How do enterprises train and set up internal trainers?

Text/Foreword of Chief Expert of Jiaoguang Enterprise Management Consulting Company: Taking the word "training" apart, it is a collection of training and training. It is not difficult to see that the real meaning of training is the training method of talents.

However, the strange circle that appears in enterprises narrowly defines training as teachers speaking and students listening, which should actually be called teaching.

Broadly speaking, training should include teaching, job rotation, counseling, expanding responsibilities, practical learning, action learning, self-study and so on.

In enterprise development, training has become a chicken rib. Without training, it seems that the enterprise is not standardized, but with training, the effect is difficult to evaluate.

Therefore, it is difficult to apply for training fees every year, and training assessment is even more difficult.

Tan Xiaofang, a well-known leader training expert, believes that traditional training is more suitable for improving employees' knowledge and ability, but it is not very helpful to experience and values.

The accumulation of knowledge is not what enterprises need most. What enterprises need most is experience, ability and values.

The promotion of these aspects, if through project participation, responsibility expansion, on-the-job guidance, mentoring and other ways, its effect will be more significant.

Therefore, the construction of the internal lecturer team is particularly important.

A large number of training practices have proved that the main force to undertake training and teaching is still the internal training lecturer. The quality composition, cost and organizational efficiency of external lecturers require us not to rely on external teaching resources.

The construction of internal lecturer team should still be the basis of training.

First, the current positioning defect of internal lecturers refers to training, and many people will equate it with "teaching ... text/Tan Xiaofang, chief expert of Jiaoguang Enterprise Management Consulting Co., Ltd. Foreword: Taking the word" training "apart, it is a collection of training+training, so it is not difficult to see that the real meaning of training is the way of training talents.

However, the strange circle that appears in enterprises narrowly defines training as teachers speaking and students listening, which should actually be called teaching.

Broadly speaking, training should include teaching, job rotation, counseling, expanding responsibilities, practical learning, action learning, self-study and so on.

In enterprise development, training has become a chicken rib. Without training, it seems that the enterprise is not standardized, but with training, the effect is difficult to evaluate.

Therefore, it is difficult to apply for training fees every year, and training assessment is even more difficult.

Tan Xiaofang, a well-known leader training expert, believes that traditional training is more suitable for improving employees' knowledge and ability, but it is not very helpful to experience and values.

The accumulation of knowledge is not what enterprises need most. What enterprises need most is experience, ability and values.

The promotion of these aspects, if through project participation, responsibility expansion, on-the-job guidance, mentoring and other ways, its effect will be more significant.

Therefore, the construction of the internal lecturer team is particularly important.

A large number of training practices have proved that the main force to undertake training and teaching is still the internal training lecturer. The quality composition, cost and organizational efficiency of external lecturers require us not to rely on external teaching resources.

The construction of internal lecturer team should still be the basis of training.

First, the current positioning defects of internal lecturers refer to training, and many people will equate it with "teaching". So when it comes to "training lecturers", it is considered to be teaching and teaching.

The author has studied the internal lecturer management system of most enterprises, and the job responsibilities of lecturers mentioned in job advertisements are mostly described in this way. It can be seen that this role orientation is mainly focused on the teaching level, and other training activities are ignored by "various training tasks".

This role orientation is obviously not comprehensive, clear, hierarchical and instructive.

Why? The fundamental reason is that training managers, especially the compilers of lecturer management system, lack the knowledge of structured training management mode, let alone the potential ability of internal lecturers.

Second, the four levels of structured training mode. Teacher Tan Xiaofang, a famous leadership training expert, believes that training management can be divided into four levels, namely, strategic level, operational level, project level and teaching level.

Training activities at adjacent levels are logically related.

The strategic level includes training planning, training organization, overall training operation and strategic realization control; The operational level includes annual plan, resource organization and management, project operation and operation quality control; The project level includes project planning, project preparation organization, project implementation and project evaluation; The teaching level includes curriculum development, teaching organization, teaching and teaching evaluation.

Enterprise training is completely different from university education, and training activities are far more complicated than school education. Enterprise training needs the full participation of internal lecturers, not just writing a textbook and ending it hastily after teaching.

In order to ensure the operation of the whole training work, training instructors must extend to the front, that is, penetrate into the strategic level, operational level and project level, beyond the teaching level.

Third, the role of internal training lecturer extends and locates. Compared with the four levels of training activities, internal instructors are defined as four roles. I hope that the lecturer can fully understand and change his role in practice and realize the sacred mission of the lecturer.

The first is to cultivate ideological propaganda guides, that is, to stimulate the will, locate the needs and teach effectively.

Specifically, according to adults' learning psychology, combined with adult learning characteristics, induction and training are carried out to stimulate learning interest; Through the propaganda and explanation of training concepts and the teaching of learning methods, help students to conduct accurate self-analysis and job analysis and accurately locate their needs; Vigorously correct students' and managers' misunderstanding of the training concept, and effectively ensure the teaching quality.

Teacher Tan Xiaofang thinks that the training of internal lecturers is also a key point, and we can't just let the horse run without feeding the grass.

Therefore, in training, we should first establish the rank system of lecturers and clarify the promotion conditions and training methods of different ranks; Secondly, establish internal lecturer clubs, hold salons regularly, invite internal lecturers to share their experiences, and promote the common growth of * * *.

It is best to set up a small library in the enterprise to give internal lecturers more resources to study and settle down; Thirdly, providing charging opportunities, such as attending external open classes and transferring to training when you come back, not only saves costs, but also reflects the pertinence of enterprises and trains internal lecturers.

At this time, some people may ask, do these internal lecturers still need to work? If so, how to evaluate its performance? This is a good question.

In enterprises, internal lecturers usually have two identities, full-time and part-time.

Most enterprises mainly take part-time jobs. The advantage is that the lecturer will not leave his post, and the counseling will be more effective.

If the enterprise has not established an enterprise university, it is recommended to take a part-time job.

The assessment of part-time lecturers is generally divided into two aspects, one is the assessment of their own work achievements, and the other is the assessment of the personnel training achievements as part-time lecturers, both of which are indispensable and very important.

An interesting phenomenon is that employees who are part-time lecturers often perform better than those who are not part-time lecturers.

Semi-customized development is the main form of internal training courseware development. Mainly according to the existing training courses and the actual situation of enterprises to adjust the training courses. The main content of the adjustment is the course structure and cases, which makes the content and background information of a single training more targeted, thus enhancing the training effect.

The content of semi-customized courses is generally adjusted between 60% and 90%. Too many lecturers may have an impact, and too few will be worse.

If the type of enterprise targeted by the curriculum design is similar to our own company, the adjustment will be relatively small, otherwise the adjustment will be relatively large.

If an external lecturer is engaged in semi-customized development, it is necessary to conduct pre-class investigation and collect relevant cases of enterprises. The development effect will be better if the internal lecturer conducts several on-site studies while the external lecturer is teaching.

Generally speaking, there are not many directly introduced courses, and most of them are developed by companies specializing in curriculum development.

This course is relatively scientific as a whole and does not need to be adjusted. Lecturers generally play the role of explanation and elaboration. The essence of the course lies in the courseware itself, which requires the imported course to have strong consistency with the enterprise in terms of industry, enterprise scale and challenges.

If such a class is a foreign teacher, the experience of the course professor is very important. If internal lecturers teach such courses, they must attend the training and get more comprehensive and systematic training materials such as lecturer's manual.

Thirdly, train managers, that is, set goals, coordinate communication and master results.

Specifically, help managers and students locate their needs and build a project training course system; Publicize the importance of knowledge management, such as knowledge development, knowledge sharing and basic strategies of team learning. , to ensure enthusiasm for learning; Ensure the training effect through effective training system construction, such as basic processes, systems, methods, guidelines and rules and regulations.

Second, curriculum developers, whose main tasks are curriculum design and textbook compilation.

A competent lecturer should always pay attention to the dynamic follow-up of course requirements, the revision of outline orientation and the supplement of content, which is reflected in the continuous upgrading of textbook versions.

Staff training plays an increasingly prominent role in the development and management of human resources in enterprises, and it is also highly valued by senior managers of enterprises.

However, even if the best external trainers are invited to conduct tailor-made training for employees, the training effect is still unsatisfactory, and the dilemma of "congenital deficiency" in employee training can never be solved.

As a result, more and more enterprises have realized the value of internal trainers and started to set up their own internal trainers, which is the most important part of the enterprise training system.

Professional problems of training lecturers.

If the lecturer in the enterprise is really good, why not come out and do it? As a professional lecturer, the income is higher than that of an internal lecturer, and the social status is high. You can arrange your own time without looking at the boss's face. You don't have to take bad classes How free and happy are you? How can enterprises retain such a powerful person? If the lecturer's level in the enterprise is not high, then he can't do well in the enterprise. How can he be a good lecturer? I can barely cope with the junior staff inside.

The state between excellent and average will be difficult to grasp.

In addition, it is an objective fact that students think that external lecturers are professional and internal lecturers are not very professional. The so-called "home flowers are not as good as wild flowers".

The strengths of internal lecturers lie in the understanding of enterprises, the strengths of external lecturers, and the curriculum system and teaching skills.

Therefore, from this perspective, the internal lecturer itself will be a very unstable occupation, and the training cost of the enterprise is high, and it will fly away carelessly.

I used to be an internal lecturer in an enterprise, and later I came out to be a professional lecturer.

Why do employees stay in the enterprise? Not only because of salary, but also because of cultural identity, room for growth, room for exerting ability, good leadership and so on.

Therefore, enterprises implement the internal lecturer system, which is more useful for knowledge inheritance and ability play, and it is easier for employees to retain.

Of course, advocating internal training does not mean denying external training. The advantages of the latter are obvious, which can broaden our thinking and reflect on ourselves.

Therefore, when choosing what kind of training form, we should proceed from the needs of enterprises, rather than training for the sake of training.