Enterprise training refers to the planned and systematic training and training activities carried out by enterprises to improve the quality, ability, work performance and contribution to the organization. The goal is to improve and enhance employees' knowledge, skills, working methods, working attitudes and working values, so as to give full play to the greatest potential to enhance the performance of individuals and organizations, promote the continuous progress of organizations and individuals, and realize the dual development of organizations and individuals.

Five principles of enterprise management training:

First, establish an executive leadership team to drive change.

Second, implement management training.

Third, connect and integrate organizations around management training.

Fourth, let management training become everyone's job.

Fifth, make management training a continuous process.

Differences in management training between Chinese and foreign enterprises;

Many domestic enterprises find it more and more difficult to keep people! It's not just about retaining people. It's also difficult for China enterprises to compete with foreign-funded enterprises when recruiting new employees. Some people may attribute it to the low wages of domestic enterprises, but it is fundamentally a problem of internal incentive mechanism (development space and perfect mechanism are more important than simple wages). Apart from the lack of attractiveness of China enterprises due to the limitation of existing resources in material incentives, a very important reason is that most enterprises only use people instead of educating people. Comparing the human resource management of Chinese and foreign enterprises, one of the biggest differences lies in the training input of employees. The training of foreign-funded enterprises is perfect and systematic, which is closely related to the corporate culture and the reality of enterprise development. Because employees are regarded as the most valuable human capital, the training investment of foreign-funded enterprises has also produced extremely high benefits. On the other hand, it seems that most of the employee training in Chinese enterprises is emergency or passive. Business managers do not seem to regard training as an investment, and it is impossible to establish the ownership relationship between employees and enterprises without training, let alone the formation of enterprise cohesion or learning organization.