Schridde identified three stages of training, which led to different training strategies: the first stage paid attention to employees, the second stage paid attention to managers, and the third stage paid attention to the whole organization to build a platform for learning organizations. Take IBM as an example, and then look at the training strategic concept of foreign companies through IBM. IBM invests $2 billion in training every year, accounting for about 1% to 2% of its annual turnover. Every employee has at least 15 to 20 days of training time every year. It is considered as one of the top training companies in America. All managers in the company must attend 40 hours of training every year to ensure that they can consistently follow IBM's management style. In IBM, the company should train all new employees in corporate beliefs, that is, to become a voice (BOV), so that new employees all over the world can hear the same voice from IBM. Subsequently, the company conducted corresponding training for ordinary employees, managers at all levels, and foreigners, such as PELT (professional entry-level training) for front-desk personnel such as front-line sales services, and AELT (administrative entry-level training) for background personnel such as administration and finance.

Through these trainings, new employees can understand the corporate culture. With the promotion of positions, IBM will conduct special training for managers at all levels. First-line and grass-roots managers will receive 80 hours of classroom training in the first year of their new positions, including the company's history, beliefs, policies, customary practices and basic management skills such as encouragement, praise and suggestions to employees. Department managers receive training in effective communication, personnel management, business thinking and strategic planning in the middle management school specially established by the company; The company arranges social and economic courses for experienced middle and senior managers. Or study the senior manager course of Harvard University or the related courses of Si Long School of Management of Massachusetts Institute of Technology, Stanford University and other institutions, and the time varies from one week to one year.

E-learning mentioned here, that is, online learning, is an important trend of IBM employees' learning. IBM has an online school called Global Campus on the global LAN intranet, with more than 2,000 courses. Employees all over the world can use this online school for planned learning. Through training and re-learning, IBM expects to get talents with the following four characteristics: first, pride, second, innovation, third, flexibility, fourth, high pedant culture, a high pedant culture.

Foreign companies have brought capital, technology, employment opportunities and advanced management methods to China market. At the same time, they also brought "foreign" brands, crowded out the China market and poached outstanding talents. After China's entry into WTO, China market is a "hot spot" for foreign companies. Generally speaking, the aggressive performance of foreign-funded enterprises in China includes two aspects: first, the strategic adjustment of localization, not only the production base is built in China, but also the R&D and training are moved here without exception, which is convenient for obtaining cheap raw materials and human resources nearby; Second, after a long period of understanding of the China market, foreign-funded enterprises are no longer satisfied with establishing joint ventures with China, and begin to increase capital and shares, which makes enterprises more and more out of Chinese control. Foreign-funded enterprises can achieve these two points through strong brands and attracting more and more outstanding talents from China.

Indeed, foreign-funded enterprises have begun a grand talent localization plan. Many international multinational companies realize that training is not a "cost", but an "investment" with a high rate of return, which is the best way to cultivate talents' special capital and enterprises, and implement it prospectively. They realize that the formation of human ability is not a simple and pedantic speculative process, but a combination of knowledge, skills and learning and innovation capabilities. According to the statistics of American Training Magazine, the number of supervisors trained by Harvard Business School has increased by 80% in the past 1997-200 1 year. In just 200 1 year, 5,000 supervisors attend various trainings in this hospital. 1999, the expenditure of American enterprises on executive education was16.5 billion USD, an increase of 17% compared with 1998. American companies spend $30 billion on training every year, accounting for about 5% of employees' salary income. We can see from the data of the five largest adult education colleges in the United States that the company's demand and investment in training is increasing. The data of the five largest adult education colleges in the United States are shown in the following table: the annual income (million dollars) and the growth rate (%) in the past five years are specially developed for customers.

Percentage of projects (%) Number of projects wharton school 25. O 257 55 l00 TMD (Lausanne, Switzerland) 23.5 42 39 l24 Harvard Business School 3O. 1 20 5 28 Innovation Leadership Center 23.7 57 34 28 University of Michigan 210 5310 63 Let's take a look at the current situation and problems of enterprise training in China.

First, enterprises pay insufficient attention to employee training, and the training investment is seriously insufficient. A survey on the quality and ability of enterprise managers organized by China Enterprise Management Association shows that only 9.9% of enterprises have training funds/sales above 2.0%, and more than half of them have training funds/sales below 0.8%.

Second, the training of enterprises is not enough, and the human capital content of management technicians is low. According to a sample survey of some state-owned enterprises, 67% of middle and senior managers have bachelor degree or above, and 33% have junior college degree or below, and most of these diplomas are obtained through adult education; 79% people have no formal management education, and they don't know much about modern enterprise system and market economy. Most of them don't know foreign languages and computers. These are difficult to meet the requirements of further reform and development of Chinese enterprises. See the table below, and compare the educational background of foreign companies and circle enterprises: educational background: foreign-funded enterprises sample state-owned enterprises with bachelor degree or above, 9O% 67% with junior college degree or below, 1O% 33% with adult education, and 5% 65% third. Even though some enterprises are aware of the importance of training, due to the lack of scientific methods, the results are little. The question is:

First, training is out of touch with demand. When making the training plan, the enterprise did not conduct in-depth research on the training needs, but simply conducted training according to the existing positions.

Second, the training effect was not evaluated. Employees don't feel the pressure from the outside world, and they are often perfunctory about training.

Third, there is no link between ability improvement and rewards and punishments. Most enterprises lack systematic human resource management, and even basic job analysis and job description systems have not been established. There is no direct connection between promotion and salary increase and ability improvement. Yang Zhuang, the foreign director of Peking University's international MBA program and a doctor of management at Columbia University, believes that there are many talents in China, but they have not been cultivated and are only used by enterprises. So there is such a phenomenon that good talents will be exhausted after a period of use and eventually leave the enterprise. Generally speaking, there are several reasons why state-owned enterprises have not invested enough in training:

First of all, managers don't realize that training is a high-return investment.

Second, there is abundant labor resources and no sense of urgency.

Third, due to the short-term behavior of business leaders. Some business leaders pay too much attention to short-term benefits and are short-sighted, and the results of training are difficult to show in the short term.