What are the misunderstandings of enterprise training in China?

The 2 1 century that mankind has entered is a knowledge-based economy era with knowledge and technology as the main body, and talents as the carrier of knowledge and technology are particularly dazzling and important in this era.

In this era of knowledge economy full of great changes, most enterprises in the world take "people-oriented management-the core of 21century management" and "talents will be the ultimate competition of enterprises" as eternal axioms.

However, where do enterprises need talents? People's knowledge and skills are not innate, but need to be learned and trained the day after tomorrow.

Training is the most effective and quickest way to become a talented person and really useful to enterprises.

In this rapidly changing era of knowledge economy, a large number of enterprise talents are no longer rolled out by experience, but cultivated through strict and effective training! Carnegie of the United States started the industry of enterprise talent training as early as 70 years ago.

Today, Carnegie training has been introduced to more than 70 countries around the world. On average, more than 3,000 people worldwide register for training at Carnegie every week.

However, in China, enterprise training has just started. Due to China's special history and national conditions, there are many misunderstandings in enterprise training.

First, training is useless, leaders do not attach importance to it, do not participate, and lack practical input.

There are two kinds of training uselessness. One is the theory of direct uselessness, that is, training does not enhance the talents of employees, but consumes their working hours. The other is the theory of indirect uselessness, which holds that the knowledge and skills of enterprise employees are enough for enterprises to use, and training only increases the talents of employees, which is not of great benefit to enterprises, that is, the input is less than the output.

Based on these two viewpoints, leaders either shut out training or regard training as an image propaganda of "continuous pursuit of progress by enterprises", which is only shown to employees or outsiders without actual input.

On the one hand, the Chinese people's concept of learning has not changed, and the real concepts of "lifelong learning" and "dynamic learning" have not been formed; On the other hand, at present, most enterprise trainers in China are public management training institutions (including management colleges and training centers), and their conservative traditional education methods make training monotonous and inefficient, which in turn leads to the loss of confidence of enterprise leaders in training.

However, in this era of rapid changes in the environment, fierce competition and rapid updating of knowledge, enterprises will inevitably die if they do not keep up with the development of the times and enrich their own enterprises.

To change the status quo, we can recruit new employees to enhance their vitality, but for large enterprises, new employees are either assimilated by old employees, or it takes a long time for enterprises to turn losses into profits. To solve the problem completely, we can only solve the problem from the inside.

Contemporary professional training institutions actively provide the knowledge and skills needed by enterprises according to the rapidly changing market, and develop talents from within enterprises to enhance their vitality and competitiveness.

China has a famous saying: Ask where the canal is so clear, because there is running water at the source.

If enterprises don't actually invest in training, business leaders don't pay attention to it and don't participate, training will get stuck at the source. How do employees actively participate in training? How to make enterprises get energetic employees? Second, training is not regarded as a long-term job, which is a gust of wind and lacks a system.

For the sake of short-term cost and benefit, many enterprises often go to trainers passively when there are problems or enterprises are stagnant, so that the training work of enterprises is always intermittent.

However, training is a systematic project, not only a system of personnel cooperation, but also a system of time allocation.

The training of "a gust of wind" makes enterprises "treat the headache and treat the foot pain", and the fundamental problem has not been solved, which makes enterprises unable to keep up with the market, often following the footsteps of others, in a passive situation, and even the phenomenon of chaotic business operation.

Some successful enterprises not only see the immediate cost, but also see the long-term benefits, and take talent training as a long-term systematic work. Such as Johnson & Johnson, SmithKline, Pfizer, Merck, etc. The pharmaceutical industry regards staff training as its lifeline, and it regularly rotates training for 65,438+0 ~ 2 months every year.

Long-term systematic training is particularly important for the realization of the long-term strategy of enterprises. Its advantages are: 1, the overall improvement of employees' personal quality, adapting to the long-term development needs of enterprises, and making the development and use of talents interact with the growth of enterprises.

2. It can promote and improve the formation of corporate culture and establish corporate image.

Corporate culture is the soul of an enterprise and the spiritual pillar of creating productive forces.

3. Strengthen the separation of talents from waste talents and mediocre talents, so that enterprises can optimize the talent combination and form a strong overall effect.

Training is like a centrifuge, developing people's potential and eliminating employees without potential.

Through training, enterprises can see the characteristics of employees clearly, and through optimizing the combination, it is conducive to the rapid growth of employees and the rapid improvement of enterprise work efficiency! 4. Enhance the centripetal force of the enterprise.

Employees get in touch with each other and get to know each other during the training, which deepens their feelings for the enterprise and enhances their sense of belonging.

Therefore, only by continuously strengthening and upgrading systematic training can we cultivate talents for enterprises and bring inexhaustible strategic resources to enterprises.

Third, ignoring the arduousness of training, being too optimistic and lacking the same truth.

Training doesn't happen overnight. It requires not only the attention and participation of leaders, but also the efforts of trainers, and also the active cooperation and long-term systematic training of employees.

Because a large number of employees are trained together, the individual learning ability of employees is different, and the speed of changing thinking is also different, which often leads to huge individual effect differences.

As an enterprise, it is impossible to expect every employee to achieve excellent results.

And there are teachers and learners in teaching, which is a two-way relationship. It is not the trainer who teaches well, but the employees who can learn well. It takes time to run in, and both sides need active and effective cooperation.

Being too optimistic and setting the goal too high will inevitably interfere with the progress of both sides of teaching and affect the learning effect.

China has a saying: The higher the expectation, the greater the disappointment.

In other words, if the goal is too big, the failure will be very tragic.

Especially for "learning", gradual progress has been a truth since ancient times. Ignoring the arduousness of training will make training sloppy and waste employees' time and trainers' hard work! 4. Blind worship of foreign things or blind exclusion.

Takeism is not only the view of Lu Xun, but also the view of most people in China in the process of reform and opening up.

Bring the good things from abroad and throw away the bad things.

However, good things may not be suitable for China.

Although foreign countries have advanced management technology and training skills, if they are divorced from the specific situation of China, they will produce talents who are not suitable for the development of China, which is invalid training.

China belongs to a developing country. Although it once had the most advanced Confucian education system, in modern society, various cultures are infiltrating each other. The people we face will not be purely static "China people", but modern people in China who are constantly absorbing advanced world culture and knowledge. It is inevitable to introduce foreign excellent training systems and methods.

Fifth, training is equivalent to lecturing, emphasizing no training and lack of performance management.

In traditional training, the center of training is the lecturer, so that students can turn around the teacher, and the training form is monotonous.

Modern participatory training that attaches importance to "practice" is more vivid and comprehensive.

In addition, many modern enterprises in China lack performance management in training.

How to constantly test the training effect, correct the training method in time, how to motivate students with the training effect, how to improve the training method according to the training effect, and sum up a set of systematic training methods suitable for China people are all unsolved problems in the training of many enterprises in China.

Sixth, training is divorced from reality and lacks pertinence.

At present, education in China is mostly one-way, that is, what teachers teach and what students learn, and students have no right to choose the learning content.

This naturally affects the enterprise training derived from education.

Many teachers only teach students whether they accept it or not, which is seriously divorced from the actual situation of students.

Few training institutions can conduct questionnaires on students' knowledge and skills before training, and usually set courses and teaching programs according to their own experience, which leads to repeated learning or learning knowledge and skills that are seriously beyond their acceptance.

Even fewer people will communicate with the trainees before the training to understand what they really need to learn.

Another weakness of enterprise training in China is that it is only simple knowledge and skills, and it is not combined with the actual situation of enterprises.

Training is not aimed at enterprises, but at individual students, which will weaken the overall combat effectiveness of enterprises.

The real enterprise training is to closely combine the talent demand of the enterprise, design courses directly facing the training object according to the knowledge and skills defects and learning characteristics of the employees of the enterprise, and adopt effective training means to achieve the purpose of increasing profits for the enterprise.

Students rebound if they don't respect the rules of adult training.

A big difference between adults and non-adults is that adults have knowledge reserves and experience.

Therefore, adults are limited by the existing knowledge and experience framework, and it is difficult to jump out of their existing framework directly. Once forced to jump out, they will resist.

At the same time, adults have the characteristics of weak mechanical memory, strong understanding ability and strong abstract ability.

Therefore, in training, we should guide adults to "draw inferences from others" and "draw inferences from others", so that they can take the initiative to accept new knowledge and new things and jump out of the existing thinking trap.

At the same time, it is necessary to awaken the forgotten knowledge and skills retained by adults in training, so that they can emerge from the depths of adults' minds, systematically integrate old and new knowledge and skills, and achieve the goal of combining with enterprise development! Eight, the training of employees has not been taken seriously.

As early as 1954, psychologist Ciblat Khan Maslow divided human needs into five levels: survival, security, belonging, self-esteem and self-realization.

In other words, people are not simply pursuing economic income, but pursuing harmony, friendliness, status, reputation, respect and the embodiment of their own abilities in society and production.

Therefore, although enterprises pay high salaries to trainers, most of them are highly educated and have strong activity ability, and they will certainly not be satisfied with the "survival safety" money.

Without respect, it is difficult for trainers to achieve the degree of "self-realization", which will inevitably affect the efficiency of training, and training will tend to be sluggish and lack of innovation, resulting in inefficient operation of enterprise talent development.

Respect for training staff can stimulate their potential, make them full of enthusiasm for training, and then promote the improvement of students' learning enthusiasm, so that both teaching parties can efficiently complete the teaching plan in harmonious and happy activities, and even stimulate a lot of creative achievements in the passionate teaching process, creating more and more energetic talents for enterprises! Nine, think that training is to train talents for competitors, and employees will quit after learning.

This involves the concept of training. What is the purpose of enterprise training? Enterprise training is definitely not for employees, but for the ultimate mission of enterprises: the pursuit of profit maximization.

There is a saying in philosophy: no two leaves are exactly the same.

Similarly, it is useless to use exactly the same enterprise.

If the enterprise training system is established closely around the enterprise, all kinds of talents in the enterprise will be rationally allocated.

It must be only in this enterprise that the talents it cultivates can play the greatest role.

The human resource system composed of these talents should also be the human resource system of enterprises, and its operation is the whole operation, not one person can succeed alone.

Therefore, it is not terrible for employees to change jobs. As long as the training system and the main body of the enterprise still exist, the enterprise can continue to operate, because it has an inexhaustible source of enterprise talents-training.

Such as P &；; Although G company loses a large number of employees every year, it still insists on a large number of systematic enterprise training every year, P & amp； G continues to maintain a strong development momentum, which is beyond the reach of competitors! Returning to the flow chart given at the beginning, we can clearly see that the training is entirely for the profit of the enterprise. It is an organic system, which needs to be placed in the specific situation of the enterprise and needs the active cooperation of all parties!