How to build an excellent team of internal trainers

With the increasingly prominent position of training management in enterprise internal management, how to obtain high-quality and low-cost lecturer resources has become a major problem that puzzles enterprise training management, and the rise of internal trainer team undoubtedly provides a way to solve such problems. There is no doubt about the advantages of internal trainers: understanding the characteristics of the industry/enterprise, low cost, easy allocation of time, self-presentation, improving the quality of employees through the role of internal trainers, and so on. However, how to build a team of internal trainers who can fight has also become a difficult problem for enterprise training managers. This paper mainly expounds the methods to solve this problem from three aspects: the source, training, assessment and motivation of internal trainers. 1. The nature and quantity of internal trainers vary from enterprise to enterprise, but they can usually be in the following four aspects: 1. Invitation: middle and senior managers are invited to be senior lecturers. Managers above the middle level of an enterprise must concurrently serve as internal trainers, shoulder the responsibility of cultivating talents, and their teaching performance should be included in personal performance appraisal. 2. Hire: Hire lecturers who have trained managers and professionals (such as computer personnel). (1) Except for internal trainers, employees who have participated in overseas training for more than 5 days at one time can be temporarily employed as internal trainers by the company after being audited by the Human Resources Department, and they are obliged to provide training for employees for a certain period of time. If the on-site effect evaluation of the lecture can meet the basic requirements of the internal trainer, it can be included in the management of the formal internal trainer upon individual application. (2) Employees who have obtained the national vocational qualification of enterprise trainers can be directly employed as internal trainers of the company. 3. Recruitment: open recruitment, internal training of lecturers. 2. Evaluation and encouragement of internal trainers. The assessment and encouragement of internal trainers are mainly divided into reward measures for internal trainers and punishment measures to standardize the behavior of internal trainers. Incentive measures are divided into special rights of internal trainers, material and spiritual rewards of internal trainers, etc. The special rights of internal trainers include the right to participate in the training of internal trainers, the right to participate in all training courses of the company, the right to give priority to external training and the right to excellent promotion of excellent internal trainers. At the same time, internal trainers should give certain material rewards according to the salary levels of internal employees and external lecturers, such as class fees; Finally, you can also regularly evaluate the honorary titles such as excellent internal trainers. Punishment measures mainly regulate the behavior of internal trainers by establishing a restraint mechanism. Punishment measures mainly include demotion of internal trainers, fines for class fees, and demotion of managers who fail to perform the duties of internal trainers.