? The establishment of training culture is multi-level, which can not be completed by the training department alone. It is restricted and influenced by various aspects within the organization, and it is bound to be painted with the color of specific industry and enterprise management model. The establishment of training culture is a gradual process, which can be roughly divided into three stages: germination stage, development stage and maturity stage.
? (A) the basic characteristics of training culture in its infancy
? In the embryonic stage, training is only the responsibility of training implementers; Training is regarded as an activity that wastes time and money; The training content is monotonous, mostly knowledge and technology content; The training form is outdated and can't stimulate the interest of participants; The training work lacks planning and systematicness; After the training activities, no one cares; There is no clear relationship between training activities and business objectives; No one asked employees about their training needs; The investment of training resources is not as high as that of recruiting new employees; Enterprises are more willing to recruit qualified new employees; Only a few senior managers have the opportunity to receive training; Training management has no clear objectives and responsibilities; No one cares whether managers are competent for their current jobs and whether their existing qualities can meet the needs of enterprise development; Trainers only play the role of implementers.
(B) the basic characteristics of the development stage of corporate culture
? Training has become an important responsibility of human resources and various business departments; Training is considered as an important way to be competent for the job; The training content is richer, integrating knowledge, skills and mentality; Various training forms give students more opportunities to participate; The training work is planned, emphasizing the systematization of training; Pay attention to the collection and arrangement of training information; Evaluate the training effect; More training resources are available; Meet the needs of human resource planning; Emphasize the confirmation of training needs; Have clear training management responsibilities and objectives; Most people have the opportunity to participate in on-the-job or off-job training; Trainers are both promoters of organizational strategy and implementers of training.
(C) the basic characteristics of the training culture in the mature stage
? Trainers combine training with organizational goals and strategies; Training is no longer just the responsibility of trainers, but also the important responsibility of department business managers; Training is regarded as an effective way for organizational development and personal development; Training strategies can be concrete and constantly adjusted; Trainees have a high degree of freedom in choosing training content, form, place and time. The training plan emphasizes systematicness and growth; A complete training information system has been established and can operate effectively; Further emphasize the satisfaction of training needs and the follow-up evaluation of training effects; Employees can be trained to exchange information; Socialization of training resources; Allow failure and regard it as a learning process; Training results become an important part of organizational evaluation of personal development; Through training, corporate culture can be better developed; Trainers only play the role of strategic promoters, and the functions of implementers are carried out independently and effectively by various departments.
? Theoretically speaking, there are three important signs for the training culture to enter the development stage from the embryonic stage: whether the enterprise really has the knowledge and understanding of modern training; Whether the enterprise really has its own effective training plan; Does the enterprise really have a step-by-step training course system that matches the needs well? Most domestic enterprises have a certain understanding of training, but it is not particularly profound. Many enterprises have made their own training plans, but few have actually implemented them and finally realized the transformation of training results. Therefore, the training culture of most enterprises in China is in the process of transition from germination to development, and the construction of enterprise training culture needs to be strengthened urgently.