I don't think Coach should be a cramming education. Unfortunately, I haven't understood the coach's way yet, so I won't discuss it in this article. In this article, we will discuss internal training. Let's take a look at employees' views on internal training: 1. Many people actually exclude internal training from their hearts. On weekends, they think they take up the rest time and put it on working hours on weekdays, but they feel that they have delayed their work and can't get off work on time. Maybe during the interview, they will tell you sincerely that they need training to improve their professional skills. However, after trying to organize training, I found that I was either late or in a daze with a notebook. What's more, I handle things with my laptop while listening. From the perspective of managers: 1. After completing the training, pay the instructor's fee, not to mention, if it is a weekday training, there is also a lost time fee for the employees who participate in the training. What's the effect? 2. Well, in order to see the effect, let's do a homework (after the news was announced, the participants gasped ...) How can a good heart be regarded as the liver and lungs of a donkey? Listen to the employee's statement first: 1. Some training is provided by in-house instructors. Without lecture skills, they are too boring to learn by themselves. 2. I don't know where to start self-study. 3. I've heard of it, and I know the training, but I don't know where to use it. In fact, my current job is very good, I am familiar with the work content, and my salary is good. Why do you force me to take so many classes? The (more important) question is, what is good for me to attend the training? Listen to the internal lecturer again: 1. In fact, preparing lessons is very tiring, and no one listens to lectures, which discourages enthusiasm. I won't do it next time. If I can't die, I quit. Finally, listen to the manager: 1. The project/product delivery quality is not good, and the dog blood is drenched by customers every day. It's easy to make up your mind by spending a lot of money and energy to organize a training, but these guys are ungrateful? Everyone in the team worked hard and tried their best, but the result was not good! Therefore, I suggest that it is best not to hold internal training, because it is not effective, and even if it is effective, it is difficult to measure it. Some enterprises don't even spend their energy on internal training, but adopt this model: first hire some employees with insufficient skills, and then hope that internal training will make up for their skills defects and become qualified talents. Of course, the salary is unchanged, so there is a low-cost solution ... it is better to establish a good internal promotion system and employee ability model. In my opinion, hiring employees means buying their skills, which is no different from buying an office software (of course, one difference is that people can't pirate it). If employees' skills improve, of course, they should be given a raise-I mean skills that are useful to the enterprise and only effective under special circumstances. This article will not discuss this situation for the time being. So as an enterprise manager: 1. Have a project or product, thus deriving a clear skill purchase list; 2. Evaluate the candidate's ability in the interview against the skill list of the target position-interview is used here because you want to determine whether the team is willing to cooperate with the candidate. For example, as a male manager, I am happy to recruit one or two beautiful women in the team. Even though my skills are poor, it is good to have a striking and active team atmosphere and boost morale. Wouldn't it be wonderful if my skills meet the requirements and I accept both talents and colors? 3. During the probation period, I clearly know whether the employee is competent according to the skill list; 4. After the probation period, do an employee skill assessment once a year, and decide whether to be promoted according to the skills; If you are incompetent and can't stand it, please leave. The following is a skill list I made (for developers and testers): In the list, all positions and skill requirements are listed: 1. Because the employee knows his current position, if he wants to be promoted to the next position, he will know what skills are missing on the list and will learn them himself; 2. For managers, historical experience can be solidified, and the employees with the best skills in the organization can be used as benchmarks. Other employees can follow the learning path of role models to improve themselves. Perhaps this is the so-called: "It is better to follow the footsteps of the winners than to read thousands of books." I once made a small program to analyze this list and gave the following work roadmap: