should master; We still need to know how far we should master it. Each of these steps can be further subdivided. For example, the knowledge that personnel should master can be divided into categories such as knowledge and skills, and knowledge can be divided into professional knowledge and related knowledge; Skills can also be divided into operational skills and general abilities. The degree of people's mastery of all kinds of knowledge needs to be described by degree words, whether it is preliminary understanding, basic mastery or complete mastery, and so on. Generally speaking, you should be proficient in the key knowledge of the application of this position, and be able to master or basically understand the relevant positions or upstream and downstream knowledge. For example, a salesperson must be proficient in sales knowledge. Mastering the knowledge of planning, knowing the knowledge of production and logistics will make you work more efficiently.

By classifying and grading personnel's knowledge, we can clearly see that not all knowledge needs training, but the knowledge that must be mastered needs training, the knowledge that needs to be mastered can be obtained through counseling, communication and other forms, and the knowledge with strong knowledge can be obtained through self-study and observation.

To understand what personnel lack, we need to understand the performance gap and main problems in addition to comparing and analyzing them one by one according to the knowledge standards that should be mastered. Among them, people are easily confused by superficial phenomena and think that poor performance requires training quickly. Facts have proved that training can't solve all problems. Many people's performance is not high. Many times it is not because of lack of knowledge and ability, but because of attitude or other reasons (as shown below). But many problems, such as processes and incentives, cannot be solved by training. The more training, the worse the situation may be. At this time, the most effective solution may be to change the incentive mode or change the process.

It should be noted that the demand for research and training should mainly focus on incumbents and supervisors, rather than training researchers behind closed doors. This is mainly because: for specific positions, incumbents and superiors are experts, who know the position best, what the position needs and what it lacks most, and the existence of superiors can effectively supplement the personnel demand; It can also avoid the situation that personnel make blind requests. The training of research organizers mainly plays the role of designing research standards, organizing research, counseling and summarizing.

The on-site implementation of training is a detail that is easily overlooked, and many training organizers often think that; The lecturer was invited, the students were here, and everything was ready for the training. Therefore, the supervision of training places is relaxed, and even in the process of training, it is often unknown that the implementation of training places is undercurrent and there are many problems. At this time, the work is not in place, which will greatly reduce the training effect.

The problems that often appear in the implementation of training include: digression, people not listening carefully, going in and out, cold taste, embarrassing situation, what's more, the lecturer will be expelled and the training will fail halfway. These problems in the training process are caused by many reasons, the most important of which are:

The training content does not match with the trainees: the above problems are easy to occur when the content does not match with the trainees, and the training content is too deep for the trainees to understand; The training content is too shallow, and the students will not agree; The content is not suitable for the company, and students feel useless and waste time. These situations are usually caused by the lecturer's careless research or inadequate preparation. At this time, students will be at a loss, dismissive, whispering and even leaving.

The training form does not match the trainees: although the training content of some lecturers is practical and valuable, the teaching form is rigid and the trainees are sleepy as a result. This is mainly because the lecturer did not master the characteristics of adult learning participation and interaction, and spoiled the good content. In addition, some enterprise personnel are not active, do not like publicity, and do not cooperate with lecturer activities, such as playing games and answering questions, which will also lead to the indifference of training.

There is something wrong with the attitude and style of lecturers/trainees: some lecturers are not good at giving lectures, and when they deliberately show off or even have inappropriate remarks and behaviors, it is easy for them to get bored and disgusted, leading to confrontation between lecturers and trainees; Or for various reasons, students are more emotional, make fun of the lecturer, deliberately make things difficult for the lecturer, and make the lecturer lose face, which will lead to a more embarrassing situation in the training process.

Therefore, as training organizers, we should attach great importance to the details of the training site, pay attention to all aspects, find problems in time from the students' reactions, actively listen to the students' opinions, analyze the reasons behind various phenomena, coordinate with lecturers to improve, and take effective remedial measures to nip the problems in the bud.

Adjustment of training content: When the training content is not to the students' appetite, the training organizer should actively take corresponding measures, such as asking the lecturer to adjust the course depth, shortening the theoretical content and what the students know, and appropriately increasing case analysis and troubleshooting of industries/enterprises to make the students feel that the training is real and useful.

If the instructor's training preparation or level is insufficient, the training time can be shortened, the training form can be adjusted, and the forms of interactive discussion, experience sharing and questionnaire filling can be added to tide over the difficulties smoothly. If these remedies still don't work, we must resolutely cancel the training and take it as a lesson.

Training organizers should also pay attention to the fact that training cannot deviate from the theme. When the teacher is talking or the students are discussing digression, the training organizer should come out in time and pull the topic back to the scheduled track. Of course, if the staff are particularly excited about the instructor's training content and have a strong response, they can appropriately extend the training time or temporarily add some special activities, such as after-class discussion and discussion, to give full play to the training effect.

Adjustment of training form: When yawning and drowsiness occur on duty, training organizers need to be vigilant. At this time, we should coordinate with the instructor and use training methods such as case discussion, scenario simulation, role-playing, group activities and watching audio-visual materials to arouse the enthusiasm of the students. , let people actively participate.

In addition, the training organizers should actively cooperate with the lecturers, especially during the ice-breaking period, and take the lead in participating in activities, repeating the main points of the lecturers, asking appropriate questions and other forms to help the lecturers make the atmosphere better. If necessary, they can arrange a few positive "commissions" in advance, which will come in handy at the appropriate moment to make the training active.

Special case handling: When there are objections, commotion and even embarrassment during training, the training organizer should stand up and adjust, and help the lecturer overcome this situation through effective speech resolution, changing training methods, actively communicating with students, discussing and communicating with each other, and temporary intermission.

During the training break, the training organizer should also disclose the students' reactions to the lecturers so that they can correct their bad behaviors, attitudes and manners. Of course, communication with students is also essential. Through private communication and heart-to-heart communication, some students can give up their prejudices and actively cooperate, so that the training can be actively carried out.

After the training, many enterprises often conduct training evaluation, or many enterprises do not conduct training evaluation. As long as the training atmosphere is warm and the participants are enthusiastic, the training will be successful, the training will be completed and everyone will be happy. This will easily lead to the following situations: people are excited during training and do not move after training; In many training courses, students feel very fresh at first and can also stir up water. But after a long time, students will soon forget the knowledge of training, and the role of training will gradually disappear.

The main reason why the training ended like this was that the key details of the training application were ignored. After the training, the training organizer gave up. Is the training content used in practice? Has the training played a corresponding role? Nobody cares. Nobody asked. Therefore, there is a lack of corresponding training application safeguard measures and corresponding follow-up inspection. Although it takes a lot of manpower and material resources, the effect of training will be greatly reduced.

Therefore, we should pay attention to the details of training application, apply the training knowledge to our work, and make the training produce real value. Otherwise, the training site will be heated, and after the training, the training will be invisible and silent, and the training will become a show of little value, which will not play a role in enhancing the competitive advantage of enterprises.

How to develop training applications? First of all, let people pay attention to this matter, and secondly, let people form the habit of applying new knowledge, and take a multi-pronged approach through several supporting measures.

It needs to attract people's attention and be effectively combined with training evaluation. It is necessary to conduct inspections through examinations, on-site evaluation, operational inspection, etc., and link the evaluation scores with the assessment of students, rather than going through the motions, so as to urge everyone to learn knowledge and skills well in training. At the same time, let the personnel come up with specific measures to implement the training content, such as writing down their own experiences and feelings after the training, so that the superior supervisor and the training organizer can check and supervise according to the personnel's implementation measures after the training.

At the end of the training, the training organizer needs to improve and perfect the existing working methods and processes with the relevant personnel of the enterprise according to the training content, and form a new template/knowledge base, so that the personnel can work in a new way, and the training knowledge will be subtly applied to their daily work. For example, after the telemarketing training, according to the training content, write down the standard telemarketing words, telemarketing processes, common problems and coping strategies and distribute them to everyone, so that one training can continuously benefit people.

After the training, the training organizer needs to set up different follow-up inspection measures according to different courses, and assist the department heads to check whether the training content has been really implemented. For example, the course of time management/plan management requires people to make daily or weekly work plans according to the laws of time management to see if there is a principle of priority. For sales skills training, we should regularly arrange personnel simulation and role-playing, strike while the iron is hot, and strengthen the training effect. For the overseas training of enterprises, employees should be allowed to share the knowledge they have learned with others, and employees are required to use the knowledge they have learned to improve their current practices.

In addition, for key and very important courses, it is also possible to link the mastery/application of personnel with assessment and strengthen the behavior of personnel, so that the effect will be better. If the number and effect of performance interviews/coaching are taken as the next assessment index after training, I believe that the supervisor will attach great importance to this matter and apply the training content to daily work.

In short, the details are everywhere in the training process, especially the key details. If ignored, it will lead to insufficient preparation, but in the end it will fall short. Therefore, paying attention to the details of training and making the training perfect will really bring high value and enhance the competitive advantage of enterprises.