exist problem
First, the training demand analysis mechanism is not perfect. When considering the annual training course arrangement, enterprises often ignore the combination of corporate strategic goals and employees' personal development goals. The unclear learning objectives of employees do lead to passive acceptance of course knowledge or perfunctory work, and the training effect is not ideal.
Second, the training curriculum is not systematic, the training method is simple, the training process is discontinuous, and the training content is temporary, sudden and random. Conventional on-the-job training and remedial education are the main body, lacking forward-looking seminar-style learning exchange, and the training mode of single-line indoctrination fails to provide a broader platform for excellent employees to exchange resources and develop their potential, which is not conducive to the promotion and popularization of new technologies, new processes and good experiences.
Third, the short-sighted effect of training has not laid a good foundation for the long-term development of enterprises. The training setting is not balanced, and there is a lack of pre-training for the medium and long-term goals that enterprises should achieve as soon as possible. Workers' posts lay particular stress on business training, while general manager's training mainly focuses on job training, ignoring the development training with development potential, which leads to the failure of business work in employing people.
Fourth, there is a lack of competitive learning atmosphere, employees' learning motivation is insufficient, and their learning objectives are unclear. At present, the front-line workers in enterprises in China are generally low in education, long in working hours, under great pressure and low in learning enthusiasm. The heavy workload of managers and the imperfection of training facilities also inhibit the learning initiative of employees to some extent. The overall learning atmosphere needs to be improved.
Fifth, there is a lack of a good environment for the transformation of results. The fundamental purpose of training is to apply what you have learned and improve your work skills. Employees need a good environment to promote the transformation of training results after training. If the training results of employees cannot be transformed, the view that "training is useless" will be another obstacle to training.
Sixth, the training effect evaluation is not done enough, only emphasizing the training plan and ignoring the training results. The key to training implementation is to look at the effect after training, but at present, the evaluation mechanism of enterprise effect is not perfect, and the effect tracking after training is insufficient, which makes the training greatly discounted.
Countermeasures and suggestions for improvement
First, pay more attention to education and training. With the strengthening of staff training, the quality of training has been greatly improved, but the long-standing negative attitude of "speaking is important, doing is secondary, and being busy is unnecessary" has not been completely abandoned. The support and working attitude of enterprise leaders and responsible departments for employee training is the key to whether the company can successfully carry out various trainings.
Second, do a good job in training demand analysis. Effective enterprise training goal should be a good combination of enterprise strategic goal and employee career development goal. Only when the training objectives of enterprises meet the development of enterprises and employees at the same time can they play the greatest role in promoting the management and development of enterprises. Therefore, first of all, we should let employees know the development goals of the enterprise, and guide employees to integrate their personal development goals with the development goals of the enterprise according to their own development needs, and strive to achieve the "win-win" goal as the principle to improve the initiative and enthusiasm of employees in learning. Secondly, according to the characteristics and development needs of all kinds of employees, we should formulate corresponding training countermeasures. For the hard-working employees of the old ox type, we can make them feel pressure and crisis through job competition and regular technical ability assessment, stimulate their awareness of learning, encourage and guide them to improve their current performance; For enterprising employees, we should pay attention to their personal development needs in time, actively guide them to combine their personal development goals with enterprise development goals, give them enough time and more opportunities to learn knowledge, develop their potential and accumulate experience, provide them with a broad stage to display their talents, and at the same time increase their sense of belonging to the company by formulating corresponding measures to make a good talent reserve for the company; For mediocre employees, the focus of training is to correct behavior problems, improve work attitude, and prevent such employees from affecting the company's image and business development.
Third, improve the achievement transformation mechanism, grasp the application of new technologies in enterprise development in time, pay attention to the achievements made by employees in the field of work, increase the promotion and learning of new technologies and achievements within enterprises, encourage employees to consciously learn and apply new knowledge, and improve work efficiency. On this basis, we can appropriately increase the learning courses and seminars on new knowledge and technologies for employees in corresponding positions, encourage employees to constantly update and enrich the original knowledge structure, and enhance the core competitiveness of enterprises.
Fourth, improve the training evaluation mechanism. In order to improve the training efficiency, it is a task that cannot be ignored to evaluate the training effect. It is necessary to formulate corresponding evaluation methods and standards and clarify the implementation of responsibilities. The means of training effect evaluation are diversified, such as questionnaire survey, interview survey, assessment of students' knowledge and practice, and comparison of relevant data before and after training. While arranging the training content, the training organization department should determine the evaluation method according to the actual situation, and do a good job of supervision and guidance to ensure the training quality. At the same time, according to the investigation and analysis of the training effect and the information feedback, the corresponding project settings will be improved to guide the future training work.
Fifth, improve the training structure and realize the parallel of vocational training and outward bound training. Because of the different types of jobs and work levels, the skills that need to be mastered and applied are different, so the training must be focused. Vocational training is mainly aimed at operators, and extended training is mainly aimed at managers. In recent years, with the younger age structure of managers, the development of training courses will play an important role in giving full play to employees' potential, realizing employees' value, strengthening employees' sense of belonging to the enterprise and avoiding brain drain. The following are suggestions on how to carry out manager development training:
1. General manager's training focus: mainly engaged in specific management work in the front line, carrying out the instructions and decisions of middle and senior managers. Therefore, the training content designed for them should focus on management skills and techniques. Because "it is better to teach people to fish than to teach them to fish", "fish" is like a management position in an enterprise, and "fishing" is the organizational ability of managers. In terms of management skills, we should focus on cultivating their working thinking mode, from "staff officers" who passively carry out specific instructions to "right-hand men" who have their own opinions; On the other hand, it is necessary to strengthen the training of their organizational and communication skills so that they can successfully complete the specific organizational and management work.
2. Training focus of middle and senior managers: Middle and senior managers are leaders of enterprise management and development, and their knowledge tends to be concepts and skills. Their training should focus on cultivating the ability to find, analyze and solve problems, the ability to employ people, the ability to control and coordinate, the ability to make business decisions and the skills of organizational design.
6. Establish a training incentive mechanism to create a strong learning atmosphere in the enterprise. It is suggested that training should be linked with job promotion and performance appraisal system to improve employees' learning initiative.
Staff training is an indispensable part of the sustainable development of enterprises. It is a long-term project to establish a perfect training system and use efficient management mode to improve the overall quality of employees and achieve the grand goal of comprehensively enhancing the core competitiveness of enterprises. No matter the leader of the enterprise or every employee is a builder, only by working hard to lay every cornerstone can the strength of the enterprise continue to grow.