In fact, from Procter & Gamble in the United States to Zhejiang Aokang, employees are being trained to be part-time trainers, so that employees can train employees. This "internal trainer system", combined with the external trainer of the enterprise, effectively meets the talent demand of the enterprise. Moreover, as trainers among employees, the enterprise is not far from a "learning organization".
Internal trainers are not just "good quality and low price"
Procter & Gamble, Aokang, Ou Shili, Huawei Software, enterprises of different industries and sizes, why do they choose to train their employees as trainers, instead of relying solely on outsourcing? Perhaps, the following three keywords can decipher the password of "internal trainer".
One of the key words-cost. "One thousand yuan a day is just a friendship performance, and the ordinary price is 12,000 to 14,000 a day." This is the status quo of professional trainers. In contrast, the cost of "internal trainers" is much lower. Generally speaking, the cost of internal trainer system includes two aspects, one is the development of training courses, and the other is the training and motivation of trainers. After these two aspects are mature and fixed, the cost can be shared in many trainings within the enterprise. At the same time, training trainers means training employees, and the corresponding costs can be further diluted.
Keyword 2-customization. Low cost means poor effect? On the contrary, trainers and training courses that grow up from enterprises may be more in line with the reality of enterprises. The seemingly expensive "customized" training is the inherent advantage of the internal trainer system. These trainers from employees may not be as avant-garde and sophisticated as professional trainers, but their understanding of enterprises, work and colleagues around them can make their training more targeted and operable, rather than an armchair strategist. In the "daily training" within the enterprise, Huawei Software requires each department to prepare courses related to its functions, so that the training content of up to 22 courses per month can be practical.
Keyword three-learning organization. Welch had a feeling before he retired from GE, "Let everyone participate in the learning culture, which is the real key to improve productivity." In this internal trainer system, every employee can become a trainer, which makes it possible to mobilize the enthusiasm of employees to the greatest extent. As trainers, employees can get training in communication and planning, and enjoy another sense of accomplishment at work; As students, employees can further improve their working ability in cross-departmental and cross-level training, and generate will spark innovation in knowledge sharing and inheritance. The so-called learning organization generally refers to "the continuous growth of learning ability, so that members of the organization can experience the meaning of life at work and turn learning into creative energy." These three points seem "invisible", but isn't this the case with the "good quality and low price" internal training system?