How can we effectively train employees?

Staff training is the basic driving force of human resources development, in order to obtain high-quality human resources. More and more enterprises in China are actively exploring effective ways and methods of human resources development and training. This paper analyzes the present situation of employee training in Chinese enterprises and the importance of employee training to the development of enterprises, and puts forward some methods and suggestions on how to effectively carry out employee training.

Keywords: strategic career development of training enterprises

Staff training, as a basic work of human resources development in enterprises, has been paid more and more attention by enterprises. Especially in today's knowledge-based economy, more and more enterprises have realized that the future competition of enterprises is actually the competition of talents, and the advantages of enterprise talents cannot be separated from scientific and effective training of enterprises. Training is an important means to cultivate talents, and it has become the key work for enterprises to win in the fierce market competition. Therefore, the position of employee training in enterprises has received unprecedented attention. However, some enterprises still have some problems, such as unscientific training concepts and methods and unsatisfactory training results. Therefore, effective employee training is a problem that everyone engaged in training must seriously consider.

First, the current problems of enterprise training in China

1. Training is education, and education is training. Because of the late start of training in China, many people don't know enough about training, so they confuse training with education and think that training is education and education is training. In fact, there is a big difference between the two. The main purpose of education is to teach, learn and test knowledge. It has the characteristics of long time, wide range, low cost, popularization of teaching materials, shallow content and high requirements of teachers for class background. It aims at acquiring knowledge and diplomas. The training work is mainly to cultivate skills, train skills and apply skills. It has the characteristics of short time, narrow scope, high cost, deep teaching materials and strong practicality. Teachers' requirements come from practice. It aims at improving abilities and qualifications.

2. The training work is not closely integrated with the overall goal of the enterprise. No matter what kind of training an enterprise provides for its employees, its purpose is to serve the overall goal of the enterprise. However, in the actual training process, it is often easy to see that the content, methods and courses are not closely related to the overall goal of the enterprise, and training is easy to become a mere formality.

3. Training lacks effective training system and process support and necessary management. Although many enterprises are doing training, there is no effective training system and process, only the implementation of training plan is emphasized, and the effective control of training process is not emphasized. In this way, a lot of time and manpower are wasted, but the training effect is not good.

4. Enterprise training is out of touch with employee career development. Employees have improved their skills and business knowledge by participating in training and studying hard, but the enterprise has not paid due attention to it and has not improved their career development or treatment accordingly. Employees' enthusiasm for learning has declined, so they have to find another stage suitable for playing. Instead of worrying that employees will lose their talents after giving them training opportunities, enterprises should reflect on whether to give employees enough room for development. "Heroes should be useful", and a contract to extend service time with only one piece of paper is not binding. According to the 80/20 principle, enterprises need to pay more attention to and retain 20% employees who have created 80% wealth of enterprises. These 20% core employees should be trained in a targeted and planned way, and their career development should be considered. In the scheme of employee career management module of Shaanxi Fast Company, the project team specially designed the demand table of core employees' ability development, which is convenient for enterprises to understand the training needs of core employees, and at the same time, asked the direct superiors of core employees to make suggestions on the current skill level and areas that need to be improved, and achieved very good results.

5. Only a few members have been trained. This phenomenon is common in enterprises, and there are two misunderstandings here: First, some leaders think that training managers should focus on those who have been selected and have development potential. So they are allowed to participate in any training, thus ignoring the training of all managers; The second is that the current work of the unit is the most important. So only those who have nothing to do are allowed to participate in the training, so the training is concentrated on some people. It has caused the result of "idle people training, busy people have no time to train, and urgently needed personnel do not train". Such training is not only ineffective, but also stifles the enthusiasm of its employees to participate in training and learning.

6. Short-sighted effect of training. This is a short-sighted behavior in employee training in many enterprises. They have no planned and step-by-step training design around the long-term development and progress of the enterprise. If enterprises can't carry out pre-training as soon as possible around the medium and long-term goals, they will not be able to meet the needs of employers and even affect the overall development of enterprises.

Second, the enlightenment of effective training.

The experience of countless successful enterprises at home and abroad tells us that to build a first-class enterprise, we must first have a group of first-class employees. The formation of first-class employees must take two steps: recruitment and training. How should employee training conform to the development trend of enterprises? Perhaps we can learn a lot from the case of Zhang Jing, who graduated from Peking University and has five years of training experience.

After graduating from Guanghua School of Management, Peking University, Zhang Jing began to engage in training in UT Starcom. From the beginning, she focused on curriculum development and internal lecturer training. With profound professionalism and frequent communication with business departments, she quickly obtained a lot of business information. Then, according to the externally purchased courses and related cases of enterprises, new courses are developed, and the newly revised courses become the classic courses of ut Starcom. For the training of internal trainers, she thinks that the best internal trainer is the person in charge of the business department, so she actively trains and establishes the system of internal trainers. The establishment of internal trainers makes the training more targeted, reduces the training cost, and the lecturers themselves grow rapidly. In 2005, Zhang Jing joined DuPont China Group, and her focus changed from initial business orientation to employee development. Employees here have their own learning organizations, and the focus of the training department is to share experiences and achieve cultural integration by organizing training or activities. In addition, the introduction of coach and tutorial system in enterprises makes DuPont's training more distinctive and effective. Therefore, working in DuPont has formed her clear and complete training concept and strategic analysis ability. Zhang Jing's success has given us useful enlightenment.

Enlightenment 1: To establish a training system and carry out training work, we must understand the enterprise environment and determine different training development directions according to the training needs of different enterprise environments.

Enlightenment 2: All training should start from the company culture and business operation, and understand the company strategy, customers, competitors and industry development, so as to cultivate talents that the company urgently needs and should reserve in time.

Enlightenment 3: The introduction and development of courses should be combined with the actual situation of enterprises and constantly improved and developed in training.

Enlightenment 4: Pay attention to the training of internal trainers, coaches and mentors, so as to establish a team of trainers within the enterprise.

Third, effective training methods.

1, promoting training to an important development strategy of the enterprise. Whether it is product development strategy, industrial development strategy, technological innovation strategy or organizational structure strategy, it is inseparable from the support of the corresponding human resources development strategy, and it is impossible to formulate and implement the enterprise development strategy. Without the guarantee of high-quality employees, it is impossible for the whole enterprise to rise to a new level and have the competitiveness to compete with first-class enterprises at home and abroad. Therefore, when an enterprise formulates its development strategy, it must put employee training in a prominent position and make it an important part of its development strategy. In this way, employee training must be treated equally with production, marketing, design and development, and be willing to invest manpower, material resources and financial resources. It should even be regarded as more important than other commercial operations. Staff training must be directly managed by the senior leaders of the enterprise, and it must be integrated with the recruitment, selection, promotion and retention of employees. However, the trained teachers and managers must undergo strict selection, so that they are the best among all employees in business, skills, knowledge, experience and psychological quality. The training content should be set according to the needs of employees' career development and business strategy, with skills and concept training as the main content. The training management mechanism should reflect the particularity of training work, and cannot directly apply the management methods of the production and operation departments of enterprises. Only by meeting the above requirements can the effect of employee training be fully guaranteed.

2. Make training one of the internal incentives for employees. Modern enterprises adhere to the traditional external incentives (mainly reflected in wages, rewards, recognition and so on. ), at the same time, pay more attention to the internal motivation of employees, make the work itself full of challenges and interests, and satisfy employees' sense of accomplishment, competitiveness and personal fun, which is also one of the important reasons for the growing innovation ability of western countries. Through employee training, promoting employees' all-round development and personality perfection, and enhancing employees' professional skills and personal personality can effectively overcome the disadvantages of poor incentive effect caused by too single use of material incentives in many enterprises in China, and can guide employees to get rid of the one-sided pursuit of material needs and yearn for a higher level of "work and life quality" (that is, meaningful, valuable and competitive work and life are regarded as important contents of life, and employees engage in such work mainly to satisfy their sense of accomplishment. This will be very conducive to building a high-quality workforce, and also very conducive to cultivating first-class corporate culture, establishing a good corporate image, and enhancing the overall competitiveness and development potential of enterprises.

3. Pay attention to the investment benefit analysis of training. Staff training is also an important capital investment for enterprises. Like the use and appreciation of other capital, we must also attach importance to the investment benefit analysis of training, that is, training must be directly linked to the growth of enterprise benefits in different degrees. This has two basic meanings: first, enterprise training must not be cost-effective, training must not be targeted, and training must be based on solving the problem that employees' skills and concepts can not meet the needs of enterprise production and operation development; Secondly, staff training should not be regarded as a simple "unproductive expenditure", but as a necessary capital investment to improve the efficiency of production and operation. Carrying out employee training will improve the final benefit of the enterprise far more than its training cost, so this investment has good economic value. Therefore, the setting of training content, the application of training methods and the selection of training objects must be economical, and formalistic training must not be carried out; Resolutely abandon "extensive" training, and staff training should also engage in "excellent project", that is, training must be conducive to cultivating and bringing up a group of outstanding employees and to the rapid growth and improvement of top-notch talents in enterprises. Only in this way can the strategic value of training be highlighted. No matter the training without benefits or the training without attention, it is tantamount to losing the first-class employees of the enterprise and leading to the "chronic suicide" of the enterprise.

4. Implement the "three-thirds system" for personnel training. With the development of the market and the acceleration of knowledge updating, the establishment and staffing of enterprise training institutions can never be "big and comprehensive" or "small and comprehensive". In fact, it is impossible for enterprises to provide all the necessary training resources (including hardware facilities and training teachers). Now that social services and information networks are more and more developed, enterprises can fully borrow external resources, especially the "external brain", that is, through joint training with other institutions inside and outside the enterprise, realize the enjoyment of resources. In terms of training personnel, the "three-thirds system" can be implemented, that is, the full-time training personnel of training institutions account for about one-third of the total training personnel to ensure the continuity and smoothness of daily training; About one-third of the experts are engaged in part-time training in enterprises, which can closely combine training with the actual work of enterprises and directly serve the development strategy of enterprises; About one-third of them can hire external experts and scholars to carry out training aimed at improving their abilities, with the main intention of broadening their horizons and understanding the frontier information and academic theories of contemporary science and technology.

To improve the competitiveness of enterprises in China, we must reform the training management system, truly provide first-class human resources for the strategic development of enterprises, and promote enterprises to enter the world advanced level as soon as possible.