One of the puzzles: the orientation of the training program is not accurate, the purpose is not clear, and the object is not clear.
Problem analysis: "Why is the human problem a fundamental problem, but a matter of principle". Regardless of the nature, level and content of enterprise training activities, we must first solve and handle the problems of "training for whom" and "training for whom". In other words, which unit and department is the training program aimed at? Who are the participants? What is the relationship between the two?
The case proves that this is a question of right and wrong strategy, and we must not "follow the crowd by interest and feeling", such as training programs; The training content is really impressive; Training lecturers to pat shoulders; The practice of spanking after training. Ordos Electric Power Bureau's "Hubei Electric Power Lecture Hall" for enterprise managers at all levels and "Harmonious Training Camp" for professional and technical personnel and production technical personnel have been fully demonstrated and carefully evaluated.
Confusion 2: The training of managers is ineffective, unorganized and inefficient.
Problem analysis: I demand that management personnel be trained by "managing people with system and managing affairs with process" to standardize training management. In other words, regardless of the size of the enterprise, it is necessary to establish and improve the training management system to standardize the training management of the enterprise and ensure the effectiveness and efficiency of the training activities.
The case proves that the ISO 100 15 Quality Management Training Guide (GB/T 19025) is the main basis of training quality management in our enterprise. To this end, State Grid Corporation issued the Interim Measures for Quality Management of Training Projects of State Grid Corporation (State Grid Human Resources [2006] No.206). Many state-owned enterprises have established training management systems. In recent years, we have done a lot of training and consulting work in power supply, power generation, metallurgy, automobile, manufacturing, civil aviation, coal, tobacco, finance, communication, petroleum and other enterprises.
Puzzle 3: Training demand analysis and evaluation is regarded as the biggest difficulty in training management.
Problem analysis: the difficulty of training lies in the inability to accurately understand the organizational needs of enterprises and the individual needs of participants; Training is easy, because you can easily transfer your knowledge, skills and experience to the trainees. Solving "difficulties" can enhance the pertinence and effectiveness of training; Insisting on "Yi" may destroy the "Great Wall" and it is difficult to protect its vitality. What is more difficult is the evaluation of employees' existing abilities.
Case evidence: democratic introspection is a sharp weapon to determine training needs. Its greatest characteristics are directness, democracy, practicality and effectiveness. Most training managers who have listened to my class are using this method, especially the power supply branches of power companies in provinces, municipalities and autonomous regions under the State Grid Corporation.
Puzzle 4: How to select, purchase, train and use internal and external trainers is the most important link in designing and planning training programs.
Problem analysis: Trainers are the executors and implementers of training plans, trainers are the people who master training methods, and trainers are the decisive factors in implementing combat training activities. Therefore, strengthening the selection and training of internal trainers and strictly controlling the selection and appointment of external trainers are the top priorities of enterprise training management.
The case proves that when purchasing external trainers, don't look at their dazzling titles, brilliant working backgrounds, incredible teaching days and staggering class fees. What should we see? Of course, it is the three principles of practicality, practicality and effectiveness in training and teaching; When selecting and training internal trainers, curriculum development ability is the first, followed by field control ability and language expression ability, which is also my different concept from other internal trainers.
Puzzle 5: What are the difficulties and key points in the development of training courses for production technicians?
Problem analysis: Job standards and job responsibilities are the main basis for developing training courses. Therefore, how to effectively pull or transition the requirements of post standards into training courses, rather than language expression or field control ability, is the focus and difficulty of enterprise trainers.
The case proves that, for this reason, State Grid Corporation of China has specially issued "Professional Ability Training Specification for Production Skilled Personnel" and "Application Guidance Manual for Professional Ability Training Specification for Production Skilled Personnel" to strengthen curriculum development. This is also the key content of my training for internal trainers. Jiangsu Electric Power Company's Production Skills Training Center has taken the lead in this respect.
Problem 6: How to mobilize the enthusiasm and enthusiasm of employees?
Problem analysis: Although the training of state-owned enterprises is limited by its system, mechanism, system and structure, as a training manager and trainer, there are still ways to induce employees' enthusiasm and enthusiasm for training. That is, before training, participants must see its benefits; In training, participants must get their benefits; After the training, it is necessary for participants to use its value.
The case proves that facing the training manager or trainer of the enterprise, my course always adheres to this concept. Before the training, the benefits of the course should be visible, tangible, clear and correct; The benefits of the course should be given to the participants. First, they should understand, second, they should learn, third, they should practice well, and fourth, they should remember. The value of the course should be gained by the trainees after training, first, it should be used, second, it should be done well, and fourth, it should be effective.