Factors affecting the transformation of training results

Factors affecting the transformation of training results

Training transformation refers to the use of training and curriculum resources to achieve the expected goals, so that the training content can be transformed into employees' operational skills and action methods, which can promote the overall quality of employees, thus promoting the overall performance of enterprises and forming good input-output benefits. It emphasizes the principle of paying equal attention to both process and result. The transformation of enterprise training is a problem that deeply puzzles enterprises. On the one hand, increasingly fierce competition and rapid technological progress force enterprises to increase investment in employee training; On the other hand, the input-output ratio of training is out of proportion, and the training effect is difficult to measure, which makes the training department of enterprises in an embarrassing situation.

In the era of knowledge economy, human resources training and development has always been one of the strategic means for enterprises to maintain a sustainable competitive advantage. The growth trend and speed of enterprise training and resource investment generally directly reflect the importance enterprises attach to training. The research on the utilization rate of training shows that in general, the direct effect of training only produces 10%-20%, which means that 80%-90% of training resources are wasted. This is intolerable for any enterprise facing fierce competition and pursuing high efficiency. Reducing training costs, enhancing training effectiveness and promoting the effective transformation of training knowledge have become an urgent task for enterprises, so it is of strategic significance to analyze and study the transformation mechanism of enterprise training for the development of enterprises.

Factors affecting the transformation of training results

The transformation of training results refers to the process of applying the knowledge, skills and behaviors learned in training to practical work. Generally speaking, the transformation of training results is influenced by the transformation atmosphere, the support of managers, the support of colleagues, technical support and self-management skills. Let's make a brief analysis:

First, the atmosphere of the transformation of training results. The transformational atmosphere here refers to the trainees' views on various characteristics in the working environment, which help or hinder the application of skills or behaviors acquired through training in practical work. These characteristics include the support of superiors and colleagues, the opportunity to use skills, and the consequences of using the skills learned. For example, managers who have just received training discuss with their superiors and other managers how to apply what they have learned in training to practical work. This is an improvement for the trainees. The research shows that the atmosphere of the transformation of training results has a strong correlation with the changes of management style and interpersonal behavior of managers after training.

Second, management support. Manager's support means that the superior manager of the trainee emphasizes the importance of participating in the training plan; Emphasize that training content should be applied to work. The higher the support of superior managers, the greater the possibility of the transformation of training results. The lowest level of support that managers can provide is to allow trainees to participate in training. The highest level of support is to attend the training in person as a trainer. As a manager of trainers participating in training programs, they provide many low-level support functions, such as strengthening the application of trainees' new learning ability in training, discussing the training progress with trainees, providing practical opportunities and so on.

Generally speaking, enterprises should at least arrange a special time to explain the purpose of training to the superior managers of trainees, tell them that enterprises expect them to encourage employees to participate in training, provide trainees with practical opportunities, strengthen the application of training content, and track the trainees to evaluate the progress of trainees in applying training content to practical work.

Third, the support of colleagues. By establishing a support network among students, it will help to strengthen the transformation of training results. The so-called support network refers to a group of two or more trainees who voluntarily agree to meet regularly to discuss the progress of transforming the skills learned from training into practical work. This kind of meeting can be a face-to-face discussion meeting or an e-mail exchange. Through this exchange, students can share their successful experience in applying the training content to their work. They can also discuss how to get the resources needed to apply the skills taught in training, or how to deal with the harsh environment that interferes with the application of training content in practice.

Fourth, technical support. This is the hardware condition for the transformation of training results. If employees have new ideas and designs in the learning process after training, but the technical support of enterprises is not in place, it will only be futile.

Fifth, the opportunity to apply what you have learned. The opportunity to apply what they have learned refers to the extent to which trainees acquire or try their best to apply the new knowledge, skills and behaviors they have learned in training programs. The opportunity to apply is influenced by the working environment and the motivation of the trainees. One of the ways for trainees to apply what they have learned is to arrange them to engage in jobs that need to be applied. The supervisor of the trainee usually plays a key role in deciding this kind of work arrangement. The chances of applying will also be affected by whether the trainees are willing to take personal responsibility, that is, whether they are willing to actively look for jobs that will enable them to play their newly acquired skills.

Sixth, self-management. Training should also prepare employees for self-management when applying new skills and adopting new behaviors at work. Especially in the process of training progress, it is necessary to give trainees opportunities and set the goal of applying new technologies and adopting new behaviors in their work; Determine under what conditions the set goals may not be achieved; List the positive and negative consequences of using new skills and adopting new behaviors; Supervise the whole application process of new skills and new behaviors. In addition, students themselves should understand that in the process of using the training content, it is inevitable that they will always encounter some difficulties; Returning to the original inherent behavior and skill patterns does not mean that trainees should give up what they have learned in training, but should try again. Finally, because colleagues or superior managers may not be able to reward the trainees for using the training content or provide feedback automatically, the trainees need to create their own self-reward system and ask colleagues and superiors to provide feedback. Adhere to the use of training content.

Obstacle analysis of the transformation of training achievements

First, the concept analysis of training transformation

First, training is a kind of welfare. One-sided emphasis on training is only a welfare concept for employees, ignoring employees' obligation to participate in training, causing employees to ignore training and participate if they want, which is not conducive to the improvement of training performance. Generally speaking, welfare is an addition to the main interests, such as wages, and common welfare such as transportation subsidies, food subsidies, housing subsidies, medical insurance, etc. Since it is a kind of welfare, employees can naturally choose between it and not. Training organized by enterprises and employees' participation in training should pay equal attention to rights and obligations, so employees have the right to enjoy training, and enterprises also have the right to restrain employees from participating in training. Enterprises can fully incorporate employees' participation in training into performance appraisal, so that employees can feel competitive pressure and urge them to study hard.

Second, training is a matter for middle and grass-roots managers. Although many enterprises attach importance to employee training, they only attach importance to the training of middle-level employees and ignore the training of senior employees. Enterprises need to realize clearly that it is necessary to train advanced management knowledge and skills. Managers of some enterprises are promoted from grass-roots positions. Although their positions have changed, their personal qualities have not changed much. From the perspective of the long-term development of enterprises, it is necessary to strengthen training and theoretical knowledge in strategic management, human resources, financial management and marketing. If we emphasize the training of middle-level employees, the quality of employees will be improved in an all-round way, but the ideas and skills of managers will not be improved, which will lead to conflicts between managers and excellent employees, and the development of employees will be seriously restricted by managers, causing undue losses to enterprises.

Third, training is the responsibility of the human resources department. The role of human resources department in enterprises is rather awkward. The top management doesn't attach importance to it, the middle management doesn't support it, and the grassroots don't understand it, just like A? Lonely rambler? . The top management of the enterprise may think that the problems of the enterprise are mainly the low quality of employees, who are recruited by the human resources department and are responsible for training. Poor quality of employees means that the training is not done well. All these problems are not the responsibility of our manager. ? Training is the business of human resources department? This is a kind of prejudice.

Fourth, the theory of training omnipotence. While paying attention to training, enterprises have also entered another misunderstanding, that is, they rely too much on training and think that training is omnipotent. Once there is a crisis in management, they will think of training and regard it as the master key to save the enterprise. Training is not everything, training can only solve it? The problem won't? Can't solve it? The problem of inaction? . Business leaders can't take training as everything, and it is harmful to rely entirely on training. We need to treat training with a normal heart.

Second, the analysis of the implementation of training transformation

First, there is a lack of scientific demand analysis basis. Even if managers have realized the importance of training, they can't guarantee the effective development of training, because the lack of scientific and detailed analysis of the training needs of enterprise employees makes the training work very blind, random and aimless. Design training is not organically combined with the development goals of enterprises, job skills requirements and employee career design, which makes training a blind fire fighting, emergency, difficult, accidental and random job.

Second, pay attention to input and ignore output. The annual training plan of an enterprise usually provides annual training funds and training course planning. Once started, few people ask questions, and in the end, there is no simple assessment, and there is a lack of systematic training performance management, which makes it difficult to ensure the training transformation effect.

Third, pay attention to preparation and ignore the supervision and communication of training. Many enterprises attach importance to the preparation, planning and selection process of training, but ignore the supervision and communication of training when entering the implementation stage. The implementation of training needs necessary supervision and communication, so as to grasp the learning information of students in real time and improve the training scheme in the process of continuous feedback. Lack of supervision and communication in the training process leads to half the effort.

Analysis of Strategies for Improving the Transformation Rate of Training Achievements —— Taking Wyeth Enterprises as an Example

Many enterprises have the problem of low conversion rate of training effect, which directly leads to the boss's lack of confidence in training and the training department's funds are often cut. To improve the transformation effect of training, we should start from the following aspects:

First, choose the appropriate training mode.

There are two main training modes: traditional mode and modern mode. The main differences between them are as follows:

First of all, traditional training is mostly based on teaching and is carried out in the classroom. Trainers play the role of organizers, and employees are more passively trained, which leads to the disconnection between training knowledge and practical application. At the same time, this training mode has also made many enterprises become bases for training talents, investing a lot of money to train talents, but ultimately failed to retain talents.

Second, the modern training mode is mainly to build a development platform for employees, take students as the center and emphasize autonomous learning. Supervisors are taking on more and more roles, and they should help their subordinates to improve constantly. This will help to create an atmosphere of loving learning in enterprises and become the main reason for retaining talents.

If the training objectives are inconsistent with the strategic objectives and stage objectives of the enterprise, employees will feel that training is useless and will naturally not be promoted, and there will be a short circuit between training and business, which will lead to the ineffective transformation between training and practice. Therefore, training practitioners should pay close attention to the following points when implementing training:

1. Does the training support the company's strategic objectives?

2. Whether the training is consistent with the enterprise's stage objectives and project objectives;

3. Whether to accurately understand the needs of employees in various departments;

Do you know the business of the company?

Wyeth enterprises have made a lot of efforts in these areas and achieved remarkable results. What is the strategic goal of Wyeth 20 12? Back to the beginning? That is to make a review of all departments and processes to make them conform to the current development of the enterprise. Training will cooperate? Back to the beginning? In order to achieve the strategic goal, the training department has designed? Butterfly? And then what? Kung fu? Two training programs for different members. ? Butterfly? This project is aimed at salespeople. Kung fu? The project is aimed at front-line supervisors. Wyeth's main product is baby milk powder, and the sales staff are mostly women, so the project name is named? Butterfly? It means that to become a beautiful butterfly, you must go through the process of breaking out of the cocoon, and this process must be completed by your own strength. Front-line supervisors already have certain management skills, but it takes higher efforts to work hard in shopping malls, so they will name the project? Kung fu? Give them a deep and intuitive impression. ? Back to the beginning? The strategy is to look at all the processes, policies and product-related consultations, therefore, in the implementation? Butterfly? Before the start of the project, the necessary skills of sales staff should be fully sorted out, and all personnel should make self-evaluation. Based on the evaluation of the supervisor and the team, find out the gap between the standard and the reality, and plan who should participate in the training and who should strengthen the application of knowledge in the work according to the size of the gap.

Second, create a positive training culture.

Enterprise training results? Low conversion rate? Another reason is the lack of a benign learning environment. Many employees think that training is the responsibility of leaders and training departments, and more is the responsibility of training organizers and leaders. Many enterprises will give a notice before the training: a certain content training will be held at a certain time and place, so please be sure to attend. If you can't attend, you must ask for leave, otherwise it will be treated as absenteeism. Such a notice will make employees feel that participating in the training is passive and of no value to themselves, so they will not accept it seriously and actively apply it. Wyeth has always emphasized the close relationship between training and employee development. Wyeth has 12 days of training for new employees. During this 12-day training, the president of Greater China and the heads of various departments will be present to chat with new employees, understand their ideas and let them feel that the company attaches importance to training.

Wyeth creates a learning atmosphere in many ways. In the training of new employees, we ask each student to write a letter to himself and talk about his inner thoughts and future development. A month later, we will send this letter to him and ask him to compare what he wrote at the beginning with the current situation, whether there are any shortcomings and how to improve it. This establishes the needs of employees' self-development. Want me to learn? Become? I want to learn? .

At the same time, enterprises should establish a positive atmosphere, strengthen internal after-the-fact training and limit punishment. It takes time to turn the learned methods into habits, and employees will encounter confusion and obstacles in the process of applying new knowledge. If you punish him blindly when his grades are poor, it will make him repeat the same mistakes and lead to ineffective training. Therefore, mistakes should be allowed in the application process and actively help him reform.

Third, the design and implementation of training is the key.

In the process of transforming the training effect, the design and implementation of training is very important. Wyeth has made many effective attempts in this regard:

First, provide different training for different personnel and build different curriculum systems. This is the first step of training design.

Second, in the course design, set up characteristic courses, compulsory courses and elective courses. Characteristic courses are closely related to the development of the organization, and all relevant personnel must attend. This position requires compulsory courses. In Wyeth's industry, it takes about three years for salespeople to mature, and they have to take different courses at different stages of these three years. Elective courses are related to personal development and management ability, and can also be the direction that students are interested in developing in the future. Wyeth stipulates that professional courses, one compulsory course and one elective course must be selected, and the minimum training time is 50 hours per year.

Third, make a scientific training process. In Wyeth's training process, in addition to course training, there are pre-class training and after-school training. Before the training, employees are usually told the contents of the training, including the main points and what analysis needs to be carried out in advance. The training department will conduct training by email, online exam and SMS. After the training, we will do after-school training and send the test questions to the sales staff who often go out for assessment by SMS. It is also essential to establish a strict feedback mechanism in the training process. Wyeth has a supervisor's instruction manual. The supervisor shall make a training plan for each employee, which shall be signed by the employee and the superior supervisor. Then the supervisor should record the employee's work performance, follow-up report, follow-up score and related evaluation indicators in detail, reflecting the growth process of employees after training. The supervisor of this manual should carry it with him, read it at any time, and accept the inspection of the superior supervisor at any time.

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