(1) There is no special training department, but the human resources department is generally responsible for training, and the sales department or operation department is mainly responsible for goods training;

(2) The training budget is very small, and it is often not implemented in place;

③ The training targets are mainly shopping guides and production line workers;

④ Training is mainly completed by internal lecturers;

⑤ The main content of training is the knowledge of goods, the display of goods, the production operation and the training of new employees, and rarely involves the training of personnel's mentality, career development, management skills and communication skills.

⑥ Training evaluation is rarely conducted.

2. Problems in employee training of small and medium-sized garment enterprises.

(1) Lack of understanding of training, eager for quick success.

Training is a project that needs to be continued to show obvious results. It usually takes some time to convert input into output. Small and medium-sized garment enterprises with low cost as their business strategy are only willing to invest in "immediate" training, such as product knowledge, product display and sewing skills. While others are "free if you can". At the same time, due to their own management reasons, the turnover rate of small and medium-sized garment enterprises is relatively high, so they think that training will bring greater risks due to brain drain, so enterprises are often reluctant to invest too much manpower, material resources, financial resources and time in training.

② The training system is not perfect and there is no effective implementation mechanism.

The training system construction of small and medium-sized garment enterprises is relatively lacking. Although some enterprises have also formulated training systems and processes, they often fail to implement them in practice, and often "say one thing and do another", and the system has become a decoration. These are closely related to the lack of attention to the training of relevant organizational management departments and personnel and the lack of strong executive culture.

③ Problem-solving training is widespread, lacking systematic training plans and schemes.

Training is random, and it is often remembered only when there are problems, such as poor performance, poor process or sharp increase in rework rate. It is impossible to make feasible training plans in advance, especially annual training plans, and it is even more impossible to have medium-and long-term training plans. This is one of the manifestations of the lack of training management functions.

④ Lack of training demand analysis and establishment of an effective training system.

The whole training has not yet formed a system, and it is still in a relatively one-sided primary stage. The quality of training demand investigation and analysis is not high, which is far from the actual demand. Sometimes there is no training demand analysis at all, and it is entirely up to managers to "pat their heads" to determine the needs; Most of the courses and teaching materials are "imported" from some large clothing enterprises in the industry, and their own development ability is weak; Training evaluation is rarely done, and often the training is over after the course is over; The control of training quality is often lacking.

⑤ Mainly focus on shopping guide and workers' training, lack of training for managers.

The training targets are mainly shopping guides and production line workers, and there is a lack of training for managers, especially middle-level managers (store managers, team leaders and supervisors). Most of these managers are promoted from the backbone of the business, and do not have professional management knowledge and skills, so there are great obstacles in personnel management and team building.

⑥ The training method is too monotonous, and the content is mainly product knowledge, presentation and production operation.

Generally speaking, training is conducted through lectures. Students' participation in class is not enough, the course lacks interaction, and the professional skills of internal lecturers need to be improved, which leads to the low attraction of the course; The training content mainly focuses on product knowledge, product display and production operation, and the content is relatively simple.

Three, small and medium-sized clothing enterprise staff training countermeasures and suggestions

1. The top management must attach great importance to it, change the concept of training, and look at training from a development perspective.

"Staff training is the first line of defense for enterprises to cope with economic and technological changes." Enterprises choose and use effective training methods, which not only provide employees with learning opportunities, but also ultimately meet the needs of enterprise development, so that staff training is closely combined with practical work, thus continuously improving the competitiveness of enterprises. Therefore, the top management of enterprises must attach great importance to training, pay attention to the relevant links of training, and give support in terms of funds and time.

The correct training concept is the ideological basis of effective training, and the top management of the company must change their concepts and correctly understand the training work. Although training is a function of human resource management, it plays a core role in improving the quality and ability of enterprise employees, and has gradually become an important link in the implementation of enterprise strategy. For enterprises, training is an effective way to improve their competitiveness and promote their long-term development. For employees, training can meet the needs of employees' personal development, and it is also a means of motivation, which can enhance employees' sense of belonging to the enterprise.

Training is a gradual process, a process from quantitative change to qualitative change. In many cases, the "immediate" effect cannot be achieved. Therefore, senior managers of enterprises should look at training from a long-term perspective and a development perspective, and look at training from the perspective of sustainable development of enterprises.

2. Establish a qualification-based training system.

Qualifications are the ability to complete tasks in a real working environment, the ability to meet performance requirements according to enterprise standards, which not only reflects the needs of the organization, but also reflects the post competence of the incumbent, and is the internal key to determining personal performance. Establishing a qualification system to classify posts can solve the problem of career development channels for employees, and clearly require the necessary knowledge, basic skills and behavior norms of each post and rank, which lays a solid foundation for the effective development of training.

Small and medium-sized garment enterprises can establish a training system based on post qualification, classify and grade each post, and formulate detailed post qualification standards for key positions (store manager, team leader, designer, supervisor, etc.). ) as a starting point, and on this basis to carry out training needs determination, training course development, training evaluation implementation and other work, and ultimately promote the transformation and landing of training results.

3. Comprehensive use of various methods to determine training needs and improve the pertinence of training.

Based on the qualifications of each post and rank, the training needs are analyzed by comprehensive methods such as job task analysis, major events analysis in workflow, system and employee ability, performance appraisal analysis, employee interviews, seminars and questionnaires. At the same time, by comparing the enterprise's development plan, annual business plan, human resource planning and market competition, we should find the gap, determine the training demand, proceed from reality, enhance the practicality and pertinence of the training content, and ensure the manpower.

4 unified leadership, formulate training plans and programs, ensure the integrity of trainers and content, and realize legalization.

Enterprises should not only make long-term training plans, but also make detailed training plans. When making the training plan, we should comprehensively consider the following factors: internal environmental factors of the enterprise (including business strategy, development planning, corporate culture, etc.). ), the external environmental factors of the enterprise (challenges and threats, laws and related policies, etc.). ), as well as the existing human resources of the enterprise (knowledge structure, education structure, skill level, staff morale, etc.). ). Training planning should clarify the relationship between training strategy and enterprise development strategy, and determine the position and responsibility of training system in the enterprise; Determine the overall framework of the training system; Determine training objectives, types, methods, etc. The training object should include all employees, not only grass-roots employees, but also managers. The progress of managers will drive grass-roots employees to make greater progress. The training content should include knowledge, skills and mentality, without which it is incomplete.

Small and medium-sized garment enterprises can be managed by human resources departments, including overall planning and coordination, and the marketing department is only responsible for implementing goods and sales training. The human resources department should start to make a three-year training plan, considering both the actual situation of the enterprise and the future development of the enterprise; The training target should include not only front-line operators, but also managers, especially middle-level managers; Besides the knowledge of commodities, commodity display and production operation, the training content should also include career planning, professionalization, emotional and stress management, time management, communication skills, team building and human resource management. It is necessary to establish and improve the relevant systems and processes of training, clarify the division of labor and responsibilities of human resources department, marketing department and other departments in training, and make the training work move towards the rule of law.