What kind of training do we need?

Can training really improve the quality of employees and enhance the competitiveness of enterprises? The answer is: not necessarily, because only by receiving the correct training can you really achieve your goal. It is very popular to call enterprise employees human resources now. How to turn human resources into real resources? In my training, I divide employees into four types according to their attitudes and abilities. Attitudes include: correct career planning, professionalism, teamwork, good interpersonal relationship and creativity. Ability consists of knowledge, skills and experience. People with poor attitudes and abilities are called "layoffs", and such people will always be eliminated; The second kind of person is called a talent, provided that he has a good attitude and poor ability. Although he is like wood, he can become a useful person after carving. The third kind of person is capable but has a bad attitude. It is important to correct his attitude and help him establish a correct career plan. The last one is a person with ability and good attitude, who can help the boss solve problems and create wealth. Assuming that the employee has a bad attitude, he can't improve his performance if you lecture him on his sales skills again; Suppose an employee's skill is poor, and you train his attitude fiercely, but the result is still not good. Therefore, as the head of the company's education and training department, the boss of the company and the director of the company, you must know whether there is a problem with the attitude of employees or the skills of employees, and prescribe the right medicine. I think the training effect will be better. What kind of training does the enterprise need? Some time ago, when I was training in a private enterprise with assets exceeding 2 billion in Zhejiang, I found that its two largest subsidiaries embodied two completely different training modes. The training mode of subsidiaries can be called "supermarket" mode. Many up-to-date courses have been provided for the employees of this unit, including the business reengineering course of management master michael hammer, the learning organization of Peter Shengji, the seven habits of Steven Covey's successful people, the Six Sigma black belt, situational leadership and other trainings. An enterprise is willing to provide employees with so many training resources, and they are all very expensive and popular new courses. These courses are not introduced because enterprises are re-engineering or transforming into learning organizations, but because these courses are the most popular outside, and many supervisors and employees have expressed their desire to take such courses. In this enterprise, you can find many latest courses, and introduce whatever courses are most popular now. The second subsidiary is completely different from the former. It can be called "strategic orientation" mode and can be compared with "supermarket". The training department of this company only undertakes a few series of courses, which are closely related to the core competence of employees such as team building, quality management, customer service and global thinking. Ask them why they offer these courses. Their answer is simple, "This is a course needed to train future leaders in line with the business strategy and development of enterprises." What's the difference between these two training modes? It lies in the investment return of enterprise training and the training needs of employees. If it cannot be combined with the business strategy and development direction of the enterprise, it may spend a lot of money and time on training activities. Individual employees may be satisfied with the course, but it has no direct impact on the overall business performance of the enterprise. Therefore, enterprises need to establish strategic and business-oriented training. The so-called strategic orientation means that the determination of training programs should be based on the company's business strategic objectives, rather than what training is popular in the market. Before taking part in any training program, the person in charge of training should think carefully about whether this training has any effect on realizing our company's strategic goals. Do it if it works, and don't do it if it doesn't, so as not to waste resources. For example, if the company decides to implement the internationalization strategy, the training department should participate in English training programs. Of course, this requires the person in charge of training to have a deep knowledge and understanding of the company's business strategy, and find out the "shortcomings" in the company's management according to the company's strategy to determine the training needs. Taking business as the core means that the training work should be carried out closely around the company's core business, because the training resources of any company are limited. In order to maximize the training effect, the training resources must be tilted towards the company's core business department. For example, the core business department of a retail company is a store, so the training work should focus on the needs of the store. Trainers should go deep into the store, try to tap the training needs of the store, and then arrange training programs according to the needs of the store. In addition to cultivating the guiding ideology of strategy-oriented and business-centered, enterprises should also understand that training is necessary when they develop to a certain extent. There are several levels of training that enterprises must do: the first one needs conceptual training. When an enterprise works as an administrator, it is often "people manage people, people are trapped by the system, and people manage the soul." Corporate culture comes from the heart of employees and turns into flesh and blood, so the training of corporate culture is basic training. The second is technical training. Now that the half-life of technology is getting shorter and shorter, enterprises should pay attention to the technical update of employees, otherwise the recruitment cost is often greater than the training cost. The third is professional training to make employees more professional and dedicated, which is the need of the development of every enterprise. The last one is quality training. As a professional, everyone needs the most basic qualities. The higher the position, the higher the quality requirements. This kind of quality training is often cultivated slowly by the environment and personal communication level, and it is difficult to achieve the effect only by a few classes of trainers. To sum up, in the process of enterprise development, it is best to gradually establish a training system suitable for your actual situation. With the training system, we have the core concept and soul. With the basis and direction of training, enterprises can design training that meets the horizontal (functional) and vertical (post) needs of enterprises from the aspects of training demand analysis, training course database establishment, training management, training implementation, training evaluation and specific training ideas. Return to the top to close the window.